sap bi project management_v2

Mastering Business Intelligence with SAP 2009

Premier Partners: Proudly Supported by: Produced by:


A Comprehensive Guide to Plan and Manage a Successful SAP BI Implementation

Dr. Bjarne BergAssociate Prof., SAP University Alliance

Lenoir-Rhyne University

and V.P. Comerit Inc.

Mastering Business Intelligence with SAP 2009Mastering Business Intelligence with SAP 2009

Introduction & Overview

Staffing your project: lessons and examples

Budgeting: how much? and how long?

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

Lessons learned from 'Post Mortem' Reviews

Key Points to Take Home

Questions

What I’ll Cover


Operational

Reporting

More Summarized

More Ad Hoc

Management Information

Lightly Summarized

Real-time

Inquiry

Dividing Line

ERP DW

What Logically Belongs in a Global BI System?

Seven years ago, with version 3.1C, SAP BI

became increasingly able to report on

operational detailed data.

But some reports still belong in ECC or other

transactions systems…


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

OperationalData Store

Translate

Attribute

Calculate

Summarize

Synchronize

Transform

Summarized

Data

Data Subsets

by Segment

DataWarehouse

OLAP

Data

Mining

Batch

Reporting

Managed

Query Env.

Access

Data Marts

Vendor

Provided

Reconcile

Finance

Supply


Alternative Global BI Approaches

CO

NT

INU

E

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.

CH

AN

GE

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.


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 it’s 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.


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:

1. Discovery and Education

2. Formal communication

3. Reviews

4. Final approvals

An SAP NetWeaver implementation involves more than just black-and-white technical decisions; just because something is technically feasible, doesn’t 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.

Note


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

Joint Application Design

(JAD)

Rapid Application Development(RAD)

Extreme Programming

(EP)

System development Life-Cycle

based methodologies

(SDLC)

Impact of FailureLow High

Low

High

Time to

Delivery

When to Select Different 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.


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


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 issuesCreate 2-3

sample queries

Load infocubeUser acceptance

session

Request for

modificationsIn-

scope?

Rejection

In-future

scope?

Make

enhancements

Test

Deploy

Yes

No

No








Questions

What I’ll Cover


Developing Your Staffing Plan: Lessons Learned

• Developer training should start early for all project

team members

• SAP R/3 skills are not easily transferable to SAP BW

Hands-on experience is needed

It’s 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

Note


Organizing the Team — Six Ways to Balance a Development Effort

Benefits Risks

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

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


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.

Don’t 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


Organizing the Global Team — Localized BI Training

• Training for end-users and the local query developers should

be completed in their own language to assure understanding

and encourage participation

• Developer training should be in the project language (e.g.,

English, Thai, Chinese). Don’t under estimate the value and cost savings of in-house training.

Reference Title Audience Language Class size (max) Note

BW-310 Intro to SAP BI All Local 25 Bring in house

BW-305 BI Reporting & Analysis Query developers Local 15 Bring in house

BW-350 BI Data Acquisition ETL developers English 10-12 SAP facility

BW-365 BW Authorizations System admin English 1-3 SAP facility

SAP-330 BW Modeling BI developers English 10-20 SAP facility


Pick a Project Language and Stick with It!

• If you don’t enforce a global project language, BI project

documentation becomes fragmented

The project team will quickly disintegrate into groups based on the

language with which they are most comfortable

• Enforce a project language and require that all emails are

written in it and all notes are taken in the same language

• Don’t allow ―side bars‖ in languages that others

don’t understand

Make sure the project language is clear, and that pertinent documents are translated in a timely fashion.


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








Questions

What I’ll Cover


SAP Business Intelligence Project Budgeting Process Steps

1. Size the SAP BI effort based on the scope

2. Prioritize the effort

3. Map the effort to the delivery schedule

4. Plan for number of resources needed based

on the scope, delivery schedule and the

effort.

1. Create the Milestone Plan and Scope Statement first, before attacking the budgeting process!!

2. Start the budgeting process by estimating the workload in terms of the development effort. Refine based on the team’s skill experience and skill level

Tip


1. Size SAP BI 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

Financials

L 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

(0PC_C01)

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

(0LES_C02)

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

team’s experience and skill level.


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)

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

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).

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


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

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.

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 in

resource needs

is due to an

overlap in the

delivery schedule

Now might be a

good time to

review that

decision…








Questions

What I’ll Cover


Global On-Boarding and Training

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

Don’t 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,

Note


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:


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”)


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 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 realization

to refine requirements as you are building, and have

something to show them

Issue

This approach is hard to execute when also managing scope, but is

essential to make sure that the system meets users’ requirements


• 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


Global Data Warehouse Initiatives

These were the DW initiatives that

corporate HQ knew about

A case study


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 development

efforts 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 faster5. Install SAP BW based solutions

(SEM, EC and consolidated BW)

for business and financial

management -

together with Shared Financial Services

SAPR/3

SAP

R/3

SAP

R/3

OracleSybase

MVSOthers

OracleSybase

MVSOthers

SAPBW

SAPBW

SAPBW

LocalDW

LocalDW

SAPBW

SAPBW

DWSAPBW

SAPBW

DW

Global DW

LocalDW

OracleSybase

MVS

Others

4. Migrate existing solutions into Company

architecture

A case study


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


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 submitted ifthe scope changed

R/3is selected asReporting Tooland documentedin doc. toolR/3is selected asReporting Tooland documented

No

Yes

NoNo

Yes

Yes

Yes

No

YesNo

D2.5Does data existin "in-scope" modelsInfocube/ODSNo

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 ToolSelectionProcess

No

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


R/3 team make final disposition



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

A3Sub-Process Report Consolidation &eliminate if appropriate (winnowing)

A4Baseline reports












No

Yes

NoNo

Yes

Yes

Yes

No

YesNo


Yes

No




Yes

No

Yes Yes


D9












No

Yes

NoNo

Yes

Yes

Yes

No

YesNo


Yes

No




Yes

No

Yes Yes



No



OtherQuery










A4Baseline reports












No

Yes

NoNo

Yes

Yes

Yes

No

YesNo


Yes

No













No

Yes

NoNo

Yes

Yes

Yes

No

YesNo


Yes

No




Yes

No

Yes Yes



No



OtherQuery










A4Baseline reports





D2Is thisan Intradayreport?



Yes

No

Yes Yes



No



OtherQuery










A4Baseline reports












No

Yes

NoNo

Yes

Yes

Yes

No

YesNo


Yes

No




Yes

No

D3Significantnumberof users?D4Is the reportsystemresourceintensive?






No

Yes

NoNo

Yes

Yes

Yes

No

YesNo


Yes

No




Yes

No

Yes Yes


D9












No

Yes

NoNo

Yes

Yes

Yes

No

YesNo


Yes

Yes Yes


D9












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Yes

NoNo

Yes

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Yes

No

YesNo


Yes

No




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No

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OtherQuery










A4Baseline reports












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Yes

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Yes

No

YesNo


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No




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No

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No



OtherQuery










A4Baseline reports












No

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D9












No

Yes

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No

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No




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OtherQuery










A4Baseline reports












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No













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NoNo

Yes

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No

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A4Baseline reports





D2Is thisan Intradayreport?



Yes

No

Yes Yes



No



OtherQuery










A4Baseline reports












No

Yes

NoNo

Yes

Yes

Yes

No

YesNo


Yes

No




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No

D3Significantnumberof users?D4Is the reportsystemresourceintensive?






No

Yes

NoNo

Yes

Yes

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No

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No




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D9












No

Yes

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D9












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OtherQuery










A4Baseline reports


• 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

Sample Info Request Form:


• 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

Sample Info Request Form:


cu


D1

Is reportdocumentation

complete?

Request additionalinput from Business

Team member

Responsible

Team memberacquires/documents

additional information

D2Is this

an Intradayreport?

D3Significant

numberof users?

D4Is the report

systemresourceintensive?

D5

DoesStandard R/3

contentexist?

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 Tooland documented

No

Yes

No

No

Yes

Yes

Yes

No

Yes

No

D2.5Does data existin "in-scope" models

Infocube/ODS

No

Yes

No

D1a

Is this a truereporting

need

Yes

NoCommunicate tobus. leader

A2Total Cost of

Ownership

Analysis

D8Is BI costeffective?

Yes

No

YesYes

R/3 is selected as

Reporting Tooland documented

in doc. tool


No

BW is selected asReporting Tool anddocumented in doc.

tool

StandardR/3

ABAP/Custom

ReportWriter

OtherQuery

Review requirements and identify

corresponding Data Model (InfoCube/ODS)









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


A4Baseline reports

An example of how to decide which

reports should be in R/3 or the legacy

system (refer to printed version)


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.


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

• 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 objects

Some customization

Highly customized storage objects

An example from a large

manufacturing company


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 ANet value

Cost

Tax amount

Volume

Customer

Sold-to

Ship-to

Bill-to

Payer

Customer classCustomer group

~ Customer country

~ Customer region

~ Customer postal code

~ Customer industry code 1

End user

Material

Material number

Material entered

Material group

Item category

Product hierarchy

EAN/UPC

Time

Calendar year

Calendar month

Calendar week

Calendar day

Unit

Currency Key

Unit of Measure

Base unit of measure

Sales unit of measure

Volume unit of measure

Weight unit of measure

Billing information

Billing document

Billing item

Billing type

Billing category

Billing date

Creation date

Cancel indicator

Output medium

~ Batch billing indicator

Debit/credit reason codeBiling category

Reference document

Payment terms

Cancelled billing documentDivison for the order header

Pricing procedure

Organization

Company code

Division

Distribution channel

Sales organization

Sales group

Logistics

Plant

Shipping/receiving point

Document details

Sales order document typeSales deal

Sales docuement

Accounting

Cost center

Profit centerControlling area

Account assignment group

Personnel

Sales rep number

LEGEND

Delivered in standard extractors

Delivered in LO extractor

Not in delivered Content -but in R-3

Standard Content

In the Blueprinting Phase: Model Your BI Solution

Storage

Requirements

Storage

Objects

+

1. Create a model based on pre-delivered SAP NetWeaver BI content2. Map your data requirements to the delivered content, and identify gaps3. Identify where the data gaps are going to be sourced from

Map functional requirements to the standard content before you make enhancements


Accept Cultural Differences — No Culture Is Dominant!

• Cultural differences should not be tolerated, but embraced

• Europe has longer vacations (four to six weeks are common,

not exceptions)

• Family time is important — don’t plan 12-hour workdays for

four months

• Not everyone is equally interested in hearing how we do things

in the US, Australia or England.

• Many cultures find it offensive to talk about salaries,

and money

Talk about value and deliverables instead

• Consider a co-project manager


SAP BI Test Scheduling: Real 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

3/1

3/2

3/3

3/4

3/5

3/6

3/7

3/8

3/9

3/1

0

3/1

1

3/1

2

3/1

3

3/1

4

3/1

5

3/1

6

3/1

7

3/1

8

3/1

9

3/2

0

3/2

1

3/2

2

3/2

3

3/2

4

3/2

5

3/2

6

3/2

7

3/2

8

3/2

9

3/3

0

3/3

1

4/1

4/2

Deliver

Cost and Profitability

Order

Manufacturing

Plan and scheduling

Demand planning

Source

Resolving

outstanding

issues and re-

testing

= Morning session 8:30 - noon

= Evening session 12:30 - 5:00

Environment

preparation

http://images.google.com/imgres?imgurl=www.geocities.com/whunt171/stress.jpg&imgrefurl=http://www.geocities.com/whunt171/HypnoticSolutionsstress.html&h=411&w=490&prev=/images%3Fq%3Dstress%2Bimage%26start%3D120%26svnum%3D10%26hl%3Den%26lr%3D%26ie%3DUTF-8%26oe%3DUTF-8%26sa%3DN


Tracking Load Performance

• 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

1

2

3

4

5

6

7

11/1

/04

11/2

/04

11/3

/04

11/4

/04

11/5

/04

11/6

/04

11/7

/04

11/8

/04

11/9

/04

11/1

0/0

4

11/1

1/0

4

11/1

2/0

4

11/1

3/0

4

11/1

4/0

4

11/1

5/0

4

11/1

6/0

4

11/1

7/0

4

11/1

8/0

4

11/1

9/0

4

11/2

0/0

4

11/2

1/0

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2/0

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11/2

3/0

4

11/2

4/0

4

11/2

5/0

4

11/2

6/0

4

11/2

7/0

4

11/2

8/0

4

11/2

9/0

4

11/3

0/0

4

12/1

/04

12/2

/04

12/3

/04

12/4

/04

12/5

/04

12/6

/04

12/7

/04

12/8

/04

12/9

/04

12/1

0/0

4

12/1

1/0

4

12/1

2/0

4

12/1

3/0

4

12/1

4/0

4

12/1

5/0

4

Num

be

r o

f Is

su

es

ProductionPerformance

DemandPlanning

Transaction -global

Source -PurchaseOrdersRoughcut

MaterialMovements

MD - Bev.Packaging

Master data

Hierarchies

Greycon

CO -line items








Questions

What I’ll Cover


InfoCube Design — Evaluating Designs (Real Example)

Name Type Tech_nm Dims*

(all)

Characteristics

total

Largest dim #

of Char

KF # info.

Sources

Nav

attributesBilling documents condition values Infocube ZSD_C15 10 47 11 3 1 107

Customer Infocube 0SD_C01 8 14 5 16 1 5

Delivery service Infocube 0SD_C04 9 23 5 15 2 10

Invoice summary Infocube ZSD_C06 16 55 11 19 4 116

Order summary Infocube ZSD_C03 16 62 13 23 5 96

Sales order condition value Infocube 0SD_C15 10 41 10 2 1 0

Sales overview Infocube 0SD_C03 11 34 7 17 7 16

Profitability analysis Infocube Z_COPA_X 15 56 14 85 1 70

Inventory mgmt plant summary Infocube MRP_MATL 6 9 3 22 1 16

Material stock/movements Infocube 0IC_C03 9 18 4 24 - 5

Plant & periodic plant stocks Infocube 0IC_C01 8 15 5 21 - 15

Ad-hoc query order line details MC ZSD_M01 7 14 3 6 - 0

Conditions order & billing document MC OSD_MC01 4 66 56 2 - 0

Order and Invoice summary MC ZSD_C04 16 72 20 24 - 88

SD Pricing order & billing docs MC ZSD_M02 12 53 12 3 - 94

Campaign management Infocube ZDM_C006 15 56 19 29 9 109

Commissions Infocube ZDM_C003 14 34 14 8 4 0

Daily management Infocube ZSD_C01 9 31 8 10 6 6

Disposition summary Infocube ZDM_C001 9 16 4 1 1 0

Inquiry summary Infocube ZDC_C005 15 22 4 1 1 29

Matrix Infocube ZDM_C002 10 16 3 141 1 0

Monthly management report Infocube ZDM_C005 7 9 3 6 1 0

Program summary Infocube ZDM_C004 16 23 4 12 8 1

• The observation relates a company’s current BI system to normally

observed configuration parameters, which serve as benchmarks to what is

commonly seen at other implementations

Cubes with many red or yellow codes should be examined

KF = Key figures


Partitioned InfoCubes That Are No Longer the Same

• Often when InfoCubes are physically partitioned, changes

occur as new development and fixes are applied

After a while there is a risk that some of the physically partitioned

InfoCubes no longer are identical

This can cause many issues (i.e., If archiving is used, you must

ensure copies of these older datastores are maintained to be able to

restore data)InfoCubes

Name Technical

name

All

dimensions

Largest

dimension

Characteri

stics

Key

Figures

Nav.

Attrib.

Sales Order: ACD 2007 ZCORD_A07 15 5 40 9 59

Sales Order: LPD 2006 ZCORD_L06 14 4 40 9 59

Sales Order: LPD 2007 ZCORD_L07 15 5 40 9 59

Sales Order History: ACD 2006 ZCODI_A06 15 13 58 39 66

Sales Order History: ACD 2007 ZCODI_A07 15 13 60 9 66

Sales Order History: LPD 2006 ZCODI_L06 15 13 58 39 66

Sales Order History: LPD 2007 ZCODI_L07 15 13 60 9 66

1) Removed 30 Key Figures, 2) Added field "Date for

inv/bill index and print out" to Date dimension 3) added

field "Customer purchase order type" to business reason

dimension

1) Removed 30 Key Figures, 2) Added field "Date for

inv/bill index and print out" to Date dimension 3) added

field "Customer purchase order type" to business reason

dimension

NOTES

Added 'Created by' as a Dimension(instead of f ield in

Date dim)

Added 'Created by' as a Dimension(instead of f ield in

Date dim)

A real example


Naming Conventions Should Be Followed

InfoCubes should be named:0ABC_C01 orZABC_C02

ODSs should be named:0ABC_O01 orZABC_O02

MultiProviders should be named:0ABC_M01 orZABC_M02

InfoCube Supply Chain Mgmt - Inventory Mgmt. Cube for Risk Management ZRISK

InfoCube Supply Chain Mgmt - Inventory Mgmt. Material stocks/movements (as of 3.0B) 0IC_C03

InfoCube Industry Sectors - Oil & Gas - Exchanges Exchange balance 0OI_EXC01

InfoCube Industry Sectors - Retail Retail Competitor Pricing ZRTL_C01

InfoCube Non SAP Area - Marine Services PEDCO DTHEAD_DTTAIL ZPDCO_C01

InfoCube Non SAP Area - Marine Services PEDCO LOGSUM ZPDCO_C05

InfoCube Non SAP Area - Marine Services PEDCO MTHEAD_MTTAIL ZPDCO_C03

InfoCube Non SAP Area - Marine Services PEDCO RCHEAD_RCTAIL ZPDCO_C02

InfoCube Non SAP Area - SFIO SFIO Movement Position ZSDMVMPOS

InfoCube Non SAP Area - SFIO SFIO Movement Position History ZSDMVMHIS

InfoCube Non SAP Area - SFIO SFIO OIPR ZSD_OIPR

InfoCube Non SAP Area - SFIO SFIO OIPR History ZSD_OIPHS

InfoCube Non SAP Area - EPM (Ent. project mgmt) EPM Cube II ZEPM_C02

InfoCube Non SAP Area - EPM (Ent. project mgmt) Enterprise Project Mgmt (EPM) ZEPM_C01

InfoCube PIW - Profit Improvement Warehouse PROFIT IMPROVEMENT WAREHOUSE ZPIW_P001

InfoCube Monthly Operation Planning 3 MOP3 Pricing Marker ZMOP_CMKR

InfoCube Monthly Operation Planning 3 Monthly Operation Planning 3 ZMOP_P01

InfoCube Fin. Mgmt & Controlling - Profit Center Acct. Margin Analysis ZPCA_C04

InfoCube Fin. Mgmt & Controlling - Profit Center Acct. PCA: Summary 1 ZPCA_C03

InfoCube Fin. Mgmt & Controlling - Profit Center Acct. PCA: Summary 1 History ZPCA_C03H

InfoCube Fin. Mgmt & Controlling - Profit Center Acct. PCA: Transaction data 0PCA_C01

InfoCube Fin. Mgmt & Controlling - Profit Center Acct. Profit Center Accounting - Customer ZPCA_C09

InfoCube Fin. Mgmt & Controlling - Profit Center Acct. Profit Center Accounting - Other ZPCA_C10

InfoCube Fin. Mgmt & Controlling - Profit Center Acct. Profit Center Accounting - Periodic Balance ZPCA_C05

InfoCube Fin. Mgmt & Controlling - Profit Center Acct. Profit Center Accounting - Planning Items ZPCA_C06

InfoCube Fin. Mgmt & Controlling - Profit Center Acct. Profit Center Accounting - Summary ZPCA_C07

InfoCube Fin. Mgmt & Controlling - Profit Center Acct. Profit Center Accounting - Vendor ZPCA_C08

InfoCubeCust. Rel.Mgmt- CRM Analytics- Cross-Scenario

Analyses-Case Mgmt Analysis CRM Case Management Analysis ZCRM_CASE

InfoCubeCust. Rel.Mgmt- CRM Analytics- Cross-Scenario

Analyses-Activity Activities 0CSAL_C01

InfoCubeERP Analytics- Sales & Distribution Analyses -

SAP R/3 SD Billing Cube ZSD_CVF0


SAP R/3 SD Billing Cube - History ZSD_CVFH1


SAP R/3 SD Billing Summary ZSD_C17


SAP R/3 SD Billing: Condition Data Cube ZSD_C06


SAP R/3 SD Billing: Tax Conditions Cube ZSD_C06C


SAP R/3 SD Daily Lift Report ZSD_ZS561


SAP R/3 SD Delivery Cube ZSD_CVL0


SAP R/3 SD Delivery Cube - History ZSD_CVLH1


SAP R/3 SD PAWS: Pricing Analysis ZPAWS


SAP R/3 SD PAWS: Pricing Analysis (1) ZPAWS1


SAP R/3 SD PAWS: Pricing Analysis Archive ZPAWS2


Commercial Excellence CE Pricing Log ZCE_C01

InfoCubeStrategic Enterprise Mgmt - BPS - Capital

Investment Planning Capital Investment Planning ZBPS_P05

ODS = Operational Data Store


Performance Enhancements Are Available — Use Them

• Check indexes periodically Under RSA1 Manage Performance

• Check database statistics to route

queries faster At this company, 50% of the InfoCubes

had outdated database statistics that

should be updated

• For large InfoCubes, or cubes with

many users, the percentage used to

build the database statistics can be

increased to 15 - 20%• May yield improved

query routing

Name Technical

name

Indexes Aggregate

index

Stats

build

DB

Stats

COPA(US) : P&L L'Oreal R110: 2006 YCPAPL_1 10%

COPA(US) : P&L L'Oreal R110: ACD 2007 ZCPAPLA07 10%

COPA(US) : P&L L'Oreal R110: LPD 2007 ZCPAPLL07 10%

FI-AR Accounts Receiv. Line Item IC YCZO_1 10%

FI-AR Historical Indicators US ZCARHI_1 10%

FIAR (CS) : Cube - Hist. indicators Zoom YCZOHI_1 10%

Agreement YC13_AGR 10%

Cancellation and rejection YC11_CR 10%

Carry Over ZCSD_CROV 10%

Consolidated Open Orders ZC_OO 10%

Consolidated Open Orders YC_OO 10%

Delivery YC12_DEL 10%

Historical Invoice LPD ZCHSTLI 10%

Invoice YC13_INV 10%

RGA Data ZC_RGADTL 10%

Sales Order History ZCORDINV 10%

Sales order YC11_ORD 10%

Service rate YC11_SR 10%

Invoice: ACD 2004 ZCINVA04 10%



Invoice: LPD 2004 ZCINVL04 10%



Sales Order: ACD 2006 ZCORD_A06 10%

Sales Order: ACD 2007 ZCORD_A07 10%

Sales Order: LPD 2006 ZCORD_L06 10%

Sales Order: LPD 2007 ZCORD_L07 10%

Sales Order History: ACD 2006 ZCODI_A06 10%

Sales Order History: ACD 2007 ZCODI_A07 10%

Sales Order History: LPD 2006 ZCODI_L06 10%

Sales Order History: LPD 2007 ZCODI_L07 10%



Delivery: ACD 2007 ZCDELA07 10%

Delivery: LPD 2007 ZCDELL07 10%

Service Rate: ACD 2007 ZCSRIA07 10%

Service Rate: LPD 2007 ZCSRIL07 10%


Performance Enhancements — Aggregates Are Often Incorrectly Built (Real Example)

• Several cubes

have no

aggregates,

while others

can benefit

from

generating

new proposals

• A score above

30% for

average

aggregate

valuations

should be a

target for a

data store


Resources

• Download VC, Presentations, tutorials & articles

• www.comeritInc.com

• 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

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How to contact me:

[email protected]

Questions

sap bi project management_v2

Documents