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2007 Wellesley Information Services. All rights reserved.
A Comprehensive Guide ToPlan, Manage, and Executea Successful Global SAP B
mplementation Pro!ect "Part #
Dr. Bjarne Berg
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2
In Part 1
Writing your SAP BI business case and determine global
architecture Defining the global scope of your implementation Writing a milestone plan De eloping your global staffing plan Budgeting !n"boarding# training and global staffing issues Writing your $or%plan
&onitoring the progress and ris% of your global project &onitoring 'uality ( instituting a formal appro al process Why you need an SAP BI )user acceptance group*
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3
In Part +
,he blueprinting phase
-e eraging the standard content&odeling for your solutionDeli erables
,he reali ation phaseBest practices for managing the implementation of !DS andInfo/ubes&anaging the en ironments and transports&anaging unit# system# integration 0 stress testing of SAP BI
,he implementation phase2ecuting the cut"o er to production
/onducting end"user and po$er user trainingstablishing the end"user support organi ation
Post"implementation re ie$ and ne2t steps
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4
What We3ll /o er
Writing your SAP BI business case and global architecture Identifying your re'uirements# scope# and plan"of"attac% Staffing your project4 lessons and e2amples Budgeting4 ho$ much5 and for ho$ long5
6inal preparations4 on"boarding# $riting the $or%plan# etc. Wrap"up
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2ample Business Benefits of SAP BI
9sers get earlier access toinformation
-oad times in BI areless than traditional#custom" de elopeddata $arehouses
Business users need a highA ailability solution
Information Access
9sers spend less time onreconciling data# and moretime analy ing it.
BW is )closer* to thesource system# and moreaccurately reflects data
A substantial portion of the data $arehouse effort is spent onreconciling information
8econciliation ffort
nables $eb initiati es to getcloser to the source data#both in time and consistency.
BW is closely integrated $ith 8(:# and can deli erdata that reflects thesource system at shorttime inter als.
Web deli ery re'uires rapid datadeli ery of high consistency $iththe source system.
Web strategy
Substantial cost sa ings# bynot ha ing to rede elop ne$e2tract programs for eachSAP upgrade
BW ; 8(: integrationpoints are maintainedand tested by SAP
9pdating e2tract programs $hen upgrading 8(: ise2pensi e.
/ost A oidance
SAP is responsible formaintenance of theproduct.
&aintaining a custom de elopedBI solution is comple2 ande2pensi e.
/ost of !$nership
BenefitBW!bser ationArea
Information Access
8econciliation ffort
Web strategy
/ost A oidance
/ost of !$nership
BenefitSAP BI!bser ationArea
Substantial maintenancecost sa ings
Mone$ %educing Time and Effort of deliver$
Strateg$ mproved information &ualit$ ' access
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Mone$ %educing Time and Effort of deliver$Strateg$ mproved information &ualit$ ' access
Area !bser ation SAP BI Benefit
6aster Deployment "?>@of pre"deli eredcontent increasesde elopment speed
8educed de elopmenttime for ne$ decisionsupport areas
Integrated Products SAP continues to offer ne$products and modules thatthe organi ation might $ishto le erage in the future
SAP BI is the)cornerstone* ofSAP3s
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Area !bser ation SAP BI Benefit
SAP Strategy It is the organi ation3sSAP strategy to le eragein estments in the SAPto the fullest e2tent# andma2imi e SAP resourceutili ation.
SAP BI is a SAP product#and is based on standardSAP
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OperationalReporting
More SummarizedMore Ad Hoc
Management InformationLightly Summarized
Real-timeInquiry
Dividing Line
R! D"
What -ogically Belongs in a 7lobal BI System5
6i e years ago# $ith ersion :.>B# BIbecame increasingly able to report onoperational detailed data. But somereports still belong in 8(: or othertransactions systems
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,he 7lobal ,arget Architecture ; An 2ample
Meta (ata
(ata )arehouse and (ecision Support *rame+or
%-.
/egac$S$stems
Externals$stems
nternet
Messaging
Source (ata
(ataExtractionTransformand/oadProcesses
Extract
Summation
Mar eting' Sales
Purchasing
Corporate
Product /ine
/ocation
0perational(ata Store
Translate
Attribute
Calculate
Summari1e
S$nchroni1e
Transform
Summari1ed(ata
(ata Subsetsb$ Segment
(ata)arehouse
0/AP
(ataMining
Batch%eporting
Managed 2uer$ Env3
Access
(ata Marts4endor Provided
%econcile
*inance
Suppl$
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What We3ll /o er
Writing your SAP BI business case Identifying your re'uirements# scope# and plan"of"attac% Staffing your project4 lessons and e2amples Budgeting4 ho$ much5 and for ho$ long5
6inal preparations4 on"boarding# $riting the $or%plan# etc. Wrap"up
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Alternati e 7lobal BI Approaches
C 0 5 T 5 6 E
T0P7(0)5 APP%0AC8
Build a global data $arehousefor the company# and proceed
sourcing local data from oldlegacy systems dri en from atop"do$n approach.
C 8 A 5 G E
B0TT0M76P APP%0AC8
6ocus on a bottom"up approach $here the BI project $ill prioriti e
supporting and deli ering local BIsolutions# thereby setting theactual establishment of the globalData Warehouse as secondary#B9, not forgotten.
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,he Si2 7lobal Dimensions
,here are si2 core global dimensions you must consider before embar%ing
on a global DW strategy. Project management is important# but it3s onlyone of these dimensions. 6ailure to account for the others may result inproject failures.
Source: Peter Grottendieck, Siemens
6or each dimension# articulate an approach# constraints# limitations andassumptions before you start your project.
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,he Si2 7lobal Dimensions Ccont.
Be a$are that 9S management styles can often come across as ery aggressi e andauthoritati e. ,o get local buy"in# assign meaningful leadership roles to localmanagers.
/ulture# language# attitudes and politics can get in the $ay of a global project
&a%e sure you ha e a blend of local resources in leadership roles and considerlocal consultants instead of bringing in 9S resources
ntercultural 9no+ 8o+
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,he Si2 7lobal Dimensions Ccont.
!ne of the first steps is to ma%e sure you ha e reliable connecti ity and
band$idth to mo e the data each night
)hat happens if the data movement fails:8o+ can $ou get access to bac up tapes:
Can the band+idth handle end7of month high volumes:)hat infrastructure do each source site use:
nfrastructurePrere&uisites
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(ocumentation
,he Si2 7lobal Dimensions Ccont.
Do all team members and end"users communicate as effecti e in nglish5
#3 (o +e need multi7language training and documentation:;3 (oes basic conversational English mean that users can read
and understand technical training material and documentation:.3 8ave $ou installed 6nicode on $our B s$stem:
Training
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Identifying Gour Business 8e'uirements
!ne of the first steps is to gather the right re'uirements. ,his
is done in a ariety of $ays# depending on $hich methodologyyou employ. It is a comple2 process in ol ing4
1. Disco ery and ducation+. 6ormal communication
:. 8e ie$sH. 6inal appro als
An SAP
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Defining ,he Scope !f Gour 7lobal SAP BI Implementation
6irst# determine $hat the local and shared business dri ers are#
and ma%e sure you meet these objecti es. Define the scope in terms of $hat is included# as $ell as $hat is
not included# ma%e sure e eryone is at least heard. In somecultures# process is as important as outcomes.
&a%e sure you obtain appro al of the scope before you progressany further. All your $or% from no$ on $ill be dri en based on $hat is agreed to at this stage.
As part of the $ritten scope agreement# ma%e sure youimplement a formal change re'uest process. ,his typicallyincludes a benefit"cost estimate for each change re'uest and aformal appro al process.
Change management is done to manage scope, timelines and competingbusiness re&uirements3 Put in place a process for capturing feedbac ' re&uests3
Note
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Defining ,he Scope !f Gour global SAP BI Implementation Ccont.
6or the first go"li e# %eep the scope as small as possiblee.g.# Accounts Payable# Accounts 8ecei able# 7(-# or /!PA
Gou ha e only : dimensions to $or% $ith4
f one of these dimensions changes, $ouhave to ad!ust at least one of the others
Time
Scope
%esources
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Prioriti ing the nterprise 7lobal Scope C 2ample
July u! Se"t #ct $o% &ec J'n (e) *'r "r *'y Jun July u! Se"t #ct $o% &ec J'n (e) *'r "r *'y Jun July u! Se"t #ct $o% &ecProcurement det'ils+ summ'ry recei"ts
ontr'cts
Settlements
-n%entory
S'les
*'ster !reements
ontr'ctor
Gener'l .ed!er
/ + redit *!mt
S$#P
ost
Procurement
-n%entory Pl'nnin!
Source n'lysis
S'les o""ortunity
lue"rintin! e'li 'tion uto%er 'nd !o li%e
2005 20062004
' se%er'nce +"rocessor
Plan multiple implementations, and +rite a long7term outline3Control change +ith a formal change re&uest process3
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Selecting A ðodology
&any times# there are se eral potentially )right* choices
i.e.# $hen time"to"deli ery is moderate# or $hen the impact of failureis moderate. Also be a$are of local ariations of the methodologies
,he diagram is intended toillustrate the differences amongthe appropriateness of eachmethodology.
,he decision is clearer in thee2treme. In practice# ho$e er#there are )gray ones* $heremore than one ans$er may becorrect.
,he diagram is intended toillustrate the differences amongthe appropriateness of eachmethodology.
,he decision is clearer in thee2treme. In practice# ho$e er#there are )gray ones* $heremore than one ans$er may becorrect.
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Post this planon the +allsand in thehall+a$s oferv$oneaffected3
(on>t hide itin the PM?soffice in adifferentcountr$3
9eep it under.@ items
Writing A 7lobal &ilestone Plan
9se milestone plan to illustrate dependencies and
high"le el tas%s
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What We3ll /o er
Writing your SAP BI business case Identifying your re'uirements# scope# and plan"of"attac% Staffing your project4 lessons and e2amples Budgeting4 ho$ much5 and for ho$ long5
6inal preparations4 on"boarding# $riting the $or%plan# etc. Wrap"up
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Si2 $ays to organi ing the 7lobal BI de elopment effort
e more distri)uted t e S P -de%elo"ment e ort )ecomes, t emore di icult it is to m'int'incommunic'tion 'nd !et co esi%e
re uirements;
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De eloping Gour Staffing Plan4 -essons -earned
De eloper training should start early for all project
team members SAP 8(: s%ills are not easily transferable to SAP BW
Jands"on e2perience is needed
It3s ery hard to learn $hile being producti e ,he 'uality of the team members is much more
important than the number of members
An e2perienced SAP BI de eloper can accomplish in oneday $hat : no ice de elopers can do in a $ee%,he tool has a steep learning cur e
Note
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De eloping Gour Staffing Plan4 -essons -earned Ccont.
Project time and cost estimates should be based onteam3s e2perience le el
Plan on formal %no$ledge"transfer from e2ternalresources from day one
-in% ine2perienced members $ith e2perienced ones
Ja e identified )go"to* resources a ailable in allareas
&a%e a listK
(we will take a second look at this whenwe do the budgeting!)
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Sleep# ,ra el and ,ime Lones..
People crossing or more time 1ones need over. hours to ad!ust This increases to over D;
hours +hen crossing or more time 1ones3Some simple rules to address this
Create a Fpro!ect timeF in the middle3 3e3 forEuropean and 6S pro!ects, middle time +ouldbe Eastern 6S time . hrs, and Europeancentral times less . hours3 5o meetings +ouldbe scheduled bet+een H7##am in Europe, norbet+een ;7Ipm in the 6S3
*l$ to the destination the da$ before, or allo+ at least hours do+ntimefor sleeping and sho+ering at the hotel3(on>t schedule meeting times around +hen people are traveling39eep each trip over I da$s minimum to ad!ust for sleep, or ris runningthe team Finto the groundFJPlan extended +ee ends for famil$ time for staff after a long trip
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2ample4 Small local SAP BI Project for Single Subject Area
.g.# Billing# In entory# or Accounts Payable
7I team members and normall$.7 months duration depending on scope
Basis and functional %-. support
5ote These are roles, notpositions
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2ample4 &id"si ed global SAP BI Project# Single /omple2 Subject
.g.# 7lobal /ost and Profitability# international cross organi ation
or consolidated billing
Basis and functional %-. support
H7#@ team members and normall$;7 months duration depending on scope
5ote These are roles, notpositions
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2ample4 -arge 7lobal BI Project for &ultiple Subject Areas
.g.# global Sales# 6inance#and &aterial &anagement
#a$i$ and functional R%& $upport
#I7;I team members and normall$7#H months duration depending on scope
Portal developer
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Jo$ ,ightly Should &ultiple 7lobal BI Projects be /ontrolled5
Source: The Conference Board Survey
,he relationshipbet$een global controland success4
''( Succe$$ful''( Succe$$ful &)( Succe$$ful&)( Succe$$ful
Loo$e *ooperation+&'(,
Independent+&'(,
ight *entral *ontrol+./(,
0))( Succe$$ful0))( Succe$$ful
*oordination of Multiple Data "arehou$e !ro1ect$
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What We3ll /o er
Writing your SAP BI business case Identifying your re'uirements# scope# and plan"of"attac% Staffing your project4 lessons and e2amples Budgeting4 ho$ much5 and for ho$ long5 6inal preparations4 on"boarding# $riting the $or%plan# etc. Wrap"up
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SAP Business Intelligence Project Budgeting Process Steps
1. Si e the SAP BI effort based on the scope+. Prioriti e the effort
:. &ap the effort to the deli ery schedule
H. Plan for number of resources neededbased on the scope# deli ery schedule andthe effort.
1. /reate the &ilestone Plan and Scope Statement first# beforeattac%ing the budgeting processKK
+. Start the budgeting process by estimating the $or%load interms of the de elopment effort. 8efine based on the team3ss%ill e2perience and s%ill le el
) e + i l l
n o + l o o ,
a t a n e x
a m p l e
h o + t h i s
p r o c e s
s + o r , s i
n t h e
r e a l + o
r l d
Tip
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1. Si e SAP BI ffort Based on the Scope ; 8eal 2ample
%emember that $our si1ing also has to be based onthe team>s experience and s ill level3
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+. Prioriti e the ffort
The nextstep is to
prioriti1eand outlinethe efforton astrategic
timeline
Ma e sure $our sponsor and the businesscommunit$ agree +ith $our deliver$ schedule
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:. 9se Project stimates 0 the ,imeline to /reate Project -oad Plan
There are H@ available +or hours per pro!ect member per &uarter39no+ing this, +e can plan the number of team members +e needJ
50TE %emember to plan for different vacation schedules
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H. 8esult4 7ood Input for the Staffing /osts and Planning
Man$ companies plan a @K7 @K mix of internal and external
resources for a first go7live3 Also, most use LI@7L @ per hr forinternal budgeting and L @7L#D@ per hr for external resources3
$um)er o te'm mem)ers
2
4
6
8
10
12
14
tr 1 tr 2 tr 3 tr 4 tr 1 tr 2 tr 3 tr 4 tr 1 tr 2 tr 3
9se this information to plan for training# on"boarding# and staffing
Tip
This spi e inresource needsis due to anoverlap in the
deliver$schedule
5o+ might be agood time torevie+ thatdecisionJ
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What We3ll /o er
Writing your SAP BI business case Identifying your re'uirements# scope# and plan"of"attac% Staffing your project4 lessons and e2amples Budgeting4 ho$ much5 and for ho$ long5 6inal preparations4 on"boarding# $riting the $or%plan# etc. Wrap"up
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7lobal !n"Boarding and ,raining
deal NrsExperience
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Writing the Wor%plan ; SAP Best Practices for BI
A sample $or%plan can be do$nloaded from the SAP Best
Practices for BI $eb site
A test drive is available on the )eb sitett":// el";s'";com/)"=)i%170/inde ; tm
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( TAS9
2 8 6 * ' y
2 9 6 * ' y
3 0 6 * ' y
3 1 6 * ' y
1 6 J u n
2 6 J u n
# SAP Best Practices B mplementation %oadmap 7 read 5otes## Blueprint Phase ' Planning Phase#; Appl$ for Going /ive Chec,#. *inali1e Pro!ect Scope Oselected scenarios14 eck ontent deli%ered )y est Pr'ctices15 &etermine t ose issues ' ectin! > -m"lement'tion 'nd 'ssi!n risk to "ro?ect16 Present (in'l Sco"e to ustomer 'nd Get Si!no o Sco"e#D Pro!ect Planning Phase18 Set @" &e%elo"ment An%ironment19 &e ine tr'ns"ort Str'te!y20 cti%'te *S21 &e ine Pro?ect #r!'ni 'tion 'nd re'te e'ms22 n'ly e oles 'nd 'sks )y St'nd'rd ontent re's 'nd ec nic'l23 @"d'te deli%ered Pro?ect Pl'n + in'li e, includin! resources 'ssi!nments24 &e ine customer rollout + tr'inin! str'te!y or S P >25 &e ine ty"es o users o t e >26 &etermine $um)er o users or >27 &etermine &'t' ccess e:uirements
H>> to 1>>> line"item $or%plansare not unusual for mid"si e andlarge SAP BI implementations
More (etails on +or plan +riting available here Q Writing Solid and Realistic Work Plans fora SAP B ple entation Pro"ect R, SAP Pro!ect Mgmt Conference ;@@I, tt"://cscstudentBe);lrc;edu/sB"/ er!/'rticles/P*05= er!=>ritin!'solid;""t
Writing the Wor%plan
,he Wor%plan1. Write a detailed $or%plan that references the methodology.+. &a%e sure the $or%plan is detailed enough to trac% project progress.:. Progress can be measured by hours used# s. @ of tas%s completed.
ffort# D ration and &ista%es on 7lobal BI Projects
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ffort# Duration and &ista%es on 7lobal BI Projects
Source: CPl'nnin! 'nd im"ro%in! !lo)'l so tB're de%elo"ment "rocessD )y Set'm'nit,>'kel'nd, ' o, *'y 2006, intern'tion'l Borks o" on Glo)'l so tB're de%elo"ment
%ecent research have demonstrated that global pro!ects thatspends more da$s
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7lobal Project 8is% &itigation Strategies
- " -imitations C$hat are the assumed# e2isting and design limitationsA " Assumptions C$hat assumptions are made# and $hat happens
$hen these assumptions are no longer true58 " 8is%s C$hat are the ris%s created by this approach# $hat are
the impacts of failure# and ho$ can these ris%s beminimi ed
(evelopers, designers and business anal$sts should beforced to +rite at least one paragraph on each of these item3
t forces ne+ thin ing as +ell as the constant &uestioning ofassumptions
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Plan for sol ing 7lobal SAP BI project issues
E'%in! - "eo"le en!'!ed in S P - !lo)'l de%elo"ment Bit out "ro%idin!t e ri! t in r'structure, '""ro'c 'nd m'n'!ement is ' reci"e or 'ilure
Source /everaging resources in global soft+are developmentBattin, Croc er, 9reidler, Subramanian, Soft+are, EEE
l b l
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7lobal Project 8is% &itigation Strategies
Add 1F@ more project time for tra el and adjustments
8otate tra el so that the stress is more e enly distributed on the team
Plan to spend F"1> days at the beginning of the project to le el setand build trust and social net$or%s before the real $or% begins.
/reate a formal escalation process of issues related to the projectand ma%e sure one culture does not dominate.
Select a project language formally and ma%e sure all team members
are proficient in it.Spend time re$arding inter"team cooperation and createopportunities for promotion $ithin and outside both teams C)crosspollinate*
& i i P
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&onitoring Progress
&anage the $or%plan from a percent complete
standpoint on a $ee%ly basis /reate $ee%ly status reports $ith core progress metrics
and send to all team members C%eep it high"le el andtangible
8e'uire monthly status reports from all team membersin a fi2ed format
Meep a close eye on the deadlines for the deli erablesand ma%e to follo$"up personally on late tas%s
,rac% percent complete tas%s in the $or%plan againstthe number of hours# or days $or%ed# to see if you areon"trac%.
Note
Warning SAP B is a complex environment that has man$ dependencies3/ate tas s can have significant impacts on the overall pro!ect3
& i i BI li d 6 l A l P 4 2 l
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&onitoring BI uality and 6ormal Appro al Process4 2ample
Create *unctionalspecs
Peer %evie+
Complete:
Complete:
Create Technicalspecs
Peer %evie+
Complete:
Complete:Structured
+al through
Approved:
Configuration
6nit Testing
ntegrationTesting
S$stem Testing
Structured+al through
Approved:
5o
5o
5o
5o
5o
Nes
Nes
Nes
Nes
Nes
Nes
5o
h 9 A 7 d I 8 l
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,he 9ser Acceptance 7roup and Its 8ole
/reate a user acceptance team consisting of F"N members
from the arious business departments or organi ations Meep the number odd to assist $ith otes $hen decisions
need to be made. With fe$er than F members# it can behard to get enough members present at each meeting
&a%e this team the focus of your re'uirements gatheringin the early phase# then let this team perform useracceptance testing during the 8eali ation phase
&eet $ith the team at least once a month during reali ationto refine re'uirements as you are building# and ha esomething to sho$ them
ssue
,his approach is hard to e2ecute $hen also managing scope# but isessential to ma%e sure that the system meets users3 re'uirements
Wh t W 3ll /
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What We3ll /o er
Writing your SAP BI business case Identifying your re'uirements# scope# and plan"of"attac% Staffing your project4 lessons and e2amples Budgeting4 ho$ much5 and for ho$ long5 6inal preparations4 on"boarding# $riting the $or%plan# etc. Wrap"up
8
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8esources
Dr. Bjarne Berg Jome page C?>O articles and presentations 4
http4((csc"student$eb.lr.edu(s$p(Berg(BB inde2 main.htm
6i e /ore &etrics4 ,he Intelligence Behind SuccessfulSoft$are &anagement
By -a$rence J. Putnam 0 Ware &yers
Walt ing With Bears4 &anaging 8is% on Soft$areProjects ;
By ,om Demarco 0 ,imothy -ister
&astering the SAP Business Information WarehouseBy Me in &cDonald# Andreas Wilmsmeier# Da id /. Di2on
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N M P i t t % J C t
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N Mey Points to ,a%e Jome Ccont.
stablish milestone dates# and map the $or% hours re'uiredto these dates. Include local acation schedules and holidays.Be sensiti e to local $or% practices and donQt QenforceQ yourmanagement style on the team Caccept di ersity .
stablish a formal global )on"boarding* plan for projectresources and ma%e sure they recei e appropriate training.
stablish a formal process for 'uality control and appro al ofdeli erables. /ommunicate often and spend time on teambuilding acti ities.
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