a guide to plan and manage a successful sap bi implementation

Mastering Business Intelligence with SAP 2009

Premier Partners: Proudly Supported by: Produced by:


A Guide to Plan and Manage a Successful SAP BI Implementation

Dr. Bjarne BergAssociate Prof., SAP University AllianceLenoir-Rhyne University and V.P. Comerit Inc.

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

Introduction & OverviewStaffing your project: lessons and examplesBudgeting: how much? and how long?Final preparations: on-boarding, writing the workplan, etc. Lessons learned from 'Post Mortem' ReviewsKey Points to Take HomeQuestions

What I’ll Cover

Mastering Business Intelligence with SAP 2009 4

OperationalReporting

More SummarizedMore Ad Hoc

Management InformationLightly Summarized

Real-timeInquiry

Dividing LineERP 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

LegacySystems

External systems

Internet

Messaging

Source Data

DataExtractionTransform

andLoad

Processes

Extract

Summation

Marketing& Sales

Purchasing

Corporate

Product Line

Location

OperationalData Store

Translate

Attribute

Calculate

Summarize

Synchronize

Transform

SummarizedData

Data Subsetsby Segment

DataWarehouse

OLAP

DataMining

Batch Reporting

Managed Query Env.

Access

Data MartsVendor

Provided

Reconcile

Finance

Supply


Alternative Global BI Approaches

CO

NTI

NU

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 communication3. 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 issues

Create 2-3 sample queries

Load infocubeUser acceptance session

Request for modifications

In-scope?

Rejection

In-futurescope?

Make enhancements

Test

Deploy

Yes

No

No



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



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

We will now look at an example

how this process works in the real

world

Tip


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

Customization

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 1,732M COPA 158 286 153 127 153 152 120 94 180 470 1,893L 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 2,046Order

L Billing 216 229 187 101 132 135 100 79 150 403 1,732L Sales order 216 229 187 101 132 135 100 79 150 403 1,732L 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 1,731L Stages of shipment (0LES_C12) 216 228 187 101 132 135 100 79 150 403 1,731L 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 1,641Planning and Scheduling

L Material Movements (0IC_C03) 216 457 132 101 132 134 100 79 150 403 1,904M APO Planning 277 832 216 127 153 152 120 94 180 470 2,621M 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 2,621M 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 3General 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 orderAccounts 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)Planning and Scheduling Material Movements (0IC_C03)APO PlanningSNP IntegrationManufacturing Processes Production OrdersCross 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 3General ledger line item (ODS) 866 866 1,732COPA 946.5 947 1,893Prod 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 2,648Cost object controlling (0PC_C01) 1023 1023 2,046Order Billing 866 866 1,732Sales order 866 866 1,732Accounts receivables (0FIAR_C03) 866 866 1,732Deliver Shipment cost details (0LES_C02) 866 866 1,732Shipment header (0LES_C11) 865.5 865.5 1,731Stages of shipment (0LES_C12) 865.5 865.5 1,731Delivery data of shipment stages (0LES_C13)

865.5 865.5 1,731

Delivery service (0SD_C05) 820.5 820.5 1,641Planning and Scheduling Material Movements (0IC_C03) 952 952 1,904APO Planning 1310.5 1311 2,621SNP Integration 1310.5 1311 2,621Manufacturing Processes Production Orders 1311 1,311 2,621Cross 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…



What I’ll Cover


Global On-Boarding and Training

Ideal Yrs Experience (minimum)

Training days (if new in the

role)

In-house training

daysBW Developer 2+ 15 3-5ETL Developer 3+ 15-20 3-5Presentation Developer 1+ 5-10 3-5Project Manager 5+ 10-15 3-5Business 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

IssueThis 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 developmentefforts and activities:

-Tool selection-Methodology-Organization-Deliverables

-Data standards-Training

-Documentation

3. After local solutions are implemented and standardized, consolidation to a Global Data Warehouse is simplified and faster 5. Install SAP BW based solutions

(SEM, EC and consolidated BW) for business and financial

management -together with Shared Financial Services

SAPR/ 3

SAPR/ 3

SAPR/ 3

OracleSybaseMVS

Others

OracleSybaseMVS

Others

SAPBW

SAPBW

SAPBW

LocalDW

LocalDW

SAPBW

SAPBWDW SAP

BWSAPBWDW

Global DW

LocalDW

OracleSybaseMVS

Others

4. Migrate existing solutions into Company architecture

A case study


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

No NoYes

Yes

YesNo

YesNo

D2.5Does data existin "in-scope" modelsInfocube/ODS No

Yes

No

D1aIs this a truereportingneedYes

No Communicate tobus. leader

A2Total Cost ofOwnershipAnalysisD8Is BW costeffective?

Yes

No

Yes Yes

R/3is selected asReporting Tooland documentedin doc. tool

D9R/3 ToolSelectionProcessNo

BWis selected asReporting Tool anddocumented in doc.tool

StandardR/3ABAP/CustomReportWriter

OtherQuery

Review requirements and identifycorresponding Data Model (InfoCube/ODS)

Communicate finaldisposition

Communicate finaldispositionCommunicate finaldispositionCommunicate finaldisposition


R/3 team make final disposition

Communicate finaldispositionCommunicate finaldisposition

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

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

A4Baseline reports











No

Yes

No NoYes

Yes

YesNo

YesNo


Yes

No




Yes

No

Yes Yes


D9











No

Yes

No NoYes

Yes

YesNo

YesNo


Yes

No




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OtherQuery









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No NoYes

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D2Is thisan Intradayreport?



Yes

No

Yes Yes





OtherQuery









A4Baseline reports











No

Yes

No NoYes

Yes

YesNo

YesNo


Yes

No




Yes

No

D3Significantnumberof users?D4Is the reportsystemresourceintensive?





No

Yes

No NoYes

Yes

YesNo

YesNo


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No




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No

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D9











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Yes

No NoYes

Yes

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D2Is thisan Intradayreport?



Yes

No

Yes Yes





OtherQuery









A4Baseline reports











No

Yes

No NoYes

Yes

YesNo

YesNo


Yes

No




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D3Significantnumberof users?D4Is the reportsystemresourceintensive?





No

Yes

No NoYes

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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

Tool

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

Tool

Sample Info Request Form:


cuTeam starts by reviewing documentation tool for

documentation completeness

D1Is report

documentation complete?

Request additional input from Business

Team member

Responsible Team member

acquires/documents additional information

D2Is this

an Intraday report?

D3Significant

numberof users?

D4 Is the report

system resource

intensive?

D5Does

Standard R/3contentexist?

D6Does

Standard BWcontentexist?

D7Is it less

expensive tocreate in

R/3?

R/3 is selected asReporting Tool

and documentedin doc. tool

BW is selected asReporting Tool anddocumented in doc.

tool

BW is selected asReporting Tooland documented

in the documentation tool

BW is selected asreporting tool and ChangeRequest is submitted ifthe scope changed




and documented

No

Yes

No

No

Yes

Yes

Yes

No

Yes

No

D2.5 Does data exist

in "in-scope" modelsInfocube/ODS

No

Yes

No

D1a Is this a true

reportingneed

Yes


A2Total Cost ofOwnership

Analysis

D8Is BI costeffective?

Yes

No

YesYes



D9R/3 ToolSelectionProcess

No

BW is selected asReporting Tool anddocumented in doc.

tool

StandardR/3

ABAP/Custom

ReportWriter

OtherQuery










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


A4 Baseline reports

Tool

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


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 objectsSome customizationHighly customized storage objects

An example from a large manufacturing company


Billing

Number of billing documentsNumber biling line itemsBilled item quantityNet weightSubtotal 1Subtotal 2Subtotal 3Subtotal 4Subtotal 5Subtotal 6Subtotal ANet valueCostTax amountVolume

Customer

Sold-toShip-toBill-toPayerCustomer classCustomer group~ Customer country~ Customer region~ Customer postal code~ Customer industry code 1End user

Material

Material numberMaterial enteredMaterial groupItem categoryProduct hierarchyEAN/UPC

Time

Calendar yearCalendar monthCalendar weekCalendar day

Unit

Currency KeyUnit of MeasureBase unit of measureSales unit of measureVolume unit of measureWeight unit of measure

Billing information

Billing documentBilling itemBilling typeBilling categoryBilling dateCreation dateCancel indicatorOutput medium~ Batch billing indicatorDebit/credit reason codeBiling categoryReference documentPayment termsCancelled billing documentDivison for the order headerPricing procedure

Organization

Company codeDivisionDistribution channelSales organizationSales group

Logistics

PlantShipping/receiving point

Document details

Sales order document typeSales dealSales docuement

Accounting

Cost centerProfit centerControlling areaAccount assignment group

Personnel

Sales rep number

LEGEND

Delivered in standard extractorsDelivered in LO extractorNot in delivered Content -but in R-3

Standard Content

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

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DeliverCost and ProfitabilityOrderManufacturingPlan and schedulingDemand planningSource

Resolving outstanding

issues and re-testing

= Morning session 8:30 - noon= Evening session 12:30 - 5:00

Environment preparation

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?q=stress+image&start=120&svnum=10&hl=en&lr=&ie=UTF-8&oe=UTF-8&sa=N


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

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Num

ber o

f Iss

ues

ProductionPerformance

DemandPlanning

Transaction -global

Source -PurchaseOrdersRoughcut

MaterialMovements

MD - Bev.Packaging

Master data

Hierarchies

Greycon

CO -line items



What I’ll Cover


InfoCube Design — Evaluating Designs (Real Example) Name Type Tech_nm Dims*

(all)Characteristics

totalLargest dim #

of CharKF # info.

SourcesNav

attributesBilling documents condition values Infocube ZSD_C15 10 47 11 3 1 107Customer Infocube 0SD_C01 8 14 5 16 1 5Delivery service Infocube 0SD_C04 9 23 5 15 2 10Invoice summary Infocube ZSD_C06 16 55 11 19 4 116Order summary Infocube ZSD_C03 16 62 13 23 5 96Sales order condition value Infocube 0SD_C15 10 41 10 2 1 0Sales overview Infocube 0SD_C03 11 34 7 17 7 16Profitability analysis Infocube Z_COPA_X 15 56 14 85 1 70Inventory mgmt plant summary Infocube MRP_MATL 6 9 3 22 1 16Material stock/movements Infocube 0IC_C03 9 18 4 24 - 5Plant & periodic plant stocks Infocube 0IC_C01 8 15 5 21 - 15Ad-hoc query order line details MC ZSD_M01 7 14 3 6 - 0Conditions order & billing document MC OSD_MC01 4 66 56 2 - 0Order and Invoice summary MC ZSD_C04 16 72 20 24 - 88SD Pricing order & billing docs MC ZSD_M02 12 53 12 3 - 94Campaign management Infocube ZDM_C006 15 56 19 29 9 109Commissions Infocube ZDM_C003 14 34 14 8 4 0Daily management Infocube ZSD_C01 9 31 8 10 6 6Disposition summary Infocube ZDM_C001 9 16 4 1 1 0Inquiry summary Infocube ZDC_C005 15 22 4 1 1 29Matrix Infocube ZDM_C002 10 16 3 141 1 0Monthly management report Infocube ZDM_C005 7 9 3 6 1 0Program 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

Characteristics

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

NOTESAdded '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 ZRISKInfoCube Supply Chain Mgmt - Inventory Mgmt. Material stocks/movements (as of 3.0B) 0IC_C03InfoCube Industry Sectors - Oil & Gas - Exchanges Exchange balance 0OI_EXC01InfoCube Industry Sectors - Retail Retail Competitor Pricing ZRTL_C01InfoCube Non SAP Area - Marine Services PEDCO DTHEAD_DTTAIL ZPDCO_C01InfoCube Non SAP Area - Marine Services PEDCO LOGSUM ZPDCO_C05InfoCube Non SAP Area - Marine Services PEDCO MTHEAD_MTTAIL ZPDCO_C03InfoCube Non SAP Area - Marine Services PEDCO RCHEAD_RCTAIL ZPDCO_C02InfoCube Non SAP Area - SFIO SFIO Movement Position ZSDMVMPOSInfoCube Non SAP Area - SFIO SFIO Movement Position History ZSDMVMHISInfoCube Non SAP Area - SFIO SFIO OIPR ZSD_OIPRInfoCube Non SAP Area - SFIO SFIO OIPR History ZSD_OIPHSInfoCube Non SAP Area - EPM (Ent. project mgmt) EPM Cube II ZEPM_C02InfoCube Non SAP Area - EPM (Ent. project mgmt) Enterprise Project Mgmt (EPM) ZEPM_C01InfoCube PIW - Profit Improvement Warehouse PROFIT IMPROVEMENT WAREHOUSE ZPIW_P001InfoCube Monthly Operation Planning 3 MOP3 Pricing Marker ZMOP_CMKRInfoCube Monthly Operation Planning 3 Monthly Operation Planning 3 ZMOP_P01InfoCube Fin. Mgmt & Controlling - Profit Center Acct. Margin Analysis ZPCA_C04InfoCube Fin. Mgmt & Controlling - Profit Center Acct. PCA: Summary 1 ZPCA_C03InfoCube Fin. Mgmt & Controlling - Profit Center Acct. PCA: Summary 1 History ZPCA_C03HInfoCube Fin. Mgmt & Controlling - Profit Center Acct. PCA: Transaction data 0PCA_C01InfoCube Fin. Mgmt & Controlling - Profit Center Acct. Profit Center Accounting - Customer ZPCA_C09InfoCube Fin. Mgmt & Controlling - Profit Center Acct. Profit Center Accounting - Other ZPCA_C10InfoCube Fin. Mgmt & Controlling - Profit Center Acct. Profit Center Accounting - Periodic Balance ZPCA_C05InfoCube Fin. Mgmt & Controlling - Profit Center Acct. Profit Center Accounting - Planning Items ZPCA_C06InfoCube Fin. Mgmt & Controlling - Profit Center Acct. Profit Center Accounting - Summary ZPCA_C07InfoCube Fin. Mgmt & Controlling - Profit Center Acct. Profit Center Accounting - Vendor ZPCA_C08InfoCube

Cust. 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

InfoCubeERP Analytics- Sales & Distribution Analyses - SAP R/3 SD Billing Cube - History ZSD_CVFH1

InfoCubeERP Analytics- Sales & Distribution Analyses - SAP R/3 SD Billing Summary ZSD_C17

InfoCubeERP Analytics- Sales & Distribution Analyses - SAP R/3 SD Billing: Condition Data Cube ZSD_C06

InfoCubeERP Analytics- Sales & Distribution Analyses - SAP R/3 SD Billing: Tax Conditions Cube ZSD_C06C

InfoCubeERP Analytics- Sales & Distribution Analyses - SAP R/3 SD Daily Lift Report ZSD_ZS561

InfoCubeERP Analytics- Sales & Distribution Analyses - SAP R/3 SD Delivery Cube ZSD_CVL0

InfoCubeERP Analytics- Sales & Distribution Analyses - SAP R/3 SD Delivery Cube - History ZSD_CVLH1

InfoCubeERP Analytics- Sales & Distribution Analyses - SAP R/3 SD PAWS: Pricing Analysis ZPAWS

InfoCubeERP Analytics- Sales & Distribution Analyses - SAP R/3 SD PAWS: Pricing Analysis (1) ZPAWS1

InfoCubeERP Analytics- Sales & Distribution Analyses - SAP R/3 SD PAWS: Pricing Analysis Archive ZPAWS2

InfoCubeERP Analytics- Sales & Distribution Analyses - 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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Questions

a guide to plan and manage a successful sap bi implementation

Documents

business perspective

business requirementsone

global data warehouse

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bi project

sap netweaver implementation

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shared business drivers