10 SUCCESS FACTORS FOR SAP PROGRAMMES

An SAP programme stands or falls with its programme manager. They must build trust with the business, IT, executives, and system integrators. The programme manager translates strategic objectives into a clear course and a story that creates buy-in. Well-founded decisions prevent delays caused by uncertainty and conflict. Strong and credible programme management stems from structure and discipline; it inspires and motivates people to embrace change. 

Define scope and ‘done’ as early as possible. Uncertainty about what exactly will be delivered – and how completion is determined – causes scope creep and endless debates. Major delays and budget overruns almost always result from misaligned expectations. Clear scope and definitions of ‘done’ enable consistent and reliable progress monitoring. 

As an external SAP programme manager, form one team with your internal counterpart. Build mutual trust and divide roles and responsibilities wisely. The internal programme manager will stay with the client after delivery – a different perspective to consider. Combine the independence of external consultants with the unique access of internal colleagues. One team with one clear direction makes an SAP programme credible and effective. 

If ownership is lacking, the business will see the SAP programme as an IT project. This hinders adoption, delaying the transformation – or preventing it from taking hold altogether. Make the business accountable for processes and changes. Assign process owners to each end-to-end process, give them a mandate, and involve them in decision-making. Organise joint workshops where current and future processes are compared side by side. This fosters recognition and awareness of the impact. Position yourself as a facilitator and make process owners responsible for communication. 

Mobilise the team and clearly assign roles and responsibilities. Ensure internal and external members report, meet, and plan in the same way. Define scope and agreements immediately. Don’t postpone decisions on testing, training, and documentation. Engage stakeholders from day one and provide the programme with a narrative the business recognises. A strong start in the first 100 days sets the course, prevents costly fixes, and builds trust with teams and stakeholders. 

Problems in SAP programmes don’t disappear – they grow and become more expensive. Transparency and open communication are essential to avoid surprises. Put everything on the table as early as possible, even if it’s minor or uncomfortable. Encourage team members to report mistakes and concerns, and ask questions instead of assigning blame. A culture of openness creates trust and prevents small sparks from turning into fires. 

Extra scope without extra budget or time throws everything off balance. The kilo price model makes this visible. If 10 kilos cost 1 euro, you can’t get 15 kilos for 1 euro. Either pay more or go back to 10 kilos. Use this model to illustrate the balance between scope, budget, and timeline. It keeps SAP programmes on track and prevents silent escalation through scope creep. 

Documentation, testing, and training directly contribute to adoption and programme success. Delaying tests and training for the sake of “saving time” almost always causes delays later. Integrate test and training milestones into the official project plan. Assign clear ownership for test scenarios and training materials. Start early and make results just as visible as build progress. 

Don’t just reflect at the end of an SAP programme, but after every phase. What went well, what could be improved, and what did we learn? Feed lessons straight back into the way of working. This prevents recurring issues. Actively seek feedback from clients and teams – and translate it into concrete actions. A learning mindset increases team agility and strengthens trust with the business and stakeholders.