© 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
SAPKW350040004350SAP_BW
SAPKA640040004640 SAP_ABA
SAPKB640040004640SAP_BASISSAP BW
Highest Support Package
LevelReleaseSoftware Component
mySAPApplication Component
SAPKIPYJ7700072005_1_700PI_BASIS
SAPKU500040004500BBPCRM
SAPKA700070007700SAP_ABA
SAPKA700070007700SAP_BASISSAP CRM
SAPKIPYJ7700072005_1_700PI_BASIS
SAPKH600040004600SAP_APPL
SAPKA700070007700 SAP_ABA
SAPKA700070007700SAP_BASISSAP ERP 2005
SAPKA700050009700SAP_ABA
SAPKB700050005700SAP_BASIS
SAPKW700050005700SAP_BW
SAPKY500020002500SCMSAP SCM
SAPKIBIHP40004702BI_CONT
SAPKIPYJ7700072005_1_700PI_BASIS
SAPKW700070007700SAP_BW
SAPKA700070007700 SAP_ABA
SAPKA700070007700SAP_BASISSAP BW
Highest Support Package
LevelReleaseSoftware Component
SAP App. Component
SAPKIPYJ7700072005_1_700PI_BASIS
SAPKU500040004500BBPCRM
SAPKA700070007700SAP_ABA
SAPKA700070007700SAP_BASISSAP CRM
SAPKIPYJ7700072005_1_700PI_BASIS
SAPKH600040004600SAP_APPL
SAPKA700070007700 SAP_ABA
SAPKA700070007700SAP_BASISSAP ERP 2005
SAPKA700050009700SAP_ABA
SAPKB700050005700SAP_BASIS
SAPKW700050005700SAP_BW
SAPKY500020002500SCMSAP SCM
SAPKIBIHP40004702BI_CONT
SAPKIPYJ7700072005_1_700PI_BASIS
SAPKW700070007700SAP_BW
SAPKA700070007700 SAP_ABA
SAPKA700070007700SAP_BASISSAP BW
Highest Support Package
LevelReleaseSoftware Component
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
What We’ll Cover…
• 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 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 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 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
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
Communicate 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
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
D9
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
Communicate 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
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
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
Communicate 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
Team starts by reviewing documentation tool fordocumentation completeness
D1Is reportdocumentationcomplete?
Request additionalinput from BusinessTeam member
ResponsibleTeam memberacquires/documentsadditional information
D2Is thisan Intradayreport?
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
Communicate 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
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
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
D9
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
Yes Yes
R/3is selected asReporting Tooland documentedin doc. tool
D9
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
Communicate 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
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
Communicate 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
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
D9
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
Communicate 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
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
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
Communicate 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
Team starts by reviewing documentation tool fordocumentation completeness
D1Is reportdocumentationcomplete?
Request additionalinput from BusinessTeam member
ResponsibleTeam memberacquires/documentsadditional information
D2Is thisan Intradayreport?
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
Communicate 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
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
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
D9
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
Yes Yes
R/3is selected asReporting Tooland documentedin doc. tool
D9
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
Communicate 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
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
R/3 is selected asReporting Tool
and documentedin doc. tool
R/3 is selected asReporting Tool
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
No Communicate tobus. leader
A2Total Cost ofOwnership
Analysis
D8Is BI costeffective?
Yes
No
YesYes
R/3 is selected asReporting Tool
and documentedin doc. tool
D9R/3 ToolSelectionProcess
No
BW is selected asReporting Tool anddocumented in doc.
tool
StandardR/3
ABAP/Custom
ReportWriter
OtherQuery
Review requirements and identifycorresponding Data Model (InfoCube/ODS)
Communicate finaldisposition
Communicate finaldisposition
Communicate finaldisposition
Communicate finaldisposition
Communicate finaldisposition
R/3 team make final disposition
Communicate finaldisposition
Communicate finaldisposition
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
What We’ll Cover…
• 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
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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
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
What We’ll Cover…
• 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
Source: Pauline Woods-Wilson
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
Source: Pauline Woods-Wilson
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%
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40%
50%
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100%
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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
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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
What We’ll Cover…
• 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:
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
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