Q1: You have extensive experience in data migration. Kindly share with us your successful strategies for handling complex data migrations.

Pavan: Migration of data has long been designated one of the most difficult and zeniths of complexity in all SAP project implementations. I consider it the spine of sorts that keeps every business process well and tight in the range of the new system I have set forth with proven techniques to cope with complex data migrations really well. Primarily focusing on an organized baseline of work ahead commencing from an exhaustive legacy system assessment data structures and dependencies to help chart a respectable set of objectives inline with business goals. Data quality is my first priority; I always favor data care and validation right in the early days of the project: automated checks and manual audits confirm data accuracy. There is teamwork; I share work with cross-functional teams and facilitate lots of workshops to accommodate business requirements and critical data elements. I have developed a host of custom-built solutions for data migration by leveraging powerful tools such as SAP Data Migration Cockpit BDC programs and Windchill integration scripts. This is done to smoothen the process of extraction transformation and loading (ETL). Incremental testing within a sandbox provides near-instant detection which allows considerable amounts of time to correct any problems before the cutover. Good documentation of mappings scripts and exception logs makes the job a lot easier down the road when considering troubleshooting and future needs. Risk management is a priority laying out contingency plans and fallbacks in order to make sure downtime is minimized. Post-migration I take the utmost care during validation; this is to make sure that data consistency and system performance are in check. Finally I extend my support towards enabling end-user training and adoption with a view to an easy transitioning and a smooth handover for the future.

Q2: How has your experience been with the upgrades in SAP especially upgrading to S/4 HANA?

Pavan: System upgrades more so to S/4 HANA are beyond mere technical migrations-these are business process transformation opportunities for any organization.
A key focus is aligning the technical upgrade with business objectives including re-engineering processes to utilize the advanced functionalities of S/4HANA 2023 such as embedded analytics and the Fiori interface. To minimize risk I conduct rigorous sandbox testing and iterative cycles of mock upgrades to validate system behavior and resolve issues early. Collaboration with cross-functional teams is critical to address both technical and functional aspects while ensuring user alignment. The result was a faster friendlier system that did meet modern business requirements.

Q3: Can you also talk about your experience in managing multifunctional teams and challenges associated with it?

Pavan: Its a balancing act-managing multifunctional teams requires understanding the unique strengths of each team and aligning them toward one single goal. I have managed teams of up to 20 professionals consisting of developers testers business analysts and functional consultants. The challenges have been manifold: not only ensuring that this will happen across teams but also when those teams need to spread out across geographies and time zones. I provided a structured approach to daily stand-ups weekly status meetings and cross-functional workshops. This keeps everyone aligned and it opens up an avenue to float ideas freely. The approach was instrumental in handling critical issues on the fly in one high-pressure project for a healthcare client so that we could meet the go-live deadline without compromise on quality.

Q4: As a project manager how would you prioritize project deliverables while dealing with multiple stakeholders with varied objectives?

Pavan: Prioritization is nothing but getting the deliverables to line up with business value. I apply the likes of a Responsibility Assignment Matrix (e.g. RACI) and a clear project charter to make the roles responsibilities and priorities crystal clear. I have a systematic process named the MoSCoW method that breaks requirements into how impactful they are: Must have Should have Could have and Wont have. In my work on one of my projects that involved the automation of robotics various stakeholders were prioritizing in different ways. The operations group needed the milestone tracking of the projects whereas the sales group needed the speedy approval of the quotes. Identifying what must be delivered by each stakeholder first we reached a common ground by engaging in a set of systematic workshops. It is about conveying the why-the decision prioritization for getting buy-in and staying transparent across the project life cycle.

Q5: What role do client workshops play in your projects and how do you conduct them effectively?

Pavan: Client workshops form the bedrock of successful SAP implementations. They avail an avenue for understanding the clients expectation gathering their requirements and aligning on project objectives. I usually structure the workshops in three phases: Discovery Solutioning and Finalization. During the Discovery phase understand the pain points and outcomes desired by the client. The Solutioning presents options and maps out how each can deliver what has been identified as needed. Finally the Finalization stage is where consensus building and sign-offs take place. In this instance in a workshop for a global construction company we had visual mock-ups system mock-ups and even live system demonstrations that helped explain many complex concepts and accelerated decision-making.

Q6: How do you integrate SAP into other enterprise systems?

Pavan: The integration of the systems is pretty much like a ballet dance involving many groupings of different systems in a choreographed manner to work effortlessly together. My approach relies on the fact that I have to understand data flows of all these systems and their different communication protocols first. Then I would resort to using standard integration SAP tools like SAP PI/PO and for third-party systems applying APIs. There have been projects like with a clinical trials company in which we integrated SAP with various molecular diagnostics systems to automate workflows and improve the quality of data coming in. Custom APIs were developed to allow real-time data exchange while a monitoring system was implemented for mismatched records of data. This allowed for better traceability and quicker problem resolution-something very critical in light of the compliance requirements in the healthcare sector.

Q7: If any kindly share with us some unique SAP solution or customization that you developed having huge business impact.

A key improvement I implemented was to couple SAP Project System (PS) with Materials Management (MM) to enhance delivery planning and realization in a project-oriented manufacturing environment. The issue was recurrent delays in project deliveries because of inconsistencies between project timetables in SAP PS and material availability in SAP MM resulting in inefficiencies and cost escalation. To solve this I created a solution that linked project networks and WBS items in SAP PS dynamically with material availability in MM so that real-time visibility was provided into material readiness for upcoming project activities. I used custom logic to create purchase requisitions automatically from project schedules aligning delivery timeframes dynamically with project phases. Also I created an integrated tracking dashboard with end-to-end visibility of project-related deliveries showing material shortages and delays. Event-driven notifications were incorporated to notify stakeholders of deviations minimizing manual follow-ups and maximizing accountability. This solution delivered a 40% increase in on-time project delivery performance notable cost savings through minimized expedited shipping and inventory holding costs and improved cross-functional collaboration. The dashboard also offered actionable insights supporting proactive decision-making and improved risk management. With the close integration of SAP PS and MM this improvement highlighted the benefit of taking advantage of SAPs flexibility to solve business complexities in the best possible manner.

Q8: Since the SAP landscape is constantly changing how do you keep yourself current?

Pavan: Yeah the SAP ecosystem keeps evolving; new functionalities are getting updated and also there are industry-specific solutions coming in. I try to keep myself current through a mix of formal and informal learning. I am subscribed to the SAP Learning Hub participate in SAP-related webinars and actively take part in SAP user groups. Besides that on a regular basis I am tuned into my professional network to share knowledge and get updated about trends in industries. This kind of continuous learning helps me bring the latest innovations to my customers so that they can be ahead of todays curve.

Q9: What experience did you have with diverse SAP modules and how does that cross-functional skill add value to the projects?

Pavan: As I have been working with SAP for 20 years I have acquired broad cross-functional knowledge in various modules such as MM (Materials Management) SD (Sales and Distribution) FI/CO (Finance and Controlling) PP (Production Planning) WH (Warehouse Management) and Asset Accounting. This wide exposure enables me to comprehend and resolve the interdependence of business processes In one of the projects for a high-tech customer for instance we were required to integrate SAP PS with both SD and MM so that the project billing and material delivery could be automated. By learning the details of every module I could design a solution that streamlines processes and eliminates redundancies thereby reducing project cycle time by 30%.

Q10: What does success mean to you at this stage of your career?

Pavan: To me success is all about impactful realization. It is not just about delivering a project on time or within budget; it is if the solution actually drives real business value. I measure success by the long-term benefits my clients experience from the solutions I deploy-either in terms of cost savings process optimization or improved decision-making capabilities. Secondly success pertains to mentoring the next generation of SAP professionals and seeing them thrive. And it reinforces in my mind that this is going to last longer in their minds when I see my mentees taking up leadership positions and working out complex projects successfully.

Conclusion

Pavan Kanchis journey says it all about an integrated approach-a thorough technical expertise cross-functional acumen and a relentless passion for ongoing learning all combined towards the development of solutions that change businesses. Pavan has succeeded in bridging the technology and business divide and in the process set a new definition for being an authentic SAP leader. His journey is a reminder that true mastery is not necessarily in the expertise but in being capable of inspiring people mentoring somebody and positively impacting peoples lives.

FIRST PUBLISHED: 8TH November 2022