Issue

Succinctly describe the issue or problem statement that this Decision addresses. Why is a decision required? What business or technical problem does it address?

Recommendation

Summarise the recommendation being made for the reader, leaving the pro/con evaluation and exact decision-making process to the subsequent sections.

Background & Context

DD075 - Future system to support Treasury activities

CR0003 - Transition Treasury from Quantum to S/4HANA

The above KDD and Change Request were approved to bring Treasury activities into the scope of the SyWay project,

A decision in now required as to when the deploy the Treasury modules within the SyWay deployment Groups.  There are currently two official deployment groups, Group 1 and Group 2.  

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 constraints or limitations inherent to the recommended option. This could be aspects which, if changed or removed in future, could cause the decision to be revisited or invalidated. For example, a constraint might be that a new product has significant gaps in important functionality, which caused an older alternative to be recommended. If those gaps are closed in future, this might cause the decision to be invalidated.

Impacts

KDD070 - Deployment Approach for In-House Bank (IHB)

Extract from KDD070

Option E: Defer the deployment of In-House Bank functionality for all GBUs and Entities until after the second group go-live.

This Conceptual Design recommendation will be re-assessed during Detailed Design when more information will be available to support a decision. Options B, C, and E will form part of the reassessment. Any long lasting impacts on S/4HANA from the legacy interim IHB requirements will also be considered at this time. 

Treasury and In-House bank and heavily integrated, as such the deployment timing of the In-House Bank comes into consideration.

For the purpose of this KDD, IHB go-live will be referred to as Group 3.  Note: there is no official Group 3

Entity 2002 Syensqo SA (ECC Company code 2002)

This entity resides in PF1, and hold the accounting for both Treasury and the In House Bank.

This entity is holds the accounting for the non Treasury activities, for example head office.

Accounting entries from the PI1 system are interfaced into 2002 in PF1 to produce statutory accounts, and also interfaced to BFC from PF1.

Entity 2002 Syensqo SA resides in PF1 and hence in schedule to go-live with Group 1.

Analysis conducted for this KDD highlights that it is easier (less interim interfaces) to deploy entity Sysensqo SA with the rest of Treasury and IHB

Business Rules

There are no relevant business rules at this point in time.

Options considered

Numerous options were assessed, due to the significant integration of Treasury, with;

1) IHB

2) The existing PI1 system

3) Accounting within the Sysensqo SA entity residing in PF1. 

The recommnedation proposed is for the Syensqo SA entry to move in Group 2.

Option A: Deploy with Group 1

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

Option B: Deploy with Group 2

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

Option C: Deploy with IHB after Group 2

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

Option D: Deploy after Group 2 along with IHB.

Describe 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.

Criteria	Deploy	Option A	Option B	Option C	Option D	Option E	Option F	Option G	Option A	Option B	Option C	Option D	Option E	Option F	Option G
	Treasury	Group 1	Group 1	Group 2	Group 2	Group 2	Group 2	Group 3
	Syensqo SA	Group 2	Group 1	Group 2	Group 1	Group 2	Group 1	Group 1
	IHB	Group 3	Group 3	Group 3	Group 3	Group 2	Group 2	Group 3
Cash Management (CM)		IHB where majority of cash resides, still in PI1, interim interface req'd, with large amount of data Group 1 entities in S4 and visible in CM Group 2 entities not in S4, interim interfaced req'd from WP1 to S4 with large amount of data.	As Option A As Option A	IHB where majority of cash resides, still in PI1, interim interface req'd, with large amount of data Group 1 entities in S4 and visible in CM Group 2 entities in S4 and visible in CM	As Option C As Option C	IHB where majority of cash resides, will be in S4 and visible in CM Group 1 entities in S4 and visible in CM Group 2 entities in S4 and visible in CM	As Option E	As Option E	Low	Low	Med	Med	High	High	High
Efficient Management of IHB Exposures		IHB/PI1 to send exposure details to S4. Interim interface required.	As  Option A	As  Option A	As  Option A	IHB and TRM go-live in S4 together. In interim PI1 data would continue to go to Quantum. As-is to continue.	As Option E	As Option E	Low	Low	Low	Low	High	High	High
Efficient Management non-IHB Exposures		Pro	Con	Con	Pro
Ease of Accounting for Treasury Deals (from Header Entity)
Ease of Accounting for IHB entities (2232 & 4044).
Ability in implement and manage Intercompany Loans
Ability to perform Treasury transactions outside of central Treasury Entity
Ease of Cut-over at implementation
Indirect impact - Alignment with Consolidations Group Reporting
Indirect impact - Alignment with Intercompany Service Billing \ Recharges

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