An A-Z guide to planning, managing, and executing a Global SAP NetWeaver BI project - Part 2

© 2007 Wellesley Information Services. All rights reserved.

An A-Z guide to planning, managing, and executing a Global SAP NetWeaver BI project - Part 2

Dr. Bjarne BergDirector SAP BI

2

What We’ve Covered So Far (in Part 1)…

• Writing your Global SAP BI business case • Defining the scope of your implementation• Writing a milestone plan• Developing your global staffing plan• Budgeting• Comprehensive On-boarding and training• Writing your workplan• Monitoring the progress and risks of your global project• Monitoring quality / instituting a formal approval process• Why you need an SAP BI “user acceptance group”

3

What We’ll Cover Now (In Part 2)…

• Final Preparatory steps Methodology details SAP BI Global Lessons learned Requirements and approvals

• The Blueprinting Phase• The Realization Phase• The Implementation Phase• Wrap-up

4

What We’ll Cover…

• Final Preparatory steps Methodology SAP BI Global Lessons learned Requirements and approvals

• The Blueprinting Phase• The Realization Phase• The Implementation Phase• Wrap-up

5

Project Preparation: Some Key Observations

Core Activities1.1 Initial Project Planning1.2 Project Procedures1.3 Training Preparation1.4 Project Kickoff1.5 Technical Requirements Planning1.6 Quality Check Project Preparation

Project plan: This is the first cut. It focuses on milestones and work packages.

Project charter: Represents an agreement on, and commitment to, the deliverables of the project, as well as the time constraints, resources, standards, and budget of the project.

Scope: Sets the initial definition of the project.

Project team organization: Sets the ‘who’ of the project. It decides who will be involved, and what their goal is.

Standards and procedures: Sets the ‘why’ and ‘how’ of the project. Standardizes how meetings are run, how documents are handled, etc. so everyone understands what is going on.

Source: Pauline Woods-Wilson This is what we covered in Part 1…

Note

6

What is ASAP?

• Project Plan, Estimating

• Design Strategies, Scope Definition

• Documentation, Issues Db

• Workshop Agenda

• Questionnaires

• End-User Procedures

• Test Plans

• Technical Procedures

• Made Easy guidebooks (printout, data transfer, system administration…)

Fill in the BlankVersus

Start from Scratch

Fill in the BlankVersus

Start from Scratch

Examples for Accelerators:

7

The ASAP Approach (from Part-1)

Create Functional specs

Peer Review

Complete?

Complete?

Peer Review

Complete?

Complete?Structured

walkthrough

Approved?

Configuration

Unit Testing

Integration Testing

System Testing

Structured walkthrough

Approved?

No

No

No

No

No

Yes

Yes

Yes

Yes

Yes

Yes

No

Create Technical specs

8

Alternative Approach For Smaller Projects (I.E. 1st Go-live)

Keep the scope focused and use a simple approach:

No functional or technical specs are used in this approach. The user acceptance session is used to refine requirements

Activate standard content

Review data quality issues

Create 2-3 sample queries

Load infocubeUser

acceptance session

Request for modifications

In-scope?

Rejection

In-futurescope?

Make enhancements

Test

Deploy

Yes

No

No

9

Critical Success Factors for Global SAP BI Projects

Source: Lee Schlenker

These are lessons learned the hard way… Don’t re-invent the wheel--learn from others.

Note

Individual Organizational Technological Methodology

The best people End users on the team Platform sizing Proper scope

Backfilling Communication with users

Testing tools Leadership and commitment

Few locations(keep it focused and have many rollouts)

Documentation and training internal

Integration testing before releasing

changes

Budget for consulting and

training

Good SAP consultants

Breadth and depth of training

Do not modify code Overseas contacts

10

SAP Solution Manager

Source: SAP AG

Service Delivery Platform SAP Support

Services

Best Practice Documents

Implementation Content

Roadmaps

Test Organizer Support Desk

Solution Monitoring

Service Level Reporting

Customizing Synchronization

Implementation Platform

Gateway to SAP

Landscape Reporting

Tool

Content

e-Learning

Upgrade Projects Change Request ManagementNew inNew in

20042004

Was added in 2004

11

SAP BI Best Practices – some hints

This tool is still being enhanced, but has several BI-specific project accelerators that you won’t find in SAP Solution Manager.

It has been available for 4 years. The current release is version 1.7 (as of August 2007)

You can access SAP BI Best Practices for BI at: http://help.sap.com/bp_biv170/index.htm

12

Option – Workplans Based on Deliverables

The best practice documents are organized around scenarios, which simplify the collection of tools

Source: SAP – Aug, 2007

13

SAP BI Best Practices – What Versions Does It Support?

The SAP Best Practices tool was developed for SAP BI 3.5, and later updated for SAP BI 7.0.

While install recommendations are based on SAP BI 3.5/ or BI 7.0, most management tools, accelerators, and the sample work plan are not version-specific

Source: SAP – Jan, 2007

SAPKIBIEP20002352BI_CONT

SAPKIPYI6400042004_1_640PI_BASIS

SAPKW350040004350SAP_BW

SAPKA640040004640 SAP_ABA

SAPKB640040004640SAP_BASISSAP BW

Highest Support Package

LevelReleaseSoftware Component

mySAPApplication Component

SAPKIBIEP20002352BI_CONT

SAPKIPYI6400042004_1_640PI_BASIS



SAPKB640040004640SAP_BASISSAP BW



mySAPApplication Component

SAPKIPYJ7700072005_1_700PI_BASIS

SAPKU500040004500BBPCRM

SAPKA700070007700SAP_ABA

SAPKA700070007700SAP_BASISSAP CRM


SAPKH600040004600SAP_APPL


SAPKA700070007700SAP_BASISSAP ERP 2005


SAPKB700050005700SAP_BASIS


SAPKY500020002500SCMSAP SCM

SAPKIBIHP40004702BI_CONT




SAPKA700070007700SAP_BASISSAP BW



SAP App. Component


SAPKU500040004500BBPCRM


SAPKA700070007700SAP_BASISSAP CRM


SAPKH600040004600SAP_APPL


SAPKA700070007700SAP_BASISSAP ERP 2005


SAPKB700050005700SAP_BASIS


SAPKY500020002500SCMSAP SCM

SAPKIBIHP40004702BI_CONT




SAPKA700070007700SAP_BASISSAP BW



SAP App. Component

SAP BI 3.5

SAP BI 7.0

14

Rapid Application Development (RAD)

• Be flexible and consider using a RAD (Rapid Application development) approach for the initial information requirements gathering task. Typical ways to conduct this include: Ask for 1-2 days of uninterrupted time at each location, and provide lunch

on-site (global requirements gathering take 2-3 times more time -- plan for it) Invite power users, casual users, today's report writers, and managers Remove cell phones, PDA, pagers, and email access Keep a rapid pace, and a manageable number of attendees (no more than 20)

Focus on shared information needs, and conduct multiple sessions if

needed Don't get trapped in details; give people a chance to provide feedback in

writing and follow-up later with individuals

You can use the session as an information sharing event, and give a brief overview of what you are attempting to do

15


• Final Preparatory steps• The Blueprinting Phase

Some Global Case Studies Leveraging the standard content Modeling your solution Deliverables

• The Realization Phase• The Implementation Phase• Wrap-up

16

• Fortune 100 company with operations around the world• 230 systems identified as “mission critical”• 23 installations of SAP R/3 on 6 continents• Other ERP systems:

JD Edwards Custom-developed Oracle systems

Let’s Look at a Global BI Project Example

A case study

17

Global Data Warehouse Initiatives

These were the DW initiatives that corporate HQ knew about

A case study

18

Rationale for a “Bottom-Up” Global SAP BI Approach

Improved ProjectManagement

Improved ProjectManagement

Improved CostEfficiency

Improved CostEfficiency

Secured Commonalityacross Company

Secured Commonalityacross Company

Leveraged SAP Decision SupportLeveraged SAP

Decision Support

Minimizes local invest-ments through a consolidated hardware environment.

Leverages buying power in front of vendors through pro-vision of guidelines and corporate agreements.

Enables lower development costs through centralized user documentation and training.

Substantially reduces ABAP report programming costs through providing support for an efficient SAP BW roll-out.

Enables future migration of standardized data architecture to a Global DSS architecture through standard local solutions.

Ensures higher quality of local deliveries and projects through increasing focus on providing local solutions.

Establishes a better working environment between local units and central project management through the positioning as a “Competency Center for Local Needs”.

Ensures use of common definitions.

Ensures uniformity through eliminating options to develop regional, functional or non-standard solutions.

Provides centralized testing of vendor software (combined with ESOE etc).

Using ONE methodology - one way of working.

Ensure reusability.

Reusability will ensure commonality !

Provides users with a fast way to integrate ERP reporting to advanced stan-dardized decision support systems through simplifying the roll-out of SAP BW

Enables the inclusion of future SAP-based standard decision support modules (SEM, EC and others).

Reduces delivery time of decision support for SAP R/3 through usage of a standardized application.

Creates a Competence Center for SAP BW.A case study

19

Global SAP BI Activities, Priorities and Architecture

1. Test, productify SAP BW and install standard solution(s) locally:-Software-Hardware-Testing-Training-Documentation

2. Coordinate developmentefforts and activities:

-Tool selection-Methodology-Organization-Deliverables

-Data standards-Training

-Documentation

3. After local solutions are implemented and standardized, consolidation to a Global Data Warehouse is simplified and faster 5. Install SAP BW based solutions

(SEM, EC and consolidated BW) for business and financial

management -together with Shared Financial Services

SAPR/ 3

SAPR/ 3

SAPR/ 3

OracleSybaseMVS

Others

OracleSybaseMVS

Others

SAPBW

SAPBW

SAPBW

LocalDW

LocalDW

SAPBW

SAPBWDW SAP

BWSAPBWDW

Global DW

LocalDW

OracleSybaseMVS

Others

4. Migrate existing solutions into Company architecture

A case study

20

An Approach to BI Global Architecture Development

SAPR/ 3

SAPR/ 3

SAPR/ 3

OracleSybaseMVS

Others

OracleSybase

MVSOthers

SAPBW

SAPBW

SAPBW

LocalDW

LocalDW

SAPBW

SAPBWDW

Global DW

LocalDW

OracleSybase

MVSOthers

SAPR/ 3

SAPR/ 3

SAPR/ 3

OracleSybaseMVS

Others

OracleSybase

MVSOthers

SAPBW

SAPBW

SAPBW

LocalDW

LocalDW

SAPBW

SAPBWDW

Global DW

LocalDW

OracleSybase

MVSOthers

SAPR/ 3

SAPR/ 3

SAPR/ 3

OracleSybaseMVS

Others

OracleSybase

MVSOthers

SAPBW

SAPBW

SAPBW

LocalDW

LocalDW

SAPBW

SAPBWDW

Global DW

LocalDW

OracleSybase

MVSOthers

BISC would take the responsibility for product-fying and installing SAP BW standard solutions locally, including software, hardware, testing, training and documentation.

BISC could support for SAP BW based solutions for business and financial management (SEM, EC and consolidated BW together with SFSC etc).

SAP Business WarehouseSAP Business Warehouse

Local Data WarehousesLocal Data Warehouses

BISC coordinates development efforts and activities within the Data Warehousing field at Company. This includes guidelines on tool selection, methodology, organization, deliverables, data standards, training and documentation.

Global Data WarehouseGlobal Data Warehouse

BISC has the overall responsibility to establish the Global DW within Company, which is achieved through prioritizing development of consistent local DW solutions enabling our long term goals.

BISC (Business Information Supply Chain) Responsibilities

21

SAP BI Global Rollout Approach

•The project delivered local SAP BI solutions and packaged solutions for decision support as a first priority, and the Global Data Warehouse as a second priority.

•A “fixed departure approach” was applied with focus on delivering solutions rather than projects and software; specific BI solutions were developed according to a pre-defined schedule where local business units were invited or encouraged to participate.

CH

AN

GE “Bottom-Up

Fixed Departure”

Departure I - 3 months

Departure II - 3 months

Departure III - 3 months

Departure IV - 3 months

A case study

22

A Global Rollout – a Different European Example

In this case, the company created both a local and global BI system for CRM data

Switzerland

Austria Turkey

Global Development

Spiridon/CRM

others

BW

Belgium

Spain

Portugal

others

CRM (one client)

Ireland

UK

Netherlands

others Local

AMC/Dev

Spiridon/CRM

Local AMC/Dev

Spiridon/CRM

Spiridon CRM

South West (Madrid)

BW

Local AMC/Dev

Spiridon/CRM

Spiridon CRM

North West (Den Haag)

BW

Local AMC/Dev

e.p@ss/CRM

e.p@ss CRM

Mid South (Wien)

BW

Source: Siemens Corp information 2004

23

Some Lessons Learned From Other Global Implementations

The major findings highlight the need for specialized BI skills and very strong scope control…

BW version 3.1c 3.1c 3.0b 3.2

LargestVolume

5-20 milliontransactional records

in FI cubes

Largest cubes have 18.8million, 18.4 million, and

11.2 million recordseach.

35 million rows 120 million records insales, and 230GB inSales and finance

Lessonslearned

Keep scope anddevelopment effortfocused, use more

than onepresentation tool,

don’t underestimatethe extract and load

effort

Should not have gone“live” on 1.2a, shouldhave used more thanone presentation tool.The extract and loadprocess is the mostcomplex, strong BW

experience is essential

Data movement isthe most complexpart of BW. The

project would nothave accepted asmany enhancements

Custom coding cannotovercome the BW

extractors. Integrationwith non-R/3 data was

technically easy, but conceptually hard.

The team members musthave solid BI skills

Businessdrivers

Standardized globalreporting

Creation of corporateenterprise-wide data

warehouse

SAP R/3 was beinginstalled, and SAPBW is the reportingstrategy for all key

performanceindicators

Custom global reportinghas a too-high cost

of ownership and is toohard to manage. Want

content and features.

SuccessVery happy withimplementationadded 3 more

countries last year

Overall happy. Haveaccomplished in 6months what wouldhave taken 5 years.

Is being rolled out to more subsidiaries

and management is pleased with results

Very happy with thespeed of delivery and

user satisfaction

Very largeglobal telecom Co.

Global oil co. Global oil co. Fortune-500Retailer

if done again.You need a really .strong BI architect

Note

24

Global Examples Summary

• A conceptual architecture is the first step and the physical architecture is a product of this. It should be driven by the user needs and the types of interfaces needed, and not by an internal IT exercise.

• SAP BI can now be used as an enterprise Data Warehouse and a Global rollout can be accomplished.

• There are two core ways to succeed, but both require strong central control and support.

25

Don't Forget

A Process Look at Getting Functional Specifications

There is more than one way to collect this information. However, a formal process should exist to capture requirements & communicate what is being developed.

We will now examine the most common form of RAD (Rapid Application Development).

Create a contact group and contact list for business input and requirements

Create a tool to collect inforequestsbusiness input

Gather information using the tool. Plan traveling

Disposition the info. requests to BW or R/3

Consolidate requirements and write functional specs

Build storage objects and load programs

Construct reports and navigation features

requests and

Name Organization Phone NumberJoeJones MYORG Ltd 918-123-1234Joseph Jones Your ORG Ltd 918-123-1234JoeJones MYORG Ltd 123-123-1234JoeJones MYORG Ltd 918-123-1234JoeJones MYORG Ltd 918-123-1238Joseph Jones Your ORG Ltd 918-123-1239JoeJones MYORG Ltd 918-123-1234JoeJones MYORG Ltd 918-123-1234JoeJones MYORG Ltd 918-123-1234Joseph Jones Your ORG Ltd 918-123-1234JoeJones MYORG Ltd 918-123-1234Joseph Jones Your ORG Ltd 918-123-1234JoeJones MYORG Ltd 123-123-1234

Name Organization Phone NumberJoeJones MYORG Ltd 918-123-1234Joseph Jones Your ORG Ltd 918-123-1234JoeJones MYORG Ltd 123-123-1234JoeJones MYORG Ltd 918-123-1234JoeJones MYORG Ltd 918-123-1238Joseph Jones Your ORG Ltd 918-123-1239JoeJones MYORG Ltd 918-123-1234JoeJones



Name Organization Phone NumberJoeJones MYORG Ltd 918-123-1234Joseph Jones Your ORG Ltd 918-123-1234JoeJones MYORG Ltd 123-123-1234JoeJones MYORG Ltd 918-123-1234JoeJones MYORG Ltd 918-123-1238Joseph Jones Your ORG Ltd 918-123-1239JoeJones MYORG Ltd 918-123-1234JoeJones


Team starts by reviewing documentation tool fordocumentation completeness

D1Is reportdocumentationcomplete?

Request additionalinput from BusinessTeam member

ResponsibleTeam memberacquires/documentsadditional information

D2Is thisan Intradayreport?D3Significantnumberof users?

D4Is the reportsystemresourceintensive?

D5DoesStandard R/3contentexist?D6DoesStandard BWcontentexist?D7Is it lessexpensive tocreate inR/3?

R/3is selected asReporting Tooland documentedin doc. toolBWis selected asReporting Tool anddocumented in doc.tool

BWis selected asReporting Tooland documentedin the documentation toolBWis selected asreporting tool and ChangeRequest is subm itted ifthe scope changed

R/3is selected asReporting Tooland documentedin doc. toolR/3is selected asReporting Tooland documented

No

Yes

No NoYes

Yes

YesNo

YesNo

D2.5Does data existin "in-scope" m odelsIn focube/ODS No

Yes

No

D1aIs this a truereportingneedYes

No Communicate tobus. leader

A2Total Cost ofOwnershipAnalysisD8Is BW costeffective?

Yes

No

Yes Yes

R/3is selected asReporting Tooland documentedin doc. tool

D9R/3 ToolSelectionProcessNo

BWis selected asReporting Tool anddocumented in doc.tool

StandardR/3ABAP/CustomReportWriter

OtherQuery

Review requirements and identifycorresponding Data Model (InfoCube/ODS)

Communicate finaldisposition

Communicate finaldispositionCommunicate finaldispositionCommunicate finaldisposition


R/3 team make final disposition

Communicate finaldispositionCommunicate finaldisposition

BW Team to forward completed detailed report specifica tions based on selected Reporting Tool -BW or R/3

A3Sub-Process Report Consolidation &elim inate if appropriate (winnowing)

A4Baseline reports











No

Yes

No NoYes

Yes

YesNo

YesNo


Yes

No




Yes

No

Yes Yes


D9











No

Yes

No NoYes

Yes

YesNo

YesNo


Yes

No




Yes

No

Yes Yes





OtherQuery









A4Baseline reports











No

Yes

No NoYes

Yes

YesNo

YesNo


Yes

No












No

Yes

No NoYes

Yes

YesNo

YesNo


Yes

No




Yes

No

Yes Yes





OtherQuery









A4Baseline reports





D2Is thisan Intradayreport?



Yes

No

Yes Yes





OtherQuery









A4Baseline reports











No

Yes

No NoYes

Yes

YesNo

YesNo


Yes

No




Yes

No

D3Significantnumberof users?D4Is the reportsystemresourceintensive?





No

Yes

No NoYes

Yes

YesNo

YesNo


Yes

No




Yes

No

Yes Yes


D9











No

Yes

No NoYes

Yes

YesNo

YesNo


Yes

Yes Yes


D9











No

Yes

No NoYes

Yes

YesNo

YesNo


Yes

No




Yes

No

Yes Yes





OtherQuery









A4Baseline reports











No

Yes

No NoYes

Yes

YesNo

YesNo


Yes

No




Yes

No

Yes Yes





OtherQuery









A4Baseline reports











No

Yes

No NoYes

Yes

YesNo

YesNo


Yes

No




Yes

No

Yes Yes


D9











No

Yes

No NoYes

Yes

YesNo

YesNo


Yes

No




Yes

No

Yes Yes





OtherQuery









A4Baseline reports











No

Yes

No NoYes

Yes

YesNo

YesNo


Yes

No












No

Yes

No NoYes

Yes

YesNo

YesNo


Yes

No




Yes

No

Yes Yes





OtherQuery









A4Baseline reports





D2Is thisan Intradayreport?



Yes

No

Yes Yes





OtherQuery









A4Baseline reports











No

Yes

No NoYes

Yes

YesNo

YesNo


Yes

No




Yes

No

D3Significantnumberof users?D4Is the reportsystemresourceintensive?





No

Yes

No NoYes

Yes

YesNo

YesNo


Yes

No




Yes

No

Yes Yes


D9











No

Yes

No NoYes

Yes

YesNo

YesNo


Yes

Yes Yes


D9











No

Yes

No NoYes

Yes

YesNo

YesNo


Yes

No




Yes

No

Yes Yes





OtherQuery









A4Baseline reports

26

Getting the Global Functional Specifications

• Avoid taking a total inventory of all reports in the global organization. The "top-5" (most used) sales, distribution, inventory etc. reports from each geographical location will cover the vast majority of the reporting needs.

• A single SAP BI "report" may satisfy dozens of today's static reports. It is therefore impossible to map each individual legacy report to a single BI report.

Avoid attempting to replicate each local report based on what you might have in place today.

Accept new ways of accessing data.Best Practice

Note

27

Getting the Global Functional Specifications (cont.)

• Create a form that captures the business’ core requirements in a structured format

Create a simple Information Request Form, and use it to gather the core relevant information about each report

being requested by the business community. This should include at least the following fields:

- Contact info about the requestor - Data currency (yesterday/today)- Department - Security requirements- Name of report - How is this reporting done today- Purpose of report - Comments- Description of report - Type of users (mgr./analyst/casual) - Number of users expected - Frequency of report (daily/monthly)

Tip

28

• Document requirements in a standardized format and allow for a large comment section

• Prioritize requirements

• Consolidate requirements

• Support follow-up discussions and reviews.

P1 of 2

Tool

Sample Info Request Form:

29

• Other uses:

Post the form on the Intranet, thereby giving stakeholders an easy way to communicate with the project team

Use the Comment section for language and security requirements, or add a separate section for this.

Note the section for dispositioning the requirement

P2 of 2

Tool

Sample Info Request Form:

30

An Example

31

An Example

32

Consider Multiple Country Views of Displaying the Same Data!!

• Deliver reports in a consistent manner to users (one version of the "truth"), but use different mechanisms to do so

Managers and executives tends to prefer simple and directed interfaces

Casual users tends to prefer predictable structured access to data Analysts and power users tend to prefer high flexibility and unstructured access to data

Flat Reporting• Formatted• Print• Form based• Static• Predictable access

OLAP Reporting• Drill Down• Slice and Dice• Analyse• Data Mining • Search and discover

KPI & Scorecard Formatted• Simple• Easy to view• Limited nav• Aggregates

Don't underestimate different users in various countries and their need to access the information in various ways -- one size does not fit all!

OR OR

33

Blueprinting Phase: Some Key Observations

Core Activities

2.1 Project Management Business Blueprint

2.2 Organizational Change Management2.3 Project Team Training Business Blueprint2.4 Develop System Environment2.5 Organizational Structure Definition2.6 Business Process Definition2.7 Quality Check Business Blueprint

Deciding what will be developed in SAP BI and what will be maintained as R/3 reports.

Getting the right requirements: Finding out the detailed functional specs of what users really need and not just what they want.

Map the functional requirements to the standard content, and see what can be leveraged and what needs to be extended.

Create user acceptance group(s), and have them review and give feedback on the system as it is developed.

Create detailed technical specifications and designs of infocubes, masterdata, ODSs, and high-level architectural designs.

34

Report Dispositioning: What Goes in BW, and What Stays in R/3?

• There are many tools that can report on R/3 data, and you might have static reports that truly belong in R/3, which would not be cost effective to move to SAP BW

• Make cost-effective decisions; just because the report is not in SAP BI does not mean it cannot be added to a Portal or viewed on the Web

• Not all reports belong in SAP BW; avoid using SAP BI as a "dumping group"

• You need to make conscious decisions on what reporting needs you are going to meet, and how you will accomplish this

We will now take a look at an approach to formal report dispositioning that has been used by a few companies.

Warning

35

Key Questions for Report Dispositioning

• Is this really a reporting need, or a "want"?• Is the data going to be in SAP BI at a frequency that solves the

user's request (e.g., intraday reporting)?• Is the data needed for this report already in our SAP BI scope?• Is there already a report available in R/3?• Does standard BI content exist?• Is it less expensive to create the report in R/3?• Are there a significant number of users?• Is the reporting need resource-intensive?• Is SAP BI cost effective in the long run (ownership)?

36

cuTeam starts by reviewing documentation tool for

documentation completeness

D1Is report

documentation complete?

Request additional input from Business

Team member

Responsible Team member

acquires/documents additional information

D2Is this

an Intraday report?

D3Significant

numberof users?

D4 Is the report

system resource

intensive?

D5Does

Standard R/3contentexist?

D6Does

Standard BWcontentexist?

D7Is it less

expensive tocreate in

R/3?

R/3 is selected asReporting Tool

and documentedin doc. tool

BW is selected asReporting Tool anddocumented in doc.

tool

BW is selected asReporting Tooland documented

in the documentation tool

BW is selected asreporting tool and ChangeRequest is submitted ifthe scope changed




and documented

No

Yes

No

No

Yes

Yes

Yes

No

Yes

No

D2.5 Does data exist

in "in-scope" modelsInfocube/ODS

No

Yes

No

D1a Is this a true

reportingneed

Yes


A2Total Cost ofOwnership

Analysis

D8Is BI costeffective?

Yes

No

YesYes



D9R/3 ToolSelectionProcess

No

BW is selected asReporting Tool anddocumented in doc.

tool

StandardR/3

ABAP/Custom

ReportWriter

OtherQuery










BW Team to forward completed detailed report specifications based on selected Reporting Tool - BI or R/3

A3Sub-Process Report Consolidation &eliminate if appropriate (winnowing)

A4 Baseline reports

Tool

An example of how to decide which reports should be in R/3 or the legacy system (refer to printed version)

37

Now That You Have Identified the In-Scope Reports, What’s Next?

• Obtain a copy of each of the current reports that are “in-scope” (not all report across your organization) Legacy reports are often a great way to document the data needs

They can be used to illustrate how data is currently being summarized and viewed

Consolidate the requirements, and look for "low-hanging fruit" Create a physical folder with paper copies of these legacy reports

Make sure that the development team has access to them -- this will reduce the time spent in meetings with the business community

+ + =Great

Feature

Many requirements can be met by a single SAP BI report

38

Approximate Usage of Standard Content BW 3.5 (percentage of overall development effort)

0

20

40

60

80

100

* Rapidly improving content

Where do I start?

All functional areas are not equally supported by strong standard SAP BI business content. Some areas have much you can leverage, others will require significant enhancement to meet your requirements The differences are often due to customization on the R/3-side by companies and/or industry solutions.

Focus on an area that solves a problem instead of becoming a "replacement" project.

Gradually, using a prioritized phased approach, solve other business problems.

A good way to think of a BI rollout is in terms of business problems.

39

The Blueprinting Phase: Leveraging Standard Content

• As a guiding principle, map requirements to standard content before customizing

• However, you’ll probably also have external data sources that require custom ODSs and InfoCubes

• Customizing lower level objects will cause higher level standard objects to not work, unless you are willing to customize these also….

BW Content available (3.5.1):

• Cockpits ???• Workbooks 1,979• Queries 3,299• Roles 861• MultiCubes 121

• InfoCube 605• ODS objects 349• InfoObjects 11,772

36%

33%

31%

Mostly standard storage objectsSome customizationHighly customized storage objects

An example from a large manufacturing company

40

Billing

Number of billing documentsNumber biling line itemsBilled item quantityNet weightSubtotal 1Subtotal 2Subtotal 3Subtotal 4Subtotal 5Subtotal 6Subtotal ANet valueCostTax amountVolume

Customer

Sold-toShip-toBill-toPayerCustomer classCustomer group~ Customer country~ Customer region~ Customer postal code~ Customer industry code 1End user

Material

Material numberMaterial enteredMaterial groupItem categoryProduct hierarchyEAN/UPC

Time

Calendar yearCalendar monthCalendar weekCalendar day

Unit

Currency KeyUnit of MeasureBase unit of measureSales unit of measureVolume unit of measureWeight unit of measure

Billing information

Billing documentBilling itemBilling typeBilling categoryBilling dateCreation dateCancel indicatorOutput medium~ Batch billing indicatorDebit/credit reason codeBiling categoryReference documentPayment termsCancelled billing documentDivison for the order headerPricing procedure

Organization

Company codeDivisionDistribution channelSales organizationSales group

Logistics

PlantShipping/receiving point

Document details

Sales order document typeSales dealSales docuement

Accounting

Cost centerProfit centerControlling areaAccount assignment group

Personnel

Sales rep number

LEGEND

Delivered in standard extractorsDelivered in LO extractorNot in delivered Content -but in R-3

Standard content

The Blueprinting Phase: Model Your Solution

Storage Requirements

Storage Objects

Map functional requirements to the standard content before

you make enhancements

+

1. Create a model based on pre-delivered SAP BI content2. Map your data requirements to the delivered content, and identify gaps3. Identify where the data gaps are going to be sourced from

41


• Final Preparatory steps• The Blueprinting Phase• The Realization Phase

Building ODSs and InfoCubes Planning, Managing and executing system test Planning, Managing and executing integration and performance test Issue resolution, logs, sign-off and approvals

• The Implementation Phase• Wrap-up

42

Realization Phase: Some Key Observations

Core Activities

3.1 Project Management Realization3.2 Organizational Change Management3.3 Training Realization3.4 Baseline Configuration and reviews3.5 System Management3.6 Final Configuration and Confirmation3.7 Prepare & Coordinate interface development3.8 Develop Data Conversion Programs (if any)

3.9 Develop Queries3.10 Develop User interface enhancements3.11 Determine additional reporting requirements3.12 Create structured reports3.13 Establish Authorization Concept3.14 Establish Data Archiving plan (if applicable)3.15 Final Integration Test3.16 Quality Check Realization

Configuration and Testing Plans: Define how the configuration will be implemented and how it will be tested

Development Programs: Provide details of added programming structures

End User Training Material

Source: Pauline Woods-Wilson

43

Building ODSs and InfoCubes

1 Review the functional requirements and technical design

6 Do not allow exceptions to your naming conventions

2 Make sure you have established Data Stewards for master data, and assignmaster data to specific developers

7 Make sure that “putting out fires” does not take precedence, becoming the“default” architecture and standard.

3 Have your ETL developers work for the individual who is responsible

for creating process chains (organizationally)

8 Try new ideas in a sandbox environment ,and don’t contaminate the development environment.

4 Avoid nested ODS layers, and keep the architecture as pristine as possible

9 Keep details for multi-use in the ODS and do not design the ODS based on the needs of a single infoCube.

5 Make your transformations part of update rules into infocubes if you need to be able to reconcile to the source system. Keep the details in the ODS.

10 Developers must unit test all of their work and personally sign-off on their storage object.

TIPS

44

Consider Upgrading to SAP BI in SAP NetWeaver 2004s

BI in SAP NetWeaver 2004 has a new GUI to help you write transformations, potentially saving you a lot of time!

On a typical SAP BI project, 40-60% of project effort will be spent on data integration, transformation, and loads

Source SAP AG

45

The SAP BI Test Methodology

Methodology used for System and Integration tests…

Test Strategy

Test Plan

Test Execution

Problem Resolution

SAP R/3 and BI testing is not different from a methodology standpoint, but the global execution is….

46

SAP BI Test: Planning

Activities

Tasks\Dates December 2003 January 2004 February 2004 1-Mar 8-Mar 15-Mar 22-Mar 29-Mar 5-Apr

Identify People for Testing

Schedule Facilities

Prioritize Test Areas (Queries)

Send out Meeting Notice

Execute System Test

Document Results

Problem Resolution

1 Create test script 6 Identify key contacts 2 Identify roles to be used 7 Communicate about transports3 Documentation on using test tools 8 Arrange time for progress control4 Procedure for documenting test results 9 Schedule facilities5 Training sessions for using test scripts

Tasks

112

2

3

4567

8

9

1011

Timing

"There's no time to stop for gas,

we're already late"

Business analysts are responsible for planning, coordinating, and executing the system testing of queries.

Plan for more than one test location and early announcements (i.e. France, US and Japan).

47

SAP BI Test Scheduling: Example

•Each team should have dedicated time in the test room in each country. If needed, rent your own training/test room

•Provide food and snacks •At least 2 testers (preferably 3) should be assigned to test each query

•All test results must be logged

3/1

3/2

3/3

3/4

3/5

3/6

3/7

3/8

3/9

3/10

3/11

3/12

3/13

3/14

3/15

3/16

3/17

3/18

3/19

3/20

3/21

3/22

3/23

3/24

3/25

3/26

3/27

3/28

3/29

3/30

3/31

4/1

4/2

DeliverCost and ProfitabilityOrderManufacturingPlan and schedulingDemand planningSource

Resolving outstanding

issues and re-testing

= Morning session 8:30 - noon= Evening session 12:30 - 5:00

Environment preparation

http://images.google.com/imgres?imgurl=www.geocities.com/whunt171/stress.jpg&imgrefurl=http://www.geocities.com/whunt171/HypnoticSolutionsstress.html&h=411&w=490&prev=/images?q=stress+image&start=120&svnum=10&hl=en&lr=&ie=UTF-8&oe=UTF-8&sa=N

48

SAP BI Test: Checklist

• Preparations Data source/cubes/ODS/queries prioritized for testing Queries developed and available in the SAP BI test environment Track specific test plans created using test template Test cases written

• People Individuals (testers) perform the identified tests Testers invited to complete SAP BI on-line training Availability of testers confirmed Security roles tested and user ID’s for testers have been created

• Logistics Testers familiarized with test results recording tools Identify test location and verify resources

Rooms, computers, sapgui, network connections, phone, etc. Plan for problem resolution

49

Performance Testing

• Performance test execution Identify queries to be performance tuned, and determine cutoff load for

load test – e.g. 40% of actual users (not named) Schedule queries to run in background, and execute each query while

load scripts are running to simulate “real” users Monitor your system continuously, and attempt tuning at the query level Perform analysis based on benchmarks, and build aggregates and/or

indexes Record findings in a formal tracking tool available to everyone Meet with developers daily to discuss issues Problem resolution:

Look at the new BI Accelerator in SAP BI 7.0 for improved performance !!!

Source: Alexander Peter, SAP AG

50

Test Signoffs

• Signoff procedure Document test feedback and update logs Review open issues Prioritize outstanding issues Agree on scope decisions and resolutions Obtain approvals from business representatives in each

country and the overall steering committee

51


• Final Preparatory steps• The Blueprinting Phase• The Realization Phase• The Implementation Phase

Executing cut-over to production Conducting end-user and power user training Establishing end-user support organization Post-implementation review and next steps

• Wrap-up

52

Final Preparation Phase: Some Key Observations

Core Activities4.1 Project Management Final Preparation4.2 Training Final Preparation4.3 Acceptance Testing4.4 System Management4.5 Detailed Project Planning4.6 Cutover4.7 Quality Check Final Preparation

The Cutover Plan and the Technical Operations Manual describe the details on how to move to the production environment and go live

The End User Training document describes the delivery of the necessary levels of SAP training prior to going live

Stress & Volume Tests confirm the production hardware’s capabilities


53

Conducting End-User and Power User Training

Web-based All users Training Tutorials

Instructor-led On-site Power users Executives

Vendor-based Developers Support staff

1) Create, or buy, an on-line help and training system. Make sure you use many images and links.

2) Consider using animations to demonstrate complicated tasks as well.

3) Consider multi language versions of the help and training system

54

Getting Power Users involved early is important to the overall success of a Data Warehousing project

To help support countries and regional businesses that have already gone live, a strong local community of “ambassadors” is needed.

Without them, ongoing projects can get “bogged down” with basic report support and enhancement requests.

Establishing Local and Global End-User Support Organization

55

Go-Live: Some Key Observations

Core Activities5.1 Production Support

5.2 Project End

The last deliverable for the implementation ensures high system performance through monitoring and feedback


We need to execute issue resolution plans and contingency plans

A “lessons learned” session should be held at the end of the project to assure organizational awareness and education

The support organization will take over the system after a pre-determined time period. Some team members may transition into their new roles as support staff

This is a critical time when a “SWAT” team that quickly addresses user concerns can make all the difference in how the system is received among the users

56

Tracking Load Performance

• During the first 6 weeks after each go-live, you should formally track the load performance by process chain to see if you have any systematic issues

It is also a great way to document your success!!

Load performance rate

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

3/20/2

005

3/22/2

005

3/24/2

005

3/26/2

005

3/28/2

005

3/30/2

005

4/1/20

05

4/3/20

05

4/5/20

05

4/7/20

05

4/9/20

05

4/11/2

005

4/13/2

005

4/15/2

005

4/17/2

005

4/19/2

005

4/21/2

005

4/23/2

005

4/25/2

005

4/27/2

005

4/29/2

005

5/1/20

05

5/3/20

05

5/5/20

05

5/7/20

05

57

Tracking Load Performance (cont.)

•A stabilization period after each go-live is normal, until the new process chains has been tuned in the production box

•This is a time when active monitoring of process chains should occur

Areas of BI Data Load IssuesNov. 1st through Dec. 15th

0

1

2

3

4

5

6

7

11/1

/04

11/2

/04

11/3

/04

11/4

/04

11/5

/04

11/6

/04

11/7

/04

11/8

/04

11/9

/04

11/1

0/04

11/1

1/04

11/1

2/04

11/1

3/04

11/1

4/04

11/1

5/04

11/1

6/04

11/1

7/04

11/1

8/04

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11/2

0/04

11/2

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2/04

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3/04

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5/04

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6/04

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0/04

12/1

/04

12/2

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12/3

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12/6

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0/04

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2/04

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3/04

12/1

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12/1

5/04

Num

ber o

f Iss

ues

ProductionPerformance

DemandPlanning

Transaction -global

Source -PurchaseOrdersRoughcut

MaterialMovements

MD - Bev.Packaging

Master data

Hierarchies

Greycon

CO -line items

58

Go-live: Post-Implementation Review

The Information Paradox: John Thorp

AlignmentAlignment BenefitsBenefits

Capability/EfficiencyCapability/EfficiencyIntegrationIntegration

Are we doingthe right things?

Are we doingthem the right way?

Are we getting the benefits?

Are we getting them done well?

Conduct a formal 'post-mortem' after go-live before starting the next phase of the project. Not everyone will tell you if they dislike the system,

but you need to give them a chance and learn from your mistakes (continuous improvements).

59


• Final Preparatory steps• The Blueprinting Phase• The Realization Phase• The Implementation Phase• Wrap-up

60

Resources

a) Rapid Development by Steve McConnell Paperback: 680 pages ; Publisher: Microsoft Press; ISBN: 1556159005

b) Start to Finish Guide to IT Project Management by Jeremy Kadlec

Digital: 109 pages. Publisher: NetImpress; ISBN: B0000W86H2

c) Dr. Bjarne Berg Home page c) (http://csc-studentweb.lr.edu/swp/Berg/BB_index_main.htm)

Download it at:

http://images.amazon.com/images/P/1556159005.01.LZZZZZZZ.jpg

61

7 Key Points to Take Home

• Keep the team relatively small & focused• Size your project based on your team’s experience and skills,

in addition to scope• Make the implementations interactive instead of “Big-Bang”• Follow a proven methodology• Don’t cram all of your reports into BI (some belong in R/3)• Track quality, and create a formal approval process• Involve power users and ambassadors in the development

project

62

Your Turn!!!

How to contact me:[email protected]

An A-Z guide to planning, managing, and executing a Global SAP NetWeaver BI project - Part 2

Documents

project kickoff1

project procedures1

project charter

global sap bi projectssource

sap bi best practices

initial project planning1

global sap bi business

sap ag