21305304 a comprehensive guide to plan manage and execute a successful sap bw implementation project

8/8/2019 21305304 a Comprehensive Guide to Plan Manage and Execute a Successful SAP BW Implementation Project

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A Comprehensive Guide To Plan, Manage, and Execute a Successful SAP BW Implementation Project Part 2Bjarne Berg MyITgroup 2006 Wellesley Information Services. All rights reserved.


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What Weve Covered So Far (in Part 1)

Writing your SAP BW business case Defining the scope of your implem entation Writing a milestone plan Developing your staffing plan Budgeting On-boarding and tr

aining Writing your workplan Monitoring the progress of your project Monitoringquality / instituting a formal approval process Why you need an SAP BW user acceptance group2


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What Well Cover Now (In Part 2)

Final Preparatory stepss s s

Methodology details Lessons learned Requirements and approvals

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

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What Well Cover

Final Preparatory stepss s s

Methodology Lessons learned Requirements and approvals

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

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Project Preparation: Some Key ObservationsProject charter: Represents an agreement Project charter: Represents an agreement on, and commitment to, the deliverables of the on, and commitment to, the deliverables of the project, as well as the time constraints, project, as well as the time constraints, resources, standards, and budget of the resources, standards, and budget of the project. project. Project plan:This is the first cut. It focuses Project plan:This is the first cut. It focuses on milestones and work packa

ges. on milestones and work packages. Core Activities 1 . 1 Initial Project Planning 1 . 2 Project Procedures 1 . 3 Training Preparation 1.4 Project Kickoff 1 .5 Technical Requirements Planning 1 . 6 Quality Check Project Preparation Scope: Sets the initial definition of the project. Scope: Sets the initial definitionof the project. Project team organization:Sets the who of Project team organization:Sets the who of the project. It decides who will be involved, the project. It decides who will be involved, and what their goal is. and what their goal is. Standards and procedures:Sets the why and Standards and procedures:Sets the why and howf the project. Standardizes how how of the project. Standardizes how meetings arerun, how documents are handled, meetings are run, how documents are handled, etc. so everyone understands what is going on. etc. so everyone understands what isgoing on.

Source: Pauline Woods-Wilson

This is what we covered in Part 1Note

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What is ASAP?

Examples for Accelerators: 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 Blank Fill in the Blank Versus Versus Start from Scratch Start fromScratch

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The ASAP Approach (from Part-1)Integration TestingNo

Create Functional specsNo

Create Technical specs

System TestingComplete? Yes Complete? Yes

Unit Testing

Yes

Configuration Peer ReviewYes No Approved?

Peer Review

No

Approved?

Complete? No

Yes

Structured walkthroughNo Complete? Yes

Structured walkthrough

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

Keep the scope focused and use a simple approach:Activate standard content Request for modificationsInsco pe?Yes No No

Make enhancements

Load infocube

User acceptance session

Review data quality issues

Create 2-3 sample queries

Rejection

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

Infutu re sco pe?

Test

Deploy

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Critical Success Factors for SAP BW ProjectsIndividual The best people Backfilling Organizational End users on the team Communication with users Documentation and training internal Breadth and depth of training Technological Platform sizing Testing tools Methodology Proper scope Leadership and commitment Budget for consulting and training Overseas contacts

Single location

Integration testing before releasing changes Do not modify code

Good SAP consultants

Source: Lee Schlenker

Note

These are lessons learned the hard way Don t re - invent the wheel -- learn fromothers .

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SAP Solution ManagerUpgrade Projects e-Learning Test Organizer Customizing Synchronization Implementation Platform Implementation Content Roadmaps Service Delivery Platform

New in 2004

Change Request Management Landscape Reporting Support Desk

Tool

Solution Monitoring Service Level Reporting

Content

Services Best Practice Documents

Gateway to SAP

SAP Support

Source: SAP AG

Was added in 2004

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SAP BI Best Practices

This tool is still being enhanced, but has several BI-specific project accelerators that you wont find in SAP Solution Manager

Mostof h ep ctmaa gmettools ost M of ttep roje mn ae mn tt h roje ct a ng e e nools a b ttstffin gp lan in,,scop in,, ad b ou a ffin, la nin g in g n d aou sta g , p n n g scop g a n workp n s a fou n h e ork la n re n d e re w p las a refoud hre

A ttstd riveis a ila b ontteWe sit :: b Ae std is a va b leonh eW bsite e rive va ilale h e e https://m edia.sdn.sap.com l/subm itted% edia.sdn.sap.com /htm /htm l/subm itted% 5Fdocs/ 5Fdocs/ https://m Best% 5FPractices/BW 5FPractices/BW // Best%11


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Rapid Application Development (RAD)

Be flexible and consider using a RAD(Rapid Application development) approach forthe initial information requirements gathering task. Typical ways to conduct this include:s s s s s s

Ask for 1-2 days of uninterrupted time, and provide lunch on-site 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 You can use the session as an information chance to provide feedback in writing and sharing event ,and give a brief overview of follow-up later with individualswhat you are attempting to do

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What Well Cover

Final Preparatory steps The Blueprinting Phases s s

Leveraging the standard content Modeling your solution Deliverables

The Realization Phase The Implementation Phase Wrap-up

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A Process Look at Getting Functional Specifications

Build storageConstruct Create a contact Create a tool to Gather Disposition Consolidate objects and reports and group and contact collect info information the info. requirements navigation ist for business requests and using the requests torequests and write load programs features input and business input tool BW or R/3functional specs requirements

Nm a e Joe on J es J sephones o J Joe on J es Joe on J es Joe on J es J sephoneso J Joe on J es Joe on J es Joe on J es J sephones o J Joe on J es J sephones oJ Joe on J es O a iza ion rg n t MYORG Ltd Your ORG Ltd MYORG Ltd MYORG Ltd MYORG Ltd Your ORG Ltd MYORG Ltd MYORG Ltd MYORG Ltd Your ORG Ltd MYORG Ltd Your ORG Ltd MYORG Ltd P eN m r hon u be 918 - 234 - 1 123 918 - 234 - 1 123 123 - 234- 1 123 918 - 234 - 1 123 918 - 8 - 123 123 918 - 9 - 123 123 918 - 234 - 1 123918 - 234 - 1 123 918 - 234 - 1 123 918 - 234 - 1 123 918 - 234 - 1 123 918 - 234 - 1 123 123 - 234 - 1 123

Don

t H o w e v e r, a fo rm a l process should exist to capture Forget re q u ire m e n ts & co m m u n ica te w h a t is b e in g d e v e lo p e d .W e w ill n o w e x a m in e th e m o st co m m o n fo rm o f R A D ( Rapid Appl

ication Development ) .16

T h e re is m o re th a n o n e w a y to co lle ct th is in fo rm a tio n .


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Getting the Functional Specifications

Avoid taking a total inventory of all reports in the organization. The "top-5" (most used) sales, distribution, inventory etc. reports from each department willcover the vast majority of the reporting needs.

Note

Best Practice

A single SAP BW "report" may satisfy dozens of today

s static reports. It is therefore Avoid attempting to replicate impossible to map each individual each report based on what you legacy report might have in place today . to a single BW Accept new ways of accessing data . report.

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Getting the Functional Specifications (cont.)

Create a form that captures the business core requirements in a structured formatTip

s

Create a simple Information Request Form, and use it to gather the core relevantinformation about each report being requested by the business community. This should include at least the following fields:s

- Contact info about the requestor - Data currency (yesterday/today) - Department - Security requirements - Name of report - How is this reporting done today

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Sample Info Request Form:

Document requirements in a standardized format Prioritize requirements Consolidate requirements Support followTool up discussions and reviews.

P1 of 19 2


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An Exa mpl e

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Consider Multiple Ways 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

KPI & ScorecardFormatted Simple Easy to view Limited nav Aggregates

Managers and executives tends to prefer simple and directed interfaces Casual userstends to prefer predictable structured access to data Analysts and power users tend to prefer high flexibility and unstructured access OR OR to data

Flat Reporting

Formatted Print Form based Static Predictable access

OLAP Reporting

Drill Down Slice and Dice Analyse Data Mining Search and discover

D o n

t u n d e re stim a te u se rs n e e d to a cce ss th e in fo rm a tio nin v a rio u s w a y s .

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Blueprinting Phase: Some Key ObservationsGetting the right requirements: Getting the right requirements: Finding out thedetailed functional Finding out the detailed functional specs of what users really need and specs of what users really need and not just what they want. not just what they want. Deciding what will be developed in Deciding what will be developed in SAP BW and what will be maintained SAP BW and what will be maintained asR/3 reports. as R/3 reports. Map the functional requirements to the Map the fun

ctional requirements to the standard content, and see what can standard content,and see what can be leveraged and what needs to be be leveraged and what needsto be extended. extended. Create detailed technical Create detailed technical specifications and designs of specifications and designs of infocubes, masterdata,ODSs, and infocubes, masterdata, ODSs, and high-level architectural designs. high-level architectural designs. Create user acceptance group(s), and Create useracceptance group(s), and have them review and give feedback have them review and give feedback on the system as ititis developed. on the system as is developed.24

Core Activities 2 . 1 Project Management Business Blueprint 2 . 2 Organizational

Change Management 2 . 3 Project Team Training Business Blueprint Environment 2. 4 Develop System 2 . 5 Organizational Structure Definition 2 . 6 Business Process Definition 2 . 7 Quality Check Business Blueprint


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Team starts by reviewing documentation tool for documentation completeness

cu

Review requirements and identify corresponding Data Model (InfoCube/ODS)

Tool

D1a Is this a true reporting need Yes No Communicate to bus. leader

D1 Is report documentation complete?

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

Yes

No

Request additional input from Business Team member

D2 Is this an Intraday report?

No

D2.5 Does data exist in "in-scope" models Infocube/ODS

No

D3 Significant number of users?

No

D4 Is the report system resource intensive?

No

Yes R/3 is selected as Reporting Tool and documented

Yes A2 Total Cost of Ownership Analysis

Yes

R/3 is selected as Reporting Tool and documented in doc. tool

Responsible Team member acquires/documents additional information

Communicate final disposition Yes D5 Does Standard R/3 content exist? D7 Is it less expensive to create in R/3? Yes R/3 is selected as Reporting Tool and documented in doc. tool BW is selected as Reporting Tool and documented in doc. tool BW is selected as Reporting Tool and documented in the documentation tool

D8 Is BW cost effective?

No

R/3 is selected as Reporting Tool and documented in doc. tool

Yes


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No

Yes D9 R/3 Tool Selection Process

Communicate final disposition

D6 Does Standard BW content exist? Yes BW is selected as Reporting Tool and docu

mented in doc. tool

No

Communicate final disposition No

BW is selected as reporting tool and Change Request is submitted if the scope changed

Standard R/3 Communicate final disposition ABAP/ Custom Query

Report Writer Other




A3 Sub-Process Report Consolidation & eliminate if appropriate (winnowing) R/3 team make final disposition

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

A4 Baseline reports

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Now That You Have Identified the In-Scope Reports, Whats Next?

Obtain a copy of each of the current reports that are in-scope (not all report across your organization)s

s

sGreat Feature

Legacy reports are often a great way to document the data needs They can be usedto illustrate how data is currently being summarized and viewed Consolidate therequirements, and look for "low-hanging fruit" Create a physical folder with paper copies of these legacy reports M any Make sure that the development team req u ire m e n ts ca n b e m e t b y has access to them -- this will reduce a sing le S A P the time spent in meetings with the business community B W re p o rt

+

+

=

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The Blueprinting Phase: Leveraging Standard Content

As a guiding principle, map requirements to standard content before customizingHowever, youll probably also have external data sources that require custom ODSsand InfoCubes Customizing lower level objects will cause higher level standard

Mostly standard storage objects Some customization Highly customized storage objects

31%

36%

33%

An example from a large manufacturing company

BW Content available BW Content available((3 ..5 ..1 )) 3 5 1

::

Cockpits ??? Workbooks 1,979 Queries 3,299 Roles 861 MultiCubes 121 InfoCube 605 jects 349 InfoObjects 11,772

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The Blueprinting Phase: Model Your Solution1. Create a model based on pre-delivered SAP BW content 2. Map your data requirements to the delivered content, and identify gaps 3. Identify where the data gaps are going to be sourced fromMaterial Material number Material entered Material group Item category Product hierarchy EAN/UPC Logistics Plant Shipping/receiving point Unit Currency Key Unitof Measure Base unit of measure Sales unit of measure Volume unit of measure We

ight unit of measure Billing information Billing document Billing item Billing type Billing category Billing date Creation date Cancel indicator Output me dium~ Batch billing indicator Debit/cre dit re ason code Biling category Reference document Payment terms Cancelle d billing docume nt Divison for the order headerPricing proce dure Document details Sa les order docume nt type Sales deal Salesdocuement

Storage Requirements

Billing Number of billing documents Number biling line items Billed item quantity Net weight Subtotal 1 Subtotal 2 Subtotal 3 Subtotal 4 Subtotal 5 Subtotal 6 Subtotal A Net value Cost Tax amount Volume

Customer Sold-to Ship-to Bill-to Payer Customer cla ss Customer group ~ Customer country ~ Custome r region ~ Custome r postal code ~ Custome r industry code 1End user Organization Company code Division Distribution channel Sales organization Sales group

+Standard content

Personnel Sales rep number

Accounting Cost center Profit ce nter Controlling area Account a ssignme nt group

Time Calendar Calendar Calendar Calendar year month week day

Map functional requirements to the standard content before you make enhancements

LEGEND Delivered in standard extractors Delivered in LO extractor Not in delivered Content -but in R-3

Storag e Object s30


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Standard Content Vs. Customization

100 80 60 40 20 0

Approximate Usage of Standard Content BW 3.5

(percentage of overall development effort)

All functional areas are not equally supported by strong standard SAP BW 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.CO AP O m gm t

FI

rib ut io n

SC EM *

*

es

CR M

ur in

Sa l

an uf ac t

Di st

Qu a

In ve n

lit y

to ry

g

* Rapidly improving content

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What Well Cover

Final Preparatory steps The Blueprinting Phase The Realization Phases s

s

s

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

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Building ODSs and InfoCubes

TIPS Review the functional requirements and allow exceptions to your naming 1 Donot 6 conventions technical design Make sure you have establishedMake 7 2 Datasure that putting out fires does not Stewards for master data, and assign take precedence, becoming the master data to specific developers default architecture and standard.

Have your ETL developers work Try new ideas in a sandbox environment , 3 8 for the individual who is responsible dont contaminate the development and environment. for creating process chains(organizationally )

Avoid nested ODS layers, and keep thedetails for multi-use in the ODS and 4 Keep9 architecture as pristine as possible not design the ODS based on the needs doof a single infoCube. Make your transformations part Developers must unit testall of their 5 of 10 update rules into infocubes if you need work and personallysign-off on their to be able to reconcile to the sourcestorage object. system.Keep the details in the ODS.

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Consider Upgrading to SAP BI in SAP NetWeaver 2004sOn a typical SAP BW project , 40 - 60 % of project effort will be spent on dataintegration , transformation , and loads

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

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The SAP BW Test Methodology

Methodology used for System and Integration testsTest Strategy

Test Plan

Test Execution

Problem Resolution

SAP R / 3 and BW testing is not different from a methodology standpoint , but the execution is .36


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System Test: PlanningTasks\Dates Identify People for Testing Schedule Facilities Prioritize Test Areas (Queries) Send out Meeting Notice Execute System Test Document Results ProblemResolution

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

to o time

re s n There

r gas, we " o sto p f y lat e" alread

Activitie s

Tasks6 7 8 9 Identify key contacts Communicate about transports Arrange time for progress control Schedule facilities11 1 1 1 1 1 1 1 1

1 Create test script 2 Identify s roles to be used 3 Documentation on using testtools s 4 Procedure for documenting test results 5 Training sessions for using

test scripts

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

Timing

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Test Signoffs

Signoff procedures s s s s

Document test feedback and update logs Review open issues Prioritize outstanding

issues Agree on scope decisions and resolutions Obtain approvals from businessrepresentatives or steering committee

s

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What Well Cover

Final Preparatory steps The Blueprinting Phase The Realization Phase The Implementation Phases s

s s

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

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Final Preparation Phase: Some Key ObservationsThe Cutover Plan and the Technical The Cutover Plan and the Technical OperationsManual describe the details Operations Manual describe the details on how to move to the production on how to move to the production environment and go live environment and go live Stress & Volume Tests confirm the Stress & Volume Tests confirm the production hardwares capabilities production hardwares capabilities TheEnd User Training document The End User Training document describes the delivery

of the necessary describes the delivery of the necessary levels of SAP trainingprior to going live levels of SAP training prior to going live

Core Activities 4 . 1 Project Management Final Preparation 4 . 2 Training FinalPreparation 4 . 3 Acceptance Testing 4 . 4 System Management 4 . 5 Detailed Project Planning 4 . 6 Cutover 4 . 7 Quality Check Final Preparation

Source: Pauline Woods-Wilson

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Conducting End-User and Power User Training

Web-based All us ers Traini ng Tutori als Instructorled Onsit e Power us ers Ecu tiv es Vendorbased Devel op ers Suppo

1 ) Create , or buy , an on - line help and training system . Make sure you usemany images and links . 2 ) Consider using animations to demonstrate complicatedtasks as 45


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Establishing End-User Support OrganizationG e ttin g P o w e r U se rs in v o lv e d e a rly is im p o rta n t to th e o ve ra ll su cce ss o f a D a ta W a re h o u sin g p ro je ct

up ly gro ? n e o w the ild re o ts pr Are n b u that ca ? r i e s jon th wcan oHo l d invove e u b s s ho ld ne se ? Whos eb si u m o th fr ide an n r co s et? e u w r n ho ld ado co c p S mb ss A a

To h e lp su p p o rt b u sin e sse s th a t h a v e a lre a d y g o n e liv e ,a stro n g lo ca l co m m u n ity o f a m b a ssa d o rs is needed. Without them , ongoing projects can get46


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Go-Live: Some Key ObservationsThe last deliverable for the implementation The last deliverable for the implementation ensures high system performance through ensures high system performancethrough monitoring and feedback monitoring and feedbackSource: Pauline Woods-Wilson

We need to execute issue resolution plans We need to execute issue resolution pl

ans and contingency plans and contingency plans A lessons learned session should be held A lessons learned session should be held at the end of the project to assure at the end of the project to assure organizational awareness and education organizational awareness and education The support organization will take over theThe support organization will take over the system after aapre-determined time period. system after pre-determined time period. Some team members may transitioninto their Some team members may transition into their new roles as support staff new roles as support staff This is aacritical time when aaSWAT team This is critical time when SWAT team that quickly addresses user concerns can that quickly addresses user concerns can make all the difference in how the system is make allthe difference in how the system is received among the users received among theusers 47

Core Activities 5 . 1 Production Support 5 . 2 Project End


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Tracking Load Performance

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

rmance rate

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%/2 3/ 005 22 /2 3/ 005 24 /2 3/ 005 26 /2 3/ 005 28 /2 3/ 005 30 /2 0 4/ 05 1/ 20 4/ 05 3/ 20 4/ 05 5/ 20 4/ 05 7/ 20 4/ 05 9/ 2 4/ 005 11 /2 4/ 005 13 /2 4/ 005 15 /2 4/ 005 17 /2 4/ 005 19 /2 4/ 005 21 /2 4/ 005 23 /2 4/ 005 25 /2 4/ 00527 /2 4/ 005 29 /2 0 5/ 05 1/ 20 5/ 05 3/ 20 5/ 05 5/ 20 5/ 05 7/ 20 05 3/ 20

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

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Go-live: Post-Implementation Review

AlignmentAre we doing the right things?

BenefitsAre we getting the benefits?

Are we doing them the right way?

Are we getting them done well?

IntegrationThe Information Paradox: John Thorp

Capability/Efficiency50


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Resources

a)

McConnell

ISBN: 1556159005

Rapid Development by StevePaperback: 680 pages ; Publisher: Microsoft Press;

b)

ProjectB0000W86H2

Start to Finish Guide to ITD o w n lo a d it a t:

Management by Jeremy KadlecDigital: 109 pages. Publisher: NetImpress; ISBN:

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7 Key Points to Take Home

Keep the team relatively small & focused Size your project based on your teams experience and skills, in addition to scope Make the implementations interactive instead of Big-Bang Follow a proven methodology Dont cram all of your reports into BW (some belong in R/3) Track quality, and create a formal approval process Involve power users and ambassadors in the development project53


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Your Turn!!!

Questions?

How to contact me : bberg@myitgroup . com54


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