Issue

Currently, there are multiple applications to manage Sysenqo's portfolio of projects. In principle, all these applications ( COLMAR, WEGO, BIARRITZ, WAVE) provide the ability to manage the lifecycle of a project from idea stage to its closure. However, these systems do not automatically integrate with the financial ERP systems to get the complete monitoring and tracking of projects.  Some of these applications (such as COLMAR) are at the end of their life and require improvements and upgrades.  Existence of multiple applications pose following challenges in overall Portfolio and Project Management

• No single source of truth
• Inconsistent reporting
• Manual and disintegrated processes
• No audit trail

Decision

Based on the detailed analysis of evaluation criteria for efficient Portfolio and Project management, Option A - SAP S/4Hana EPPM (Enterprise Portfolio and Project Management) is recommended

Background & Context

Syensqo’s project portfolio is largely comprised of the Capex related projects. The Capex Performance management, and reporting is done by the investment committee who provides the recommendations for approval of Major projects (>= 7m Eur)  to ELT. Capex01 procedure defines the process and guidelines for prioritizing and ranking the Capital projects based on the investment reasons that are based on the group and GBU strategic objectives.

However,  GBU's use different application to manage their own portfolio and project lifecyle. There is no mandate to use the same application for all projects. Below are the portfolio and project management applications in Syensqo.

• Colmar - Intended Capex Portfolio management system for Major (> 7 mEUR) Projects. Medium (2-7mEUR) and Current (<2mEUR ) projects are managed by GBUs. Colmar allows capturing project details and registration in ERP ( WP1 and PF1).  There is no automated integration of Colmar with ERP systems. Data is exchanged via BW queries. Project forecast and budget approvals are done in Colmar.
• Accolade (WEGO) - R&I’s Portfolio and Project management tool not integrated with SAP (WP1 or PF1) which allows Stage gate management, deliverables, checklists, common metrics and governance of all R&I projects
• Accolade (BIARRITZ)- IT’s portfolio and project management tool
• Wave -  Web based Portfolio management tool for improvement initiatives of manufacturing excellence. This tool do not provide integration with SAP (WP1 and PF1)

Assumptions

Clearly describe the underlying assumptions which informed or limited the choices available, or impacted the decision: cost, schedule, regulatory requirements, business drivers, country footprint, technology, etc. Include links as necessary. This section is important because a future change in circumstances might invalidate some key assumptions, which then prompts a decision to be revisited. 

Constraints

Capture any additional constraints that the chosen alternative (i.e. the decision made) might impose on other parts of the overall design, solution, or processes.

Impacts

Describe the impact of the decision on processes, infrastructure, other SAP modules or systems, data cleansing and migration, developments, automations, interfaces, in-flight projects, etc.

Business Rules

The decision may translate into business rules which enforce the decision and will require configuration. List these business rules here. For example, "An Outline Agreement cannot be created via the RFQ process. An awarded RFQ can only result in a Purchase Order". 

Options considered

List the options (viable options or alternatives) you considered. These often require a longer explanation with diagrams, or references to other documents (links are best, but attachments are also possible). Use enough detail to adequately explain what you considered so that a project or business stakeholder reviewing this decision will not come back and ask "did you think about...?"; this leads to loss of credibility and questioning of other decisions. This section also helps ensure that you considered enough suitable alternatives rather than just copy/pasting SAP's recommendations.

Option A: Option Title

Decribe the option in sufficient detail for a reader familiar with the subject matter to understand it properly

Option B: Option Title

Decribe the option in sufficient detail for a reader familiar with the subject matter to understand it properly

Option C: Option Title

Decribe the option in sufficient detail for a reader familiar with the subject matter to understand it properly

Option D: Option Title

Decribe the option in sufficient detail for a reader familiar with the subject matter to understand it properly

Evaluation

Outline why you selected a position. The best format could be a pro/con table (sample below), but is up to you as the author. You must consider complexity, feasibility, cost/effort to implement, but also ongoing operational impact and cost. You must consider the program principles and explain any deviations in detail. This is probably as important as the decision itself.

	Option A	Option B	Option C	Option D
Criterion 1	Pro Con	Pro Pro	Pro Con	Pro Con
Criterion 2	Pro Con	Con	Pro Pro	Con Con
Criterion 3	Pro	Con	Con	Pro

See also

Insert links and references to other documents which are relevant when trying to understand this decision and its implications. Other decisions are often impacted, so it's good to list them here with links. Attachments are also possible but dangerous as they are static documents and not updated by their authors.

Change log

Workflow history