a-z guide lcmg amsterdam 2007 p1 v4

A comprehensive guide to plan,
manage, & execute a successful global SAP BI Implementation Project
Part 1

Dr. Bjarne Berg

MyITgroup

In Part 1
Writing your SAP BI business case and determine global architectureDefining the global scope of your implementationWriting a milestone planDeveloping your global staffing planBudgetingOn-boarding, training and global staffing issuesWriting your workplanMonitoring the progress and risk of your global projectMonitoring quality / instituting a formal approval processWhy you need an SAP BI user acceptance group

In Part 2
The blueprinting phase
Leveraging the standard content

Modeling for your solution

Deliverables
The realization phase
Best practices for managing the implementation of ODS and InfoCubes

Managing the environments and transports

Managing unit, system, integration & stress testing of SAP BI
The implementation phase
Executing the cut-over to production

Conducting end-user and power user training

Establishing the end-user support organization

Post-implementation review and next steps

What Well Cover
Writing your SAP BI business case and global architectureIdentifying your requirements, scope, and plan-of-attack Staffing your project: lessons and examplesBudgeting: how much? and for how long?Final preparations: on-boarding, writing the workplan, etc. Wrap-up

Writing the Overall Business Case for a Global Project
The business case must be aligned with some concrete multi-national business benefits The best way to write a business case is to align it with one of these areas:
Money

Strategy

Reducing time and effort of delivery

Improved information quality and access for end users

Example Business Benefits of SAP BI

Users get earlier access to

information

Load times in BI are

less than traditional,

custom- developed

data warehouses

Business users need a high

Availability solution

Information Access

Users spend less time on

reconciling data, and more

time analyzing it.

BW is

closer

to the

source system, and more

accurately reflects data

A substantial portion of the data

warehouse effort is spent on

reconciling information

Reconciliation Effort

Enables web initiatives to get

closer to the source data,

both in time and consistency.

BW is closely integrated

with R/3, and can deliver

data that reflects the

source system at short

time intervals.

Web delivery requires rapid data

delivery of high consistency with

the source system.

Web strategy

Substantial cost savings, by

not having to redevelop new

extract programs for each

SAP upgrade

BW R/3 integration points are maintained and tested by SAP

Updating extract programs

when upgrading R/3 is

expensive.

Cost Avoidance

SAP is responsible for

maintenance of the

product.

Maintaining a custom developed

BI solution is complex and

expensive.

Cost of Ownership

Benefit

BW

Observation

Area

Information Access

Reconciliation Effort

Web strategy

Cost Avoidance

Cost of Ownership

Benefit

SAP BI

Observation

Area

Substantial maintenance

cost savings

Example Business Benefits of SAP BI (cont.)
AreaObservationSAP BI BenefitFaster DeploymentNeed to increase time to deliver new applications and enhancements existing areasTypical use of 60-80% of pre-delivered content increases development speedReduced development time for new decision support areasIntegrated ProductsSAP continues to offer new products and modules that the organization might wish to leverage in the futureSAP BI is the cornerstone of SAPs New Dimension product offeringsEnables closer integration with other SAP modulesQuery speedBusiness users need fast access to their data Through use of summaries, TREX, and the new accelerator, SAP BWs architecture lends itself to faster query performance Users get the data they need quickly to perform their job functions

Example Business Benefits of SAP BI (cont.)
AreaObservationSAP BI BenefitSAP StrategyIt is the organizations SAP strategy to leverage investments in the SAP to the fullest extent, and maximize SAP resource utilization.SAP BI is a SAP product, and is based on standard SAP NetWeaver technologies (Basis, ABAP, etc.)Strategic fit and synergy with SAP. SAP Basis, ABAP, etc. resources can be used across SAP projects, including SAP BW.Tool StandardizationThe organization must be able to leverage industry standards to enable business users to access data in a variety of ways Microsofts ODBO application interface and Java (SAP BI 3.5) are supported by a variety of major presentation and web tools.Simplifies user access to data, expands options for using standard presentation and web tools, or developing your own.Industry TrendThe organizations competitors and some of the organizations business areas are installing SAP BI Increased industry resource pool and knowledge of SAP BWEnables the organization to leverage industry solutions and know-how.

What Logically Belongs in a Global BI System?

Five years ago, with version 3.0B, BI became increasingly able to report on operational detailed data. But some reports still belong in R/3 or other transactions systems

Operational

Reporting

More Summarized

More Ad Hoc

Management Information

Lightly Summarized

Real-time

Inquiry

Dividing Line

ERP

DW

The Global Target Architecture An Example

Meta Data

Data Warehouse and Decision Support Framework

R/3

Legacy

Systems

External

systems

Internet

Messaging

Source Data

Data

Extraction
Transform

and

Load

Processes

Extract

Summation

Marketing
& Sales

Purchasing

Corporate

Product Line

Location

Operational
Data Store

Translate

Attribute

Calculate

Summarize

Synchronize

Transform

Summarized
Data

Data Subsets

by Segment

Data
Warehouse

OLAP

Data

Mining

Batch

Reporting

Managed

Query Env.

Access

Data Marts

Vendor

Provided

Reconcile

Finance

Supply

What Well Cover
Writing your SAP BI business case Identifying your requirements, scope, and plan-of-attack Staffing your project: lessons and examplesBudgeting: how much? and for how long?Final preparations: on-boarding, writing the workplan, etc. Wrap-up

Alternative Global BI Approaches

TOP-DOWN APPROACH

Build a global data warehouse for the company, and proceed sourcing local data from old legacy systems driven from a top-down approach.

BOTTOM-UP APPROACH

Focus on a bottom-up approach where the BI project will prioritize supporting and delivering local BI solutions, thereby setting the actual establishment of the global Data Warehouse as secondary, BUT not forgotten.

CONTINUE

CHANGE

The Six Global Dimensions

There are six core global dimensions you must consider before embarking on a global DW strategy. Project management is important, but its only one of these dimensions. Failure to account for the others may result in project failures.

Source: Peter Grottendieck, Siemens

For each dimension, articulate an approach, constraints, limitations and assumptions before you start your project.

The Six Global Dimensions (cont.)

Be aware that US management styles can often come across as very aggressive and authoritative. To get local buy-in, assign meaningful leadership roles to local managers.

Culture, language, attitudes and politics can get in the way of a global project

Make sure you have a blend of local resources in leadership roles and consider local consultants instead of bringing in US resources

Intercultural Know How


One of the first steps is to make sure you have reliable connectivity and bandwidth to move the data each night

What happens if the data movement fails?

How can you get access to backup tapes?

Can the bandwidth handle end-of month high volumes?

What infrastructure do each source site use?

Infrastructure

Prerequisites


Do all team members and end-users communicate as effective in English?

Documentation
Do we need multi-language training and documentation?Does basic conversational English mean that users can read and understand technical training material and documentation?Have you installed Unicode on your BI system?
Training

Identifying Your Business Requirements
One of the first steps is to gather the right requirements. This is done in a variety of ways, depending on which methodology you employ. It is a complex process involving:
Discovery and Education

Formal communication

Reviews

Final approvals

An SAP NetWeaver implementation involves more than just black-and-white technical decisions; just because something is technically feasible, doesnt mean it is wise or desirable from a business perspective.

What the user wanted

How customer described it

How analyst specified it

How designer implemented it

Defining The Scope Of Your Global SAP BI Implementation
First, determine what the local and shared business drivers are, and make sure you meet these objectives.Define the scope in terms of what is included, as well as what is not included, make sure everyone is at least heard. In some cultures, process is as important as outcomes.Make sure you obtain approval of the scope before you progress any further. All your work from now on will be driven based on what is agreed to at this stage.As part of the written scope agreement, make sure you implement a formal change request process. This typically includes a benefit-cost estimate for each change request and a formal approval process.
Change management is done to manage scope, timelines and competing business requirements. Put in place a process for capturing feedback & requests.
430.unknown

Defining The Scope Of Your global SAP BI Implementation (cont.)
For the first go-live, keep the scope as small as possible
e.g., Accounts Payable, Accounts Receivable, G/L, or COPA
You have only 3 dimensions to work with:
If one of these dimensions changes, you have to adjust at least one of the others

Time

Scope

Resources

(people, technology

and money)
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Prioritizing the Enterprise Global Scope (Example)

Plan multiple implementations, and write a long-term outline. Control change with a formal change request process.

Selecting A Methodology
Many times, there are several potentially right choices
i.e., when time-to-delivery is moderate, or when the impact of failure is moderate. Also be aware of local variations of the methodologies

The diagram is intended to illustrate the differences among the appropriateness of each methodology.

The decision is clearer in the extreme. In practice, however, there are gray zones where more than one answer may be correct.

Writing A Global Milestone Plan
Use milestone plan to illustrate dependencies and high-level tasks
Post this plan on the walls and in the hallways of ervyone affected.

Dont hide it in the PM's office in a different country.

Keep it under 30 items

What Well Cover

Six ways to organizing the Global BI development effort

The more distributed the SAP BI development effort becomes, the more difficult it is to maintain communication and get cohesive requirements.

Developing Your Staffing Plan: Lessons Learned
Developer training should start early for all project team membersSAP R/3 skills are not easily transferable to SAP BW
Hands-on experience is needed

Its very hard to learn while being productive
The quality of the team members is much more important than the number of members
An experienced SAP BI developer can accomplish in one day what 3 novice developers can do in a week

The tool has a steep learning curve
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Developing Your Staffing Plan: Lessons Learned (cont.)
Project time and cost estimates should be based on teams experience levelPlan on formal knowledge-transfer from external resources from day one
Link inexperienced members with experienced ones
Have identified go-to resources available in all areas
Make a list!

(we will take a second look at this when we do the budgeting!)

Sleep, Travel and Time Zones..
People crossing 4 or more time zones need over 36 hours to adjust! This increases to over 72 hours when crossing 6 or more time zones. Some simple rules to address this:
Create a "project time" in the middle. I.e. for European and US projects, middle time would be Eastern US time +3 hrs, and European central times less 3 hours. No meetings would be scheduled between 8-11am in Europe, nor between 2-5pm in the US.

Fly to the destination the day before, or allow at least 4 hours downtime for sleeping and showering at the hotel.

Dont schedule meeting times around when people are traveling.

Keep each trip over 5 days minimum to adjust for sleep, or risk running the team "into the ground"

Plan extended weekends for family time for staff after a long trip (including consultants)

Source: Leveraging resources in global software development Battin, Crocker, Kreidler, Subramanian, Software, IEEE

Example: Small local SAP BI Project for Single Subject Area
E.g., Billing, Inventory, or Accounts Payable
Note: These are roles, not positions (sometimes one team member can fill more than one role)

4-5 team members and normally

3-6 months duration depending on scope

Basis and functional R/3 support

Project sponsor

Project Manager

Business team

Technical team

Business analyst

Presentation developer

SAP BI Architect

ETL developer

Example: Mid-sized global SAP BI Project, Single Complex Subject
E.g., Global Cost and Profitability, international cross organization or consolidated billing




Project sponsor/

Steering

Committee

Project Manager

SAP BW

Architect

Business

Analyst(s)

Extract,

Transforms

and Loads

Data Management

(InfoCubes &

ODS)

Presentation

Developer(s)

Sr. Business analyst

Business analyst

Sr. ETL developer

ETL developer

Sr. SAP BI developer

SAP BI developer

Sr. Presentation

developer

Presentation developer

Example: Large Global BI Project for Multiple Subject Areas
E.g., global Sales, Finance, and Material Management




Portal developer(s)

SAP BI Architect

Business analyst/(sub-team lead)

SAP BI developer

Presentation developer(s)

ETL developer

Sales Team


SAP BI developer


ETL developer

Finance Team


SAP BI developer


ETL developer

Material Mgmt. Team

Project Manager

Project sponsor/

Steering Committee

How Tightly Should Multiple Global BI Projects be Controlled?

Source: The Conference Board Survey

The relationship between global control and success:

88% Successful

30% Successful

Loose Cooperation

(38%)

Independent

(38%)

Tight Central Control

(24%)

100% Successful

Coordination of Multiple Data Warehouse Projects

What Well Cover

SAP Business Intelligence Project Budgeting Process Steps

Size the SAP BI effort based on the scope

Prioritize the effort

Map the effort to the delivery schedule

Plan for number of resources needed based on the scope, delivery schedule and the effort.
Create the Milestone Plan and Scope Statement first, before attacking the budgeting process!!Start the budgeting process by estimating the workload in terms of the development effort. Refine based on the teams skill experience and skill level
We will now look at an example how this process works in the real world
426.unknown

1. Size SAP BI Effort Based on the Scope Real Example

Remember that your sizing also has to be based on the teams experience and skill level.

2. Prioritize the Effort

The next step is to prioritize and outline the effort on a strategic timeline

Make sure your sponsor and the business community agree with your delivery schedule

3. Use Project Estimates & the Timeline to Create Project Load Plan

There are 480 available work hours per project member per quarter.

Knowing this, we can plan the number of team members we need

NOTE: Remember to plan for different vacation schedules (i.e. in Europe a 3-4 weeks vacation is not unusual).
427.unknown

4. Result: Good Input for the Staffing Costs and Planning

Many companies plan a 60%- 40% mix of internal and external resources for a first go-live. Also, most use $50-$90 per hr for internal budgeting and $90-$170 per hr for external resources.

Use this information to plan for training, on-boarding, and staffing

This spike in resource needs is due to an overlap in the delivery schedule

Now might be a good time to review that decision
428.unknown

What Well Cover

Global On-Boarding and Training

Dont underestimate the value of in-house, hands-on training in addition to formal SAP training classes.

It is also important to provide technical training to the team members in their own language and this is normally best done in their respective countries,
429.unknown

Writing the Workplan SAP Best Practices for BI
A sample workplan can be downloaded from the SAP Best Practices for BI web site
A test drive is available on the Web site: http://help.sap.com/bp_biv170/index.htm

Writing the Workplan
The Workplan
Write a detailed workplan that references the methodology.

Make sure the workplan is detailed enough to track project progress.

Progress can be measured by hours used, vs. % of tasks completed.

400 to 1000 line-item workplans are not unusual for mid-size and large SAP BI implementations

More Details on workplan writing available here: Writing Solid and Realistic Work Plans for a SAP BI Implementation Project, SAP Project Mgmt Conference 2005,http://csc-studentweb.lrc.edu/swp/Berg/articles/PM05_Berg_Writingasolid.ppt

Effort, Duration and Mistakes on Global BI Projects

Source: Planning and improving global software development process by Setamanit, Wakeland, Raffo, May 2006, international workshop on Global software development

Recent research have demonstrated that global projects that spends more days (duration) on similar tasks, have less defects and less re-work.

Since team members are more likely to work on multiple tasks not related to the project, longer durations on developing the SAP BI system does not mean more effort (i.e. work hours).

Global Project Risk Mitigation Strategies

L - Limitations (what are the assumed, existing and design limitations)

A - Assumptions (what assumptions are made, and what happens

when these assumptions are no longer true?)

R - Risks (what are the risks created by this approach, what are

the impacts of failure, and how can these risks be

minimized)

Developers, designers and business analysts should be forced to write at least one paragraph on each of these item.

It forces new thinking as well as the constant questioning of assumptions (which may not be accurate).

State 3 items in every design, budget and final deliverable:

Plan for solving Global SAP BI project issues

Having IT people engaged in SAP BI global development without providing the right infrastructure, approach and management is a recipe for failure

Source: Leveraging resources in global software development Battin, Crocker, Kreidler, Subramanian, Software, IEEE

Global Project Risk Mitigation Strategies

Add 15% more project time for travel and adjustments

Rotate travel so that the stress is more evenly distributed on the team

Plan to spend 5-10 days at the beginning of the project to level set and build trust and social networks before the real work begins.

Create a formal escalation process of issues related to the project and make sure one culture does not dominate.

Select a project language formally and make sure all team members are proficient in it.

Spend time rewarding inter-team cooperation and create opportunities for promotion within and outside both teams (cross pollinate)

Monitoring Progress
Manage the workplan from a percent complete standpoint on a weekly basisCreate weekly status reports with core progress metrics and send to all team members (keep it high-level and tangible)Require monthly status reports from all team members in a fixed formatKeep a close eye on the deadlines for the deliverables and make to follow-up personally on late tasksTrack percent complete tasks in the workplan against the number of hours, or days worked, to see if you are on-track.
SAP BI is a complex environment that has many dependencies. Late tasks can have significant impacts on the overall project.
434.unknown435.unknown

Monitoring BI Quality and Formal Approval Process: Example

Create Functional

specs

Peer Review

Complete?

Complete?

Create Technical

specs

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

The User Acceptance Group and Its Role
Create a user acceptance team consisting of 5-7 members from the various business departments or organizations Keep the number odd to assist with votes when decisions need to be made. With fewer than 5 members, it can be hard to get enough members present at each meetingMake this team the focus of your requirements gathering in the early phase, then let this team perform user acceptance testing during the Realization phaseMeet with the team at least once a month during realization to refine requirements as you are building, and have something to show them
This approach is hard to execute when also managing scope, but is essential to make sure that the system meets users requirements
253.unknown

What Well Cover

Resources
Dr. Bjarne Berg Home page (70+ articles and presentations):
http://csc-studentweb.lrc.edu/swp/Berg/BB_index_main.htm
Five Core Metrics: The Intelligence Behind Successful Software Management
By Lawrence H. Putnam & Ware Myers
Waltzing With Bears: Managing Risk on Software Projects
By Tom Demarco & Timothy Lister
Mastering the SAP Business Information Warehouse
By Kevin McDonald, Andreas Wilmsmeier, David C. Dixon

(August 2006 edition)

7 Key Points to Take Home
Write the business case around the areas of greatest benefit to more than one user community - think globally act locally!!
Warning: Dont use a shotgun approach, keep it focused
Define your scope in-terms of what is included, and state what is not included and make it clear to everyone from the startEstablish a formal global change control process that is well communicated and that have instruments for capturing feedbackPlan your global project based on the hours required for the effort, and the project teams experience and skill levels. Add 15% more time than you would for a local project.

7 Key Points to Take Home (cont.)
Establish milestone dates, and map the work hours required to these dates. Include local vacation schedules and holidays. Be sensitive to local work practices and don't 'enforce' your management style on the team (accept diversity).Establish a formal global on-boarding plan for project resources and make sure they receive appropriate training.Establish a formal process for quality control and approval of deliverables. Communicate often and spend time on team building activities.

END OF PART 1. Next: How Do We Deliver What We Promised?

How to contact me:

[email protected]

7/27/9

7/167/237/30

8/6

8/138/208/27

9/3

9/109/179/2410/110/8

10/1510/2210/29

11/5

11/1211/1911/26

12/3

12/10

BI Environment install & verification

BI Accelerator Install & verification

Portal Environment install

User security migration and testing

PCA ODS and Cube creation

G/L line item ODS and Cube creation

Data loads

Query replication

Data validation

Query validation

Testing and demo

Scope definition

Blueprinting

Realization

Testing and demo

Scope definition

Blueprinting

Realization

Testing and demo

Scope definition

Blueprinting

Realization

Testing and demo

Scope definition

Realization

Testing and demo

Scope definition

Blueprinting

Realization

Testing and demo

Scope definition

Blueprinting

Realization

Testing and demo

Address outstanding issues

Re-testing

Outstanding items & lessons learned

Migration CIM to

integrated

planning

Report Designer

& Query Designer

(POC)

Content Migration

(POC)

Visual Composer

(POC)

Analysis Process

Designer (POC)

SAP ETL,

Daemon & XI

(POC)

Wrap Up

NovemberDec.

Environments

BI Accelerator

(POC)

JulyAugustSeptemberOctober

Note

Warning

ID

TASK

28-May

29-May

30-May

31-May

1-Jun

2-Jun

1

SAP Best Practices BI Implementation Roadmap - read Notes

11

Blueprint Phase & Planning Phase

12

Apply for Going Live Check

13

Finalize Project Scope [selected scenarios]

14

Check Content delivered by Best Practices

15

Determine those issues affecting BW Implementation and assign risk to project

16

Present Final Scope to Customer and Get Signoff of Scope

17

Project Planning Phase

18

Set Up Development Environment

19

Define transport Strategy

20

Activate TMS

21

Define Project Organization and Create Teams

22

Analyze Roles and Tasks by Standard Content Areas and Technical

23

Update delivered Project Plan & finalize, including resources assignments

24

Define customer rollout & training strategy for SAP BW

25

Define types of users of the BW

26

Determine Number of users for BW

27

Determine Data Access Requirements

Joint Application Design

(JAD)

Rapid Application Development

(RAD)

Extreme Programming

(EP)

System development Life-Cycle

based methodologies

(SDLC)

Impact of Failure

Low High

Low

High

Time to

Delivery

When to Select Different Methodologies

BenefitsRisks

1

Single site

2

Distributed analysis

3

Distributed analysis and design

4

Co-located analysis and design

5

Multiple co-located analysis and design

6

Fully distributed development

Option

Tip

Money

Reducing Time and Effort of delivery

Strategy

Improved information quality & access

July

Aug

Sept

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

July

Aug

Sept

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

July

Aug

Sept

Oct

Nov

Dec

Procurement details

& summary receipts

Contracts

Settlements

Inventory

Sales

Master Agreements

Contractor

General Ledger

A/R & Credit Mgmt

SNOP

Cost

Procurement

Inventory Planning

Source Analysis

(enhancements)

Sales opportunity

Blueprinting

Realization

Cutover and go-live

2005

2006

2004

Tax-severance &

processor

Issue

Financials qtr 1qtr 2qtr 3qtr 4qtr 1qtr 2qtr 3qtr 4qtr 1qtr 2qtr 3

General ledger line item (ODS) 866866 1,732

COPA 946.5947 1,893

Prod cost planning released cost

estimates (COPC_C09)

867867 1,734

Exploded itemization standard product

cost (COPC_C10)

1017.51017.5 2,035

Cost and allocations (COOM_C02) 13241324 2,648

Cost object controlling (0PC_C01) 10231023 2,046

Order

Billing 866866 1,732

Sales order 866866 1,732

Accounts receivables (0FIAR_C03) 866866 1,732

Deliver

Shipment cost details (0LES_C02) 866866 1,732

Shipment header (0LES_C11) 865.5865.5 1,731

Stages of shipment (0LES_C12) 865.5865.5 1,731

Delivery data of shipment stages

(0LES_C13)

865.5865.5 1,731

Delivery service (0SD_C05) 820.5820.5 1,641

Planning and Scheduling

Material Movements (0IC_C03) 9529521,904

APO Planning 1310.513112,621

SNP Integration 1310.513112,621

Manufacturing Processes

Production Orders 13111,3112,621

Cross Applications 13111,3112,621

Total

1,813 1,813 4,232 4,232 2,598 2,598 4,283 4,283 3,573 6,195 2,622 38,238

2005 2006 2007

Financials qtr 1qtr 2qtr 3qtr 4qtr 1qtr 2qtr 3qtr 4qtr 1qtr 2qtr 3

General ledger line item (ODS)

COPA

Prod cost planning released cost estimates

(COPC_C09)

Exploded itemization standard product cost

(COPC_C10)

Cost and allocations (COOM_C02)

Cost object controlling (0PC_C01)

Order

Billing

Sales order

Accounts receivables (0FIAR_C03)

Deliver

Shipment cost details (0LES_C02)

Shipment header (0LES_C11)

Stages of shipment (0LES_C12)

Delivery data of shipment stages (0LES_C13)

Delivery service (0SD_C05)


Material Movements (0IC_C03)

APO Planning

SNP Integration


Production Orders

Cross Applications

2005 2006 2007

Number of team members

-

2

4

6

8

10

12

14

qtr 1

qtr 2

qtr 3

qtr 4

qtr 1

qtr 2

qtr 3

qtr 4

qtr 1

qtr 2

qtr 3

Customi

zation

Tech. Dev.

infocube

Extraction and

transforms

Report

and roles

Security and

scheduling

Web

develop-

ment

User

support/

planning

Project mgmt

and admin

System docs

& manuals

Tech infra-

structure

Bus. Analysis,

training, req.

gathering, change

mgmt.

Total

Hours

Financials

LGeneral ledger line item (ODS) 216229188101132134100791504031,732

MCOPA 158286153127153152120941804701,893

LProd cost planning released cost

estimates (COPC_C09)

216229188101133135100791504031,734

MExploded itemization standard

product cost (COPC_C10)

238286216126153152120941804702,035

LCost and allocations

(COOM_C02)

2161144188101132135100791504032,648

MCost object controlling

(0PC_C01)

238286216137153152120941804702,046

Order

LBilling 216229187101132135100791504031,732

LSales order 216229187101132135100791504031,732

LAcct. Rec. (0FIAR_C03) 216229187101132135100791504031,732

Deliver

LShipment cost details

(0LES_C02)

216229187101132135100791504031,732

LShipment header (0LES_C11) 216228187101132135100791504031,731

LStages of shipment (0LES_C12) 216228187101132135100791504031,731

LDelivery data of shipment stages

(0LES_C13)

216228187101132135100791504031,731

LDelivery service (0SD_C05) 180229133101132134100791504031,641


LMaterial Movements (0IC_C03) 216457132101132134100791504031,904

MAPO Planning 277832216127153152120941804702,621

MSNP Integration 277832216127153152120941804702,621


MProduction Orders 277832216127153152120941804702,621

MCross Applications 277832216127153152120941804702,621

Total Hours4,2988,0743,5872,1102,6562,6812,0401,6063,0608,12638,238

Ideal Yrs

Experience

(minimum)

Training days

(if new in the

role)

In-house

training

days

BW Developer

2+

15

3-5

ETL Developer

3+

15-20

3-5

Presentation Developer

1+

5-10

3-5

Project Manager

5+

10-15

3-5

Business Analysts

5+

5-10

3-5

a-z guide lcmg amsterdam 2007 p1 v4

Documents