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2006 Wellesley Information Services. All rights reserved.

A Comprehensive Guide

To Plan, Manage, andExecute a SuccessfulSAP BW Implementation

Project Part 1Bjarne BergLenoir-Rhyne College

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In Part 1

Writing your SAP BW business case

Defining the scope of your implementation

Writing a milestone plan

Developing your staffing plan

Budgeting On-boarding and training

Writing your workplan

Monitoring the progress of your project

Monitoring quality / instituting a formal approval process

Why you need an SAP BW user acceptance group

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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 andInfoCubes

Managing the environments and transports

Managing unit, system, integration & stress testing of SAP BW

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

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What Well Cover


Identifying your requirements, scope, and plan-of-attack

Staffing your project: lessons and examples

Budgeting: how much? and for how long?

Final preparations: on-boarding, writing the workplan, etc. Wrap-up

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Writing the Business Case

The business case must be aligned with some

concrete 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

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Example Business Benefits of SAP BW

Users get earlier access toinformation

Load times in BW areless than traditional,custom- developeddata warehouses

Business users need a highAvailability solution

Information Access

Users spend less time onreconciling data, and more

time analyzing it.

BW is closer to thesource system, and more

accurately reflects data

A substantial portion of the datawarehouse effort is spent on

reconciling information

Reconciliation Effort

Enables web initiatives to getcloser to the source data,

both in time and consistency.

BW is closely integratedwith R/3, and can deliverdata that reflects thesource system at shorttime intervals.

Web delivery requires rapid datadelivery of high consistency withthe source system.

Web strategy

Substantial cost savings, bynot having to redevelop newextract programs for eachSAP upgrade

BW R/3 integration

points are maintained

and tested by SAP

Updating extract programswhen upgrading R/3 isexpensive.

Cost Avoidance

SAP is responsible formaintenance of theproduct.

Maintaining a custom developedBI solution is complex andexpensive.

Cost of Ownership

BenefitBWObservationArea

Information Access

Reconciliation Effort

Web strategy

Cost Avoidance

Cost of Ownership

BenefitSAP BWObservationArea

Substantial maintenancecost savings

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Area Observation SAP BW Benefit

Faster Deployment Need to increase time to

deliver new applications and

enhancements existing

areas

Typical use of 60-80%

of pre-delivered

content increases

development speed

Reduced development

time for new decision

support areas

Integrated Products SAP continues to offer new

products and modules thatthe organization might wish

to leverage in the future

SAP BW is the

cornerstone ofSAPs New

Dimension product

offerings

Enables closer

integration with otherSAP modules

Query speed Business users need fast

access to their data

Through use of

summaries, TREX,

and the newaccellerator, 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 BW (cont.)

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Area Observation SAP BW Benefit

SAP Strategy It is the organizations

SAP strategy to

leverage investments in

the SAP to the fullest

extent, and maximize

SAP resource

utilization.

SAP BW 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

Standardization

The 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 BW 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 Trend The organizations

competitors and some

of the organizations

business areas are

installing SAP BW

Increased industry

resource pool and

knowledge of SAP BW

Enables the

organization to leverage

industry solutions and

know-how.

Example Business Benefits of SAP BW (cont.)

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What Well Cover


Identifying your requirements, scope, and plan-of-attack

Staffing your project: lessons and examples


Final preparations: on-boarding, writing the workplan, etc. Wrap-up

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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 methodologyyou employ. It is a complex process involving:

1. Discovery and Education

2. Formal communication

3. Reviews4. Final approvals

An SAP NetWeaver implementation involvesmore than just black-and-white technical

decisions; just because something is

technically feasible, doesnt mean it is wise ordesirable from a business perspective.

What user wanted How customer described it How analyst specified it How designer implemented it

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Defining The Scope Of Your SAP BW Implementation

First, determine what the 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 you obtain approval of the scope before youprogress 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. Thistypically 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.

Note

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Defining The Scope Of Your SAP BW Implementation (cont.)

For the first go-live, keep the scope as small as possible

e.g., Accounts Payable, Accounts Receivable, G/L, orCOPA You have only 3 dimensions to work with:

If one of these dimensions changes, you have to adjust atleast one of the others

Time

Scope

Resources(people, technology

and money)

Warning

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Prioritizing the Scope (Example)

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

Sales opportunity

Blueprinting Realization Cutover and go-live

2005 20062004

Tax-severance &

processor

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

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Selecting A Methodology

Many times, there are several potentially right choices

i.e., when time-to-delivery is moderate, or when the impact of failureis moderate

Joint Application Design(JAD)

Rapid Application Development(RAD)

Extreme Programming(EP)

System development Life-Cyclebased methodologies

(SDLC)

Impact of FailureLow High

Low

High

Time to

Delivery

The diagram is intended to

illustrate the differencesamong 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.

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Time Periods

Example Strategy Plan Milestones 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25Setup, on-boarding and kick-off session

Technical Assessment

Technical assessment of Infocube design

Technical assessment of infrastructure

Technical assessment of ETL

Technical assessment of security and role design

Technical assessment of BeX queries and views

Technical assessment of web delivery approachBusiness Assessment

Organizational needs assessment

Reporting process assessment

Conversion assessment

Organizational impact statement

Review of support organization

Technical support resource needs assessment

Development approach and standards

Training planning (project, support and end-users)

Migration Planning

Analysis reportsStatic reports

Knowledge transfer planning

Technical workshops planning

Training plan

Deliverable completion

Technical assessment document

Business assessment document

Proposed scope and rollout plan for future delivery

Workplan for proposed next steps

Staffing plan for next step

Infrastructure plan for next step

Proposed budget for next step

Presentation of proposal

Post this planon the wallsand in thehallways.

Dont hide it

in the PM's

office!

Keep it under30 items

Writing A Milestone Plan

Use milestone plan to illustrate dependencies and

high-level tasks

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Developing Your Staffing Plan: Lessons Learned

Developer training should start early forallproject

team members SAP 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 BW developer can accomplish in one

day what 3 novice developers can do in a week

The tool has a steep learning curve

Note

GOTCHA!

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Developing Your Staffing Plan:Lessons Learned (cont.)

Project time and cost estimates should be based on

teams experience level

Plan 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 asecond look at

this when we dothe budgeting!)

E l S ll SAP BW P j t f Si l S bj t A

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Example: Small SAP BW Project for Single Subject Area

E.g., Billing, Inventory, or Accounts Payable

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 BW Architect

ETL developer

Note: These are roles, notpositions (sometimes oneteam member can fill more

than one role)

E l Mid i d SAP BW P j t Si l C l S bj t A

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Example: Mid-sized SAP BW Project, Single Complex Subject Area

E.g., Cost and Profitability, Internal Billing


8-10 team members and normally2-4 months duration depending on scope

Project sponsor/Steering

Committee

Project Manager

SAP BW

Architect

Business

Analyst(s)

Extract,Transformsand Loads

Data Management(InfoCubes &

ODS)

Presentation

Developer(s)

Sr. Business analyst

Business analyst

Sr. ETL developer

ETL developer

Sr. SAP BW developer

SAP BW developer

Sr. Presentation

developer

Presentation developer


than one role)

E l L SAP BW P j t f M lti l S bj t A

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Example: Large SAP BW Project for Multiple Subject Areas

E.g., Sales, Finance, andMaterial Management


15-25 team members and normally6-18 months duration depending on scope

Portal developer(s)

SAP BW Architect

Business analyst/(sub-team lead)

SAP BW developerPresentation developer(s)ETL developer

Sales Team



Finance Team



Material Mgmt. Team

Project Manager

Project sponsor/Steering Committee


than one role)

Wh t W ll C

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What Well Cover


Identifying your requirements, scope, and plan-of-attack Staffing your project: lessons and examples


Final preparations: on-boarding, writing the workplan, etc.

Wrap-up

B d ti P St

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Budgeting Process Steps

1. Size the SAP BW effort based on the

scope2. Prioritize the effort

3. Map the effort to the delivery schedule

4. Plan for number of resources neededbased on the scope, delivery schedule and

the effort.

Create the Milestone Plan and Scope Statement first, before attacking thebudgeting process!!

Start the budgeting process by estimating the workload in terms of thedevelopment effort. Refine based on the teams skill experience and skill level

Tip

1 Size SAP BW Effort Based on the Scope Real Example

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

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

FinancialsL General ledger line item (ODS) 216 229 188 101 132 134 100 79 150 403 1,732

M COPA 158 286 153 127 153 152 120 94 180 470 1,893

L Prod cost planning released cost

estimates (COPC_C09)

216 229 188 101 133 135 100 79 150 403 1,734

M Exploded itemization standard

product cost (COPC_C10)

238 286 216 126 153 152 120 94 180 470 2,035

L Cost and allocations

(COOM_C02)

216 1144 188 101 132 135 100 79 150 403 2,648

M Cost object controlling 238 286 216 137 153 152 120 94 180 470 2,046

Order

L Billing 216 229 187 101 132 135 100 79 150 403 1,732

L Sales order 216 229 187 101 132 135 100 79 150 403 1,732

L Acct. Rec. (0FIAR_C03) 216 229 187 101 132 135 100 79 150 403 1,732

Deliver

L Shipment cost details 216 229 187 101 132 135 100 79 150 403 1,732

L Shipment header (0LES_C11) 216 228 187 101 132 135 100 79 150 403 1,731

L Stages of shipment (0LES_C12) 216 228 187 101 132 135 100 79 150 403 1,731

L Delivery data of shipment stages

(0LES_C13)

216 228 187 101 132 135 100 79 150 403 1,731

L Delivery service (0SD_C05) 180 229 133 101 132 134 100 79 150 403 1,641

Planning and Scheduling

L Material Movements (0IC_C03) 216 457 132 101 132 134 100 79 150 403 1,904

M APO Planning 277 832 216 127 153 152 120 94 180 470 2,621

M SNP Integration 277 832 216 127 153 152 120 94 180 470 2,621

Manufacturing Processes

M Production Orders 277 832 216 127 153 152 120 94 180 470 2,621

M Cross Applications 277 832 216 127 153 152 120 94 180 470 2,621

Total Hours 4,298 8,074 3,587 2,110 2,656 2,681 2,040 1,606 3,060 8,126 38,238

Remember that your sizing also has to be based on

the teams experience and skill level.

2 Prioritize the Effort

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2. Prioritize the Effort

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

General ledger line item (ODS)

COPAProd 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 IntegrationManufacturing Processes

Production Orders

Cross Applications

2005 2006 2007

The nextstep is to

prioritizeand outlinethe effort ona strategictimeline

Make sure your sponsor and the business

community agree with your delivery schedule

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

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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

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

General ledger line item (ODS) 866 866 1,732

COPA 946.5 947 1,893

Prod cost planning released cost

estimates (COPC_C09)

867 867 1,734

Exploded itemization standard product

cost (COPC_C10)

1017.5 1017.5 2,035

Cost and allocations (COOM_C02) 1324 1324 2,648

Cost object controlling (0PC_C01) 1023 1023 2,046

Order

Billing 866 866 1,732

Sales order 866 866 1,732

Accounts receivables (0FIAR_C03) 866 866 1,732

Deliver

Shipment cost details (0LES_C02) 866 866 1,732

Shipment header (0LES_C11) 865.5 865.5 1,731

Stages of shipment (0LES_C12) 865.5 865.5 1,731

Delivery data of shipment stages

(0LES_C13)

865.5 865.5 1,731

Delivery service (0SD_C05) 820.5 820.5 1,641


Material Movements (0IC_C03) 952 952 1,904

APO Planning 1310.5 1311 2,621

SNP Integration 1310.5 1311 2,621

Manufacturing Processes

Production Orders 1311 1,311 2,621

Cross Applications 1311 1,311 2,621

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

Note

4 Result: Good Input for the Staffing Costs and Planning

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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 forinternal budgeting and $90-$170 per hr for external resources.

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

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

Tip

This spike inresource needsis due to anoverlap in thedeliveryschedule

Now might be agood time toreview that

decision

What Well Cover

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What We ll Cover





Wrap-up

On-Boarding and Training

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On-Boarding and Training

Ideal Yrs

Experience

minimum

Training days

(if new in the

role

In-house

training

da sBW 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

Dont underestimate the value of in-house, hands-on

training in addition to formal SAP training classes.Note

Writing the Workplan SAP Best Practices for BI

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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:https://media.sdn.sap.com/html/submitted%5Fdo

cs/Best%5FPractices/SAP BW/

Writing the Workplan

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ID TASK

28-May

29-May

30-May

31-May

1-Jun

2-Jun

1 SAP Best Practices BI Implementation Roadmap - read Notes11 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 Phase18 Set Up Development Environment

19 Define transport Strategy

20 Activate TMS21 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

400 to 1000 line-item workplans

are not unusual for mid-size and

large SAP BW implementations

More Details on workplan writing available here: Writing Solid and Realistic Work Plans for

a SAP BW Implementation Project, SAP Project Mgmt Conference - Oct. 2005, Las Vegas:http://csc-studentweb.lrc.edu/swp/Berg/articles/PM05_Berg_Writingasolid.ppt

Writing the Workplan

The Workplan1. Write a detailed workplan that references the methodology.

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

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

Monitoring Progress

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Monitoring Progress

Manage the workplan from a percent complete

standpoint on a weekly basis Create 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 membersin a fixed format

Keep a close eye on the deadlines for the deliverables

and make to follow-up personally on late tasks

Track percent complete tasks in the workplan againstthe number of hours, or days worked, to see if you are

on-track.

Note

Warning

SAP BW is a complex environment that has many

dependencies. Late tasks can have significant impacts on theoverall project.

Monitoring BW Quality and Formal Approval Process: Example

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g Q y pp p

Create Functional

specs

Peer Review

Complete?

Complete?

Create Technicalspecs

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

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p p

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 meeting

Make this team the focus of your requirements gathering in

the early phase, then let this team perform user

acceptance testing during the Realization phase

Meet with the team at least once a month during realizationto 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

What Well Cover

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Wrap-up

Resources

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Dr. Bjarne Berg Home page (35 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

7 Key Points to Take Home
http://search.barnesandnoble.com/booksearch/isbnInquiry.asp?userid=xt1Vb1JAwj&sourceid=M000000269&isbn=0471219711&itm=1http://www.amazon.com/gp/product/images/0932633609/ref=dp_primary-product-display_0/002-2293929-8434401?%5Fencoding=UTF8&n=283155http://www.amazon.com/gp/product/images/0932633552/ref=dp_primary-product-display_0/002-2293929-8434401?%5Fencoding=UTF8&n=283155

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Write the business case around the areas of greatest benefit

to your users Dont use a shotgun approach, keep it focused

Define your scope in-terms of what is included, and state

what is not included

Establish a formal change control process that is well

communicated

Plan your project based on the hours required for the effort,and the project teams experience and skill levels

7 Key Points to Take Home (cont.)

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Establish milestone dates, and map the work hours requiredto these dates

Establish an on-boarding plan for project resources

Establish a formal process for quality control and approval of

deliverables

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

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How to contact me:[email protected]

bw impl-p1-v11

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