Evaluating Project Performance Metrics

Most S/4HANA projects treat finance as a downstream activity. That's backwards. After 15 years in SAP Finance, I've seen what happens when finance isn't driving the transformation from day one. You get technical go-lives that work on paper but fail in practice. Excel workarounds multiply. Finance teams get blamed for design flaws they never controlled. Here's what actually works: **Establish Finance as Design Authority from Phase -1** Before blueprinting starts, map your finance capabilities and pain points. Your S/4HANA solution architecture should reflect finance strategy, not just replicate ECC processes. If finance isn't challenging the design, you're building the wrong system. **Embed Finance integration in every workstream** Procurement, logistics, sales every process generates financial data. If you design these without finance governance, you'll retrofit later at 3x the cost. Finance needs a seat in every design decision, not just FI/CO workshops. **Leverage Universal Journal as your transformation catalyst** Real-time consolidation, embedded analytics, automated reconciliation these aren't add-ons. They're core S/4HANA capabilities that change how finance operates. But only if you design for them in blueprint, not discover them post-go-live. **Lock in quick wins during hypercare** Accelerate month-end close by 30%. Automate intercompany matching. Retire legacy Excel reporting. These prove transformation ROI when the business is watching closest right after go-live. Finance can't be an afterthought in S/4HANA. If you're planning or in the middle of a finance transformation, what's your biggest challenge right now? #S4HANA #SAPFinance #Digitaltransformation

Over two decades of working in public health, education, climate resilience, livelihoods, and gender in India and South Asia, I’ve learned to value measurement and recognise its limits. ToCs and log frames are essential. They bring structure, clarity, and accountability. But when treated as compliance exercises rather than learning tools, they risk disconnecting reported success from real change. In Bihar, a skilling program for adolescent girls boasted 90% completion rates, yet only 12% transitioned into paid work. The ToC missed barriers like unpaid care work and mobility restrictions, which surfaced only through qualitative interviews. In Tamil Nadu, salt-tolerant paddy was introduced for climate resilience. Quantitative indicators flagged yield drops, but fieldwork revealed the real issues: lack of credit, market gaps, and social resistance to non-traditional seeds. In Maharashtra, a WASH programme reported 100% toilet access in public schools. Yet girls in SC/ST hostels avoided food and water to avoid using unsafe facilities—flagged only via behavioural observation. In Bangladesh, cyclone shelters met all infrastructure benchmarks. But many women refused to enter them during an actual event, citing fears of sexual violence and lack of privacy—data missed in the original evaluation. These examples are not anomalies. They illustrate what happens when we define success narrowly—by what’s easy to count, not what truly matters. This isn’t a case against measurement. It’s a call to design for it differently: fund ethnographic follow-ups, use participatory tools, and train MEL teams to notice silences—not just check indicators. Most importantly, ask: who defines success? Community voice, contextual insight, and behavioural nuance must be embedded from the start, not added on as anecdotes at the end. Development in South Asia isn’t linear, and our evaluations should not pretend it is. What have you learned when the numbers looked good—but the reality on the ground told another story? #Evaluation #MixedMethods #DevelopmentEffectiveness #WEE #PublicHealth #ClimateResilience #LearningNotJustCounting

A #Climate Cost-Benefit Analysis (CBA) is a tool used to evaluate the trade-offs between the costs and benefits of actions related to climate change #mitigation, #adaptation, or policy decisions. It helps #policymakers and stakeholders make informed decisions by quantifying and comparing economic, #environmental, and social impacts over time. Key elements of climate CBA: 🔎Objective: To assess whether the benefits of a climate-related action (e.g., #emission reduction, renewable energy deployment, or adaptation projects) outweigh the costs. 🔎Costs may include: • Investment in infrastructure or technology • Maintenance and operational expenses • Opportunity costs • Social or economic disruption during transition periods 🔎Benefits may include: • Avoided climate-related damages (floods, #droughts, health impacts) • Reduced #greenhouse gas emissions • Improved energy efficiency • Health co-benefits from air quality improvement • Increased #resilience of communities and #ecosystems 🔵 In this context the UNDP-RBAP “Gender-Responsive and Socially Inclusive Climate Cost-Benefit Analysis” report provides a practical framework for integrating gender and social inclusion (GESI) into climate cost-benefit analysis (CBA). Its main contributions include: 📍Integrative framework It offers a step-by-step approach to incorporate social and gender dimensions into traditional CBA methodologies. 📍Contextual relevance It emphasizes the importance of understanding local socioeconomic. 📍#Capacity Building; the guide helps build national institutional capacity to apply a more inclusive economic analysis. 📍Practical Tools: It introduces tools such as stakeholder mapping, equity-weighted CBA, and qualitative assessments. How this document serves Climate Cost Policy Analysis This document enhances climate cost policy analysis in the following key ways: 🟢Equity in resource allocation: It supports decision-makers in evaluating how climate #finance and interventions affect different population groups particularly women, the poor, and other #vulnerable communities thus improving fairness and equity in #budget and policy decisions. 🟢Improved #risk assessment; by highlighting differential climate vulnerabilities and capacities to adapt, it strengthens the economic rationale for targeted interventions and resource prioritization. 🟢Socially informed Cost-Benefit Analysis; It ensures that climate policies are not only economically efficient but also socially just, enhancing the #sustainability and acceptability of such policies. 🟢Alignment with global Climate Goals; the approach helps countries fulfill obligations under frameworks like the #Paris Agreement and the #SDGs by integrating inclusivity into national planning and reporting processes. 🟢Policy coherence;It fosters alignment between climate policy, gender equality goals, and broader development priorities, facilitating coherent and synergistic policy-making.

Evaluations are powerful tools for learning, accountability, and improving the effectiveness of development initiatives. They provide a structured process to measure the relevance, efficiency, impact, and sustainability of programs while identifying lessons that can shape future interventions. This document, “Guideline for Evaluation of Development Programs and Projects,” offers a detailed framework for conducting evaluations that meet international standards and deliver meaningful insights for stakeholders. The guideline equips practitioners with practical tools and methodologies for designing robust evaluations. It emphasizes participatory approaches, ethical principles, and tailored evaluation questions to address the unique contexts of each project. With clear guidance on data collection, analysis, and reporting, the document ensures that evaluations are not only technically sound but also responsive to the needs of beneficiaries and decision-makers. More than a technical manual, this guideline highlights the transformative potential of evaluations to inform strategic planning, foster continuous learning, and enhance the quality of development efforts. It is an indispensable resource for evaluators, project managers, and policymakers committed to driving sustainable and impactful change through evidence-based practices.

🎯 The Hidden Foundation: Why Climate Risk Assessment Makes or Breaks NGO Projects After managing climate resilience initiatives across diverse contexts, I've discovered that the difference between projects that transform communities and those that simply spend budgets lies in one critical phase: comprehensive risk assessment. Most NGOs rush to solutions without truly understanding the risk landscape they're entering. The 4-Dimensional Risk Assessment Framework: 🌡️ Climate Hazard Mapping • Historical climate data analysis • Future projection scenarios • Extreme event frequency and intensity • Seasonal variability patterns 👥 Social Vulnerability Analysis • Demographic risk factors (age, gender, disability) • Economic exposure levels • Social network strength assessment • Cultural and linguistic considerations 🏗️ Infrastructure Vulnerability Review • Critical system dependencies • Redundancy and backup systems • Maintenance capacity evaluation • Technology appropriateness assessment 🌍 Ecosystem Services Evaluation • Natural buffer system health • Environmental degradation trends • Biodiversity loss impacts • Ecosystem restoration potential Critical insight: Risk assessment isn't a one-time activity—it's an ongoing process that should inform every project decision from design to implementation. What separates successful projects: They design for the worst-case scenario while building capacity for best-case outcomes. Practical tip: Spend 20% of your project design time on risk assessment. Communities that understand their full risk profile make better adaptation decisions. How do you approach risk assessment in your climate resilience projects? What risk factors do you find most organizations overlook? #ClimateRisk #NGOProjects #NGOs #ClimateResilience #RiskAssessment #ProjectDesign #project #projectmanagement #managers #sustainability #eu #europe #Africa #Egypt #Mediterranean

*** Do you still approach SAP S/4HANA as an IT-topic? *** A bad habit that does not want to die: One of the biggest blunders SAP S/4HANA adopters can stumble into occurs right from the get-go. When they approach their implementation primarily as an IT matter, they unwittingly set the stage for disappointment. 🚫 Their journey quickly devolves into a mundane technical debate, where budgets are slashed, and efficiency reigns supreme. In the end, they merely transpose their antiquated processes onto a shiny new S/4HANA platform, hardly different from their legacy ERP. I am a SAP S/4HANA guy since the first hour and I have never witnessed anyone becoming a Digital Champion through such a lackluster approach. Conversely, those who frame their transition as a business imperative grasp the essence of Digital Transformation: 🎯 They understand that it's not just about cutting costs but about elevating revenue and unlocking new possibilities. 💡 Their discussions are centered on strategy, with the allure of Cloud computing becoming irresistible. 💰 They view their expenditures not as expenses but as investments in future growth. 🌱 Moreover, they recognize the limitations of a lean brownfield approach and opt for a more strategic path, be it a selective transition or even a greenfield initiative. 📈 By prioritizing outcomes and value, they harness the full potential of their SAP S/4HANA initiative. The pathway to becoming an #intelligententerprise is wide open. So, let's not half-ass SAP S/4HANA and approach it as an IT issue; it's a business imperative. While IT may provide the means, it's strategy that should steer the course! #sap #technology #s4hana #digitaltransformation

The silent risk in every SAP project? An unclear ROI. When you can't measure value, You lose stakeholder trust. You delay innovation. You risk falling behind. Here are 8 principles high-performing companies follow to ensure SAP investments pay off 1. ROI-First Thinking ➛ Budget follows impact ➛ Business goals define scope ➛ Value is the north star 2. Trusted Partnerships ➛ Experience reduces risk ➛ Consultants reveal blind spots ➛ Support scales results 3. Cost vs. Capacity Clarity ➛ High cost ≠ low return ➛ Efficiency creates upside ➛ Cutting corners kills outcomes 4. Reality-Based Planning ➛ Don’t just hit timelines ➛ Align outcomes to operations ➛ Recalibrate as needed 5. Targeted Transformation ➛ Fix what matters most ➛ Small changes, big impact ➛ Process > perfection 6. Best Practices Over Band-Aids ➛ Legacy habits are costly ➛ Replace “how it’s always been” ➛ Automate what slows you down 7. Continuous Optimization ➛ Evolve post go-live ➛ Data guides decisions ➛ ROI compounds over time 8. Storytelling Through Results ➛ Show, don’t just tell ➛ Case studies earn buy-in ➛ ROI is your best pitch SAP success isn't just tech-deep. It's business-deep. Better cases → Better buy-in → Better businesses. #SAP #DigitalTransformation #ERP #ROI #SAPProjects #Leadership #BusinessCase #S4HANA #TitanConsulting

Not all SAP implementations are successful—many have faced significant challenges, delays, and even complete failures. Here are some notable unsuccessful SAP projects and the lessons learned: 1. Lidl – €500M SAP Failure (2018) •Issue: Lidl, a German retail giant, attempted to implement SAP for inventory and finance management. However, they insisted on keeping their existing inventory valuation method instead of adapting to SAP’s standard approach. •Result: After seven years and €500 million, Lidl scrapped the project. •Lesson: Customization must align with SAP best practices—forcing legacy processes into SAP often leads to failure. 2. Revlon – $64M Supply Chain Disaster (2019) •Issue: The beauty brand implemented SAP S/4HANA, but the rollout was rushed without adequate testing, resulting in supply chain disruptions. •Result: Factories couldn’t fulfill orders, stockouts occurred, and the company lost $64M in revenue. •Lesson: Proper testing and phased rollouts are critical for large-scale SAP implementations. 3. Hershey’s – $150M Halloween Disaster (1999) •Issue: Hershey’s implemented SAP but rushed the go-live before peak season without proper system stabilization. •Result: A failed order fulfillment process left millions of chocolates undelivered, causing a $150M revenue loss. •Lesson: Never go live during critical business seasons. Ensure the system is fully stable first. 4. U.S. Navy – $1B SAP Failure (2015) •Issue: The U.S. Navy spent $1B on an SAP ERP system for logistics, but they never properly defined the requirements. •Result: The system didn’t meet operational needs and was abandoned. •Lesson: Clearly define requirements and business processes before implementation. 5. LeasePlan – SAP HCM Implementation Challenges •Issue: LeasePlan, a fleet management company, implemented SAP HCM but struggled with customized payroll processing across different countries. •Result: The system had payroll calculation errors, leading to employee dissatisfaction and manual workarounds. •Lesson: Global payroll rollouts require detailed local compliance checks to ensure smooth functioning. Key Takeaways for SAP Consultants: 1.Minimize Customization – Stick to SAP best practices instead of forcing legacy processes. 2.Thorough Testing is Critical – Rushed go-lives without testing lead to disasters. 3.Stakeholder Alignment is Key – Business users must be fully involved, not just IT teams. 4.Phased Rollouts Work Better – Avoid big-bang implementations unless absolutely necessary. 5.Payroll & HCM Require Special Care – Compliance issues can cause payroll failures, legal problems, and employee dissatisfaction. #saphcm #sapfreshers #sapcareers #sapjobopportunity

S/4HANA: Business Transformation vs. IT Upgrade. SAP customers have 2 choices: 1/ S/4HANA as a real Business Transformation 2/ S/4HANA as just another IT upgrade These 2 pie charts show the key difference: 🔹S/4HANA (Business Transformation) S/4HANA as an opportunity to modernize processes: → integrate AI → integrate automation → add industry-specific innovations. S/4HANA as a Business Transformation positions it as a way to drive real business value beyond just ERP. 🔹S/4HANA (IT Upgrade) S/4HANA as a technical migration → focusing on moving from ECC to the cloud, system efficiency, and compliance. While these are important, they don’t address the deeper business impact customers are looking for. So, what is THE BEST SOLUTION for customers? At SAP Daily, we’ve taken this Business Transformation approach, not just an IT upgrade. We’ve been successful in driving S/4HANA adoption for SIs, Partners and Hyperscalers. Here’s why: → Future-Ready: A foundation for #AI, automation, and next-gen capabilities. → Optimized Processes: Real-time insights, automation, and efficiency. → Scalability: Flexible deployment for evolving business needs. → Ecosystem-Driven: Partners fill the innovation gap with tailored solutions. → Competitive Edge: Agility and innovation that set businesses apart. #sap #abap #DigitalTransformation #erp #s4hana #Cloud #data #sapconsultants

Sustainability budgets will dry up without measurable ROI. Decarbonization is still a priority, but CFOs won’t greenlight sustainability projects unless they deliver measurable ROI. For food suppliers, investing in biochar, agroforestry, or enhanced rock weathering makes sense—but only if the financial return is clear. Two key questions determine success: Where is the revenue coming from, and what additional benefits does the project bring? 🌱 Sell offsets? Tech companies may pay $150 per ton of CO₂ removed—a strong revenue stream, but you forfeit the ability to reduce your own product’s carbon footprint. 🌱 Claim insets? FMCG brands may only pay $50 per ton, but you gain long-term customer loyalty, unlock green premiums, and reduce Scope 3 emissions. But it’s not just about carbon prices. The biggest missed opportunity in evaluating nature and climate investments is failing to account for: ✅ Yield improvements from healthier soil ✅ Input reductions (fertilizers, water, pesticides) ✅ Resilience against extreme weather If sustainability projects don’t generate revenue, lower costs, or strengthen the supply chain, they won’t get funded. 💡 Thinking about biochar, agroforestry, or climate-smart projects? CarbonPilot helps companies quantify ROI, co-benefits, and financial outcomes—so sustainability investments are as strategic as any other business decision. #sustainability #carbonremoval #biochar #climateaction #insetting #offsets #supplychain