- HANA has the most expensive hardware in its category. This brings up important questions regarding the management of development and test environments.
Introduction to HANA Development and Test Environments
Development and testing environments are always critical, but with HANA the issue is of particular importance. The following quotation explains the alterations within HANA.
“Taking into account, that SAP HANA is a central infrastructure component, which faced dozens of Support Packages, Patches & Builds within the last two years, and is expected to receive more updates with the same frequency on a mid-term perspective, there is a strong need to ensure testing of SAP HANA after each change.”
The Complications of So Many Clients and Servers
HANA uses a combination of clients and servers that must work in unison for HANA to work. This brings up complications, i.e., a higher testing overhead when testing any new change to any one component. SAP has a process for processing test cases to account for these servers.
“A key challenge with SAP HANA is the fact, which the SAP HANA Server, user clients and application servers are a complex construct of different engines that work in concert. Therefore, SAP HANA Server, corresponding user clients and applications servers need to be tested after each technical upgrade of any of those entities. To do so in an efficient manner, we propose the steps outlined in the subsequent chapters.”
HANA development environments can be acquired through AWS at reasonable rates. This has the extra advantage that because of AWS’s elastic offering, volume testing can be performed on AWS’s hardware without having to purchase the hardware. Moreover, the HANA AWS instance can be downscaled as soon as the testing is complete. The HANA One offering allows the HANA licenses to be used on demand. This is a significant value-add as sizing HANA has proven to be extremely tricky.
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This article and no other article on the Brightwork website is paid for by a software vendor, including Oracle and SAP. Brightwork does offer competitive intelligence work to vendors as part of its business, but no published research or articles are written with any financial consideration. As part of Brightwork’s commitment to publishing independent, unbiased research, the company’s business model is driven by consulting services; no paid media placements are accepted.
The Real Story on ERP Book
How This Book is Structured
This book combines a meta-analysis of all of the academic research on the benefits of ERP, coupled with on project experience.
ERP has had a remarkable impact on most companies that implemented it. Unplanned expenses for customization, failed implementations, integration, and applications to meet the business requirements that ERP could not–have added up to a higher Total Cost of Ownership for ERP were all unexpected, and account control, on the part of ERP vendors — is now a significant issue affecting IT performance.
Break the Bank for ERP?
Many companies that have broken the bank to implement ERP projects have seen their KPIs go down— but the question is why this is the case. Major consulting companies are some of the largest promoters of ERP systems, but given the massive profits they make on ERP implementations — can they be trusted to provide the real story on ERP? Probably not, however, written by the Managing Editor of SCM Focus, Shaun Snapp — an author with many years of experience with ERP system. A supply chain software expert and well known for providing authentic information on the topics he covers, you can trust this book to provide all the detail that no consulting firm will.
By reading this book you will:
- Examine the high failure rates of ERP implementations.
- Demystify the convincing arguments ERP vendors use to sell ERP.
- See how ERP vendors take control of client accounts with ERP.
- Understand why single-instance ERP is not typically feasible.
- Calculate the total cost of ownership and return on investment for your ERP implementation.
- Understand the alternatives to ERP.
- Chapter 1: Introduction to ERP Software
- Chapter 2: The History of ERP
- Chapter 3: Logical Fallacies and the Logics Used to Sell ERP
- Chapter 4: The Best Practice Logic for ERP
- Chapter 5: The Integration Benefits Logic for ERP
- Chapter 6: Analyzing The Logic Used to Sell ERP
- Chapter 7: The High TCO and Low ROI of ERP
- Chapter 8: ERP and the Problem with Institutional Decision Making
- Chapter 9: How ERP Creates Redundant Systems
- Chapter 10: How ERP Distracts Companies from Implementing Better Functionality
- Chapter 11: Alternatives to ERP or Adjusting the Current ERP System
- Chapter 12: Conclusion