SAP Project Management in Turkey: Current Issues, Merit Crisis, and the Need for Industry Standards

Türkiye’de SAP Proje Yönetimi: Mevcut Sorunlar, Liyakat Krizi ve Sektörel Standart İhtiyacı

SAP (Systems, Applications, and Products in Data Processing) systems are a critical cornerstone in the digital transformation journey of businesses in contemporary Turkey. As one of the most widely used enterprise resource planning (ERP) solutions globally, SAP is also preferred by many large and medium-sized companies in Turkey. However, the successful management and implementation of SAP projects entail significant technical and organizational challenges. Studies show that although 84% of Turkish firms have implemented SAP across their entire organization, these implementations often take longer and cost more than anticipated. This situation highlights a productivity gap in SAP project management in Turkey, necessitating an examination of its underlying causes. In this article, we will examine the current state of SAP project management in Turkey, the main challenges encountered, particularly the meritocracy (liyakat) crisis. Furthermore, we will reference global SAP project management practices, compare Turkey’s experience with worldwide best practices, and propose solutions such as merit-based improvements, the establishment of national standards, and the formation of professional communities.

The Importance and Current State of SAP Project Management in Turkey

In an era of intensified digital competition, SAP project management directly impacts companies’ operational efficiency and their ability to achieve strategic goals. Properly managed SAP projects provide critical benefits such as cost reduction, process optimization, real-time reporting, and increased customer satisfaction. In Turkey, companies across various sectors—from manufacturing to finance, retail to construction—have made significant investments in SAP to keep pace with digital transformation. As a result, SAP has found a broad application area in the country. However, despite widespread adoption, challenges persist in the implementation phases of SAP projects. Common issues frequently cited include prolonged project durations, budget overruns, and failure to realize the expected business value fully. For example, many SAP projects that began in Turkey in the late 1990s extended over several years, incurred high costs, and initially failed to deliver the anticipated benefits. During this initial major wave of SAP implementations, firms often complained that their business processes were “too unique” and that the SAP software did not meet their needs. In reality, the problem lay less with the software itself and more with project management and change management approaches. When deploying a comprehensive system like SAP, the lack of competent, merit-based teams, insufficient planning, and organizational resistance were fundamental factors overshadowing project success.

Merit Crisis: The Impact of Talent Shortages and Favoritism

One of the most critical structural problems in SAP project management in Turkey is the merit crisis. The merit crisis refers to the mismatch between the knowledge and skill levels of individuals assigned to projects and the expertise required by the job. Unfortunately, in our country, some key project positions are filled by individuals lacking the necessary competencies. Often, these appointments are made based on “connections” or nepotism, which hinders truly qualified professionals from accessing the roles they deserve and lowers the overall expertise level of project teams. However, managing complex and integrated systems like SAP requires not only individual technical competence but also strong teamwork and strategic thinking skills. In situations where meritocracy is sidelined, the quality of project management declines, organizational efficiency and innovation diminish, and project outcomes fall short of expectations.

The concrete consequences of merit deficiency manifest clearly in the performance of SAP projects. In projects led by managers lacking sufficient experience, scope and objectives are often not clearly defined, resulting in ambiguities during the implementation phases; this leads to rework, delays, and increased costs. Indeed, behind many delays and budget overruns encountered in SAP implementations lie not only technical issues but also inadequate talent management. Global evaluations likewise reveal that among the reasons for failure in large enterprise software projects, the problem of “not placing the right people in the right roles” is at least as decisive as technology choices. In other words, assigning individuals without the necessary competencies to critical roles exponentially increases project risks. For example, an inexperienced employee appointed as an SAP module lead may fail to fully understand the business units’ needs, leading to flawed process design; this, in turn, causes significant problems during go-live and jeopardizes the project’s success.

When examining the root causes of the merit crisis, several key factors stand out. First, Turkey lacks a standardized and widely accepted certification system or professional association specifically for SAP project managers and teams. For example, while organizations like the Project Management Institute (PMI) offer the globally recognized Project Management Professional (PMP) certification as a competence benchmark in general project management, there is no equivalent common standard specifically for SAP project managers. This situation allows merit assessments to rely more on subjective judgments or personal connections rather than objective criteria. Second, the scarcity of trained human resources in the sector deepens the merit crisis. Although SAP consultancy has become a popular career path in recent years, many young and inexperienced SAP consultants are rapidly included in large projects and may assume critical responsibilities without sufficient mentorship. When inexperienced team members and managers come together, errors become inevitable in vital processes such as planning, configuration, and change management. This vicious cycle perpetuates merit issues and leads to a decline in quality standards within the industry.

Real-world examples clearly illustrate the consequences of the merit crisis. For instance, in a major ERP/SAP project conducted in the public sector, the appointment of a project manager from outside the field and the selection of key team members based on political affiliations led to multiple revisions of the project. Throughout the process, decisions were made that failed to fully meet the business units’ needs, system customizations contained errors, and ultimately, the project’s costs exceeded the planned budget many times over. In such cases, the primary reason for failure was not the inadequacy of the SAP software used, but rather the lack of merit-based selection in project staffing. Therefore, overcoming the merit crisis is a prerequisite for the success of SAP projects. Experts emphasize that resolving this crisis is only possible through the strategic management and continuous training of qualified human resources. Establishing a meritocracy-based culture in both hiring and promotion processes will, in the long term, improve project outcomes and strengthen the health of Turkey’s SAP ecosystem.

Training, Certification, and Methodology Gaps

One of the factors fueling the merit crisis is the inadequacy in training and competency development. Effectively using and managing an integrated and complex system like SAP requires a high level of expertise. However, in Turkey, SAP technologies and project management receive insufficient emphasis both in university curricula and in-company training programs. Many graduates from engineering and business faculties enter the workforce with only superficial knowledge of ERP systems, which makes it difficult to find qualified personnel for SAP projects. Indeed, numerous companies report challenges in hiring well-equipped experts for SAP projects and highlight a shortage of experienced consultants in the market.

The situation is no different for existing employees. A significant portion of companies do not provide comprehensive SAP training opportunities to their personnel or allocate sufficient budgets for such training. Meanwhile, the SAP ecosystem is continuously evolving, with new versions, modules, and best practices emerging. The lack of ongoing professional development opportunities prevents consultants and users from staying up-to-date, negatively impacting project performance. For example, in migration projects to next-generation systems like SAP S/4HANA, teams trained primarily on legacy technologies are often encountered; without adequate training programs, these teams cannot fully leverage the capabilities of the new system and tend to maintain old habits. In one project, the finance module lead’s lack of knowledge about the necessary innovative functions led to the manual workflows being preserved unchanged, which significantly undermined the automation benefits that SAP could have provided. Such cases demonstrate the critical role of training in project success.

From a global perspective, talent development is emphasized as directly linked to project success. Contemporary approaches grounded in Socio-Technical Systems (STS) theory advocate placing talent development at the core of system design. In other words, an organization should not only invest in acquiring the latest technology but simultaneously invest in the development of the people who will use that technology. Otherwise, a mismatch between technology and human skills will reduce the overall system’s efficiency. The rapid changes within the SAP ecosystem—such as the migration from legacy ERP systems to S/4HANA or integration with artificial intelligence—have brought about a significant human capital debt issue. Many organizations possess the tools for technical upgrades but lack trained personnel to manage these transitions, resulting in delays and failures. Therefore, companies in Turkey must elevate employee training from a “nice-to-have” to a strategic priority to succeed in SAP projects. Adopting a talent management model that integrates on-the-job training (apprenticeship), mentoring, and certification opportunities is especially important. A newly proposed approach, the Learning-Integrated Talent Framework, aims to ensure talent sustainability by incorporating elements such as apprenticeship structures in consulting projects, transparent talent matching, AI-supported training, and feedback-driven role evolution. These innovative models accelerate consultants’ learning within project experience, helping to close the existing merit gap and fostering a culture of continuous improvement across the sector in the long term.

To develop lasting solutions for training and competency issues, both the public and private sectors must take joint action. Universities and vocational schools can introduce elective courses, certification programs, or industry collaborations focused on SAP and general ERP management. For example, establishing a graduate program in “SAP Project Management” or creating an SAP Laboratory at a university would help produce graduates better prepared for the industry. Private companies should incentivize their employees to pursue regular training and link SAP certification achievements (such as the SAP Certified Application Associate) to career advancement. With public support, national-level SAP Academies could be established, or ERP-focused training programs could be expanded within existing technology development centers. These steps will elevate the quality of the human resources necessary for SAP projects in Turkey and contribute significantly to overcoming the merit crisis.

Methodological and Organizational Issues

Another dimension complicating SAP project management in Turkey is the variability in methodologies and organizational approaches. Inconsistent practices are observed across sectors and companies regarding how projects are managed. While some companies adopt Agile methods, emphasizing rapid feedback and adaptability, others continue to use traditional approaches like Waterfall. Some develop hybrid models that blend elements of both. Although this diversity provides flexibility at the project level, it hinders the establishment of a unified SAP project management standard nationwide. For example, in a supply chain–focused SAP project, one team may implement Scrum methodology, whereas the same organization’s finance project may follow a classical phased approach. Ultimately, when there is no consistent language or approach across projects within an organization, communication breakdowns among stakeholders become inevitable. Teams employing different methodologies may become unfamiliar with each other’s working styles, making it difficult to foster a shared project culture.

Additionally, in many projects across Turkey, there are noticeable deficiencies in the implementation of fundamental project management processes. Commonly encountered issues include:

• Insufficient requirements analysis: Failure to comprehensively gather needs from business units at the project outset creates significant gaps during SAP system design, leading to unexpected issues later on.

• Resistance to change: Users accustomed to long-standing processes may resist adapting to new screens and workflows introduced by SAP. For example, in the construction sector, field personnel’s reluctance toward technology can cause major disruptions in the SAP project.

• Tendency to replicate the old system: Some organizations try to directly transfer habits from their existing ERP or manual systems into SAP. However, instead of leveraging SAP’s best practices, this “old wine in a new bottle” approach results in inefficiencies.

• Scope management and changing requirements: Lack of clearly defined project scope at the start, combined with a continuous influx of new requests during the project, makes goals unstable and hinders success. Similarly, misunderstood or incorrectly defined requirements cause project deliverables to deviate from expectations.

The issues outlined above actually point to a lack of a well-defined project management framework and discipline. In projects conducted around a standardized methodology, scope, time, cost, and quality management can be handled more predictably. However, in Turkey’s SAP projects, the use of varying approaches across organizations hinders the establishment of a common success standard at the sector level. For example, while SAP projects in Europe largely adhere to specific methodological standards—some sectors relying on PMI’s PMBOK guide or the PRINCE2 methodology—companies in Turkey tend to develop their methods. This situation can particularly lead to conflicts when working with external consultancy firms; consultants prefer to operate according to their familiar methodologies, whereas clients may have adopted a different approach.

On the other hand, in many countries around the world, SAP projects are executed according to specific templates and roadmaps. SAP’s classic implementation methodology, ASAP (Accelerated SAP), has been used as a global standard for many years. The ASAP methodology divides the project lifecycle into distinct phases and defines clear deliverables for each phase. In summary, ASAP provides a sequential roadmap consisting of Project Preparation, Business Blueprint, Realization, Final Preparation, and Go-Live & Support stages. This approach emphasizes a detailed definition of scope and requirements at the project start, comprehensive documentation of all designs, and step-by-step execution of implementation. Experience has shown that ASAP’s strong focus on planning and documentation helps anticipate risks early. However, its drawback is rigidity toward changes and lower flexibility throughout the project lifecycle.

In recent years, SAP has updated its classic methodology by developing the SAP Activate methodology. SAP Activate is a modern implementation approach recommended for next-generation products such as S/4HANA and embraces a more agile mindset. The Activate methodology consists of six phases that enable continuous improvement cycles: Discover, Prepare, Explore, Realize, Deploy, and Run. In this model, project teams begin not with an open-ended draft but by leveraging predefined best practices and pre-configured content. From the initial discovery phase, rapid prototyping is conducted, allowing business users to experience standard SAP processes and identify the solution that best fits their needs. Throughout the project, requirements are handled more flexibly; change requests are integrated in a controlled manner, and iterative deliveries are made. Compared to ASAP, SAP Activate offers a more agile approach, permitting the project direction to be adjusted as needed through continuous feedback loops. This enables faster responses to evolving business needs and enhances the functional alignment of the project. Today, SAP projects worldwide are rapidly shifting toward the Activate methodology. Consequently, CIOs and project managers are training and certifying their teams in SAP Activate.

Increasing methodological maturity in SAP projects in Turkey will be a key to success. Although some leading companies have begun adopting innovative approaches like SAP Activate, the overall picture highlights the need for widespread standards across all sectors. Having project teams operate with a common language and unified approach will reduce uncertainties in complex ERP migrations. For example, ensuring that all major SAP projects include at least a “project preparation and blueprint” phase guarantees that requirements analysis is not overlooked. Similarly, standardizing testing and training phases will minimize surprises that may arise after go-live. Therefore, methodological discipline stands as a crucial area for improving the quality of SAP projects in Turkey.

Comparison with Global Best Practices

Successful SAP project management at a global level is built on a foundation of standardization and competency. When examining professionals managing large SAP projects in regions such as North America and Western Europe, it is common to find that they hold internationally recognized certifications. For example, a significant portion of project managers possess credentials like PMP or PRINCE2, demonstrating proven expertise in project management. Such certifications indicate that project managers can perform planning, risk management, communication, and quality assurance according to established standards. Similarly, SAP consultants typically complete SAP’s certification programs or hold specialist credentials in specific modules. This competency framework contributes to projects progressing in a more predictable and disciplined manner.

In addition, professional organizations and user groups are an integral part of the international SAP ecosystem. While institutions like PMI set standards for the project management profession, numerous user communities specific to the SAP world serve important roles in knowledge sharing and standard-setting. For example, DSAG (Deutschsprachige SAP-Anwendergruppe), based in Germany, is a very powerful organization representing over 4,000 member companies across German-speaking countries. DSAG enables users to share their experiences and collectively voice their expectations of SAP through regular conferences and working groups. Similarly, ASUG (Americas’ SAP Users’ Group), active in North America, is the largest SAP user group in the region, gathering tens of thousands of professionals under its umbrella. These groups contribute to individual development by offering training, seminars, and networking events, while also acting as a bridge between SAP and its users. For instance, communities like ASUG and DSAG effectively channel user feedback into SAP’s new product strategies, allowing software developers to better understand common customer needs.

There is also an international umbrella network for user groups known as SUGEN (SAP User Group Executive Network), established in 2007. This network brings together more than 20 national SAP user groups across six continents. Through SUGEN, SAP communities from different countries share best practices, develop unified positions on strategic issues, and maintain high-level communication with SAP. For example, a project management issue identified in one country or a new solution can be shared with other countries via the SUGEN platform. This creates a collective global learning and standardization process.

Turkey has much to learn from global best practices to address its current challenges in SAP project management. The use of standardized methodologies worldwide, working with certified and experienced personnel, and the presence of strong professional networks are key factors that enhance project success. However, Turkey currently lacks an SAP-focused user group or association. While the PMI Turkey chapter operates in the general field of project management, there is an absence of an independent platform dedicated specifically to SAP knowledge sharing. Additionally, unlike many international companies, a significant portion of Turkish firms regard certifications like PMP for project management roles as “nice to have” rather than mandatory. These differences partly explain why SAP projects in Turkey face more difficulties compared to their global counterparts. On the positive side, it is clear that adapting global best practices will increase the success rates of SAP projects in Turkey. In other words, proven global models serve as a valuable guide, and implementing them with a merit-focused approach will elevate Turkey to a higher level of competence and efficiency in ERP projects.

Improvement Recommendations and the Need for Industry Standards

Based on the issues analyzed above, concrete steps must be taken to improve SAP project management in Turkey. Below are key recommendations aimed at overcoming the merit crisis and fostering the establishment of industry standards:

1. Training and Development Programs: Comprehensive educational initiatives are needed to cultivate deep expertise within the SAP ecosystem. Universities, certification bodies, and companies should collaborate to establish SAP Academies or specialized programs. The widespread adoption of international certification programs (e.g., PMP, PRINCE2, SAP Solution Architect) should be encouraged, and employees should be supported in obtaining these certifications as part of their career development. Continuous in-house training policies must be adopted to keep consultants and users up-to-date. For instance, “Working with SAP” workshops could be held for users before every major SAP project, and accelerated project management training provided to project teams. Public institutions should partner with NGOs and universities to launch joint education campaigns aimed at raising overall competency levels.

2. Merit-Based Recruitment and Career Management: Transparent and objective criteria must be applied in the selection and promotion of project personnel. Technical knowledge and experience should be decisive factors in appointments. Organizations should define clear career development paths for project management and ERP teams to motivate continuous professional growth. For example, the “SAP Project Manager” role might require a minimum of five years’ project experience and preferably PMP/SAP certification; those appointed should undergo periodic performance evaluations with ongoing development plans. Performance appraisal systems should be revised to support merit principles. Rewarding teams that successfully deliver projects and directing underperformers to additional training or alternative roles will cultivate a culture of accountability over time. This will eliminate practices such as nepotism, creating an environment where advancement is based on competence.

3. Establishment and Implementation of Standards: Defining national SAP project management standards will elevate quality across the sector. International standards (e.g., ISO 21500 Project Management Standard, PMI’s PMBOK methodology) should be adapted into local guidelines. A “Turkey SAP Project Management Guide” could be developed containing best practices, template documents, and checklists specific to SAP project lifecycles. The guide should specify minimum requirements for each phase—from project initiation through go-live (e.g., scope statement, change management plan, test plan). Since the standard definition alone is insufficient, certification and audit mechanisms to enforce these standards should also be considered. For example, an independent body could issue a “National SAP Project Manager Certificate,” and projects employing certified managers could be incentivized. Companies’ project management maturity levels could be assessed and rewarded. Through standards, projects will follow proven methods rather than reinventing the wheel, resulting in greater predictability.

4. Formation of Professional Communities and Associations: There is a need for non-profit professional organizations in Turkey that unite SAP professionals, facilitate knowledge exchange, and represent industry interests. One proposal is to establish a nationwide “SAP User Group” or “SAP Project Management Association.” Such an organization could bring together SAP consultants, client-side project managers, academics, and SAP Turkey representatives under one roof to host regular events. The association or platform could offer seminars, workshops, and certification programs to support members’ professional development. Moreover, integrating Turkey’s SAP user group into international networks (e.g., SUGEN) would facilitate the rapid transfer of best practices and innovations to Turkey, while amplifying the country’s voice in global SAP strategies. The association could also set ethical standards to promote a culture of “best practice” across the industry—for instance, by issuing a code of conduct covering professional behavior, conflict of interest avoidance, ongoing education commitments, and knowledge sharing. In the long term, a strong professional community will catalyze SAP project success by fostering inter-company collaboration and creating a collective learning environment where new-generation consultants and managers can receive mentorship.

Implementing these steps will significantly enhance the effectiveness and efficiency of SAP projects in Turkey. Change will not happen overnight, but even small-scale initiatives can yield substantial medium-term impact. For example, a SAP user forum initiated by a few large companies could quickly grow to reach hundreds of experts and expand industry-wide. Similarly, a pilot university-industry SAP certification program, if successful, will serve as a model for other institutions. Crucially, stakeholders—including consultancy firms, client companies, public authorities, and educational institutions—must unite around a shared vision: to build an ecosystem where SAP project success is not left to chance but supported by meritocratic teams, standardized methodologies, and a strong communication network.

Conclusion and a Call for Collective Action Towards Sustainable Digital Maturity

The SAP project management ecosystem in Turkey is plagued by structural problems such as fragmentation, lack of trust, informal “underground” business models, and, in many projects, personal connections rather than merit determining key decisions. These adverse conditions undermine efficiency and quality, causing a serious loss of confidence among professionals. However, this current situation also serves as a strong call for a profound transformation within the SAP ecosystem.

Accordingly, a strategic roadmap consisting of three main steps is proposed for the sector’s transformation:

1. Institutional Meritocracy: Establishing a merit-based system for selecting project teams and managers that prioritizes competence and achievements over nepotism or personal relationships. This principle embeds the “right person for the right job” approach, aiming to enhance project quality and build trust within teams.

2. Standard Libraries: Standardizing the collective knowledge and best practices of SAP project management on a common platform. By creating a sector-wide accessible library of methodology documents, templates, and past project experiences, new projects will benefit from collective wisdom and proven methods rather than starting from scratch.

3. Cultural Transformation: Promoting a work culture centered on shared ethical values, sustainable learning, and a spirit of collaboration within the sector. This step aims to reinforce trust within the SAP community, strengthen professional solidarity, and foster an organizational structure that is adaptable to change and committed to continuous learning.

Of course, the success of this transformation effort will be greatly enhanced when reinforced by a shared professional manifesto agreed upon by all stakeholders. Such an ethical and visionary declaration, embraced collectively, will ensure the lasting establishment of a sustainable learning culture and shared professional ethics throughout the sector.

As a concrete starting point to realize this vision, a hybrid solution model is proposed. While the ultimate goal is to establish an official SAP project management professional chamber, an integrated model consisting of a Digital Reputation Platform and an Ethical Certification Ecosystem can serve as a critical preliminary step during this transition period. The Digital Reputation Platform will transparently present data such as areas of expertise, track records, and stakeholder feedback for SAP project managers and consultants, addressing the trust issues prevalent in the sector. This will make competencies visible through objective criteria, creating a digital reputation record recognized by employers and professionals alike. The Ethical Certification Ecosystem will offer a certification process that ensures all professionals comply with a shared code of ethics, updated through periodic assessments. Managed by an independent committee, this mechanism will document consultants’ adherence to professional standards, thereby raising the overall quality benchmark. Together, these two mechanisms will fill the existing institutional gap, establish trust and transparency within the community, and make standards practically enforceable. This will lay a solid foundation for the future formation of a professional association or chamber.

It should be emphasized that the vision outlined here is not a theoretical model conceived behind a desk, but rather a perspective born from the collective experiences of SAP consultants and project managers in Turkey. Shaped through fieldwork, countless conversations, and discussions among professionals, this approach finds broad participation and consensus within the sector. Although no formal organization or concrete institutional steps have yet been established in line with these goals, an awakening is underway in the industry. A core group of experienced experts is voluntarily committed to championing these ideas, and interest in initiatives along these lines is steadily growing within the SAP community.

The transformation journey ahead will not be easy; like any meaningful change, this process will require time, effort, and determination. However, as long as we remain true to our shared professional ethical values, embrace continuous learning, and act in unity, there is no obstacle we cannot overcome. As an SAP professional, I am committed to closely following this vision, contributing as much as I can, and being an active part of this collective effort. The time has come not to merely observe change in the sector but to lead it. Let us come together to build the future of SAP project management in Turkey and elevate our profession to the respected status it truly deserves.

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