четверг, 6 декабря 2012 г.

Advices for Beginners in SAP career


You've worked hard and should be proud of what you've accomplished. By now you've started looking around the job market and you are trying to decide what to do with your freshly minted degree. You've heard a little about SAP but you're not quite sure what it is, but you HAVE heard that SAP consultants sleep in beds of cash and coins fall unheeded from their pockets as they walk down the street. You want to be an SAP consultant!

How to proceed? 

First, stop and take a deep breath. Shake your head a little and do a reality check. Yes, experienced SAP consultants do make more than the average person on the street, but so do doctors and lawyers and bankers, etc. My first piece of advice for you is not to pick your future career based on today's salary predictions. By the time you get to your prime salary years, supply and demand could change the picture dramatically.


The Importance of Passion

Whatever you decide to do, you need to be passionate about it. In order to reap big rewards, you are going to have to work long hours and dedicate yourself to the study of your craft. If you're only in it for the money, those long hours and hard work will be grueling misery. (Even if you do love it, burnout is a very common reason for folks to leave the SAP field.)

If you don't put in the long hours and dedication, you can still work in the SAP field, but you're not going to make the big bucks. Just as in the field of medicine, there are many doctors who only work part time these days. Sure, they make enough to get by, but they're not pulling in the $1 million/year USD that the hard core specialists make. The same is true in the SAP field (except for the $1 million/year USD part, no one makes that in the SAP field). Also, for every doctor, there are probably 10 nurses, nurse practitioners, and/or doctor/nurse aides. You can still have a good middle class career in SAP without necessarily being a doctor. SAP end users have fine careers.


The Importance of Experience

Ok, reality check #2. No one is going to hire you straight out of school to be a highly paid SAP consultant and, no, getting your SAP certification at this stage isn't going to help. Highly paid SAP consultants are reasonably compensated because they have the experience that the customer needs to be successful. Yes, I know you are a genius, but corporations are all about minimizing risk and going with the most probable path for success.

If your freshly minted degree is a Master's Degree (MBA, Master of Information Technology, etc), you have a better chance at getting hired by a company who will be willing to train you in SAP. Most of the big consulting firms hire recent MBA graduates or, to a lesser extent, even recent graduates with Bachellor's degrees *if you graduated from a top school*. If you graduated from a top school, you're probably already aware of that fact. You've probably attended several recruiting events at your school and are pretty familiar with being courted. Good for you. You can stop reading now.

Starting at the Bottom

If you didn't graduate from a "top" school (with above average scores, I might add), then it's time for reality check #3. No one is particularly enthused about your entrance into the market place. I'm sorry to be the one to break it to you, but trumpets are not going to go off every time you enter a room. You are now officially qualified to apply for an entry level job, just like everyone else.

More than likely, if you are reading this, you are from this unfortunate rank of folks. So... what to do? Should you get an SAP certification? For most folks, the answer is: probably not. You already have paper credentials, your Bachelor's or Master's degree. Adding more paper credentials is not going to impress anyone. Fix yourself a resume, tailor it to whatever job opening interests you and apply. Then do it again. Then do it again. Rinse and repeat until you get a job, preferably at a company that is running SAP.


Your First Job!

This is going to be your first job. It's probably not going to have "anything" to do with SAP. If you're a programmer, you're going to do programming (probably in C or JAVA). If you're a system administrator, you're going to administrate systems (either operating system or database administration). If you studied business, you're going to be making coffee at Starbucks (just kidding), hopefully you'll be doing whatever entry level folks do in the domain you studied. Financial folks will probably end up creating a million spreadsheets. HR folks will probably end up doing the keypunch to hire and fire folks. Materials Management folks will be working in a warehouse somewhere trying to make sure the inventory counts are right.

None of it will be particularly fun. None of it will be glamorous. If you're smart, you'll be working harder at it than anyone else in your department. You'll try to figure out *why* things work the way they do and how they can be done better. You'll start to notice flaws in the way things are done and volunteer to fix those flaws... on your own time... for free. (or if you're lucky, you'll get assigned to do it during business hours as your job, but don't count on that at first).


The Importance of Going the Extra Mile

Every day during your first five years, you should be asking for more responsibility, and you should deliver results. If the company runs SAP, eventually you'll get transferred to work on the SAP system, first as a user, then, if you impress folks with your passion and hard work, you'll get transferred into support. Typically this takes between three to five years, but fate can lead you there sooner or it might take longer (maybe even leaving one job for another).

THIS is the optimal time to get SAP certified. More than likely your employer will pay for the classes (at least that's how it tends to happen in the US). If not, then maybe you pay for it and go to classes at night. Either way, with 3 to 5 years of work experience (a.k.a. domain experience) and an SAP certification, you are now eligible to start at the bottom rung of the SAP consulting ladder.

Obviously many folks choose not to go the consultant route. I can post another article on the pros and cons of consulting vs. working for a customer as SAP Support, but assuming you're dead set on being a Highly Paid SAP Consultant, this is where you'd start applying to consulting companies. More than likely, you won't get hired, because while you have domain experience and a paper certificate, you don't have a significant amount of SAP hands-on experience.

The Sweet Spot

Most folks will continue to work at their company in SAP support for another 3 to 5 years before most consulting firms will consider them. Reality Check #3: The sweet spot for most junior SAP consultants is 8 years of domain experience with 3 to 5 years of hands on SAP experience. SAP certification is nice to have, but not required. Doing the math: most folks graduate college with a bachelor's degree at about 22 or 23 years old. Average age of a junior SAP consultant? You guessed it! 30 years old!!

So.... not to beat a dead horse, but if you are 22 years old and fresh out of college (or 24ish and fresh from an MBA), your competition for entry level SAP Consulting jobs is going to be 30 years old, have 8 years of domain experience with 3 to 5 years of hands-on SAP experience, and probably have SAP certification. If you spend a bucket-load of money getting SAP certified, no matter what the sales guy at the certification place tells you, you are NOT going to beat out the 30 year old person with 8 years of practical experience and 3 to 5 years of hands-on SAP experience. Not... going.... to... happen.

Consulting Career Path

Reality check #4: Junior SAP consultants don't make the big bucks. In fact, if you check the salary surveys, in most countries OTHER than the US, junior SAP consultants make LESS than their counterparts that work directly for a customer supporting a system. If anyone is interested, I have a hypothesis as to why this is (has to do with supply and demand and risk and some differences between the US market vs. the rest of the world, but that's for some other time).

Assuming you've made it this far, as a Junior consultant you're going to work yourself to the bone. Fifty hours a week is a light week. Add travel time on top. I hope you're not trying to maintain a relationship with anyone back home, because it's probably not going to happen. The divorce rate among traveling consultants is sky high. Consulting is a very cutthroat business and most consulting firms have a "up or out" mentality which means that you succeed or you are fired. Burnout rates are high.

Finally... Senior Status!

Assuming you can stomach 3 to 5 years of being a junior consultant, you will finally be considered a senior consultant. If you are working in the United States, you will finally start making $100,000 or more USD. Whew. Wait... wait.. what? $100k? What happened to sleeping in beds of cash? Where are the coins that drip from my pocket unheeded because I'm so rich I don't care?

Reality check #5: Yup. Guess what. You're NOT a surgeon. You're NOT a hedge fund manager. You're NOT a CEO. You're an SAP consultant. The consulting company you work for makes pretty decent money, but you're not going to get the money they bill the customer. You're going to get whatever they want to pay you. It's true that *highly* skilled consultants can make more (I made well over twice that in my best year), but the *average* senior consultant in the United States is going to make about $100k. Senior consultants in other countries generally make less, approximately scaled to fit cost of living differences. (Check Dice/Monster/other-source-of-your-choice salary surveys if you don't believe me.)

The Good Life

The good news is that if you've played this by the numbers, you're probably about 35 when you hit your peak. And $100k/year can certainly provide you with a comfortable, if not extravagant, living. You're probably single or divorced, though, and that can suck at 35. Travelling is probably more of a hassle than a thrill at this point, but it's a living. Also, I think we can say with reasonable certainty that if you don't care where you work geographically, with the skills you have at this point, you'll never have to worry about finding a job. If a project goes belly up, then you'll probably be able to find another one (probably hundreds if not thousands of miles away) pretty quickly. If you want to stay in one place, it'll be harder, but your job search should be shorter than someone without SAP skills.

If you want to settle down at this point, you can roll the dice and try to find the customer who's business is good and is stable and who needs you. You'll probably take a pay cut, but you'll at least be able to see your kids every night (if they're still speaking to you).

Will I Make It?

Final reality check: If you started this process just because all you wanted was a good salary and financial security, you never made it this far. You burned out long ago. In all likelihood, you ran into competition that was more passionate (and thus willing to work harder) than you and you didn't make the cut. Sorry about that. I hope you found something else that stoked your fires. If not, you probably got stuck as a low level clock watcher, just praying for 5 o'clock to roll around. It happens. I've run into far more clock watchers over the course of my career than decent consultants. When I've asked the clock watchers how they ended up where they are, most reply that it just kind of happened. They got a job, any job, just to get a paycheck. They couldn't care less about whatever it is they do day to day. They live for the nights and weekends.


Passion Redux.

It may sound dorky, but I still love what I do. When I work with a customer to develop the optimal backup/recovery strategy, even though I've developed dozens of them, I still get a thrill. Whenever I stand in front of a room of folks new to SAP and teach them the basics of the architecture, I *love* it. My face lights up. My voice becomes animated. Afterwards, folks tell me that they get a kick, just seeing how excited I get about SAP architecture. I get immense satisfaction when I can explain the pitfalls ahead clearly enough that the customer agrees to a plan that will avoid them. I feel deep personal regret if I fail to persuade them in time.

Whatever you decide to do, dear college graduate, I hope it is something about which you have passion and I hope that 20 years from now, you would be happy to do what you do even if they didn't pay you, because you love it that much.

10 Predictions for the Global ERP Industry in 2013

             
                    Top Ten Predictions for the Global ERP Industry in 2013

With 2012 just about behind us, it’s worth looking at the top ten things we think will transpire in the global ERP industry in 2013:


1. Continued shakeup and consolidation of the top ERP vendors. We predicted increased vendor consolidation in our 2011 and 2012 lists, and we believe it will continue. With the global economy and business capital spending volatile at best — and some economic forecasts suggesting that the U.S. and Europe could face recessions in 2013 — it isn’t clear if total worldwide ERP software revenue growth will continue at the same pace it has in recent years. These macroeconomic challenges will pose opportunities for high-growth SaaS and cloud ERP vendors to continue eroding the market share of Tier I ERP vendors such as SAP and Oracle, especially among small and mid-size customers.


2. Best-of-breed solutions will continue to chip away at single-system ERP software. With more companies moving away from big, single-system ERP deployments, there will be a continuing opportunity for niche and best-of-breed ERP systems to capture market share in 2013. Larger ERP vendors will continue to provide more niche solutions to counter the advent of these smaller cloud providers. Vendors like Oracle and Infor, with their best-of-breed solution focus, will be better positioned to respond to customer demand of this type. In addition, look for this trend to continue driving merger and acquisition activity as more ERP vendors look for industry solutions to augment their core ERP systems.


3. Integration and solution architecture will become a hot commodity. The increase of best-of-breed, niche and SaaS ERP systems will put more pressure on both CIOs and ERP consultants to provide better integration between systems and address potential silos of processes and data that often come with the territory. As a result, solution architecture and integration will become increasingly important competencies required to support effective ERP implementations.


4. Continued adoption of mobile and business intelligence solutions. As companies look to increase ERP benefits realization, more will invest in mobile solutions and business intelligence software to get increased return from their existing ERP systems. An increasing amount of companies will recognize that newer ERP systems will not necessarily help them make better use or sense of business information without the tools to better support decision-making among both employees and leadership. In addition, executive teams will be under increasing pressure in a shaky economy, which will put more pressure on their employees to provide decision-making tools and dashboards designed to support executives’ need for information.



5. SaaS and cloud hype will subside. While many industry pundits are still pronouncing the death of traditional ERP and the hands of SaaS and the cloud, we find that our large, multi-national clients still aren’t comfortable with the relative lack of flexibility, control and security offered by SaaS ERP solutions. However, smaller and mid-size companies will be more likely to adopt SaaS and companies of all sizes will be more likely to adopt niche solutions such as CRM or HCM (see prediction #2 above), which generally bodes well for SaaS. Perhaps most importantly, SaaS and cloud options will become so baked into the delivery model of most ERP vendors that the hype will naturally subside as they become integrated into everyday ERP options.


6. Uncertainty and risk aversion. Given the uncertain global economic environment, CFOs and CIOs are more likely to be risk-averse in the coming year. Much like we saw in 2009 and 2010, IT budgets will be tighter and ERP project teams will be asked to focus more on low-hanging fruit and high-value activities rather than massive, full-blown and global ERP implementations. The exception to this trend will be among mid-size and high-growth companies, which will continue to grow despite economic conditions and will need the enterprise systems infrastructure to support this continued growth.



7. There will be both winners and losers in ERP implementations. We will likely see a growing dichotomy between smart, sophisticated organizations that understand the need to implement ERP systems the right way versus the less knowledgeable organizations that try to leverage more of a “do-it-yourself” approach. Continuing job insecurity will lead some CIOs and project managers to bite off more than they can chew without expert help while smarter leaders will recognize that ERP implementations are more successful with the help of independent ERP consultants. In addition, the successful companies will be those that recognize that traditional ERP vendors, systems integrators and value-added resellers (VARs) continue to struggle to be effective in their implementations and will seek out more innovative alternatives to support their implementations.


8. Increase in ERP failures and lawsuits. Unfortunately, those that lose in their ERP implementations are more likely to find themselves with ERP failures and lawsuits on their hands. Our ERP expert witness practice has grown quickly for the last two years and we expect that growth to accelerate as more companies try ill-advised implementation strategies, such as the do-it-yourself approach mentioned above. In addition, these less sophisticated organizations and project teams will continue to focus too myopically on the technical services provided by their ERP vendors and system integrators, which will contribute to higher failure rates in the coming year.



9. More organizations saying “no” to ERP. The coupling of economic uncertainty with high ERP failure rates will translate into more organizations declining to embark on large-scale ERP implementations. Instead, these organizations will focus on improvement measures including business process reengineering, organizational change management and benefits realization. These activities can often help organizations get much more immediate benefit at a lower cost than a “traditional” investment in an ERP system, all while better leveraging the ERP systems and other enterprise software the companies already have in place.



10. More focus on competitive advantages and less focus on ERP “best practices.” Over the last few years of global economic uncertainty, cost cutting and standardization has been the name of the game for many CFOs and CIOs. In this quest to minimize expenditures, many organizations tried to leverage industry best practices and, in doing so, neglected their sources of competitive advantage along the way. Over the next year, look for companies to work harder to more clearly define their unique sources of competitive advantage via business process reengineering and organizational change management activities designed to help deliver tangible business benefits and improve their ERP ROI.

These are just a few predictions that we anticipate for the coming year. We will start to get a sense of the accuracy of these predictions when we publish our 2013 ERP Report in February, which will quantify the trends and outcomes of the past year in more detail.


среда, 5 декабря 2012 г.

FAQ: SAP карьера среднего и высокого уровня


Существует несколько путей в развитии вашей SAP карьеры, которыми вы можете идти. В Карьере среднего уровня, вы будете либо 1)Углубляться, 2) Расширяться или 3) Стремиться к Управлению.
В пределах Карьеры высокого уровня, вы либо 1) Останетесь  «технарем», 2) Будете стремиться стать Независимым консультантом 3), Будете стремиться (еще активнее!) к Управлению. Надеюсь на некоторую оживленную дискуссию на эту тему.


Карьера среднего уровня


1)Углубление

Если вы выберете этот путь, придется выбирать в пределах узкоспециальных тем, и в одной из них станете международным экспертом. Например, вы можете выбрать любую из следующих областей для «углубленного» освоения (не полный список):

  • Monitoring/Performance Tuning
  • Transports/ChaRM
  • ABAP устранение неполадок (stack troubleshooting)
  • JAVA устранение неполадок (stack troubleshooting)
  • High Availability/Disaster Recovery (Решения SAP)
  • Инфраструктура/ Ландшафт/ SAP Design
  • Апгрейд
  • Глобализация
  • Архивация
  • Сверхбольшие Базы Данных
  • HANA
  • Отдельные компоненты CRM, BI, ECC, SRM, Portal и т.д.
В конце концов, большинство, если не все ваши работы и проектные роли будут отражать вашу узкую специализацию.



2) Расширение

Если вы выберете этот путь, станете «Мастером на все руки». Например, в
Basis вы можете выбрать что-то похожее на нижеперечисленные специализации (не полный список):

  • Generic Basis, но на широком спектре компонентов (знаете достаточно о любых компонентах при обычных вопросах)
  • Ramp-Up продуктов SAP (эта тема всегда на переднем крае)
  • Технико-функциональная (позволяет вам заполнить два слота на проект или разные слоты на различные проекты, особенно характерна для BI и Portal консультантов)
  • Широкая техническая (Basis + ABAP / Java программист, теперь вы действительно  «вооружены и очень опасны»!)
Вы широко компетентны, чтобы иметь возможность быть полезным в любом проекте, практически в любой его ситуации. Вы, вероятно, сможете решать самые сложные проблемы, Ваша гибкость тому будет способствовать. У Вас будет огромное разнообразие заданий. Возможно, даже не будет двух похожих!

3) Управление 

Если вы изберете этот путь, то наиболее вероятна  эволюция Вашей роли в проектах от Члена команды - к ее Лидеру (Team Lead (Basis Lead). Технически это может соответствовать позиции Менеджера Проекта. В этом качестве Вы должны предварительно ознакомиться со всеми техническими аспектами проекта, чтобы суметь оценить время, необходимое для его завершения. Вам также понадобится серьезные межличностные и управленческие навыки. Этот путь, без сомнения, потребует от Вас глубокого технического понимания, но гораздо больше нетехнических навыков межличностного общения, чем другие варианты карьеры.


Карьера высокого уровня

На зрелом этапе вашей карьеры, у Вас, как правило, оказывается немного вариантов пути. Вы можете вновь перейти с любой точки «верхнего эшелона» на средний путь карьеры, но некоторые участки компетенций прорабатывать более тщательно, чем другие. Для конца вашей карьеры SAP Вы можете: 1) Оставаться «технарем», 2) Стремиться стать Независимым консультантом 3) Стремиться (еще активнее!) к Управлению.

1) Оставаться «технарем»

Большинство крупных консалтинговых фирм и клиенты всегда заинтересованы в людях, которые остаются на протяжении всей своей карьеры техническими специалистами. Это особенно верно для «глубоких» специалистов, но реже характерно и для «широких».
В то время как их зарплата может достигать довольно высоких показателей, некоторые специалисты долго остаются в однои и том же статусе. Технические специалисты в конечном итоге жалуются на стагнацию (застой) своей карьеры. В какой-то момент Ваше карьерное продвижение останавливается, потому что вы превысили диапазон своих возможностей. 

Мы не говорим о тех (редких, но далеко не уникальных!) случаях, когда после долгого пребывания в профессии или в компании, обстоятельства «выталкивают» хорошего технического специалиста в административные сферы – и он становится вице-президентом или CIO.
Для многих, однако, данный "технарский" путь может быть полезным в долгосрочной перспективе, особенно если длительная технологическая специализация соединяется с высокой промышленной/отраслевой экспертизой

Характеристики этого пути (приблизительные обобщения, не во всех случаях уместны):

«Работа на кого-то еще»,

«Не нужно беспокоиться об администрировании»,

Можно сосредоточиться на технических задачах

Не всегда получается установить направление

Меньше необходимых навыков работы в команде

Стабильная и безопасная работа» (хотя независимые эксперты утверждают, что это всего лишь иллюзия)

Возможен устойчивый распорядок жизни 8.00 до 17.00

Вознаграждение растет быстро, но статус остается прежним.




2) Стать Независимым консультантом (или фрилансером) 

Многие специалисты, находящиеся примерно на этапе средневысокой SAP-карьеры, принимают решение о вступлении на свой собственный путь в качестве Независимых консультантов
«Широкие» специалисты особенно склонны идти по этому пути, а также те, кто совмещает в себе компетенции и менталитет «глубоких» специалистов и «управленцев». Независимые консультанты полностью берут ответственность за свою собственную судьбу. Они ищут свою собственную работу, управляют своей собственной подготовкой, занимаются персональными счетами и рекламой своих навыков и т.д. Независимые консультанты ценят свою свободу.

Характеристика этого пути (опять же очень приблизительные грубые обобщения, не во всех случаях истинны):
Свобода

Выбор клиентов

Выбор проектов

Выбор обучения/развития

Администрирование самого себя (биллинг, тайм-менеджмент и т.д.)

Гибкость своей загрузки/ свободного времени

Гаджеты

Неопределенность

Требуется эффективная система управления капиталом / дисциплина

Требует, чтобы вы остались рядом с технологическими навыками, которые вы получили в этой точке

Доход ограничивается той скоростью, с которой вы ведете переговоры и количеством часов, которые вы готовы работать

(Расширение вашей команды до нескольких человек автоматически перемещает Вас из Независимого к «Управленцу»).


3) Стремление (еще более активное!) к Управлению

Когда люди думают о своей высокой (поздней) карьере, представляя себя CIO, CEO, вице-президентом, директором, их путь проходит через Management Land. Независимые консультанты будут утверждать, что по статусу они фактически являются CEO / CIO / и т.д.. Они могли бы, если бы хотели, выращивать свои собственные компании, нанимая дополнительных людей. Однако большинство из них, по их словам, этого не делает, потому что тем самым начинает отклоняться в сторону от свободы, которая их привлекает в первую очередь.  

Если вы работаете в большой консалтинговой фирме, единственный, по сути, Ваш путь наверх - маршрут Управления проектами. Когда вы начинаете там работать, вы вообще ни за кого кроме себя не отвечаете.  Через несколько лет вы берете ответственность за управленческий персонал (как правило, 4-х новых сотрудников) и пробуете себя в более подходящей роли – Руководителя Проекта (или Team Lead, например). 

Продолжая работать на фирме, Вы получаете все больше административных обязанностей (может быть, вы руководите большим количеством людей, каждый из которых сам в свою очередь руководит людьми), а также проектных обязанностей (технический руководитель, например). Вас также начинают включать в предпродажную часть бизнеса. В конце концов, вы становитесь Партнером и в круг Ваших обязанностей входят практически полностью задачи управления и/или продаж.

Если вы работаете на клиентов SAP, то путь, которым Вы следуете, довольно схож с вышеуказанным, но без делегирования обязанностей и с большей степенью общения с Продающими подразделениями. Вместо того, чтобы стать Партнером, вам предложат должность Директора или вице-президента (или...для избранных CIO / CEO / CFO / особый C-уровень). 



Характеристики этого пути: 

Уменьшение с течением времени технических навыков, увеличение soft skills (управленческие / продажи)

Административные обязанности

Повышенная ответственность и контроль средств компании в течение долгого времени (Вы получаете тратить огромные колоссальные суммы денег других людей)

Риск снова попасть в состав «среднего звена» (нет места для продвижения, но слишком многие технические навыки утратил, для того, чтобы идти любым другим способом)

Непредсказуемость и бюрократия в продвижении (Вы не можете занять очередное «кресло», пока его не освободил другой человек, а кто-то в это время с нетерпением ожидает, пока освободится Ваше кресло)

Ситуация может быть более мягкой в консалтинговых фирмах, если бизнес там терпеливо выращивают, что может порождать новые консалтинговые практики.

Самый высокий карьерный потенциал соответствует вознаграждению...для немногих избранных. Вы уже выяснили, чему соответствует зарплата уровня C?  У Вас может начаться мигрень…

Как и следовало ожидать, есть тысячи вариаций указанных путей, и этот пост лишь суммирует мои наблюдения и коллективную мудрость многих бизнес-книг, которые я прочитал за эти годы.




понедельник, 3 декабря 2012 г.

FAQ: Middle and Late SAP Career Paths

 There are a few paths you can follow in growing your SAP career. In your middle career, you'll either 1) Go Deep, 2) Go Wide, or 3) Go Management. For later in your career, you'll either 1) Stay Technical, 2) Go Independent, or 3) Go (even more) Management. This post is just my opinion. Hopefully we'll get some lively discussion on this topic.

Mid Career

1) Go Deep
If you choose this path, you will pick a subspecialty within basis and become the world expert on that topic. For example, in Basis you could choose any of the following "Deep" areas" (not a comprehensive list)
  • Monitoring/Performance Tuning
  • Transports/ChaRM
  • ABAP stack troubleshooting
  • JAVA stack troubleshooting
  • High Availability/Disaster Recovery
  • Infrastructure/landscape Design
  • Upgrades
  • Globalization
  • Archiving
  • Very Large Databases
  • HANA
  • Component based specialization (CRM, BI, ECC, SRM, Portal, etc)
The point of going Deep is to be the go-to person in your one topic area. Eventually most if not all of your work will involve your Deep specialization.



2) Go Wide
If you choose this path, you will endevour to become a "Jack of All Trades". For example, in Basis you could choose something similar to the specializations listed (not a comprehensive list)
  • Generic Basis but on a wide variety of components (know enough about any component for routine matters or to get by until a specialist can be located for really intransigent problems)
  • Ramp-Up products (always on the bleeding edge)
  • Techno-Functional (allows you to fill two slots on a project or different slots on different projects, BI and Portal consultants are famous for this)
  • Broad Technical (Basis + ABAP/Java Programmer, now you're *really* dangerous!)
The point of going Wide is to be able to be useful on just about any project, in just about any situation. You will probably not be able to handle the toughest problems, but your versatility will make up for that. You will have tremendous variety in your work assignments. In fact, no two may be alike!

3) Go Management
If you choose this path, you will work your way up the project food chain from Team Member to Team Lead (Basis Lead) to Technical Lead to Project Manager. You'll need to stay familiar with all technical aspects of a project and be able to estimate how long they should take to complete. You'll also need strong interpersonal and management skills. This route still requires strong technical understanding but requires more non-technical soft skills than the other approaches.


Late Career
For later in your career, you'll generally have one of a few paths to follow as well. You can go from any middle career path to any late career path, but some middle career paths lead more directly into some late career paths than others. For your late career SAP Paths, you can 1) Stay technical, 2) Go Independent, or 3) Go (Even More) Management.

1) Stay Technical
Most large consultancy firms and customers will make allowances for folks to stay technical for their whole career. This is particularly true for Deep specialists, but somewhat true for Wide specialists. While salaries can reach fairly lofty heights, some long term Technical folks eventually complain about career stagnation. At some point the raises and promotions stop because you've maxed out the range. Without taking on management duties, titles like Vice President or CIO are far out of reach. For many, though, this path can be rewarding long term, especially if long term specialization is coupled with general industry recognition of expertise.Characteristics of this path (rough generalizations, not all true in all cases)
  • Work for someone else
    • Don't have to worry about administrivia
    • Can focus on technical tasks
    • Don't always get to set direction
  • Fewer soft skills required
  • Stable and safe (although Independents argue that this is just an illusion)
  • Steady, 8 to 5, life possible
  • Remuneration rises quickly, but tops out quickly as well

 2) Go Independent
Many mid-to-late SAP career folks decide to strike out on their own as independent consultants. Wide specialists are particularly apt to go this route, but both Deep and Management specialists opt for this path as well. Independent consultants take charge of their own destiny. Independents find their own work, manage their own training, handle the billing/advertisement of their skills, etc. Independent consultants value their freedom. Characteristics of this path (again rough generalizations, not all true in all cases)
  • Freedom
    • Choose your own clients
    • Choose your work
    • Choose your own training/development path
    • Handle your own administration (billing, time recording,etc)
    • Flexibility in down time/vacation
  • Gadgets
  • Uncertainty
  • Requires strong money management/discipline
  • Requires you to stay close to the technology skills that got you to this point
  • Remuneration is limited by whatever bill rate you negotiate and the number of hours you are willing to work. (Adding more than just a few people to your practice moves you from Independent to Management.)

 3) Go (Even more) Management
When folks think about their late career, many envision CIO, CEO, VP, or Director titles for themselves and for most folks, the envisioned path travels through ManagementLand.  (Independents will argue that they are CEO/CIO/etc or could grow their own companies by hiring on additional folks, but most don't because that starts to veer away from the Freedom that drew them to Independent Consulting in the first place.) If you work for a large consulting firm, the only way up the chain, in general, is via the Project Management route. When you start off, you're generally not in charge of anyone. 

After  a few years you pick up personnel management responsibilities (often 4 new hires) as you migrate into more Project Management type roles (say Team Lead for example). In order to continue at the Firm, you will pick up both more personnel responsibilities (maybe you're over 4 folks who themselves are over 4 folks) as well as project responsibilities (say Technical Lead, for example).  You'll also  start to be included in more of the presales part of the business. Eventually, you'll make partner and your job duties will be entirely managerial and/or Sales. If you work for an SAP customer, then typically you'll follow a fairly similar path but without the Sales responsibilities and more dealing with Sales people responsibility. Rather than Partner, you job title will become Director, or Vice President, or ... for the select few CIO/CEO/CFO/other C-level).Characteristics of this path (again rough generalizations, not all true in all cases)

 Less technical, more soft skills (managerial/sales) over time
  • Administrative duties
  • Increased responsibility and control of company funds over time (you get to spend huge whopping amounts of Other People's Money)
  • Risk of topping out in the dreaded "Middle Management" (no room to advance but too many tech skills lost to go any other way)
  • Musical chairs aspect to advancement (you can't rise until the chair above you is vacated and then you have to compete with many others for the one slot)(Can be ameliorated at consulting firms if the Firm's business is grown and can spawn new consulting practices.)
  • Highest potential remuneration... for the chosen few. (Have you checked average C-level salaries lately? It'll give you a nose bleed. Sheesh.)
 As you might expect, there are a thousand variations on these paths, but this post summarizes my observations and the collective wisdom of many of the business books I've read over the years.