The conversion to S/4HANA is not an upgrade.
This is emphasized by the project manager from voestalpine group-IT. In addition to the purely technical conversion (the upgrade part), the switch to a new product required countless adjustments to both the existing SAP landscapes and the new system.
In the preparation work, all relevant adjustments were identified in order to create an overview. For example, the previously 18-digit material numbers were extended to 40 digits. This sounds simple, but it entails changes right down to the details of the system. In addition, the Steel Division's business processes were to remain as unaffected as possible. In over 600 project tasks, these adjustments were analyzed, implemented, tested and documented by a 90-strong project team.
The actual conversion was the heart of the project and took place in six conversion cycles with over 200 work steps each. The project team carried out the conversion virtually on its own, with the support of external experts and partial assistance from the manufacturer.
After the successful completion of the final test phase with over 300 participants, the existing systems were finally migrated to SAP S/4HANA over a weekend at the end of November.
The project manager on the part of voestalpine group-IT reports with satisfaction:
The number of (technical) difficulties that reached us via tickets was back to normal just a few weeks after the changeover.