Managing Information Technology

Case Study III-6 • BAT Taiwan: Implementing SAP for a Strategic Transition 491

SD/MM Team FI/CO Team Technical Team

Mr. Ma, Project Sponsor

Head of IT, BAT APN

Mr. Lee, BATT Project Co-Lead

Major Project Manager, BAT APN

Mr. Lee, BATT Project Co-Lead

Major Project Manager, BAT APN

Project Integration Lead, APSS

FI Consultant, APSS

Power User, BATT

Power User, BATT

Power User, BATT

Power User, BATT

Power User, BATT

Project Integration Lead, APSS

Project Steering Committee

Project and Change Management

Project Integration

MM Consultant, APSS

SD Consultant, APSS

Power User, BATT

BATT Finance

BATT Logistics

BATT Materials Management

BATT Sales Distribution

APSS Technician (pt-time)

APSS Technician (pt-time)

APN IT Technician (onsite)

Business Process Owners

EXHIBIT 4 Project Team Composition at Time of Kickoff

for monitoring the achievement of the milestones and veri-
fying the quality and scope of the resulting system.
Initially, the lead business role for the project was
played by the manager of finance for BAT Taiwan. However,
at the time of the project kickoff, she announced her resigna-
tion from BAT. The lead business manager role for the project
was then assumed by Mr. Lee, who was at the time the trade
marketing manager for BAT Taiwan and was the logistics
process owner on the project. Lee had been Country Manager
in Thailand and had experience with the core processes (such
as accounts receivable and inventory management) during
earlier employment at Johnson & Johnson in the U.S.
For the remainder of the project, Lee took responsi-
bility for the business process owner role for finance as
well as logistics. As project co-lead, he was also responsi-
ble for co-leading the change management efforts for the
project. Two other Taiwan managers also played business
process owner roles.
An APSS manager, who was a certified accountant
with an MBA, was selected to play the Project Integration
Lead role and to lead the APSS development team for the
Taiwan project.

This APSS manager was selected to lead the project

integration because he had strong knowledge of

financials, the business, and the [SAP] FI module.

Plus he had managed other ERP project implementa-

tions. He also was able to speak Mandarin, to foster

communications.

— SAP Applications Manager, APSS

The APSS Project Integration lead was responsible

for process integration as well as the day-to-day progress

of the project and the work by the APSS team members.

He and one other APSS consultant were assigned to the

FI/CO modules; one APSS consultant each was assigned

to the SD and MM modules. There were two part-time

technical team members at APSS (see Exhibit 4).

The initial plan was for the four full-time members of

the APSS development team to go to Taiwan for three weeks

at a time and then return to Kuala Lumpur (KL) for the

following weekend for personal reasons. However, govern-

ment regulations permitted nonresidents to work in Taiwan

for only 2 weeks at a time. Therefore the return weekend

visits to KL became biweekly. Further, because they could