Our research indicates that more than 80 per cent of all SAP enterprise application change is managed using five or fewer unique processes. The number of processes your team develops, and how many steps in each determines the cost of managing change.
Rick Porter is the Vice President of Business Development at Rev-Trac
He joined the company in 2001 – as employee number one – when RSC was still in a start-up phase. Rick leads the efforts to establish the Rev-Trac solutions as the market leading SAP change control technology. He’s overseen an innovative channel and partner strategy which has expanded into Europe, the United States, United Kingdom, South America and South Africa. As VP of business development, Rick is responsible for leading Rev-Trac into a new era.
Rick has more than 10 years’ experience in international business development and strategic channel strategy execution. He has held roles in Australian-based and other multinational companies across a range of industries from data networking to process engineering and manufacturing. Prior to joining RSC, Rick was Channel Strategies Consultant for IF Consulting. Significantly he oversaw the creation and implementation of distribution strategies for companies across diverse industries.
Rick has a passion for parent’s involvement in their children’s education. He has served on several not-for-profit, parent-based education boards and holds a Bachelor of Engineering degree from Monash University and Masters in Business (Marketing) from RMIT University.
Wisdom crafted by Rick Porter
Maintaining and enhancing SAP enterprise applications is costly. Some costs are known such as time and resources to do the work. There are also a variety of hidden or uncalculated costs that can quickly spiral out of control. Managing transport lists and migration activities, change controls control board meeting time, process approval efforts, governance and policing, documentation, reapplication tasks and production system issues. All, if overlooked, can derail the development, enhancement and maintenance of SAP applications.
By automating your SAP change management processes and adopting tightly controlled automation and uniform governance to your N and N+1 environment you can deliver more change, more frequently with less risk. Meaning you can respond quickly to changes in the market, eliminate conflicts between transport and maintain production stability. The results; your SAP IT team is now free to spend more time on innovation and less on fixing problems resulting from incorrect transports being migrated to production.
Relying on traditional, manual intensive SAP change management makes it difficult to deliver faster, better and safer SAP applications and enhancements. It also means there are less resources and time to focus on innovation which is crucial for survival in the digital age.
I recently came across “Digital Transformation and the CIO: A point of view prepared by IBM and SAP”. What stood out in this eBook is the need for SAP IT teams to develop systems, processes, and methodologies to deliver continuous innovation for the business. CIOs see agile as key to fostering innovation. Meaning agility is fast…
Lately, almost every SAP IT team member I speak to is telling me that their organization has a digital transformation strategy. Things like DevOps, Agile and Continuous Delivery are top of mind. However, many are still grappling with ways to increase change velocity, maintain quality and deliver at the rate business demands.
The goal of a DevOps approach is the delivery of business solutions at the speed and quality customers demand. This means one must increase the volume of change delivered and increase the velocity at which it is delivered. And because quality is important, it means doing so without a reduction in governance or quality control.
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I’ve been briefing analysts these last few weeks, primarily those in the ALM, DevOps or ITSM practice areas. It’s an exercise I really enjoy. Not only does it offer an opportunity to find out what is top of mind for analysts (i.e. customers) but it also helps validate our approach to businesses and organizations.
When it comes to managing SAP changes, things are beginning to look different for SAP IT teams. Building a DevOps capability is becoming important.
Reflecting the need to provide steady state, stable SAP enterprise systems, things like control, governance, cost reduction and stability have been important for SAP IT teams for a long time.
Responding to a business need for speed, volume and stability within the SAP enterprise core will require things to change. Purpose developed automation solutions available through software like Rev-Trac, will help.
I’ve been spending the last week or so travelling and speaking with customers and potential customers. In two consecutive meetings, two SAP IT team leaders from two different companies told me the exact same reason for automating their SAP change control processes.
Over the last few posts I’ve been discussing some of the things SAP IT teams will need to address on their journey to accelerated SAP change delivery. In my previous post I explained the need for process maturity and process automation. This time, we will look at the value of multi path development and release management.
Recently, I came across a post outlining the steps for development teams to successfully start a DevOps transformation. In his post, John Jeremiah, points out that for a successful proactive transformation certain stars need to align. That is a business need for velocity and speed and management’s impatience with the current pace of change.
However, in speaking with SAP IT teams looking at a DevOps transformation it almost always is in reaction to pressure from the business rather than a proactive change in approach. So how can an SAP IT team better anticipate the need for change and become a little more proactive?