Challenge: Complexity Squared

The “4US” transformation program faces the demanding challenge of merging two separate EnBW AG subsidiaries into a shared SAP S/4HANA cloud architecture. It is the central IT modernization project for our clients EnBW ODR, naturenergie, and their grid companies, aimed at adapting various legacy systems in the market roles of supplier, grid operator, and metering point operation to new technological standards. In the process, business processes, roles, and workflows are being harmonized. A particular challenge is the foundation of two heterogeneously grown corporate cultures. The goal is to leverage synergies in the billing of approximately 500,000 metering points. The initial situation was characterized by high complexity and significant risks to the transaction security of future target processes. Furthermore, the existing governance structure and management instruments were insufficient to ensure project success. Previously, high operational effort led to little visible progress, while clear responsibilities, a reliable product backlog, and meaningful process data were lacking. Project management was heavily involved in operational activities, which hindered the strategic leadership of the program.

Solution

The objective is to map business processes securely in the cloud through effective collaboration and management of all project members and to realize the go-live on schedule. Manage Now established a business process map as a management tool within the project. It enables transparent planning, steering, and progress monitoring for nearly 200 project members in cross-functional teams. Manage Now designed and implemented a new, agile organizational structure with a consistent role model. Ongoing methodical support for the teams secures these successes. The now robust project governance is supported by Manage Now through reliable test and risk management.
Manage Now iteratively anchored the following solution modules in the ongoing project:

1. Business processes form the core content of ERP systems. Manage Now introduced and anchored a cross-company, harmonized business process management system into the project and built up internal competencies. End-to-end modeled target processes now provide clarity and orientation for goals, progress, and work structure. They form the basis for coordinated collaboration between cross-functional teams from IT and the business departments of both companies.
2. A new model of collaboration between the two companies, as well as between IT and the business departments, was designed and established by Manage Now in a context-sensitive manner. This was necessary due to the complexity of the change in technology, processes, and work culture. Result-oriented, cross-functional, agile, and cross-company collaboration was thus strengthened. Through individual coaching, a uniform methodology, a synchronous approach, and Big Room Planning events, result transparency, progress, and the team’s confidence in the go-live were demonstrably increased.
3. Manage Now contributed significantly to effective project management in order to reduce effort and increase impact. Adapted management mechanisms, such as reporting and communication structures as well as quality assurance mechanisms, were implemented. Structured test and risk management, along with process-based progress tracking, now ensure clarity, transparency, and decision-making certainty.

Impact on Customers

The agile and result-oriented realignment of 4US by Manage Now accelerated the project and made progress visible. In a highly demanding regulatory and organizational environment, the large-scale project was re-orchestrated to harmonize, model, test, and provide energy-industry core processes for three market roles each, ready for operation in S/4 HANA. The project is still ongoing, but successes are already tangible:

• Planning, steering, and progress monitoring of nearly 200 project members in 14 cross-functional teams is transparent
• Clarity and orientation for goals, progress, and work structure based on business process management
• Cross-company collaboration is strengthened
• Learning cycles are shortened, and agility and change capacity are increased
• Effective project governance structure is established
• Project risks are transparent and are being mitigated
• Confidence in the process model, planning, and achievable results is strengthened