Read an Excerpt
This book is about a whole lot more than performance tuning and testing. It’s about saving and making money—your company’s money, your own customer’s budget dollars left on the negotiating or purchasing table, and even your personal funds. By getting the most up front out of your infrastructure investment in SAP, and continuing to reap the benefits of a well-oiled and well-performing machine over time, the dollars will accumulate quickly. How? Simple—by keeping your SAP Business Warehouse users well informed, your SAP Customer Relationship Management (CRM) team highly productive, and your R/3 users anything but idle. In turn, your company will reap the benefits of rapid access to information, increased sales per customer, and more—saving and making not only money, but jobs and careers as well.
This book is also about managing the risk inherent to the single most important thing that makes tuning and testing so critical: change. The manner in which change is handled—or how your company verifies that a change to its mission-critical SAP systems will not significantly impact the performance or availability of those same systems—has the power to turn good companies into great ones. Of course, the converse is true as well. That is, for centuries unmanaged change has left behind a broad wake of destruction, squashing and consuming otherwise successful entities while sparing the adaptable. Certainly, once-great companies and institutions have risen and fallen over seemingly less important matters.
Fortunately, given the past, it only follows that the opportunity for greatness is just as promising—simply take a look at the Global 2000, and it should be self-evident that companies with their arms around change thrive even in the midst of great difficulties. The best of these companies embrace testing beliefs and employ tuning processes similar to those I discuss here, taking a holistic view of their SAP and other enterprise systems to maximize performance, minimize service disruptions, and ultimately mitigate the risk of change. Indeed, that’s why I wrote this book—to provide a blueprint or roadmap of sorts, such that we can survive, even thrive, rather than unwittingly perish as victims of change.