a-z guide lcmg amsterdam 2007 p1 v4
DESCRIPTION
A-Z Guide LCMg Amsterdam 2007TRANSCRIPT
-
A comprehensive guide to plan,
manage, & execute a successful global SAP BI Implementation Project
Part 1Dr. Bjarne Berg
MyITgroup
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In Part 1
Writing your SAP BI business case and determine global architectureDefining the global scope of your implementationWriting a milestone planDeveloping your global staffing planBudgetingOn-boarding, training and global staffing issuesWriting your workplanMonitoring the progress and risk of your global projectMonitoring quality / instituting a formal approval processWhy you need an SAP BI user acceptance group -
In Part 2
The blueprinting phaseLeveraging the standard content
Modeling for your solution
Deliverables
The realization phaseBest practices for managing the implementation of ODS and InfoCubes
Managing the environments and transports
Managing unit, system, integration & stress testing of SAP BI
The implementation phaseExecuting the cut-over to production
Conducting end-user and power user training
Establishing the end-user support organization
Post-implementation review and next steps
-
What Well Cover
Writing your SAP BI business case and global architectureIdentifying your requirements, scope, and plan-of-attack Staffing your project: lessons and examplesBudgeting: how much? and for how long?Final preparations: on-boarding, writing the workplan, etc. Wrap-up -
Writing the Overall Business Case for a Global Project
The business case must be aligned with some concrete multi-national business benefits The best way to write a business case is to align it with one of these areas:Money
Strategy
Reducing time and effort of delivery
Improved information quality and access for end users
-
Example Business Benefits of SAP BI
Users get earlier access to
information
Load times in BI are
less than traditional,
custom- developed
data warehouses
Business users need a high
Availability solution
Information Access
Users spend less time on
reconciling data, and more
time analyzing it.
BW is
closer
to the
source system, and more
accurately reflects data
A substantial portion of the data
warehouse effort is spent on
reconciling information
Reconciliation Effort
Enables web initiatives to get
closer to the source data,
both in time and consistency.
BW is closely integrated
with R/3, and can deliver
data that reflects the
source system at short
time intervals.
Web delivery requires rapid data
delivery of high consistency with
the source system.
Web strategy
Substantial cost savings, by
not having to redevelop new
extract programs for each
SAP upgrade
BW R/3 integration points are maintained and tested by SAP
Updating extract programs
when upgrading R/3 is
expensive.
Cost Avoidance
SAP is responsible for
maintenance of the
product.
Maintaining a custom developed
BI solution is complex and
expensive.
Cost of Ownership
Benefit
BW
Observation
Area
Information Access
Reconciliation Effort
Web strategy
Cost Avoidance
Cost of Ownership
Benefit
SAP BI
Observation
Area
Substantial maintenance
cost savings
-
Example Business Benefits of SAP BI (cont.)
AreaObservationSAP BI BenefitFaster DeploymentNeed to increase time to deliver new applications and enhancements existing areasTypical use of 60-80% of pre-delivered content increases development speedReduced development time for new decision support areasIntegrated ProductsSAP continues to offer new products and modules that the organization might wish to leverage in the futureSAP BI is the cornerstone of SAPs New Dimension product offeringsEnables closer integration with other SAP modulesQuery speedBusiness users need fast access to their data Through use of summaries, TREX, and the new accelerator, SAP BWs architecture lends itself to faster query performance Users get the data they need quickly to perform their job functions -
Example Business Benefits of SAP BI (cont.)
AreaObservationSAP BI BenefitSAP StrategyIt is the organizations SAP strategy to leverage investments in the SAP to the fullest extent, and maximize SAP resource utilization.SAP BI is a SAP product, and is based on standard SAP NetWeaver technologies (Basis, ABAP, etc.)Strategic fit and synergy with SAP. SAP Basis, ABAP, etc. resources can be used across SAP projects, including SAP BW.Tool StandardizationThe organization must be able to leverage industry standards to enable business users to access data in a variety of ways Microsofts ODBO application interface and Java (SAP BI 3.5) are supported by a variety of major presentation and web tools.Simplifies user access to data, expands options for using standard presentation and web tools, or developing your own.Industry TrendThe organizations competitors and some of the organizations business areas are installing SAP BI Increased industry resource pool and knowledge of SAP BWEnables the organization to leverage industry solutions and know-how. -
What Logically Belongs in a Global BI System?
Five years ago, with version 3.0B, BI became increasingly able to report on operational detailed data. But some reports still belong in R/3 or other transactions systems
Operational
Reporting
More Summarized
More Ad Hoc
Management Information
Lightly Summarized
Real-time
Inquiry
Dividing Line
ERP
DW
-
The Global Target Architecture An Example
Meta Data
Data Warehouse and Decision Support Framework
R/3
Legacy
Systems
External
systems
Internet
Messaging
Source Data
Data
Extraction
Transformand
Load
Processes
Extract
Summation
Marketing
& SalesPurchasing
Corporate
Product Line
Location
Operational
Data StoreTranslate
Attribute
Calculate
Summarize
Synchronize
Transform
Summarized
DataData Subsets
by Segment
Data
WarehouseOLAP
Data
Mining
Batch
Reporting
Managed
Query Env.
Access
Data Marts
Vendor
Provided
Reconcile
Finance
Supply
-
What Well Cover
Writing your SAP BI business case Identifying your requirements, scope, and plan-of-attack Staffing your project: lessons and examplesBudgeting: how much? and for how long?Final preparations: on-boarding, writing the workplan, etc. Wrap-up -
Alternative Global BI Approaches
TOP-DOWN APPROACH
Build a global data warehouse for the company, and proceed sourcing local data from old legacy systems driven from a top-down approach.
BOTTOM-UP APPROACH
Focus on a bottom-up approach where the BI project will prioritize supporting and delivering local BI solutions, thereby setting the actual establishment of the global Data Warehouse as secondary, BUT not forgotten.
CONTINUE
CHANGE
-
The Six Global Dimensions
There are six core global dimensions you must consider before embarking on a global DW strategy. Project management is important, but its only one of these dimensions. Failure to account for the others may result in project failures.
Source: Peter Grottendieck, Siemens
For each dimension, articulate an approach, constraints, limitations and assumptions before you start your project.
-
The Six Global Dimensions (cont.)
Be aware that US management styles can often come across as very aggressive and authoritative. To get local buy-in, assign meaningful leadership roles to local managers.
Culture, language, attitudes and politics can get in the way of a global project
Make sure you have a blend of local resources in leadership roles and consider local consultants instead of bringing in US resources
Intercultural Know How
-
The Six Global Dimensions (cont.)
One of the first steps is to make sure you have reliable connectivity and bandwidth to move the data each night
What happens if the data movement fails?
How can you get access to backup tapes?
Can the bandwidth handle end-of month high volumes?
What infrastructure do each source site use?
Infrastructure
Prerequisites
-
The Six Global Dimensions (cont.)
Do all team members and end-users communicate as effective in English?
Documentation
Do we need multi-language training and documentation?Does basic conversational English mean that users can read and understand technical training material and documentation?Have you installed Unicode on your BI system?Training
-
Identifying Your Business Requirements
One of the first steps is to gather the right requirements. This is done in a variety of ways, depending on which methodology you employ. It is a complex process involving:Discovery and Education
Formal communication
Reviews
Final approvals
An SAP NetWeaver implementation involves more than just black-and-white technical decisions; just because something is technically feasible, doesnt mean it is wise or desirable from a business perspective.
What the user wanted
How customer described it
How analyst specified it
How designer implemented it
-
Defining The Scope Of Your Global SAP BI Implementation
First, determine what the local and shared business drivers are, and make sure you meet these objectives.Define the scope in terms of what is included, as well as what is not included, make sure everyone is at least heard. In some cultures, process is as important as outcomes.Make sure you obtain approval of the scope before you progress any further. All your work from now on will be driven based on what is agreed to at this stage.As part of the written scope agreement, make sure you implement a formal change request process. This typically includes a benefit-cost estimate for each change request and a formal approval process.Change management is done to manage scope, timelines and competing business requirements. Put in place a process for capturing feedback & requests.
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Defining The Scope Of Your global SAP BI Implementation (cont.)
For the first go-live, keep the scope as small as possiblee.g., Accounts Payable, Accounts Receivable, G/L, or COPA
You have only 3 dimensions to work with:If one of these dimensions changes, you have to adjust at least one of the others
Time
Scope
Resources
(people, technology
and money)
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Prioritizing the Enterprise Global Scope (Example)
Plan multiple implementations, and write a long-term outline. Control change with a formal change request process.
-
Selecting A Methodology
Many times, there are several potentially right choicesi.e., when time-to-delivery is moderate, or when the impact of failure is moderate. Also be aware of local variations of the methodologies
The diagram is intended to illustrate the differences among the appropriateness of each methodology.
The decision is clearer in the extreme. In practice, however, there are gray zones where more than one answer may be correct.
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Writing A Global Milestone Plan
Use milestone plan to illustrate dependencies and high-level tasksPost this plan on the walls and in the hallways of ervyone affected.
Dont hide it in the PM's office in a different country.
Keep it under 30 items
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What Well Cover
Writing your SAP BI business case Identifying your requirements, scope, and plan-of-attack Staffing your project: lessons and examplesBudgeting: how much? and for how long?Final preparations: on-boarding, writing the workplan, etc. Wrap-up -
Six ways to organizing the Global BI development effort
The more distributed the SAP BI development effort becomes, the more difficult it is to maintain communication and get cohesive requirements.
-
Developing Your Staffing Plan: Lessons Learned
Developer training should start early for all project team membersSAP R/3 skills are not easily transferable to SAP BWHands-on experience is needed
Its very hard to learn while being productive
The quality of the team members is much more important than the number of membersAn experienced SAP BI developer can accomplish in one day what 3 novice developers can do in a week
The tool has a steep learning curve
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Developing Your Staffing Plan: Lessons Learned (cont.)
Project time and cost estimates should be based on teams experience levelPlan on formal knowledge-transfer from external resources from day oneLink inexperienced members with experienced ones
Have identified go-to resources available in all areasMake a list!
(we will take a second look at this when we do the budgeting!)
-
Sleep, Travel and Time Zones..
People crossing 4 or more time zones need over 36 hours to adjust! This increases to over 72 hours when crossing 6 or more time zones. Some simple rules to address this:Create a "project time" in the middle. I.e. for European and US projects, middle time would be Eastern US time +3 hrs, and European central times less 3 hours. No meetings would be scheduled between 8-11am in Europe, nor between 2-5pm in the US.
Fly to the destination the day before, or allow at least 4 hours downtime for sleeping and showering at the hotel.
Dont schedule meeting times around when people are traveling.
Keep each trip over 5 days minimum to adjust for sleep, or risk running the team "into the ground"
Plan extended weekends for family time for staff after a long trip (including consultants)
Source: Leveraging resources in global software development Battin, Crocker, Kreidler, Subramanian, Software, IEEE
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Example: Small local SAP BI Project for Single Subject Area
E.g., Billing, Inventory, or Accounts PayableNote: These are roles, not positions (sometimes one team member can fill more than one role)
4-5 team members and normally
3-6 months duration depending on scope
Basis and functional R/3 support
Project sponsor
Project Manager
Business team
Technical team
Business analyst
Presentation developer
SAP BI Architect
ETL developer
-
Example: Mid-sized global SAP BI Project, Single Complex Subject
E.g., Global Cost and Profitability, international cross organization or consolidated billing8-10 team members and normally
2-4 months duration depending on scope
Note: These are roles, not positions (sometimes one team member can fill more than one role)
Basis and functional R/3 support
Project sponsor/
Steering
Committee
Project Manager
SAP BW
Architect
Business
Analyst(s)
Extract,
Transforms
and Loads
Data Management
(InfoCubes &
ODS)
Presentation
Developer(s)
Sr. Business analyst
Business analyst
Sr. ETL developer
ETL developer
Sr. SAP BI developer
SAP BI developer
Sr. Presentation
developer
Presentation developer
-
Example: Large Global BI Project for Multiple Subject Areas
E.g., global Sales, Finance, and Material Management15-25 team members and normally
6-18 months duration depending on scope
Note: These are roles, not positions (sometimes one team member can fill more than one role)
Basis and functional R/3 support
Portal developer(s)
SAP BI Architect
Business analyst/(sub-team lead)
SAP BI developer
Presentation developer(s)
ETL developer
Sales Team
Business analyst/(sub-team lead)
SAP BI developer
Presentation developer(s)
ETL developer
Finance Team
Business analyst/(sub-team lead)
SAP BI developer
Presentation developer(s)
ETL developer
Material Mgmt. Team
Project Manager
Project sponsor/
Steering Committee
-
How Tightly Should Multiple Global BI Projects be Controlled?
Source: The Conference Board Survey
The relationship between global control and success:
88% Successful
30% Successful
Loose Cooperation
(38%)
Independent
(38%)
Tight Central Control
(24%)
100% Successful
Coordination of Multiple Data Warehouse Projects
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What Well Cover
Writing your SAP BI business case Identifying your requirements, scope, and plan-of-attack Staffing your project: lessons and examplesBudgeting: how much? and for how long?Final preparations: on-boarding, writing the workplan, etc. Wrap-up -
SAP Business Intelligence Project Budgeting Process Steps
Size the SAP BI effort based on the scope
Prioritize the effort
Map the effort to the delivery schedule
Plan for number of resources needed based on the scope, delivery schedule and the effort.
Create the Milestone Plan and Scope Statement first, before attacking the budgeting process!!Start the budgeting process by estimating the workload in terms of the development effort. Refine based on the teams skill experience and skill levelWe will now look at an example how this process works in the real world
426.unknown -
1. Size SAP BI Effort Based on the Scope Real Example
Remember that your sizing also has to be based on the teams experience and skill level.
-
2. Prioritize the Effort
The next step is to prioritize and outline the effort on a strategic timeline
Make sure your sponsor and the business community agree with your delivery schedule
-
3. Use Project Estimates & the Timeline to Create Project Load Plan
There are 480 available work hours per project member per quarter.
Knowing this, we can plan the number of team members we need
NOTE: Remember to plan for different vacation schedules (i.e. in Europe a 3-4 weeks vacation is not unusual).
427.unknown -
4. Result: Good Input for the Staffing Costs and Planning
Many companies plan a 60%- 40% mix of internal and external resources for a first go-live. Also, most use $50-$90 per hr for internal budgeting and $90-$170 per hr for external resources.
Use this information to plan for training, on-boarding, and staffing
This spike in resource needs is due to an overlap in the delivery schedule
Now might be a good time to review that decision
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What Well Cover
Writing your SAP BI business case Identifying your requirements, scope, and plan-of-attack Staffing your project: lessons and examplesBudgeting: how much? and for how long?Final preparations: on-boarding, writing the workplan, etc. Wrap-up -
Global On-Boarding and Training
Dont underestimate the value of in-house, hands-on training in addition to formal SAP training classes.
It is also important to provide technical training to the team members in their own language and this is normally best done in their respective countries,
429.unknown -
Writing the Workplan SAP Best Practices for BI
A sample workplan can be downloaded from the SAP Best Practices for BI web siteA test drive is available on the Web site: http://help.sap.com/bp_biv170/index.htm
-
Writing the Workplan
The WorkplanWrite a detailed workplan that references the methodology.
Make sure the workplan is detailed enough to track project progress.
Progress can be measured by hours used, vs. % of tasks completed.
400 to 1000 line-item workplans are not unusual for mid-size and large SAP BI implementations
More Details on workplan writing available here: Writing Solid and Realistic Work Plans for a SAP BI Implementation Project, SAP Project Mgmt Conference 2005,http://csc-studentweb.lrc.edu/swp/Berg/articles/PM05_Berg_Writingasolid.ppt
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Effort, Duration and Mistakes on Global BI Projects
Source: Planning and improving global software development process by Setamanit, Wakeland, Raffo, May 2006, international workshop on Global software development
Recent research have demonstrated that global projects that spends more days (duration) on similar tasks, have less defects and less re-work.
Since team members are more likely to work on multiple tasks not related to the project, longer durations on developing the SAP BI system does not mean more effort (i.e. work hours).
-
Global Project Risk Mitigation Strategies
L - Limitations (what are the assumed, existing and design limitations)
A - Assumptions (what assumptions are made, and what happens
when these assumptions are no longer true?)
R - Risks (what are the risks created by this approach, what are
the impacts of failure, and how can these risks be
minimized)
Developers, designers and business analysts should be forced to write at least one paragraph on each of these item.
It forces new thinking as well as the constant questioning of assumptions (which may not be accurate).
State 3 items in every design, budget and final deliverable:
-
Plan for solving Global SAP BI project issues
Having IT people engaged in SAP BI global development without providing the right infrastructure, approach and management is a recipe for failure
Source: Leveraging resources in global software development Battin, Crocker, Kreidler, Subramanian, Software, IEEE
-
Global Project Risk Mitigation Strategies
Add 15% more project time for travel and adjustments
Rotate travel so that the stress is more evenly distributed on the team
Plan to spend 5-10 days at the beginning of the project to level set and build trust and social networks before the real work begins.
Create a formal escalation process of issues related to the project and make sure one culture does not dominate.
Select a project language formally and make sure all team members are proficient in it.
Spend time rewarding inter-team cooperation and create opportunities for promotion within and outside both teams (cross pollinate)
-
Monitoring Progress
Manage the workplan from a percent complete standpoint on a weekly basisCreate weekly status reports with core progress metrics and send to all team members (keep it high-level and tangible)Require monthly status reports from all team members in a fixed formatKeep a close eye on the deadlines for the deliverables and make to follow-up personally on late tasksTrack percent complete tasks in the workplan against the number of hours, or days worked, to see if you are on-track.SAP BI is a complex environment that has many dependencies. Late tasks can have significant impacts on the overall project.
434.unknown435.unknown -
Monitoring BI Quality and Formal Approval Process: Example
Create Functional
specs
Peer Review
Complete?
Complete?
Create Technical
specs
Peer Review
Complete?
Complete?
Structured
walkthrough
Approved?
Configuration
Unit Testing
Integration
Testing
System Testing
Structured
walkthrough
Approved?
No
No
No
No
No
Yes
Yes
Yes
Yes
Yes
Yes
No
-
The User Acceptance Group and Its Role
Create a user acceptance team consisting of 5-7 members from the various business departments or organizations Keep the number odd to assist with votes when decisions need to be made. With fewer than 5 members, it can be hard to get enough members present at each meetingMake this team the focus of your requirements gathering in the early phase, then let this team perform user acceptance testing during the Realization phaseMeet with the team at least once a month during realization to refine requirements as you are building, and have something to show themThis approach is hard to execute when also managing scope, but is essential to make sure that the system meets users requirements
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What Well Cover
Writing your SAP BI business case Identifying your requirements, scope, and plan-of-attack Staffing your project: lessons and examplesBudgeting: how much? and for how long?Final preparations: on-boarding, writing the workplan, etc. Wrap-up -
Resources
Dr. Bjarne Berg Home page (70+ articles and presentations):http://csc-studentweb.lrc.edu/swp/Berg/BB_index_main.htm
Five Core Metrics: The Intelligence Behind Successful Software ManagementBy Lawrence H. Putnam & Ware Myers
Waltzing With Bears: Managing Risk on Software ProjectsBy Tom Demarco & Timothy Lister
Mastering the SAP Business Information WarehouseBy Kevin McDonald, Andreas Wilmsmeier, David C. Dixon
(August 2006 edition)
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7 Key Points to Take Home
Write the business case around the areas of greatest benefit to more than one user community - think globally act locally!!Warning: Dont use a shotgun approach, keep it focused
Define your scope in-terms of what is included, and state what is not included and make it clear to everyone from the startEstablish a formal global change control process that is well communicated and that have instruments for capturing feedbackPlan your global project based on the hours required for the effort, and the project teams experience and skill levels. Add 15% more time than you would for a local project. -
7 Key Points to Take Home (cont.)
Establish milestone dates, and map the work hours required to these dates. Include local vacation schedules and holidays. Be sensitive to local work practices and don't 'enforce' your management style on the team (accept diversity).Establish a formal global on-boarding plan for project resources and make sure they receive appropriate training.Establish a formal process for quality control and approval of deliverables. Communicate often and spend time on team building activities. -
END OF PART 1. Next: How Do We Deliver What We Promised?
How to contact me:
7/27/9
7/167/237/30
8/6
8/138/208/27
9/3
9/109/179/2410/110/8
10/1510/2210/29
11/5
11/1211/1911/26
12/3
12/10
BI Environment install & verification
BI Accelerator Install & verification
Portal Environment install
User security migration and testing
PCA ODS and Cube creation
G/L line item ODS and Cube creation
Data loads
Query replication
Data validation
Query validation
Testing and demo
Scope definition
Blueprinting
Realization
Testing and demo
Scope definition
Blueprinting
Realization
Testing and demo
Scope definition
Blueprinting
Realization
Testing and demo
Scope definition
Realization
Testing and demo
Scope definition
Blueprinting
Realization
Testing and demo
Scope definition
Blueprinting
Realization
Testing and demo
Address outstanding issues
Re-testing
Outstanding items & lessons learned
Migration CIM to
integrated
planning
Report Designer
& Query Designer
(POC)
Content Migration
(POC)
Visual Composer
(POC)
Analysis Process
Designer (POC)
SAP ETL,
Daemon & XI
(POC)
Wrap Up
NovemberDec.
Environments
BI Accelerator
(POC)
JulyAugustSeptemberOctober
Note
Warning
ID
TASK
28-May
29-May
30-May
31-May
1-Jun
2-Jun
1
SAP Best Practices BI Implementation Roadmap - read Notes
11
Blueprint Phase & Planning Phase
12
Apply for Going Live Check
13
Finalize Project Scope [selected scenarios]
14
Check Content delivered by Best Practices
15
Determine those issues affecting BW Implementation and assign risk to project
16
Present Final Scope to Customer and Get Signoff of Scope
17
Project Planning Phase
18
Set Up Development Environment
19
Define transport Strategy
20
Activate TMS
21
Define Project Organization and Create Teams
22
Analyze Roles and Tasks by Standard Content Areas and Technical
23
Update delivered Project Plan & finalize, including resources assignments
24
Define customer rollout & training strategy for SAP BW
25
Define types of users of the BW
26
Determine Number of users for BW
27
Determine Data Access Requirements
Joint Application Design
(JAD)
Rapid Application Development
(RAD)
Extreme Programming
(EP)
System development Life-Cycle
based methodologies
(SDLC)
Impact of Failure
Low High
Low
High
Time to
Delivery
When to Select Different Methodologies
BenefitsRisks
1
Single site
2
Distributed analysis
3
Distributed analysis and design
4
Co-located analysis and design
5
Multiple co-located analysis and design
6
Fully distributed development
Option
Tip
Money
Reducing Time and Effort of delivery
Strategy
Improved information quality & access
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
July
Aug
Sept
Oct
Nov
Dec
Procurement details
& summary receipts
Contracts
Settlements
Inventory
Sales
Master Agreements
Contractor
General Ledger
A/R & Credit Mgmt
SNOP
Cost
Procurement
Inventory Planning
Source Analysis
(enhancements)
Sales opportunity
Blueprinting
Realization
Cutover and go-live
2005
2006
2004
Tax-severance &
processor
Issue
Financials qtr 1qtr 2qtr 3qtr 4qtr 1qtr 2qtr 3qtr 4qtr 1qtr 2qtr 3
General ledger line item (ODS) 866866 1,732
COPA 946.5947 1,893
Prod cost planning released cost
estimates (COPC_C09)
867867 1,734
Exploded itemization standard product
cost (COPC_C10)
1017.51017.5 2,035
Cost and allocations (COOM_C02) 13241324 2,648
Cost object controlling (0PC_C01) 10231023 2,046
Order
Billing 866866 1,732
Sales order 866866 1,732
Accounts receivables (0FIAR_C03) 866866 1,732
Deliver
Shipment cost details (0LES_C02) 866866 1,732
Shipment header (0LES_C11) 865.5865.5 1,731
Stages of shipment (0LES_C12) 865.5865.5 1,731
Delivery data of shipment stages
(0LES_C13)
865.5865.5 1,731
Delivery service (0SD_C05) 820.5820.5 1,641
Planning and Scheduling
Material Movements (0IC_C03) 9529521,904
APO Planning 1310.513112,621
SNP Integration 1310.513112,621
Manufacturing Processes
Production Orders 13111,3112,621
Cross Applications 13111,3112,621
Total
1,813 1,813 4,232 4,232 2,598 2,598 4,283 4,283 3,573 6,195 2,622 38,238
2005 2006 2007
Financials qtr 1qtr 2qtr 3qtr 4qtr 1qtr 2qtr 3qtr 4qtr 1qtr 2qtr 3
General ledger line item (ODS)
COPA
Prod cost planning released cost estimates
(COPC_C09)
Exploded itemization standard product cost
(COPC_C10)
Cost and allocations (COOM_C02)
Cost object controlling (0PC_C01)
Order
Billing
Sales order
Accounts receivables (0FIAR_C03)
Deliver
Shipment cost details (0LES_C02)
Shipment header (0LES_C11)
Stages of shipment (0LES_C12)
Delivery data of shipment stages (0LES_C13)
Delivery service (0SD_C05)
Planning and Scheduling
Material Movements (0IC_C03)
APO Planning
SNP Integration
Manufacturing Processes
Production Orders
Cross Applications
2005 2006 2007
Number of team members
-
2
4
6
8
10
12
14
qtr 1
qtr 2
qtr 3
qtr 4
qtr 1
qtr 2
qtr 3
qtr 4
qtr 1
qtr 2
qtr 3
Customi
zation
Tech. Dev.
infocube
Extraction and
transforms
Report
and roles
Security and
scheduling
Web
develop-
ment
User
support/
planning
Project mgmt
and admin
System docs
& manuals
Tech infra-
structure
Bus. Analysis,
training, req.
gathering, change
mgmt.
Total
Hours
Financials
LGeneral ledger line item (ODS) 216229188101132134100791504031,732
MCOPA 158286153127153152120941804701,893
LProd cost planning released cost
estimates (COPC_C09)
216229188101133135100791504031,734
MExploded itemization standard
product cost (COPC_C10)
238286216126153152120941804702,035
LCost and allocations
(COOM_C02)
2161144188101132135100791504032,648
MCost object controlling
(0PC_C01)
238286216137153152120941804702,046
Order
LBilling 216229187101132135100791504031,732
LSales order 216229187101132135100791504031,732
LAcct. Rec. (0FIAR_C03) 216229187101132135100791504031,732
Deliver
LShipment cost details
(0LES_C02)
216229187101132135100791504031,732
LShipment header (0LES_C11) 216228187101132135100791504031,731
LStages of shipment (0LES_C12) 216228187101132135100791504031,731
LDelivery data of shipment stages
(0LES_C13)
216228187101132135100791504031,731
LDelivery service (0SD_C05) 180229133101132134100791504031,641
Planning and Scheduling
LMaterial Movements (0IC_C03) 216457132101132134100791504031,904
MAPO Planning 277832216127153152120941804702,621
MSNP Integration 277832216127153152120941804702,621
Manufacturing Processes
MProduction Orders 277832216127153152120941804702,621
MCross Applications 277832216127153152120941804702,621
Total Hours4,2988,0743,5872,1102,6562,6812,0401,6063,0608,12638,238
Ideal Yrs
Experience
(minimum)
Training days
(if new in the
role)
In-house
training
days
BW Developer
2+
15
3-5
ETL Developer
3+
15-20
3-5
Presentation Developer
1+
5-10
3-5
Project Manager
5+
10-15
3-5
Business Analysts
5+
5-10
3-5