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Quality Management Manual SAP Development 

 

 
 
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Slide 1: Horizon Quality Management Manual SAP Development
Slide 2: SAP AG q Neurottstraße 16 q 69190 Walldorf q Germany
Slide 3: © Copyright 1999 SAP AG. All rights reserved. No part of this brochure may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG. The information contained herein may be changed without prior notice. Some software products marketed by SAP AG and its distributors contain proprietary software components of other software vendors. Microsoft®, WINDOWS®, NT®, EXCEL® and SQL-Server® are registered trademarks of Microsoft Corporation. IBM®, DB2®, OS/2®, DB2/6000®, Parallel Sysplex®, MVS/ESA®, RS/6000®, AIX®, S/390®, AS/400®, OS/390®, und OS/400® are registered trademarks of IBM Corporation. OSF/Motif® is a registered trademark of Open Software Foundation. ORACLE® is a registered trademark of ORACLE Corporation, California, USA. INFORMIX®-OnLine for SAP is a registered trademark of Informix Software Incorporated. UNIX® and X/Open® are registered trademarks of SCO Santa Cruz Operation. ADABAS® is a registered trademark of Software AG. SAP®, R/2®, R/3®, RIVA®, ABAP®, SAPoffice®, SAPmail®, SAPaccess®, SAP-EDI®, SAP ArchiveLink®, SAP EarlyWatch®, SAP Business Workflow®, SAP Retail®, ALE/WEB®, SAPTRONIC®, SAP Scope® are registered trademarks of SAP AG. All rights reserved. Quality Management Manual - SAP Development q May 1999
Slide 4: Contents Quality Management Manual SAP Development Overview........................................................................................................................................................ 1-1 Area of validity for the HORIZON QM system ..................................................................................................................................... 1-1 Delimitation to the Support and Service QM system ............................................................................................................................ 1-1 Content of this brochure .................................................................................................................................................................... 1-1 Overview of development processes ................................................................................................................................................... 1-1 Definition of SAP Labs ....................................................................................................................................................................... 1-2 Responsibilities of the SAP Executive Board ........................................................................................................................................ 1-3 Development structure ...................................................................................................................................................................... 1-3 Industry Business Units (IBUs) / Generic Business Units (GBUs) .......................................................................................................... 1-5 Quality organization .......................................................................................................................................................................... 1-6 Development Requests ..................................................................................................................................... 2-1 Roll-in process ................................................................................................................................................................................... 2-1 Who create development requests? .................................................................................................................................................... 2-1 Planning .......................................................................................................................................................... 3-1 Product planning ............................................................................................................................................................................... 3-1 Project planning ................................................................................................................................................................................ 3-3 Development ................................................................................................................................................... 4-1 Creating releases .............................................................................................................................................................................. 4-1 SAP corporate culture ........................................................................................................................................................................ 4-1 Product development phases ............................................................................................................................................................. 4-2 Planning ........................................................................................................................................................................................... 4-2 Specification ..................................................................................................................................................................................... 4-2 Design .............................................................................................................................................................................................. 4-3 Implementation ................................................................................................................................................................................ 4-3 Tests and pilots .................................................................................................................................................................................. 4-3 III
Slide 5: Problem Handling and Maintenance ................................................................................................................... 5-1 Development support ........................................................................................................................................................................ 5-1 Implementation and integration in the standard system ...................................................................................................................... 5-2 Closing problems ............................................................................................................................................................................... 5-2 Legal/technical changes .................................................................................................................................................................... 5-2 Product Development with Partners .................................................................................................................. 6-1 Product Development with Partners ................................................................................................................................................... 6-2 Certification of interfaces to non-SAP systems ..................................................................................................................................... 6-2 Support Processes ........................................................................................................................................... 7-1 Personnel Development at SAP .......................................................................................................................................................... 7-1 QM Organization ............................................................................................................................................................................... 7-1 Management Review ......................................................................................................................................................................... 7-2 Management of QM documents ......................................................................................................................................................... 7-2 Appendix ........................................................................................................................................................ A-1 You can find this and other current literature on our home page in the media centers for each subject at: http://www.sap.com IV
Slide 6: Preface Quality at SAP Our products and services are designed to let you optimize the use of information technology throughout your enterprise. Confidence in the performance and quality of our products forms the basis for long-term partnership between SAP and you, as our customer. We want to work together with our customers worldwide, establishing a reliable and predictable basis for this collaboration. We judge the quality of our products and services by how well they meet your requirements and expectations. Both you, as our customer, and our own staff can contribute a great deal towards identifying and solving quality-related problems. Our goal is to prevent such problems in the first place by thinking and looking ahead. If this doesn’t work, then the underlying causes of the problems must be sought out and remedied. We are committed to responding fast to any problems experienced by our customers and working together with you constructively to find the best possible solution. We attach high priority to granting as much freedom and latitude for taking decisions as possible to all of our staff. After all, it is their self-reliance, ability to take responsibility for their own work, creativity, and competence that form the basis of our innovativeness. Each of them pitches in to ensure that SAP’s products and services measure up to your expectations and wishes. We don’t think much of hierarchical structures and bureaucratic procedures. Our internal processes and work routines are flexible, molding themselves to changing circumstances and needs. At all times, our overriding task is to adapt all of our processes quickly and appropriately to changing conditions—a never-ending job that we discuss and implement as one big team. And no matter what they’re working on, all of our staff do their utmost to make sure that we keep—and enhance—our ability to communicate and cooperate, both with one another and with you, our customer. SAP’s quality officers Henning Kagermann Gerhard Oswald Peter Zencke V
Slide 7: Chapter 1 Overview Overview The HORIZON QM system is valid for development at the SAP Group, that is, development at SAP AG and at the independent SAP Labs organizations. SAP aims for customer satisfaction. It is therefore concerned with constantly improving and extending not just development, but also the support and services it provides. In 1998, the Support and Service area built its own QM system, Excellence in Support and Service. This system is separate from the HORIZON development QM system. The processes Final Assembly and Delivery of R/3, Active Customer Service for R/3 Services, Cooperation between SAP and R/3 Service Partners, SAP Academy Personnel Development Services and The SAP Training Department are now the responsibility of the Excellence in Support and Service QM system. The Problem Handling and Maintenance process lies between Development and Service. This document contains references to the parts of this process that are relevant to development. This brochure provides an overview of the processes that take place in development areas within the SAP Group. The focus is on the overall picture. The QM Manual answers the following questions: What ideas form the basis of the development process? What types of cooperation does SAP promote? How do we ensure that our products satisfy the requirements of the many different customers who use our software in differing ways in various industries worldwide? How do we ensure the quality standards they require? How are the various processes connected? The following graphic shows the development processes of the SAP Group that are documented in process descriptions, and interfaces to those processes that are relevant to both development and service. Area of validity for the HORIZON QM system Delimitation to the Support and Service QM system Content of this brochure Overview of development processes Figure 1-1: Processes in development with interfaces to service 1-1
Slide 8: 1 Overwiew Individual customers and representatives of Customer Competence Centers (CCC), User Groups and SAP employees can enter their product ideas and requirements in Product Planning for the next release using the Development Requests process. The development projects are then planned and monitored throughout the development period (that is, until the development deadline for that release) in Project Planning. The Development process is central to all internal processes. It describes the standard processes for creating SAP products. The Product Development with Partners process explains SAP’s partner strategy in development and the conditions for realizing this strategy in joint projects. The product then reaches the customer through the Final Assembly and Delivery process in the Excellence in Support and Service QM system. The Problem Handling and Maintenance process describes how customer feedback, in the shape of customer requests and problem messages, is integrated into the various processes. Development support and maintenance are the focal points of this process, from a development point of view. This process results in general information for customers and instructions for correcting the error in the shape of notes for installed software releases. Definition of SAP Labs The company headquarters, which includes the Executive Board and development headquarters, is located in Walldorf, Germany. SAP also develops software at other locations. These organizational units are known as SAP Labs. There are four types of SAP Labs: research laboratories, development centers, ABAP Factories and test centers. SAP Labs can also be a combination of these four types. There are currently SAP Labs in Bangalore (India), Mannheim (Germany), Moscow (Russia), Palo Alto (USA), Sophia Antipolis/Nice (France) and Tokyo (Japan), some of which are still being set up. Figure 1-2: SAP – Global Development 1-2
Slide 9: Overview 1 The responsibilities of the members of the Executive Board are divided up by region, product area and quality area. The responsibilities are divided between the Board members as follows (as far as is relevant to this Quality Management Manual for development): Responsibilities of the SAP Executive Board Figure 1-3: Responsibilities of the SAP Executive Board Development at SAP falls into three main categories: Core development, made up of Basis and application development for Logistics, Human Resources and Financials, industry-oriented development departments (Industry Business Units – IBUs), which concentrate on the specific requirements and points of view of particular industry sectors, and Generic Business Units (GBUs), concerned with products that are not industry-specific and supplement the R/3 product. Development structure 1-3
Slide 10: 1 Overwiew The following graphic shows the relationship between these three organizational categories: Figure 1-4: SAP’s development structure The product structure-oriented core development areas, for example, Logistics or Financials, subdivide into development departments. The product-specific area of responsibility of a development department is known as the program. The following graphic shows the basic structure of a typical core development department: Figure 1-5: Basic structure of a core development department 1-4
Slide 11: Overview 1 The Industry Business Units (IBUs) and the Generic Business Units (GBUs) have a similar organizational structure to the core development departments. The only organizational difference is that IBUs and GBUs are also responsible for support. The following graphic shows the organizational structure for these business units: Industry Business Units (IBUs) / Generic Business Units (GBUs) Figure 1-6: Organizational structure of IBUs and GBUs The IBUs develop industry-specific solutions built on the SAP standard system. The following table shows SAP’s IBUs: Figure 1-7: Industry Business Units at SAP The GBUs develop products that are not industry-specific and supplement the R/3 system. SAP currently has three GBUs: Knowledge Management, Business Information Warehouse and Business Framework Architecture. 1-5
Slide 12: 1 Overwiew Quality organization The Quality and Planning (QaP) central area is responsible for organizing and coordinating all activities for global development quality and release management. Its tasks include: u Maintaining and further developing the HORIZON QM system for development u Central Test Organization u Organizing internal and external audits u Preparing the Management Review u Central Project Planning u Determining key figures for quality u Maintaining development and maintenance systems In addition to this, there are decentralized QM teams, who are responsible for the QM measures that accompany development in each development department. The QaP area is concerned with strategic aims, whereas the decentralized QM teams concentrate on the software product or the subproduct. The following graphic summarizes the various priorities of quality management at SAP: Figure 1-8: Integration of quality teams in development This document contains a brief overview of development processes at SAP. 1-6
Slide 13: Development Requests Chapter 2 Development Requests New products and planned developments are planned in stages. Customers and SAP employees can directly influence release planning. Development requests therefore represent an important input into the product planning process at SAP. In the context of the implementation of the IBU concept, SAP has reviewed some of its core processes, with the aim of adapting them to the requirements of this concept. One such process is the ‘roll-in’ process, which describes how to create development requests and how SAP processes them. The main aims of this process are as follows: u Development request authors receive a precisely defined procedure model (based on the tools developed for this process), which describes how to create development requests and find out about their current processing status. This process description increases awareness of the whole process and of the criteria on which SAP bases its decisions regarding inclusion of development requests in product planning. This is intended to raise customer acceptance of SAP’s decisions. u SAP subsidiaries and regions have the option to use the ‘Regional Demand Maps’ to position development requests that they consider of particular importance, thereby including them in product planning. Customers, User Groups, representatives of Customer Competence Centers, subsidiaries, other development departments or individual employees can all send development requests to SAP. Roll-in process Who create development requests? 2-1
Slide 14: 2 Development Requests The following graphic shows how development requests are processed: Figure 2-1: Processing development requests The main steps in development request processing are as follows: u Creating u Screening u Prioritizing u Processing by SAP development. The author of the development request can get feedback from every stage after creating. 2-2
Slide 15: Development Requests 2 In screening, employees from various SAP organizational units view internal and external development requests – after translation if appropriate. They then add any other information required, bundle the requests with other development requests on similar subjects and prepare them for further processing. Responsibilities in the regions may be regulated in different ways. Responsibilities for certain processing steps may also differ, corresponding to the assignment of a development request to a particular SAP application component or specific industry. The aim of screening is to be able to give a final reply to as many development requests as possible at this early stage. Prioritization takes place once a year and selects, from the screened development requests, those that are most urgent for customers or for the SAP regions. All development requests not selected at this point are rejected. Only development requests selected during the prioritization process are forwarded to processing in development. Development checks these development requests and makes the final decision on whether to accept or reject them. This decision is always made in the context of the next planned release. Decisions on the further processing of a development request can be made on several levels: if the Program Director (PD) responsible cannot make a decision, for example, because it would affect other areas too much, the PD meeting makes the decision on the development request. However, if the PD meeting is unable to come to a decision, then the development request is passed to the Product Planning meeting (PP meeting). The PP meeting is a management committee concerned with product planning and development management in general. This procedure enables SAP to ensure that every development request is comprehensively checked and that information is quickly and easily available for the author of the request. 2-3
Slide 16: Chapter 3 Planning Planning SAP’s product planning requirements are growing, due to SAP’s continuing growth, the increasing number of cross-application projects and the introduction of industry solutions and new products. The various industries for which we provide comprehensive solutions in an international environment have diverse functional requirements. Users today expect systems that are error-free, easy to learn and use and that have quick response times. At the same time, they expect the system technology and architecture to be further developed and the system itself to be easy to maintain. In this context, the product planning process aims to: u Ensure a structured, coordinated and clearly defined flow for product planning. u Direct software development by setting strategic goals and so ensure that product development is in agreement with SAP’s business strategy. u Clarify what development capacities are available and how they are used, in order to meet the requirement of making optimum use of available capacity. u Coordinate product planning for the IBUs, GBUs and core development. u Promote communication between the development departments about development aims; larger development projects require deadline and content coordination and departments should work synergically and re-use material where possible, as well as avoiding duplicate developments and integration gaps. Product planning establishes SAP’s strategic conditions and focal points for development. The planning cycle is repeated on an annual basis and covers a period of three years. Product planning decisions are made at the PP meetings. The members of SAP’s Executive Board with responsibility for development participate in these monthly meetings. Product planning is based on SAP’s business strategy, on the requirements contained in the Global Demand Map and on technical development requirements. Product planning precedes project planning and development. SAP documents the results of product planning in the minutes of the PP meetings and in the Product Map and the Enablement Map. The Product Map describes the functions of each application, and the Enablement Map contains the technologies at the disposal of application development. Product planning is the basis for budgeting, which is used to allocate development resources to development departments. Product planning Results of product planning 3-1
Slide 17: 3 Planning The following graphic shows these product planning structures: Figure 3-1: Product planning structures PP Meeting The PP meetings provide a framework for the product planning process. All PP meetings share a common role as the body responsible for escalation and decision-making. The PP meetings are responsible for establishing product visions and strategic guidelines. During the planning phase for a new product release, the PP meetings decide the direction of the new release and which development or project proposals should be included in the new release plans. The meetings also define the points that require cross-area planning, that is, those that result in cross-application projects. The program directors, the PD meeting and the PP meeting work together to produce product planning for the individual development departments. The following graphic shows the main elements of the planning process: Figure 3-2: Product planning process 3-2
Slide 18: Planning 3 This decision-making process results in outline planning, which uses key words to describe the content of the new release and serves as a basis for writing the development news. This is how the PP meeting formulates product strategy and coordinates SAP’s complex development projects correspondingly. Once the framework has been established, project planning creates a complete project plan for the functional release and for pilot shipments. All development plans are created, maintained and consolidated in a central R/3 system at SAP. The project documentation is also stored in a central system and is therefore accessible for all developers. A uniform product structure is used for planning all developments in the standard systems. Planning data includes deadlines, total overhead, work remaining and other specialized data that the subareas require. The following graphic shows the process for creating release plans: Project planning Figure 3-3: Creating a project plan The outline conditions established in the PD meetings and in the PP meeting are matched with the current project plan in individual development group planning meetings. New work packages are entered in the project system. Project planning produces, along with internal documents, important information for subsidiaries and customers, known as Development News. These documents describe particularly significant new functions in a future release. 3-3
Slide 19: 3 Planning The following graphic contains the most important key words: Figure 3-4: Project planning key words The employee responsible for planning updates the project data relevant for their area at least once a month. Central project planning creates reports for the Executive Board and the program directors based on this data. Service areas also use the central information in the project system to find out about progress on the project. 3-4
Slide 20: Development Chapter 4 Development New functions reach the customer in the shape of a new release. The central process for creating releases is Development. A new release is created by bundling several development projects of various sizes and with different aims. These projects can include anything from ‘small’ improvements and additions to existing functions, porting or integration of external software packages, through complex functions affecting several application areas, to new components and application areas, that are sometimes created together with development partners. Creating releases Development principles SAP corporate culture, which obviously includes development, is based on the following principles: u Complete customer orientation u High levels of responsibility for employees u Team-oriented approach u Open information flow and open communication u Continuous training and information for employees about both internal and external developments To increase developers’ efficiency, SAP has set the goal of performing each development step once only – in accordance with the principle “Do it once, do it right.” Developers seek to improve not only the system’s functions, but also its usability, by considering the end user’s point of view. Simple processes should be simply represented – ”Keep it simple.” This principle also applies to technical information about the system. The user always needs to know what their options are to be able to do their work. SAP supports this with the principle “Think like the end user”. SAP corporate culture Basic goals 4-1
Slide 21: 4 Development Product development phases Development takes place in several phases, described in the Software Development Life Cycle (SDLC). Figure 4-1: Procedure model Note that the Final Assembly and Delivery area is described by the Excellence in Support and Service QM system. Projects do not all have to go through these phases equally. The duration of individual development phases and the degree of detail of the corresponding development documentation can vary from project to project. The employee responsible for each planned development selects and initiates the various phases. Iterative cycles between the individual project phases are also possible. The close of development and the first shipment (First Customer Shipment) are binding deadlines for all planned developments that belong to one release. Planning Specification The detailed planning for a development project is carried out in the project planning phase. The aim here is to use the resources available as efficiently as possible and to concentrate on the most urgent requirements from the customer’s point of view. The aim of the specification phase is to ensure clarification of the development requests, with the help of product management and development. What functions are included or omitted? What context has to be taken into account? The result is the specification document, which reflects market requirements. It is subject to a review by experts from product management, development and consulting. For special planned developments, customers may also participate as review experts. 4-2
Slide 22: Development 4 The aim of the design phase is to draft the data and function structures required. It also includes a check of whether existing software modules could be used in the solution. The result – built on the specification – is a first draft of the data and process model and drafts of interfaces to other areas. Reviews before implementation starts are compulsory for planned developments that have been publicized in Development News. Reviews are often also used for other developments to ensure clarity and consensus. The aim of the implementation phase is to create the product itself. The product consists of the programs, documentation, implementation aids (Implementation Guides and Customizing) and installation and upgrade tools. During implementation, test specifications and test procedures are also created, which are then used to control the test and enable automated testing. This phase also includes a function test by the developer responsible (developer test) and integration test that follows it (Module Integration Test), which is carried out developers and QM employees. The aim of the test phase is to make a product available that is ready to go live, by using a systematic and coordinated test procedure. This test procedure includes the Acceptance Test, the First Customer Shipment, the First Productive Customer and the Subsidiary Acceptance Test. Design Implementation Tests and pilots 4-3
Slide 23: Problem Handling and Maintenance Chapter 5 Problem Handling and Maintenance The Problem Handling and Maintenance process lies between development and Service. The process steps for entering problems, preliminary checks, notes searches and problem analysis take place in SAP Support and Service. The corresponding processes are described in the Excellence in Support and Service QM system. Figure 5-1: Processing customer messages The maintenance process that is a part of this process begins when a program error in the shipped software product is discovered during problem processing. Local Support and Regional Support forward the error to Development Support for the appropriate development department. The Development Support employee responsible analyses the error and carries out the correction in the relevant correction system – the developer responsible may assist in this. The corresponding correction request contains the correction description and the documentation for the individual steps (correction, subsequent test, and so on) and the transport request contains the list of objects affected. The exact procedure depends on the system or release in question. The correction and transport system supports the correction process and protects the objects affected, for example, from simultaneous changes (configuration management). The correction test is carried out in accordance with the double verification principle, that is, at least one other employee must participate. Development support 5-1
Slide 24: 5 Problem Handling and Maintenance Implementation and integration in the standard system In exceptional cases, the correction may be made in the customer system first. It then needs to be integrated into the standard systems. These standard systems are the functional releases and correction releases currently being processed and the corresponding Hot Packages. You can find further information on the content and timeframes of functional releases, correction releases and Hot Packages in SAP’s release strategy. Closing problems Before closing the problem message, you must ensure that all the information required is available (notes, problem classification, information for participants/ people affected, if required). You must also check that there are no underlying causes of the problem that need to be solved to prevent this problem, or a similar one, from occurring again. Initiate the actions required to remove the cause of the problem, if required. Maintenance also makes changes in (Basis) technology or implemented legal requirements available to customers. Legal/technical changes 5-2
Slide 25: Product Development with Partners Chapter 6 Product Development with Partners Part of SAP’s strategy is product development with partners on various levels and with different focal points. The precondition for successful product development with partners is that both parties benefit (a win-win situation). In this way, SAP gains industry knowledge, new markets and additional resources. The risks and financial outlay of developing new products are shared. SAP partners share in the market success of SAP’s products and gain direct access to SAP knowledge and hardware and software solutions. Figure 6-1: SAP partners SAP differentiates between these types of partner: u Development partners u Consulting partners r Global logo partners r National logo partners r Implementation partners u Hardware partners u Technology partners u Systemresellers/service partners u Systemresellers/service partners 6-1
Slide 26: 6 Product Development with Partners Product Development with Partners Product development with partners contains particular rules that are not valid for all planned developments at SAP. Among the most important are timely agreements in financing, marketing and maintenance commitments. Development projects with partners can only be realized if they have a ‘sponsor’ from the Executive Board or the PP meeting who supports the project. Once a partner has been selected, all participants agree a cooperation model, which establishes the parties’ rights and duties. The cooperation model includes a general agreement on the aims of cooperation, the distribution of tasks, project organization, the financing model (including sharing product revenues), the participants’ rights, questions relating to liabilities and guarantees, agreements on third parties and agreements on the duration of the cooperation and deadlines. Before development begins, SAP (with the participation of the SAP legal department) signs a cooperation agreement with the partner selected. The cooperation agreement is valid until the cooperation contract is concluded. This legally binding agreement defines the project type, the cooperation model and other commercial and legal details. Certification of interfaces to non-SAP systems SAP offers other IT providers interfaces and standardized certifiable integration scenarios on business process level. In this way SAP would like to extend the range of functions available to its customers, with shortened installation times and integrated implementation projects. The reduced overhead for consulting and hotline support is advantageous to both sides. The other providers benefit from SAP’s sales support and gain entry to the SAP market. They also improve their own market position by becoming SAP logo partners. 6-2
Slide 27: Support Processes Chapter 7 Support Processes Learning is a lifelong process, both for SAP employees and for the company itself. This is why SAP provides a comprehensive range of education and training courses, which includes an induction for new employees. The Personnel Development at SAP process regulates the procedures that ensure that every employee, from the start of their employment at SAP, constantly receives training relevant to their tasks. This process is valid for all SAP AG employees. The aims of education and training are: u For employees to achieve the level of professional and technical qualifications required u To convey the standards and values of the team and integrate new members into it u To convey SAP’s corporate goals and philosophy SAP employees can participate in SAP customer courses, SAP Academy courses or courses run by external providers from further education institutes. Each employee’s further education and training requirements are established during the appraisal interview, which takes place at least once a year. Every employee should carefully examine the range of courses and seminars on offer and suggest those that they find suitable. In addition to receiving further education and training, each new employee receives, as part of the induction program, a sponsor, who, as a professional with SAP experience, helps them when they start their new job. The sponsor specifically explains the working environment at SAP and is the primary contact person for all questions. The QM Organization process regulates internal and customer audits, the Management Review and the organization of QM documentation and quality records. In an environment that is constantly changing, development procedures must always be suited to the current situation. The audit establishes the difference between the process descriptions and the actual processes, and steps to reduce this difference are agreed Personnel Development at SAP QM Organization Internal audits and process improvements 7-1
Slide 28: 7 Support Processes The following graphic shows the basic flow: Figure 7-1: Cyclical process improvement The options here are to improve the process, to adapt the process description or to agree an adequate application of the process. The Audit Framework Plan establishes, on an annual basis, who is to carry out which audits in which areas. Organization of customer audits Management Review Efficient customer audits require careful planning, coordinated between SAP and the customer. To this end, SAP has created recommendations that are described in the QM Organization process. Every year the Management Review summarizes the results of the internal and external audits, evaluates them and derives steps that need to be taken from them. The SAP development QM manager directs the HORIZON QM system Management Review. The Management Review evaluates the effectiveness of the QM system and how closely it conforms to the DIN EN ISO 9001. QM documents describe processes and procedures. They have a prescriptive character. One employee is named as the person responsible for each QM document. These responsibilities include writing the document, checking it and making sure it is kept up to date. All QM documents are archived centrally and can be accessed in electronic form by all employees. New or updated QM documents are released by the agreement of the person responsible for each document and central Quality Management. Management of QM documents Organization of QM documentation and quality records 7-2
Slide 29: Support Processes 7 Figure 7-2: SAP development QM documentation Quality records have a descriptive character. They result from the development and service processes. Their creation, accessibility and storage is regulated by the process descriptions. 7-3
Slide 30: Appendix A Appendix Appendix 1 – HORIZON The HORIZON project represents SAP’s formal implementation of a QM system at the beginning of 1994. HORIZON officially established the structure and documentation of internal development processes. Our goals were, and remain, freedom from bureaucracy, tool-supported integration into the development and service working environment and logical bottom-up organization. The DIN EN ISO 9001 certification of the development area was the first important milestone to be reached, in December 1994. In 1995, the QM system was extended to include the service area. In 1998, the service area built its own QM system, in order to keep up with increasing globalization and the related differences in the demands made of development and service. HORIZON Figure A-1: CETECOM signet The DIN EN ISO 9001 standard, section 4 contains twenty quality elements, which a QM system must contain to conform to the standard. DIN EN ISO 9001 A-1
Slide 31: A Appendix The following table allocates the SAP development process descriptions to the DIN EN ISO 9001 elements: Figure A-2: HORIZON processes and QM elements for DIN EN ISO 9001 Further requirements Apart from the DIN EN ISO 9001 requirements, there are a number of other sets of regulations that establish industry-specific or subject-area-specific requirements for businesses. Examples of such regulations are the Good Manufacturing Practices (GMP) of the American Food and Drug Administration or the German Principles of IT-supported Adequate and Orderly Accounting (Grundsätze ordnungsgemäßer DVgestützter Buchführungssysteme (GoBS)). The resulting requirements for software providers are addressed by HORIZON, SAP development’s QM system. A-2
Slide 32: Appendix A Appendix 2 – Related Documents List of process descriptions: u Development Requests u Product Planning u Development Project Planning u Development u Product Development with Partners u Certification and Validation of Interfaces u Problem Handling and Maintenance u QM Organization u Personnel Development at SAP u SAP Academy Related documents A-3
Slide 33: A Appendix A-4

   
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