This page explains the four-phase process for the 30-day FIT 4 SAP Proof of Concept prototype validation. In short, the Pre-PoC questionnaire defines scope boundaries, the 30-day delivery sprint produces a working prototype with governance artefacts, and the final review determines the go/no-go/redesign decision. It matters because a fixed process prevents scope creep and forces the truth to surface before major commitment. Use it when evaluating how the FIT 4 SAP PoC engagement actually runs or when comparing it to traditional pilot approaches.
This page walks through the four phases of a FIT 4 SAP engagement: from initial questionnaire through scope agreement, delivery sprint, and final decision point. Each phase has clear entry criteria, defined deliverables, and explicit exit conditions that prevent drift.
The Four-Phase Process
Phase 1: Pre-PoC Conversation (Week -2) Phase 2: Scope Agreement (Week -1) Phase 3: 30-Day Delivery Sprint (Weeks 1-4) Phase 4: Review & Decision Point (End of Week 4)
Each phase must be completed before the next begins. No phase starts until the entry criteria are met. No exceptions.
Phase 1: Pre-PoC Conversation
Filter for fit before commitment.
The executive downloads the questionnaire from the main No Tie Generation website. These questions are designed to reveal the complexity hiding in plain sight.
Example questions: • Do you have intercompany transactions? • Do you invoice customers in multiple currencies? • Do you manufacture to order or to stock? • Do you use customer-specific pricing rules?
If answers reveal the scope is too large for 30 days, the conversation stops, or the scope narrows. Mutual respect for time prevents bad-fit engagements.
Purpose: Surface hidden complexity early, set realistic expectations, and filter prospects who need longer validation.
Key deliverable: Completed questionnaire and initial scope discussion.
Exit criteria: Both parties agree the prototype is feasible OR agree it's not the right fit.
Governance principle: No surprises. Complexity is visible before commitment.
Phase 2: Scope Agreement
Lock the boundaries before Day 1 begins.
Convert questionnaire insights into a formal scope document. Define ONE critical business scenario to prototype, not a roadmap. Just one thing that truly matters and costs you millions when you get it wrong.
Identify what will NOT be tested. An explicit out-of-scope list prevents "just one more requirement" drift.
We only focus on what a Clean Core S4 can offer, as it forces the essential discussions about business transformation and change management.
Define three possible outcomes with success criteria for each.
Documents produced: • Scope Agreement (maximum two pages, in plain language) • Success criteria matrix • Out-of-scope register
Exit criteria: Both parties sign the Scope Agreement, triggering the payment for the FIT 4 SAP Proof of Concept.
Governance principle: Scope locks. Changes require explicit re-negotiation. No refund.
Phase 3: 30-Day Delivery Sprint
Day 1 starts after the payment receipt of the FIT 4 SAP Proof of Concept based on the signed Scope Agreement.
Configure, test, document everything, especially what breaks.
Configure the S/4HANA system to test the agreed scenario using standard SAP functionality. Clean Core principle applies: no custom code during prototype. Test with realistic data, but anonymised and representative of actual business complexity.
Document everything that doesn't work as expected. Weekly 1-hour check-ins ask one question: "What broke this week, and were we able to fix it?"
What happens during the sprint: • System configuration using standard S/4HANA functionality. • Testing with realistic business data and scenarios. • Real-time documentation of problems encountered. • Weekly progress check-ins (15 minutes, findings-focused). • Governance artefacts are created continuously, not at the end.
Governance Artefacts Created During the Sprint
Scar Log
Running document of every problem encountered. Chronological entries, dated, no euphemisms.
Prevents "we didn't know" defences. Valuable document for the full implementation team.
Decision Register
Log of every scope negotiation or deviation request. Records who requested what, when, and what was decided.
Shows where organisational pressure tries to break discipline. Demonstrates that the consultant held the line or explains why the scope changed legitimately.
Board Pack
Executive summary document (5-8 pages maximum) designed to brief the board or steering committee in 15 minutes.
Structure: • Executive Summary (outcome + key insights) • What We Tested (scope reminder) • What Worked (green lights) • What Didn't Work (scars summary) • What Changed (decision register highlights) • Recommendations (three options with trade-offs)
Evidence-based, not opinion-based. Problems named directly, not hidden in passive voice.
Executive Briefing
Plain-language translation answering three questions:
- Can we proceed with confidence? (Yes/No/Conditional + why)
- What did we learn that changes the business case?
- What should we do next? (options with trade-offs)
Format: 2-page memo for CEO/CFO who wasn't involved day-to-day. Assumes reader has 5 minutes, not 5 hours.
What "Fixed Timeline" Actually Means
Day 30 arrives regardless of completion status.
If scenario works: green light, proceed with full implementation If scenario partially works: document gaps, decide if fixable before commitment If scenario fails: document why, provide redesign recommendations
You WILL get deliverables on Day 30. The question is whether they say "proceed" or "fix this first."
What Happens When Things Go Wrong
Not every PoC succeeds technically—but every PoC succeeds as a learning exercise.
If the prototype breaks irreparably (Day 20 meltdown), switch to Findings-First Mode: • Stop trying to make it work • Document what broke, why it broke, and what that means • Research alternative approaches (process change vs. custom code vs. third-party tool) • Deliver governance artefacts as scheduled on Day 30, focused on "what we learned"
Key message: Failure to prove viability is valuable evidence. You paid for truth, not false hope.
Exit criteria: Day 30 arrives. All governance artefacts complete.
Governance principle: Transparency is insurance against amnesia.
Phase 4: Review & Decision Point
Evidence-based decision making.
Present findings via Board Pack. Walk through Scar Log (problems encountered), Decision Register (scope pressure points), Board Pack (recommendations).
Three Possible Outcomes
1. Green Light with Confidence Standard S/4HANA handles your scenario. Proceed to full implementation knowing exactly what custom rules you'll need. Scar Log documents the edge cases. Decision Register shows where stakeholders tried to expand scope.
2. Fix Gaps Before Implementing Your operating model needs rethinking. Better to know now than after €2M spent. Board Pack provides evidence for process redesign business case.
3. Redesign with Evidence Your business requirements don't fit standard S/4. Design custom solution OR change business process. Either way, you have evidence for the board showing why standard approach won't work.
Exit criteria: Executive makes informed decision based on evidence, not promises.
Governance principle: No outcome is "failure." Truth is success.
Why This Process Works
Fixed timeline prevents "one more sprint" syndrome. Locked scope forces prioritisation. It reveals what organisation REALLY cares about vs. what they claimed in requirements. Governance artefacts prevent gaslighting and capture learning.
Standard functionality bias exposes business process problems early. Weekly check-ins keep surprises small. The Findings-First Mode ensures honest assessment even when the prototype fails technically.
Real-World Example: InHouse Secure
InHouse Secure needed to validate triangular invoicing for UK/NL/FR operations before committing to S/4HANA migration.
Questionnaire revealed: Complexity hiding in "simple" cross-border setup—multiple VAT treatments, intercompany clearing, currency conversions.
30-day prototype proved: Standard S/4HANA handled 94% of transaction scenarios. 6% edge cases required BRF+ rules (documented in Scar Log with exact scenarios).
Decision: Proceed with implementation, knowing exactly where custom rules are needed. Board Pack gave executive sponsor ammunition to defend the decision. Full implementation completed in 9 months with no scope creep (Decision Register prevented it).
See full technical case study at fit4sap →
Common Questions
Q: What if my scenario is too complex for 30 days? A: Then we narrow the scope to ONE testable element. If nothing is isolatable, that's a finding: your business model may not fit standard S/4. Better to learn this before the £2M commitment.
Q: What if requirements change during the 30 days? A: We document the change request in the Decision Register, explain the impact on the timeline, and mutually decide whether to accept or defer. Scope doesn't change silently. Every deviation is recorded and justified.
Q: What if the prototype fails? A: That's a successful engagement. You learned your business model needs redesign BEFORE spending millions. Failure to prove viability is valuable evidence that prevents larger disasters.
Q: Can we extend to 45 days if needed? A: No. Deadlines without consequences aren't deadlines. Day 30 forces truth. If 45 days seems necessary, that reveals the scope was wrong. Better to run a second focused PoC than drift into "project mode" where timelines become negotiable.
Author: Isard Haasakker
Organisation: No Tie Generation Limited
Framework: FIT 4 SAP / FAST IMPLEMENTATION TRACK
Source: https://notiegeneration.notion.site/how-fit4sap-poc-works
Canonical Link: https://notiegeneration.notion.site/FIT-4-SAP-PoC-How-It-Works-2aba86c40e4f80c3a79cf845c89d1efe
Updated: 14-Nov-2025
License: CC BY-NC-SA 4.0
Tags: #FIT4SAP #30DayPoC #Process #Methodology #Governance