Five key considerations when deciding on the deployment sequence for your SAP SuccessFactors product suite

Five key considerations when deciding on the deployment sequence for your SAP SuccessFactors product suite

When implementing the SAP SuccessFactors product suite, there are many different deployment options. Each client and implementation partner can have a preferred approach about which module should be implemented first and the deployment sequence for the remaining modules. There are however, some pros and cons to the sequencing of the modules and other factors that should be considered when defining the implementation order. In this blog, I will look at the guidelines and key factors influencing the module deployment decisions for an SAP SuccessFactors product suite implementation.

Each client is different. Some clients may already have some modules implemented, while others will be starting a full suite implementation, but will have a pressing need to have some modules be implemented before others. This can be due to the timing of their Goals or Performance review cycles or because they are sun setting a system and need a replacement. However, by considering the following factors, you can define the optimal deployment approach for your implementation.

1)     Client Requirements and constraints

2)     Time to value

3)     Cross module and Platform dependencies

4)     Minimize interim interfaces and rework

5)     User adoption and Change Management

Client Requirements and constraints

Each client has different system requirements, business needs and key focal periods. Some clients will have a critical need for a specific module (for example Compensation) because their existing system is no longer being supported or the license is not being renewed. They may be a need to have Goal Management implemented by January in order to roll out objectives across the company for the new year. Another example could be the need for a Recruiting solution in September before they start hiring for the busy holiday season. Many clients will also have resource constraints and will not have the bandwidth to simultaneously work on all the modules at the same time. Typically, the client needs will trump all the other guidelines when deciding on the deployment approach, even if it will result in additional work and costs to complete the project.

Time to Value

A global Employee Central implementation can take a year or more to complete. Instead of waiting until Employee Central is implemented to start seeing value from their investment in SAP SuccessFactors, clients can implement some of the smaller modules, much more rapidly and start realizing benefits in as little as three months. If this option is available, I typically recommend that the client start their implementation with both EC and PM/GM. This way they can start realizing the benefits of their investment in SAP SuccessFactors much more rapidly. This approach also helps with user adoption and change management as staggered launches are less overwhelming and gives an organization more time to adapt to the new system. The diagram below is an example of a phased approach with staggered launches within each phase.

 

Cross Module and Platform Dependencies

Ideally you would want to implement a module with multiple cross module dependencies later in the project. This will help to ensure that you are not boxed in by decisions made earlier in the project. For example, Succession uses performance ratings from the Performance review. It also uses platform components such as Competencies and Position Management. Implementing Succession first without considering how it will be impacted by data from other modules and platform components can ultimately require a re-implementation later to fully benefit from a fully integrated product suite. The diagram below highlights how other modules are dependent on the GM and PM module.

Minimize interim interfaces and rework

It may not be that obvious, but the module deployment sequence can have an impact on integrations and re-work that is needed. This can have a significant impact on the scope and timing of the project, especially for large clients that are implementing payroll and recruiting.  For example, if the Recruiting module is implemented either before or after EC, there will be a need for an interim integration. If it is implemented before EC, then an integration is needed to feed new hire information between the Recruiting module and the current HRIS that the client is using. Once EC is implemented then the delivered new hire integration between Recruiting and EC can be used and the interim new hire integration is no longer needed. If on the flip side Recruiting is implemented after EC, then an interim integration between the client current Recruiting solution and EC will be needed until Recruiting is implemented.

Launching both EC and Recruiting simultaneously will result in a more complex implementation, so it ends up being a trade-off between additional complexity or additional costs. Each client has a different appetite for risk so will prefer one option over the other.

User adoption and Change Management

The objective here is to consider the organization appetite for change and use that information to determine when new modules are introduced into the organization. By staggering the launch of the various modules, you can improve user adoption by not overwhelming the users. Using a staggered launch with smaller, less complex modules early in the project also means that the users will have more time to adjust to the new system.

Conclusion

The decision about which module to implement first and the deployment order for the other modules is more an art than an exact science. However, by understanding the client requirements and their current system architecture, an optimal deployment approach can be defined. For large projects, it is highly recommended that some pre-implementation work be done first to define the future state system landscape and the module deployment approach for your SAP SuccessFactors product suite.