Portal Governance Framework

FKOM 07 Portal
Governance

A Portal Governance Approach

Before We Start

Make sure the audience understands you only show examples but
not a ready to use methodology. So it's key you make them see that
governance is huge: processes, standards, alignment, people
change, virtual organization, measures, statistics, rules,
responsibilities, guidelines, structures, sponsorship, ...... And so on.

Dirk Dobiéy

This is not a technical application of Portal Governance.

It is a preview of a framework to which organizations can use to
start their governance process.

© SAP AG 2007, Title / First Name Last Name / 2

01 Definitition of Portal Governance
02 Why Do We Need Governance
03 Starting the Governance Process
04 What Needs to be Governed
05 How is it to be Governed
06 How Do We Grow Governance
07 How Do We Enforce Governance
08 How Do We Measure Its Success

Portal Governance – Definition

Portal governance defines the appropriate structure,
roles/ responsibilities and processes that support
efficient decision making for managing your portal
infrastructure and publishing new assets


Portal Governance Approaches

Governance takes place on two levels – strategic direction setting

and tactical execution – and involves management, operational, and

technical disciplines


FKOM 07 Portal
Governance

01 Portal Governance Definition
04 What Needs to be governed

Why Do We Need Governance?

Portals aggregate a broad spectrum of content, applications, and
services that are owned and managed by a variety of groups.

For this reason, conflicting requirements from different stakeholder
groups are a given.

In addition, the proliferation of multiple stakeholder groups leads to
“organic” portal development.

Different groups will take ownership of various sub-components of the
portal and develop them to suit their own needs with little coordination or
regard for how this will affect other groups.

In short, without portal governance guiding processes, developing
policies and procedures, and maintaining authority, portal projects risk
absolute failure


Motivation and Objectives for Portal Governance
The motivation behind Portal governance is to provide employees with
reliable, relevant and fresh information via Portal.

Content
Reliability Ensure that content within Portal is trustworthy and consistent.

Content
Guarantee that information is complete but does not overload the
Completeness &
Relevance user.

Content
Freshness Ensure the information offerings are up-to-date.

End-User Make Portal the preferred entry point to information and a great tool
Experience to work with.

Process
Efficiency Manage the content life cycle efficiently.


01 What is Portal Governance

When Should the Process Start?
Have an Executive Sponsor or Recruit One
Executive Steering Committee
Involvement of key stakeholders

When Should the Process Start?

Early and effective portal governance is crucial. Implement portal
governance properly, and you are well on your way to helping
ensure your portal investment will deliver on its promise.

Ignore or under-appreciate governance, and your portal investments
could be in jeopardy. Yes, this may sound dramatic. In our
experience it is true.

Designing process – the processes need to be in place before the
technical governance. Have people in place for legacy systems
deciding what to move, what is important. People and process
should be in place before technical implementation.


Have an Executive
Sponsor or Recruit One

"Without a sponsor, the project will
die," says Mike Yonker, CFO of In
Focus Systems Inc.,

Why Executive Sponsorship
What They Do
Involvement of key stakeholders

Why Do We Need Executive Involvement

Because based on current successes, without Executive visibility and leadership,
the portal projects are inclined to fail. They help…

To Provide Vision to the project from a Corporate level
To give project credibility
To help facilitate buy-in from other LOB’s
Address cultural process
Business change
Remove barriers;
Leverage enterprise-wide resources;
Act as chief evangelist
To Work with
– external third parties as well as
– internal stakeholders to expedite and resolve issues that require the highest executive level
involvement such as contract amendments.
– The Executive Sponsor will participate on the Executive Steering Committee and will be a
project champion and promote the visibility and credibility of the project.


What If…

You don’t have executive
sponsorship?

Get Executive Sponsorship…

Here is the hard part. How do you influence someone who is above you
in the organizational pecking order?
The answer lies in what comes before the critical moment when you
require the services of your executive resource.
How have you positioned the change initiative with the executive?
How have you positioned your relationship with the executive?
What are your channels of communication?
In other words, how many preparatory deposits have you made in the
relationship account so that when a withdrawal is necessary you are
covered?


Executive Steering Committee…

Made up of primary stake holders in the success of the portal.
– Should be cross-functional with key business executive involvement
Should be formed as early in the envisioning and planning of the deployment as
possible.
To participate in the discovery process for identifying and prioritizing the key
applications to deploy.
This executive meets occasionally to review the portal strategy and status of high-level
issues.
– The primary objective for this team is to ensure that the strategy aligns with the key business
imperatives of the organization.
– This team might also be involved in reviewing other key IT initiatives as part of a general IT
governance and strategy team.


Involvement of Stakeholders


Portal Governance at SAP: What’s part of it?

One single Corporate Portal as a global and individual access
point to information, collaboration and application services


Define Governance Deliverables – Example Roles
Make the Master List
Turn It Into a Project Plan

Why Roles…?

Roles built in the portal represent ‘what people do’, thus enable the
content they will have access to.

Controlling the development of roles through governance automatically
advocates governance for everything which makes up a role.

Having a baseline role development strategy, makes the process of
implementing governance speedier and easier.
Portal Roles are a classification of portal users!
Portal Roles do not provide any portal content but dictate the content to
be displayed and used!
Portal Roles are based on company structures instead of user specific
tasks.


List Processes, Task and Objects for each…
IA and roles : w w 44 scope as
heads start for both - w w 26
heads start fyi as follow s handoff
biz packages: pankaj and
leland starting w w 23
content head start - check w ith
brian

proposed lead larry bob/rus Kyle Vineet
(include ktbr in team) (include ktbr-COG in team) (include ktbr in team)
roles governance defined content governance biz packages (7

Process deliverables establish EP governance WW seq (6 processes ) LOE ww seq defined ( 10 processes) LOE ww seq processes) LOE

Identified 8 w eeks --> 5 process for
Bold - detailed identify if existing governance process for role naming w eeks due to head kickoff activity: define naming include in content determining BPKG
deliverables in place (as is) done 2 convention start n/a convention for content migration process 1 need 8 w eeks
roundout task: implement 3 w eeks - w ithout kickoff activity: group process question to be asked for process for
black - reitterative tasks establish enterprise portal naming convention for in flight CW and MY Finance in to standards, policies and each process listed determining/selecting
for each delierable governance core team w w 27 4a projects w w 44 gaps : TBD n/a processes below as its addressed 2 BPKG 8 w eeks
process for introducing new Process for Importing
create governance charter w w 27 3 roles 8 w eeks 2 content publishing process OC reuse - 8 w eeks 3 BPKG 8 w eeks
8 w eeks --> 5 Process for
determine how governance w ill w eeks due to head metadata process (KM taging, distribution/usage of
be managed w w 28 1 process for role structure start 3 document tagging) 10 w eeks 4 BPKG 8 w eeks

establish governance sub
teams (team leads, team process for employee process for BPKG
members,roles) w w 28 5 attributes governance 8 w eeks 4 content creation process OC reuse - 8 w eeks 5 baselining 8 w eeks
guiding principle : w hat process for migration of in 8 w eeks --> 5 skel skeleton 4 w eeks -- implement baseline 3 w eeks -
determines need for flight Roles to 3T strategy w eeks due to head eton 2007 4 w eeks to process for in flight w ithout
government w w 29 4 governance start stru w orksets governance process roundout 5a projects (catch up CW and
guiding principle: governance Process for
enternance criteria w w 29 6 process for w rapper roles 8 w eeks 5 usage rules processes 10 w eeks 6 maintaining/changing 8 w eeks
sub team member r&r (list process for BPKG
CAIRO) w w 29 define process scope 4 hours H1 w eb parts library process 10 w eeks 7 archiving 8 w eeks
determine the governance
process template to be used by content archiving & EOL
all subteams w w 30 define process steps 3 w eeks H2 (delete) process 10 w eeks define process scope 12 hours
identify dependant governance
needs w w 30 define line of accountability part of the above H1 page governance process 10 w eeks define process steps 3 w eeks
Work w ith dependant
governance ow ners on next collaborative application define line of part of
steps TBD create a process flow chart 12 hours H2 governance 10 w eeks accountability the above

update enterprise portal ratify process w /governance create a process
operating model w w 31 core team 1 w eek 1 content migration process 10 w eeks flow chart 12 hours
subset of
determine policy and standard establish
change control for governance core team document ratified process 12 hours define process scope 12 hours ratify process 1 w eek
noted as a
sub team output: process process step document ratified
ongoing ow nership identified for each baseline process 4 hours define process steps 4 w eeks process 12 hours
sub team output: change communicate process - to
control processes in place TBD teams/PMO 1 w eek define line of accountability part of the above baseline process 4 hours
final output: governance noted as a
guidelines f or f uture projects in process step communication process - to communicate process
place for each TCM same as above create a process flow chart 1 w eek - to teams/PMO 1 w eek
final output: governance
guidelines communication implement governance communication
modal in place TBD methodology 2 w eeks ratify process 1 w eek process - to TCM 1w eek
implement
monitor process for included in process governance
improvement ongoing document ratified process flow methodology TBD
sub total process monitor process for
duration 7-8 w eeks baseline process 4 hours improvement TBD
communicate process - to sub total process 7-8
teams/PMO 1 w eek duration w eeks
communication process - to
TCM same as above
implement governance
methodology 2 w eeks
monitor process f or
improvement TBD
sub total process duration 9-10 w eeks


Example of Governance Tasks

create naming convention LOE

collect BKMs from other
companies ww22

learn the naming convention in
place for rev1 IA (if) ww21

get BAO common list of roles ww22

identify which data elements in
portal role name (~120 positions)
need to be governed ww23

create a pattern for initial scope ww23

determine who owns naming
convention ww23


Tasks – Processes and Responsibilities

Each Deliverable has two elements:
Tasks
Processes

Processes
A process was needed to enforce the criteria set
Sometimes a process needed to be identified to develop the criteria

Tasks
Had Deadlines

Responsibilities
Who was responsible for achieving the results
Group responsible for defining the process and/or criteria


Project Plan with Due Dates and Responsible Owners

ID Task Name WW Duration Start

1 ESP Enterprise Portal 245 day Mon 6

2 Governance 245 day Mon 6

3 Establish Foundation ww27- 40 day Mon 6

4 Identify Governance "A don 1 day Mon

5 Establish Core team ww2 5 day Mon

6 Create Governance cha ww2 5 day Mon

7 Determine how Govern ww2 5 day Mon

8 Establish Governance S ww2 5 day Mon

9 Define sub team memb ww2 5 day Mon

10 Define guiding principle ww29- 10 da Mon


Method of and Who
does the Governance?

e?
nanc
eG over
do es th
h o
wa nd W
Ho

Centralized Governance
Decentralized
Representative
Roles and Responsibilities

Centralized Governance Model

Governance models traditionally fall into the category of
centralized
– In a centralized approach, a small team of employees that have the skills and
knowledge needed, both technical and business, are in charge of managing the
portal. This centralized team is responsible for gathering the requirements from all
potential portal users and building the portal to suit these stakeholder’s needs.
– By keeping the process centralized, it is only necessary to train a small team on the
various functionalities of the portal software.
– Therefore, decision-making becomes easier and more uniform, clear accountability
and authority exists, and costs can be kept lower.
– However, there are several drawbacks to this approach as well. One major
drawback in many smaller organizations is that it may be infeasible to solely
dedicate resources with the necessary skills to maintain and enhance the portal.
– In addition, a centralized approach may slow development and add a bottleneck as
the small staff cannot keep up with requests from stakeholders.
– Furthermore, a centralized team may not contain the breadth of knowledge
necessary to truly personalize a portal for an organization of diverse stakeholders
and business areas.


Decentralized

A Decentralized Approach
Though inherently more complex,
– better suits the needs of many organizations.
– The decentralized approach gives business units more flexibility by putting portal
capabilities such as content management and portlet development directly under
their control.
– The decentralized approach takes advantage of the portal’s natural capacity to
serve multiple types of users, allowing these various stakeholder groups to build the
portal to suit their own needs.
– With these benefits, however, come the risks that a decentralized governance
model is much more difficult to manage and may result in inconsistent decision-
making and development.
– In addition, a decentralized approach requires a cultural change in most
organizations, with new portal-related responsibilities falling on the shoulders of
already busy existing employees.


Representative

Another option is a Representative of the two approaches
known as the Loose-Tight Governance model.
– In this scenario, a small team of dedicated resources maintain administrative
responsibilities over the portal and are responsible for portal governance and the
publication of policies and procedures.
– In addition, these dedicated resources are responsible for training stakeholder
groups and “marketing” the portal to them.
– In the Loose-Tight scenario, this small team of dedicated resources allows a
centralized portal team to set guidelines that ensure the portal is effectively
developed and deployed.
– At the same time, it will provide stakeholder groups and end users with the
capabilities and guidance necessary to personalize the portal to suit their own needs
and interests, but in a manner that is deliberate and beneficial to the entire portal
audience.


Portal Governance Models
There are three primary governance models: decentralized, representative and
centralized. There’s no one governance model that fits all.

SAP‘s choice:
Decentralized Representative Centralized

Central body does not exist or has Governance body or bodies consist of More “command and control” —
minimal decision making authority. business representatives from across centrally oriented decision making
Only responsible for overseeing top- lines of business. processes and power structure.
level site and providing basic Central body is responsible for Central body makes the decisions
navigational links to lines of business. decisions related to creating a unified related to areas such as standards,
Each line of business is responsible image, branding etc.; some degree of functionality, funding and hosting.
for their own eBusiness/portal standardization implemented to Information flows from central body
governance strategy and structure. achieve consistency and economies of to lines of business.
scale.
Almost no information flow or
interaction between the autonomous Central body may provide some
units. high-level decisions relating to the flow
of information and funding, but most
substantive content/functionality
decisions are made at the line of
business level.
Information flows mostly between units
and corporate, not between units


SAP’s Model

Decentralized Centralized

Portal
Portal
Lead
Governance Lead
incl. information governance

Content Business Collaboration Collaboration
Role Owner KM Consultant Role Manager
Area Manager Manager Coordinator
Technical Role
Owner
Publisher Room Lead (TRO)

Collaboration
Author
Room Member

End-User Professional
Community


SAP best practice example


Org Chart Layout

How Portal Org Fits into Company
Org Chart

Executive Steering
Committee
Org Chart Governance LOB A
LOB B LOB C
Portal Lead Portal Lead
LOB A
Role Manager Role Manager
Portal Lead
Role Manager Content Area Manager Content Area Manager

CAM Business Role Owner Business Role Owner

BRO COLL BRO

COLL Technical Role Owner
LOB A
BRO
Portal Lead
Role Manager Technical Role Owner

CAM BRO

BRO Technical Role Owner

BRO Collaboration Manager

Technical Role Owner

BRO


BRO

The roles expressed are not an
COLL indication of head count. The
LOB A
Portal Lead number of roles and types will be
Role Manager
determined by the complexity of the
CAM

BRO
organization and the work load.
COLL

SAP Portal Governance Org Chart


Process Flow

LOB Governance Flow
Governance
Baord

Implement Implement
Reques? Request? No
No

Yes Yes
Portal Lead

Receives input Terminate Communicates to Terminate Acknowledges
Valid Reques? No Valid Request? No
from BRO Request PL Request Confirmation

No
Business Role

Role Content
Owner

Gets Input from
fits into Updates Change Works with TRO
End-User on an Receives Details Evaluates
Governance Managerment for Details
ongoing basis
Model?

Yes
Role Manager

Technically
Implements
Feasible w/in No
Change
Governance?

Yes
Technical Role
Owner

Implements
Request
End User

Interacts with Communicates /
managers/user for Trains end-users /
Role requests feedback


Introduction
04 What Needs to be governed

What Do We Mean?

Being able to encourage other LOB’s to join the portal and take
ownership of their content. To be a partner along with the other
LOB’s to encourage the best information possible to the users.

Cannot Mandate
Even if participation is mandatory
– In some instances, the enterprise will announce the ‘new’ portal and
participation is not an option, this is the ‘new’ company way.
Encouragement to participate is still necessary
LOB’s need to take ownership of their content
LOB’s need to not only govern their LOB, but help govern the entire
portal for the everyone’s benefit.


Communication approach

Inside-out communication with one voice
Close cooperation with SAP Global
Communications
Line of Business specific and regional
communication done by local teams with
support and guidelines from the Corporate
Portal team

Communication tools / means include
Program newsletters (mail)
Surveys for pilot users
Regular updates (Board updates, SAP News
publication, mail, broadcast,…)
Corporate Portal
team
BU / LoB Given the duration of the Program, a deliberate
Communication decision not to involve too big user groups too
Editors / Pilot early
Users
Corporate Portal
End Users For general availability in October 05, message
was reinforced by a communication sent from
CEO to all employees / users in each region
according to the go-live schedule


Platform for joint decision making: Focus Groups
Focus Groups have been established to drive topics of cross-functional interest
that need detailed expert knowledge and special dedication.

Drive innovation and change
Best practice exchange
Create portal-related concepts, standards & guidelines
Align on topics of cross-functional interest
Preparation for decision making

Company & My Work
Focus Groups: Link
between PSC and
Portfolio
Central Team:

Overview of focus Self Services
groups in 2006:
Knowledge
Management End-user orientation
(incl. Collaboration, & Usability
Search & Content (incl. Design
Management) & Navigation)


Business Integration overview

Roles & responsibilities

Corporate Portal Team Country / Business unit

Business Integration Local Unit / BU level
contact for project project management
duration Local / business unit
Standards & guidelines communication
for content migration & Local / business unit
role set-up SAPNet content
Content download / analysis & clean up
archiving tool for Business & usability driven
Manual content approach
SAPNet content migration
Technical role set-up & Testing & Rollout
provision of function
description Coordination of
resources providing
Training materials content within country /
Consult on content business unit
structuring Business ownership
2nd level support related for defined
backend-roles


Your Way to Portal Governance

Definition Mobilization Integration Maintenance

Assign Portal Lead BRO and CAM info Content Publisher Maintain portal
(PL) sessions trainings governance (e.g.
Define content scope Creation of role blue Role availability change of CAM)
Portal governance

Information/ print(s) Creation of new or Content
application Structuring of existing updated content maintenance &
Roles and new content improvement
Appoint Business Role Assign Content Role maintenance &
Owner (BRO) per role Publisher improvement
Define Content Areas
Assign Content Area
Manager (CAM)

Preparation of SAPNet Transition of existing
Transition
SAPNet

transition SAPNet content

How to grow Governance slide
This is how we did it in SAP


Office of the CEO: Pilot Enforcement

Portal Governance Enforcement Methodology:

Assignment Verification Communication Reduction Maintenance

Review of Verify with Board area Collect Manage change
existing assigned update information on within each
governance set individuals Communicate content board area
up with board change to end- publishing effort
member / board Adjust users
assistants assignments Evaluate
publishing
Assign community
accountability reduction

Evaluate shared
services
potential Place here
Task finished for Office of the CEO
link to org
Roll-out publisher
Currently in progress within Office of the CEO
improved
publishing
model


Accountability - Transparency

Goals Set Are Public
Portal Governance Board Sets goals.
The goals are published globally to All Portal Leads
Accomplishments are Published Publicly
– With Executive and Executive Steering Committee Visibility
Accountability is mandatory with Portal Board and and Executive
Sponsor
The portal sheriff dashboard
– excel sheet to put in things which do not conform to policy.


Portal Governance: Publishing Centralization

Target to reduce amount of publishers to 700 (equals a publisher/employee ratio of
1/53**)
Overall, the number of Content Publishers has been reduced by 74%

Centralized Publishing Teams
Office of CEO established F&A in preparation, starting January '07
HRPP established GSS shared services pilot in preparation

# of # of Publishers # of Current
# of Publishers
Line of Business Publishers according to ~Target Employees in Publisher /
12/06
01/06 survey 03/06 LoB Employee Ratio

Office of the CEO 87 41 6 6 284 1 / 47

Research & Breakthrough Innovation 120* 66 90 33 1 641 1 / 18

Product & Technology Group 853 318 291 152 8 106 1 / 27

Sales & Marketing 450* 220 56 118 6 249 1 / 112

Field Services 100* 69 20 220*** 11 776 1 / 588

Global Service & Support 400* 325 200* 128 6 807 1 / 34

Finance & Administration 310 133 4° 11 564 1 / 141

HR, Processes & Production 602* 296 6 32 1 741 1 / 290

Total SAP 2 869 1 487 673* 700 37 168 1 / 55
*approximates **assigned individuals, not FTE! *** Field Services promotes moderated communities, set-up in progress
° F&A central publishing services team starting January 2007

Content quality improvement initiative

Status update – Improvement Solution Ratio – cutoff date: 05.07.06

Total Solution Ratio / Status Total Solution Ratio / Status
Cross-Role Entries
May 1st month June 1st month

Company 7 29% 61 n/a

Collaboration 11 0% 0 n/a

Portfolio 0 n/a 0 n/a

Employee Services 18 17% 18 n/a

Workspaces

Office of the CEO 61 0% 10 n/a

Research & Breakthrough
62 0% 16 n/a
Innovation

Product & Technology Group 38 21% 62 n/a
Legend:
Sales & Marketing 11 0% 0 n/a
Solution-
Ratio after:
Field Services 26 0% 10 n/a
1 month >25% 25%-15% <14%
Global Service & Support 23 26% 10 n/a
2 months >50% 50%-40% <40%
Finance & Administration 17 0% 66 n/a
3 months >75% 75%-65% <65%
HR, Processes & Production 6 0% 31 n/a
4 months 100% 99%-90% <90%
Total per Category 280 7% 284


Introduction

Measurement & Analytics Initiative

Measurement & Analytics Objective: to provide transparency and decision
Initiative support on all stages of the content life cycle

Highlights/Main requirements:
Report provision within three dimensions:
1. Target group: Region, Role, Job, Hierarchy
2. Frequency: Hour, Week, Month
3. Measure: Hits, Downloads, Usage,
Self-service report provision according to responsibility within governance
model

Status:
Concept verification through upcoming focus group in Feb ’06
First deliverables expected with next Corporate Portal release April 29th.

Evaluate Define
process process & Business Business
Blueprinting Realization Availability
and tool technology Alignment Alignment
maturity clusters


Stability KPIs

KPI

Availability

May June July Aug. Sep Oct. Nov. Dec.

KPI

Productivity


Single nodes
restarts

KPI



Performance KPIs - local

Login
KPI


Navigation
KPI


KPI

Download
document


*Calculated with business hours only

Usage Statistics

Top 20 Portal Page Hits Nov pos.
Unique Visitors on Corporate Portal
New Corporate Home (before login) 2.508.237
46.500
Old Corporate Home (after login) 1.396.266
46.000
45.500 Employee Services (ES) - Overview 432.821
45.000 ES - Personal Data 142.614
44.500
44.000
ES - Compensation 113.659
43.500 Collaboration Rooms (CR) – Home 103.909
43.000
August September October November
ES - Learning 101.977
ES - Overview Purchasing 91.245
calculated of all portal page hits, Content Management pages not included
My work tab 77.586
ES - Vacation & Time Off 66.296
Penetration ES - Benefits 64.773
ES - Hardware & Software 60.773
45.800 47.700
user in potential user CR - Documents & Links 50.337
November CR - Documents inner 50.336

ES - IT-Services Overview 46.067
96%
ES - Internal Opportunities 34.247
ES - Travel 31.487
Company - Local News 26.917
ES - Time & Expense 25.833

total Corporate Portal User: 47.700 ~44805 D-/I-User ~2886 C-User ES - Bulletin Boards 23.613


Portal Governance: Potential Challenges and Risks

Research and work with other company executives has shown several
impediments to achieving and sustaining early gains

Business acceptance of new governance model: Portal
governance seen as one-time effort but is a ongoing task
(history repeats itself).
Cross-topics require a large portion of alignment work that
might affect timelines.
Attempt to establish a shared financing and project
management between Business and IT is sometimes
difficult.
Inability to give Portal initiatives the right priority among the
maze of other change initiatives.
Lack of clarity around roles, responsibilities surrounding
Portals.
Discomfort with the level of risk around making decisions
with incomplete information and less-than-precise analysis.
Incentive plans that do not reflect the expectations around
the Portal’s utilization.
Approval processes that are too slow for identifying,
selecting, funding and attacking Portal opportunities.


Governance – Final Thoughts

There’s no one governance model that fits all – just commit to a
pragmatic one and understand that it will evolve

Leverage existing governance structures and people where
possible, but…

… don’t be afraid to design new ones

Strong executive involvement is critical

Be aware of, and prepared to challenge, your culture


Copyright 2007 SAP AG. All Rights Reserved

No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG. The information contained herein may be
changed without prior notice.
Some software products marketed by SAP AG and its distributors contain proprietary software components of other software vendors.
Microsoft, Windows, Excel, Outlook, and PowerPoint are registered trademarks of Microsoft Corporation.
IBM, DB2, DB2 Universal Database, OS/2, Parallel Sysplex, MVS/ESA, AIX, S/390, AS/400, OS/390, OS/400, iSeries, pSeries, xSeries, zSeries, System i, System i5, System p,
System p5, System x, System z, System z9, z/OS, AFP, Intelligent Miner, WebSphere, Netfinity, Tivoli, Informix, i5/OS, POWER, POWER5, POWER5+, OpenPower and PowerPC are
trademarks or registered trademarks of IBM Corporation.
Adobe, the Adobe logo, Acrobat, PostScript, and Reader are either trademarks or registered trademarks of Adobe Systems Incorporated in the United States and/or other countries.
Oracle is a registered trademark of Oracle Corporation.
UNIX, X/Open, OSF/1, and Motif are registered trademarks of the Open Group.
Citrix, ICA, Program Neighborhood, MetaFrame, WinFrame, VideoFrame, and MultiWin are trademarks or registered trademarks of Citrix Systems, Inc.
HTML, XML, XHTML and W3C are trademarks or registered trademarks of W3C®, World Wide Web Consortium, Massachusetts Institute of Technology.
Java is a registered trademark of Sun Microsystems, Inc.
JavaScript is a registered trademark of Sun Microsystems, Inc., used under license for technology invented and implemented by Netscape.
MaxDB is a trademark of MySQL AB, Sweden.
SAP, R/3, mySAP, mySAP.com, xApps, xApp, SAP NetWeaver, and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered
trademarks of SAP AG in Germany and in several other countries all over the world. All other product and service names mentioned are the trademarks of their respective companies.
Data contained in this document serves informational purposes only. National product specifications may vary.

The information in this document is proprietary to SAP. No part of this document may be reproduced, copied, or transmitted in any form or for any purpose without the express prior
written permission of SAP AG.
This document is a preliminary version and not subject to your license agreement or any other agreement with SAP. This document contains only intended strategies, developments,
and functionalities of the SAP® product and is not intended to be binding upon SAP to any particular course of business, product strategy, and/or development. Please note that this
document is subject to change and may be changed by SAP at any time without notice.
SAP assumes no responsibility for errors or omissions in this document. SAP does not warrant the accuracy or completeness of the information, text, graphics, links, or other items
contained within this material. This document is provided without a warranty of any kind, either express or implied, including but not limited to the implied warranties of merchantability,
fitness for a particular purpose, or non-infringement.
SAP shall have no liability for damages of any kind including without limitation direct, special, indirect, or consequential damages that may result from the use of these materials. This
limitation shall not apply in cases of intent or gross negligence.
The statutory liability for personal injury and defective products is not affected. SAP has no control over the information that you may access through the use of hot links contained in
these materials and does not endorse your use of third-party Web pages nor provide any warranty whatsoever relating to third-party Web pages.


Portal Governance Framework

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

Similaire à Portal Governance Framework

Similaire à Portal Governance Framework (20)

Portal Governance Framework