a guide to plan, manage, & execute a successful bi project dr. bjarne berg

A guide to plan,manage, & execute a

successful BI Project

Dr. Bjarne Berg

2

What We’ll Cover

• Overview BI and Data Warehousing

• Budgeting, staffing and scoping a project

• Selecting an OLAP Tool

• What are the ERP-BI vendors doing – a look at SAP, Oracle, PeopleSoft, Siebel, JDE’s BI tools

• The future of BI

• Wrap up

3

BI Vs. Data Warehousing

Data warehousing is the act of extracting, transferring, transforming, storing and retrieval of data for reporting and analytical purposes.

Business Intelligence (BI) is a terminology for applications that uses data stores for analytical purposes.

BI applications are not required to run on top of data warehouses, but the

majority does

BI applications are not required to run on top of data warehouses, but the

majority does

A Logical Enterprise DW Architecture

Metadata

DataExtractionIntegration

andCleansingProcesses

Custom Developed Applications

DataMining

Statistical Programs

Query Access Tools

Data Resource Management and Quality Assurance

SummarizedData

SegmentedData Subsets

Functional Area

Summation

Marketingand Sales

Purchasing

CorporateInformation

Product Line

Location

PurchasingSystems

InvoicingSystems

GeneralLedger

External DataSources

Other InternalSystems

Translate

Attribute

Calculate

Derive

Summarize

Synchronize

Source Data ExtractOperationalData Store Transform

DataWarehouse BI Applications

Source: Bjarne Berg, “Introduction to Data Warehousing”,

Price Waterhouse Global System solution Center, 1997

5

Level of Pre-delivered ContentToolsets & accelerators

Analytical applications for specific industries

Lev

el o

f E

mb

edde

d A

naly

t ics

Complex (score cards, budgeting, planning, KPI)

Interactive Mgmt. reporting (OLAP, MQE)

Evolution of Data Warehousing

Emerging (1st generation)

Vertical approach (2nd generation)

Horizontal approach (2nd generation)

Integrated analytical (3rd generation)

Source: Mike Schroeck, David Zinn and Bjarne Berg, “Integrated Analytics – Getting Increased Value from Enterprise Resource Planning Systems”, Data Management Review, May, 2002;

Adapted: Bjarne Berg “How to Manage a BW Project”, BW & Portals Conference, 2007, Miami

6

OperationalReporting

More SummarizedMore Ad Hoc

Management InformationLightly Summarized

Real-timeInquiry

Dividing LineDividing Line

ERPERP DWDW

What Logically Belongs in a BI System?

For the first go-live, keep the scope as small as possible I.e. Accounts Payable, Accounts Receivable, General ledger, Sales, Distribution

You have only 3 dimensions to work with:

Time

Scope

Resources(people, technology

and money)

If one of these dimensions changes, you have to adjust at least one of the othersWarning

7

What We’ll Cover






• Wrap up

8

Example: Small BI Project Team for Single 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 BI Architect

ETL developer

Note: These are roles, not positions (sometimes one team member can fill more

than one role)

9

Example: Mid-sized BI Project, Single Complex Subject

• E.g., Global Cost and Profitability, international cross organization or consolidated billing



Project sponsor/ Steering

Committee

Project Manager

SAP BW

Architect

Business

Analyst(s)

Extract, Transforms and Loads

Data Management(InfoCubes &

ODS)

Presentation

Developer(s)

Sr. Business analyst

Business analyst

Sr. ETL developer

ETL developer

Sr. SAP BI developer

SAP BI developer

Sr. Presentation

developer

Presentation developer


than one role)

10

Large Global BI Project for Multiple Subject Areas

• E.g., global Sales, Finance, and Material Management



Portal developer(s)

SAP BI Architect

Business analyst/(sub-team lead) SAP BI developer

Presentation developer(s)ETL developer

Sales Team



Finance Team



Material Mgmt. Team

Project Manager

Project sponsor/Steering Committee


than one role)

11

How Tightly Should Multiple Global BI Projects be Controlled?

Source: The Conference Board Survey

The relationship between global control and success:

88% Successful88% Successful 30% Successful30% Successful

Loose Cooperation(38%)

Independent(38%)

Tight Central Control(24%)

100% Successful100% Successful

Coordination of Multiple Data Warehouse Projects

12

BI / DW 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.

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

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

level

We will now lo

ok at an example

how this process works in

the

real world

Tip

13

1. Size 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 2,046

Order 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 1,731

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 1,641Planning 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 2,621M 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.

14

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 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

15

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 the USA a 1-2 weeks vacation is most common).

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 1,732COPA 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

16

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…

17

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).

18

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

19

What We’ll Cover






• Wrap up

20

On-Line Analytical Processing (OLAP) Market

The OLAP software market is growing fast..

This year it is expected to exceed 6 billion dollars (over $500 million per month in sales)

0

1

2

3

4

5

6

1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

OLAP Spending in Billions Source : OLAP Report

21

On-Line Analytical Processing (OLAP) Market

OLAP Marketshare trend

0

5

10

15

20

25

30

1999 2000 2001 2002 2003 2004 2005 2006 2007

Microsoftecosystem

Hyperion solution(incl. Brio)

Cognos (incl.Adaytum & Frango)

Business Objects(incl. Crystal)

Microstrategy

SAP

Cartes is

System Union

Oracle

Market shares are changing ever faster. ERP vendors are the only companies with significant market share increases in the last 2-3 yrs.Others have virtually “vanished” as market leaders i.e. Acuity, Acumate, Gentia, Holos, Information Advantage, Media, MetaCube, Mineshare, Pilot, Prodea Beacon, WhiteLight etc…

Note: Since the overall market is growing, some

companies are still growing despite loosing market

share

Note: Since the overall market is growing, some

companies are still growing despite loosing market

share

*Cartesis was bought by PwC in 1999, Sold to APAX partners in 2004, then to Business Objects in 2007 and finally to SAP in October 2007

22

OLAP Market – Vendor overview

Big Mergers in the BI and OLAP space is back…. The number of mergers are fairly constant, but the sizes are increasing…

There has been a dramatic increase in merger activities, that we have not seen since 1998-1999 There has been a dramatic increase in merger activities, that we have not seen since 1998-1999

2007 6 11,0392006 6 2322005 3 6,0012004 4 4642003 6 2,1372002 3 1,010

2001 3 1,4282000 4 5,4301999 6 5,5191998 2 9291997 3 1111996 3 175

1995 5 3021994 2 86

Amount in 2007 $millions (adjusted for inflation) - Estimated

Number of announced dealsYear

Merger Values in 2007 millions USD(adjusted for inflation) - Estimated

0

2,000

4,000

6,000

8,000

10,000

1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

23

Merger Trend 1994 – 2000: Smaller Vendors are Disappearing

Between 1994 and 2000 we had massive BI market consolidation and a fast reduction in BI vendors

Deal over $250 mill.Deal between $25million and $250millionDeal under $25million

Source: OLAP Report & Dr. Berg 2007.

Yr Seller Products Value Buyer2000 Pilot Software Pilot Software $19m Accrue

2000 Decision·ism Aclue $10m Broadbase

2000 OLAP@Work OLAP@Work $15m Business Objects

2000 Sterling EUREKA:Suite ~$4bn CA

1999 SQRIBE SQRIBE $250m Brio Technology, subsequently renamed to Brio Software

1999 Next Action Technology AnswerSets (later renamed to Set Analyzer) $8m Business Objects

1999 Platinum Technology InfoBeacon (later renamed DecisionBase) ~3.5bn CA

1999 Sapling Sapling $15.5m Hyperion Solutions

1999 Cartesis Carat Unknown PwC

1999 Information Advantage MyEureka! $168m Sterling

1998 Hyperion Software Enterprise, Pillar $600m Arbor Software --> Hyperion Solutions

1998 IQ Software Data-Vision $36m Information Advantage

1997 AppSource WIRED for OLAP $6.7m Arbor Software

1997 Andyne PaBLO ~$60m Hummingbird

1997 Pilot Software Pilot Software ~$5m? Platinum Equity Holdings

1996 Sinper TM1 $11m Applix

1996 Panorama relaunched as OLAP Services ~$15m? Microsoft

1996 Holistic Systems Holos $84m Seagate Software

1995 IOC Track Unknown DecisionWorks

1995 STG MetaCube $16.5m Informix

1995 Soft Systems Data-Vision $5.2m IQ Software

1995 IRI Software Express $100m Oracle

1995 Prodea Beacon $36m Platinum Technology

1994 Pilot LightShip ~$28m Dun & Bradstreet

1994 Info-Innov Media Unknown Speedware

24

Merger Trend 2001 – 2004: Mid-Sized Vendors are going away….

The period of 2001-2004 had few major data warehouse or BI deals, but we experienced active consolidation among mid-sized vendors.



Yr Seller Products Value Buyer2004 Cartesis Magnitude Unknown Apax Partners Funds

2004 Frango Controller, Consolidator $52m Cognos

2004 Alphablox Alphablox Unknown IBM

2004 IntelligentApps IntelligentApps Unknown Sage Group

2003 Crystal Decisions Analysis, Holos $1.2bn Business Objects

2003 CIP Executive Suite Unknown China Development Corporation

2003 Adaytum e.Planning $157m Cognos

2003 Comshare MPC and Decision $52m Geac

2003 Brio Software Intelligence $142m Hyperion Solutions

2003 MIS AG DecisionWare, Alea, onVision, Plain, DeltaMiner $42m Systems Union

2002 Gentia Gentia Unknown Open Ratings

2002 Pilot Pilot $1.5m Pilot Software Acquisition Corp.

2002 WhiteLight WhiteLight Unknown SymphonyRPM

2001 Informix MetaCube $1bn IBM

2001 Maximal Max (later renamed to Data Analyzer) ~$15m Microsoft

2001 Showcase Strategy $94m SPSS

25

Merger Trend 2005 – 2007: ERP Vendors takes the lead…..

The biggest BI buyers in 2005- 2007 was the ERP vendors Oracle and SAP (note: all Business Object deal are now SAP as of October 2007)

Yr Seller Products Value Buyer2007 Business Objects BusinessObjects, Crystal, Cartesis $6.8bn ($5.3bn net) SAP

2007 Pilot Software PilotWorks Unknown SAP

2007 Cartesis Cartesis Finance, Planning and Analytics €225m (~$300m) Business Objects

2007 OutlookSoft OutlookSoft 5 (formerly Everest) $375m? SAP

2007 Hyperion Solutions Essbase, Hyperion Planning, HFM, former Brio $3.3bn Oracle

2007 Applix TM1 and Executive Viewer $339m, $306m net Cognos

2006 Temtec Executive Viewer $14.5m Applix

2006 ALG EPO $56m Business Objects

2006 Geac MPC Unknown Golden Gate Capital (Extensity)

2006 MIS DecisionWare (including Alea) Unknown Infor (Golden Gate Capital)

2006 Extensity MPC and DecisionWare Unknown Infor (Golden Gate Capital)

2006 ProClarity Corporation ProClarity ~$50m Microsoft

2005 SRC SRC $100m Business Objects

2005 INEA INEA Unknown Cartesis

2005 Siebel Siebel Analytics $5.85bn Oracle



26

Definition: Multi dimensional On-Line Analytical Processing (MOLAP)

Let us look at those remaining vendors…

MOLAP Tool Category Definition:

Server or client resident, proprietary data bases, architected to quickly manipulate and display data in different combinations, i.e., to provide for fast, adhoc analysis.

Also known as OLAP engines, OLAP servers, data-cubes, and hyper-cubes.

Note: this category includes only those products that employ an actual physical MOLAP cube database

27

Market leaders in MOLAP – Cognos PowerPlay

The Canadian company Cognos is a market leader in MOLAP technology and boosts support for instances with over 190,000 users through their web services tools (server based scalability).

PowerPlay is in version 8.0 now and is now over 15 years old stable technology.

PowerPlay achieve some scalability by partitioning the data cubes by filters (i.e. by year). This creates many cubes, but balances the time it takes to update the cubes.

PowerPlay MOLAP cubes are easy to navigate and are extremely fast due to the fact that results sets are “precalculated”.

28

Market leaders in MOLAP – Oracle Express

Oracle have taken full advantage of their “Express 10g” tool.

You can buy either Express Server or Personal Express for single users (desktop MOLAP).

Tools for Express development and accessExpress Analyzer - Reporting and analysis tool Express Objects - Object-oriented development environment Express Web Publisher - Develop Briefings for Web Deployment Express Spreadsheet Add-in - MS-Excell interface to the Express Server

Pre-Delivered Express applicationsData Entry ClientSales Analyzer ClientSales Brief ClientSales Analyzer (OSA) - analyze sales, marketing and other corporate dataFinancial Analyzer (OFA) - financial reporting, analysis, budgeting & planningFinancial Analyzer Client Financial ControllerFinancial Controller Client

29

Other MOLAP Vendors

There are many other MOLAP vendors.

The differentiator between them is the support for building the cubes on the both the server and the client side (both is better)…

Vendor Name ProductWhere is the

cube builtCognos, Inc. Powerplay BothMicrosoft Corp. Analysis Services (OLAP Services) BothOpen Ratings (bought Gentia 2002) Gentia BothOracle (bought Hyperion 2007) Essbase BothOracle Corp. Express BothCognos (bought Applix 2007) iTM/1 ServerSAS Institute OLAP Server / MDDB ServerBusiness Objects (Seagate) HOLOS (discontinued in 2005) ServerGolden Gate Capital (bought Comshare 2006) Commander ClientHummingbird BI/Analyze ClientOracle (bought Hyperion 2007) Brio Enterprise Client

30

ConceptualMulti-dimensional

Layer

FirstQuarter

February

JanuaryWeek 1-2

Week 3-4

Week 5-6

Week 7-8

Durables

Electronics

SportingGoods

Bats

Gloves

VCR

Radios

CategoryClass

Pro

du

ct

Product

QuarterMonth Week

Tim

e

Time

U.S.

West

South Miami

Dallas

Los Angeles

San Francisco

CountryRegion City

Geo

gra

ph

y Chicago

New YorkNorth

Item

OperationalSystems

DataWarehouse

ODS

BusinessUsers

SQL

DataSources

Queries

Definition: Relational On-Line Analytical Processing (ROLAP)

All else held constant, ROLAP tools are more scalable than MOLAP

tools, but is also slower

All else held constant, ROLAP tools are more scalable than MOLAP

tools, but is also slower

ROLAP Tool Category Definition: Products that provide OLAP functionality by building multidimensional views “on the fly” from data stored in relational database-based data warehouses.

To achieve this, ROLAP vendors employ sophisticated SQL generation engines & multidimensional oriented metadata.

31

OLAP – Market leaders in ROLAP – MicroStrategy

A leading vendor in the ROLAP market is MicroStrategy and their ROLAP tools that is currently in version 8.

Their tool architecture is highly scalable (based on underlying database) and also include 50+ new statistical functions for advanced analytics.

32

OLAP – Market leaders in ROLAP – MicroStrategy

The tool also have improved event monitoring and broadcast features as well as structured formatting capabilities and better charting for dashboards then previous releases.

You can also develop custom analytical applications more quickly using the new version.

33

OLAP – Market leaders in ROLAP – SAS

SAS can also build ROLAP cubes using their “Cube Studio” in their new SAS-9 OLAP Server (you can choose between ROLAP and MOLAP)

This is a powerful tool that allows quick data mart build capabilities in MOLAP, and the power of ROLAP for the Enterprise data warehouse.

34

Other ROLAP Vendors

There are many other ROLAP vendors.

The differentiator between them is the ‘native’ support for the underlying database of your company (i.e. Microstrategy just got certified for Oracle 11g)

ROLAP Vendor Name ProductSAP BW / BI / NetWeaverSAS OLAP ServerCA - (Bought Platinum in 1999) DecisionBase (InfoBeacon)CA - (bought Sterling (IA) in 2000) EurekaIBM (bought Informix 2001) MetacubeMicrosoft Corp. Analysis Services (OLAP Services)Microstrategy, Inc. Microstrategy 8SymphonyRPM (bought WhiteLight in 2002) WhiteLight

35

Definition: Managed Query Environments (MQE)

Definition: A software package that can access one or more data sources via a simplified and optimized semantic layer.

In the semantic layer no data is stored, but instead it contains access methods and metadata to simplify and the query access interface.

SemanticLayer

Queries

OperationalSystems

DataWarehouse

ODS

BusinessUsers

SQL

DataSources

36

Market leaders in MQE – Cognos ReportNet

In 2003, Cognos renamed its old and trusted MQE tool known as Impromptu. The new name was “ReportNet”.

ReportNet is part of Cognos BI 8.0. It can do complex formatting in via a web based architecture and provide query optimization in the SQL generation (faster queries).

Today ReportNet is among the top-5 most used query tool and has an world-wide install and support base.

37

Market leaders in MQE – Oracle Discoverer

Oracle Discoverer is a market leader that has been around since the mid-1990s. It was originally known as Discoverer-2000.

While it can be used against most database types, it leverages Oracle’s statistical features for better query management (i.e. predictive run times).

It is a simple tool to learn, relatively low cost,and have many customizations options.

The current release is part of Oracle’s new 10g tool suite.

38

Market leaders in MQE – (SAP) Business Objects

Business Objects packages their solution in to a variety of tools, but the most comprehensive suite is BO XI. It contains performance management, information management, reporting, query and analysis tools based on BO’s enterprise XI platform.

BI platform - Manage BI tools, reports, and applications Enterprise info. Mgmt. (EIM) - Access, transform, and integrate data Enterprise performance Mgmt.(EPM) - Match actions with strategy Enterprise reporting - Access, format, and deliver data Query and analysis - Self-serve analysis for users

Their MQE environment can create “universes” that provide user access to a “virtual data warehouse” where data can come from a variety of BI and/or transaction systems

Current release of BO XI is version 2.0

39

Market leaders in MQE

Vendor Name (alphabetical) Product Class of Tool

(IBM) Alphablox Alphablox, SpreadsheetBloxDevelopment Environment

(Oracle/Hyperion) Brio Technology Brio Enterprise MQE(SAP) Business Objects, Inc. Business Objects MQE(CA) Sterling (IA) Eureka Query/Reporting/MQECognos, Inc. ReportNet (Impromptu) MQEHummingbird BI/Query MQEInformation Builders, Inc. Focus Reporter MQE(MERANT) Intersolv, Inc. Q+E Query/ReportingOracle Corp. Discoverer Query/Reporting/MQESAP InfoSet Query Query/ReportingSAS Institute SAS Query, Enterprise Reporter Query/Reporting/MQESeagate Crystal Reports Query/Reporting

40

Other Useful Tool Categories

Report Servers – Tools that creates batch reports that can be “pixel formatted” for statements and high-volume access.

The market leader in this segment is Crystal Reports in its new release

“Crystal-2008”.

Statistical Software – Tools that provide advanced statistical functions, i.e. clustering, neural networks, decision trees, discrimminant analysis, analysis of variance for complex decision making.

The market leader in this segment is SAS Institute and their SAS/Stat tool

41

What We’ll Cover






• Wrap up

42

DB and OS Abstraction

.NET WebSphere…

People Integration

Co

mp

osit

e A

pp

lic

ati

on

Fra

me

wo

rk

Process IntegrationIntegration

BrokerBusiness Process

Management

Information Integration

BusinessIntelligence

KnowledgeManagement

Life

Cyc

le M

an

ag

em

en

t

Portal Collaboration

J2EE ABAP

Application Platform

Multi-Channel Access

SAP SAP NetWeaver™™


Master Data Management


.NET WebSphere…

People Integration

Co

mp

osit

e A

pp

lic

ati

on

Fra

me

wo

rk

Process IntegrationIntegration

BrokerBusiness Process

Management

Information Integration

BusinessIntelligence

KnowledgeManagement

Life

Cyc

le M

an

ag

em

en

t

Portal Collaboration

J2EE ABAP

Application Platform

Multi-Channel Access

SAP SAP NetWeaver™™


Master Data Management

SAP’s packaged DSS solutions

SAP’s Integrated BI solution is known as NetWeaver.

This is a group of product components including:

1. Data Warehouses (BW)

2. Strategic Enterprise management (SEM)1. Corporate Performance mgmt (CPM)2. Business planning & simulation (BPS)3. Business Consolidation services (BCS)4. Stakeholder relationship mgmt (SRM)

3. Data Mining (inside BW)

4. Advanced Planning and Optimization (APO-BI)

5. Supply Chain Event Manager (SCEM-BI)

6. Customer Relationship Manager (CRM-BI)The DW is the source of the data for

all these integrated analytical applications (iAnalytics)

43

ERP Data warehousing – Example: SAP Business Warehouse

Source: SAP AG, 2007

Flat ReportingFlat Reporting• FormattedFormatted• PrintPrint• Form basedForm based• StaticStatic• Predictable accessPredictable access

OLAP ReportingOLAP Reporting• Drill DownDrill Down• Slice and DiceSlice and Dice• AnalyseAnalyse• Data Mining Data Mining • Search and discoverSearch and discover

KPI & ScorecardKPI & Scorecard FormattedFormatted• SimpleSimple• Easy to viewEasy to view• Limited navLimited nav• AggregatesAggregates

44

Today’s SAP web reports

The most common way of deploying BW queries are through a standard, or customized web template with built-in navigational features. BW provides a global web template that can be enhanced with logos, colors, fonts and additional features using Java Server Pages.

45

Where is SAP heading?

In October 2007, SAP launched a new tool suite called Corporate Performance Management (CPM) Note: same acronym but new tools.

The new SAP CPM is a collection of 3 tools it acquired in 2005-2006:

1. SAP Strategy Management (formerly PilotWorks)

2. SAP Business Planning and Consolidation (formerly OutlookSoft 5)

3. SAP Business Profitability Management by Acorn

KEY POINT— What we see is a temporary strategy of integrating previously acquired

software under a shared marketing umbrella until SAP can digest the Business Objects acquisition (2008) and build coherent front-end tools. In the interim,

SAP will have a complex number of tools with overlapping capabilities.

KEY POINT— What we see is a temporary strategy of integrating previously acquired

software under a shared marketing umbrella until SAP can digest the Business Objects acquisition (2008) and build coherent front-end tools. In the interim,

SAP will have a complex number of tools with overlapping capabilities.

46

Oracle’s Legacy Approach to BI

Oracle Business Intelligence ApplicationsOracle's analytic applications include corporate performance management, interactive dashboarding (i.e. from Oracle’s Financial Analyzer), and embedded analytics. It is pre-built, industry specific analytic applications for BI based on business functions and user roles.

Oracle Business Intelligence SuiteBusiness Intelligence Suite is intended for executives, managers, and front line workers , and include ad hoc query and analysis, proactive intelligence and alerts, advanced reporting, and predictive analytics.

Oracle Data WarehousingThe Data Warehousing products include a graphical environment that supports design, deployment, and management of data warehouses. It include parallel database technology, and a suite of data access and management tools.

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Oracle’s New Approach to ERP BI

Oracle’s answer to SAP’s NetWeaver is the Collective packaging of Fusion BI and their analytical applications

-

Source: Oracle

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Oracle’s Corporate Performance Mgmt (CPM) BI applications

Today, the CPM applications include 6 different areas: Balanced scorecards, Enterprise planning and budgeting, Daily business intelligence, Public sector budgeting, Financial consolidation hub and Profitability manager

Source: :White paper: Oracle Fusion Applications

Planning Budgeting & Forecasting• Workforce Planning• Capital Planning• Demand Planning• Public Sector Budgeting• Financial Services Budgeting

Role-Based Scorecards• Financial - CFO• Workforce Planning• Customer• Supplier

Profitability Management & Optimization• ABM/ABC• Transfer Pricing• Customer Behavior Modeling

Financial Consolidation & Compliance• Financial Consolidation• Sarbanes-Oxley Compliance• IFRS, Basel-II• Project Portfolio Management

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Oracle’s Interactive Dashboards & embedded analytics

The interactive dashboards and embedded analytics covers a variety of scenarios and many of them allows drill down to the supporting transactions in the data warehouse or the transaction system.

Source: :White paper: Oracle Fusion Applications,

The daily business intelligence is presented in

46 overview pages, 287 KPIs and

769 delivered reports

The daily business intelligence is presented in

46 overview pages, 287 KPIs and

769 delivered reports

Supply Chain• Order Fulfillment• Logistics• Manufacturing• Planning• Costing• Maintenance• Product Lifecycle• Expenses• Revenue• P&L• Cash flow• Projects

Marketing• Campaign• Telemarketing

Sales• Forecast• Pipeline• Sales revenues• Order capture• Sales contracts

Procurement• Commodity mgmt.• Supplier mgmt.• Procurement operations• Procure-to-pay

Financials• Compliance• Payables• Receivables

Human Resources• Workforce readiness• Total compensation• Benefits• Workforce planning• Talent management• Compliance

Service• Call center• Help desk• Service contracts• Field service• Depot repair

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PeopleSofts’ Enterprise Performance Management - EPM

PeopleSoft’s approach to ERP analytics is through 20+ datamarts and a set of BI analytical applications that round on top of these

These are the 20+ pre-delivered data marts that comes with ETL

programs as well

These are the 20+ pre-delivered data marts that comes with ETL

programs as well

CRM Warehouse• Customer mart• Marketing mart• Sales mart• Services mart

Financials Warehouse• Advanced cost accounting mart• Enterprise service automation (ESA) mart• General ledger & profitability mart• Payables mart• Receivables mart• Real estate mart

HCM Warehouse• Compensation mart• Learning & development mart• Recruiting mart• Workforce profiling mart

Supply Chain Warehouse• Fulfillment & billing mart• Inventory mart• Manufacturing mart• Procurement mart• Spend mart• Supply chain planning mart

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PeopleSofts’ EPM BI Applications

PeopleSoft’s BI analytical applications.

Source: :White paper: PeopleSoft Enterprise Performance Management,

These analytical applications runs on top of the 20 pre-delivered datamarts from PeopleSoft.

These analytical applications runs on top of the 20 pre-delivered datamarts from PeopleSoft.

CRM Analytics• Customer behavior modeling• Customer scorecard

Financial Analytics• Activity based management• Funds transfer pricing• Global consolidations• Planning & budgeting• Project portfolio management• Risk-weighted capital• Scorecards

Supply Chain Analytics• Activity based management• Manufacturing scorecard• Supplier rating system

Workforce Analytics• Workforce planning• Workforce rewards• Workforce scorecard

Industry Specific Analytics• Funds transfer pricing• Healthcare scorecard• Manufacturing scorecard• Risk Weighted capital

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What is Oracle going to do with it all?

Oracle has already integrated the Siebel's BI analytic solutions in Oracle Business Intelligence Suite Enterprise Ed. (as of 2006).

In 2007 Oracle added more content for higher education, pharma-ceuticals and financial services, but is still weak on industry solutions in most other areas.

The 2008 challenge for Oracle is to expand the Fusion analytics platform to create the next generation of integrated BI applications.

This will include a combination of the Business Intelligence Suite and Oracle applications

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Where is Oracle heading?

In February 2007 Oracle made their E-Business Suite v.12 generally available. This delivered specific analytics by integrating Oracle Business Intelligence Suite with PeopleSoft Enterprise and JD Edwards EnterpriseOne.

Oracle also announced that Fusion Applications (available 2008) will “bring together the concepts of all the suites”…..

With the release of PeopleSoft Enterprise version 9.0 in 2007 there were also new enhancements to Enterprise Performance Management capabilities, but the future of EPM is somewhat unclear (Oracle says it will support it indefinably, but have not announced a new release date)..

KEY POINTS— What we see is two tracks: One with continued development of legacy and

heritance ERP BI applications, and on track with the ‘to-be’ vision of integrated analytics based on the Oracle fusion as the platform, and

business intelligence suite as the integrated BI applications

KEY POINTS— What we see is two tracks: One with continued development of legacy and

heritance ERP BI applications, and on track with the ‘to-be’ vision of integrated analytics based on the Oracle fusion as the platform, and

business intelligence suite as the integrated BI applications

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Putting it all into context…..

Level of Pre-delivered ContentToolsets & accelerators

Analytical applications for specific industries

Lev

el o

f E

mb

edd

ed A

nal

ytic

s

Complex (score cards, budgeting, planning, KPI)

Interactive Mgmt. reporting (OLAP, MQE)

Emerging (1st generation)

Vertical approach (2nd generation)

Horizontal approach (2nd generation)

Integrated analytical (3rd generation)

Oracle BI suitestandard edition

Oracle BI suitestandard one edition

Siebel BI

PeopleSoftEPM

SAP Strategic enterprise mgmt

SAP BW

Oracle BI suiteEnterprise edition

Oracle E-business suite applications

SAP APO

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What We’ll Cover






• Wrap up

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TREND: More visualization tools (I.e. SAP’s Visual Composer)

A Visual Composer is a tool to visualize the data. It is a browser-based intuitive modeling and design tool for rapid application development and prototyping in a code-free development environment.

SAP NetWeaver‘sVisual ComposerSAP NetWeaver‘sVisual Composer

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TREND: Virtual OLAP

• Virtual OLAP is a trend of merging operational and analytical data in a logical manner.

• Since the merger is virtual, it can have zero lag time and therefore provide real-time analytics.

• Many companies such as the GL company is providing tie-ins to Oracle applications and databases that can logically merge the data as well as transform the data to external indexing engines for extremely fast query accessing.

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TREND: Virtual OLAP – an SAP approach

• SAP launched the BI accelerator at the end of June 2006.

• This tool takes BI and/or operational data and creates a proprietary indexing system that allows users to access the data very quickly.

Query performance can

be 100s of times faster

than traditional ROLAP.

Source: Alexander Peter, SAP AG, 2006

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Trend: BI applications are creating ‘new’ date to the DW

• In Data warehousing v2.0 (Bill Immon’s new terminology), we are using BI applications to create new data that needs to be fed to the data warehouse, and /or the transactional system

• Tools are now available to build association data sets that creates updates in the transaction systems based on BI findings (i.e. customer segmentation, risk, profitability flagging etc).

Images: Bhanu Gupta, ASUG 2005 Illinois chapter

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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

Most BI projects are abandoning the vendor delivered methodologies

All major vendor’s have ‘proposed’ BI methodologies, but they are predominantly based on traditional approaches to building transaction systems.

SDLC methodologies are for building

transactional systems.

For BI, there are several other alternatives.

SDLC methodologies are for building

transactional systems.

For BI, there are several other alternatives.

Source: Dr. Bjarne Berg, SAP Project Management Conference - Oct. 2005, Las Vegas “How to pick JAD, RAD, XP or a SDLC Methodology for your IT project”

61

What We’ll Cover






• Wrap up

62

Your Turn!

Dr. Bjarne [email protected]

COMERIT (presentations,

articles, accellerators)www.comerit.net

a guide to plan, manage, & execute a successful bi project dr. bjarne berg

Documents

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