sap bi project management_v2
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SAP BI Project Management_v2TRANSCRIPT
Mastering Business Intelligence with SAP 2009
Premier Partners: Proudly Supported by: Produced by:
Mastering Business Intelligence with SAP 2009
A Comprehensive Guide to Plan and Manage a Successful SAP BI Implementation
Dr. Bjarne BergAssociate Prof., SAP University Alliance
Lenoir-Rhyne University
and V.P. Comerit Inc.
Mastering Business Intelligence with SAP 2009Mastering Business Intelligence with SAP 2009
Introduction & Overview
Staffing your project: lessons and examples
Budgeting: how much? and how long?
Final preparations: on-boarding, writing the workplan, etc.
Lessons learned from 'Post Mortem' Reviews
Key Points to Take Home
Questions
What I’ll Cover
Mastering Business Intelligence with SAP 20094
Operational
Reporting
More Summarized
More Ad Hoc
Management Information
Lightly Summarized
Real-time
Inquiry
Dividing Line
ERP DW
What Logically Belongs in a Global BI System?
Seven years ago, with version 3.1C, SAP BI
became increasingly able to report on
operational detailed data.
But some reports still belong in ECC or other
transactions systems…
Mastering Business Intelligence with SAP 20095
The Global Target Architecture – An Example
Meta Data
Data Warehouse and Decision Support Framework
R/3
Legacy
Systems
External
systems
Internet
Messaging
Source Data
Data
Extraction
Transform
and
Load
Processes
Extract
Summation
Marketing
& Sales
Purchasing
Corporate
Product Line
Location
OperationalData Store
Translate
Attribute
Calculate
Summarize
Synchronize
Transform
Summarized
Data
Data Subsets
by Segment
DataWarehouse
OLAP
Data
Mining
Batch
Reporting
Managed
Query Env.
Access
Data Marts
Vendor
Provided
Reconcile
Finance
Supply
Mastering Business Intelligence with SAP 20096
Alternative Global BI Approaches
CO
NT
INU
E
TOP-DOWN APPROACH
Build a global data warehouse for
the company, and proceed
sourcing local data from old
legacy systems driven from a top-
down approach.
CH
AN
GE
BOTTOM-UP APPROACH
Focus on a bottom-up approach
where the BI project will prioritize
supporting and delivering local BI
solutions, thereby setting the actual
establishment of the global Data
Warehouse as secondary, BUT not
forgotten.
Mastering Business Intelligence with SAP 20097
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.
Mastering Business Intelligence with SAP 20098
Identifying Your Business Requirements
• One of the first steps is to gather the right requirements. This
is done in a variety of ways, depending on which methodology
you employ. It is a complex process involving:
1. Discovery and Education
2. Formal communication
3. Reviews
4. Final approvals
An SAP NetWeaver implementation involves more than just black-and-white technical decisions; just because something is technically feasible, doesn’t mean it is wise or desirable from a business perspective.
What the user wanted How customer described it How analyst specified it How designer implemented it
Mastering Business Intelligence with SAP 20099
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
Mastering Business Intelligence with SAP 200910
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.
Mastering Business Intelligence with SAP 200911
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
Mastering Business Intelligence with SAP 200912
Alternative Approach For Smaller Projects (I.E. 1st Go-live)
Keep the scope focused and use a simple approach:
No functional or technical specs are used in this approach. The user
acceptance session is used to refine requirements
Activate standard
content
Review data
quality issuesCreate 2-3
sample queries
Load infocubeUser acceptance
session
Request for
modificationsIn-
scope?
Rejection
In-future
scope?
Make
enhancements
Test
Deploy
Yes
No
No
Mastering Business Intelligence with SAP 2009
Introduction & Overview
Staffing your project: lessons and examples
Budgeting: how much? and how long?
Final preparations: on-boarding, writing the workplan, etc.
Lessons learned from 'Post Mortem' Reviews
Key Points to Take Home
Questions
What I’ll Cover
Mastering Business Intelligence with SAP 200914
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
Mastering Business Intelligence with SAP 200915
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.
Mastering Business Intelligence with SAP 200916
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
Mastering Business Intelligence with SAP 200917
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
Mastering Business Intelligence with SAP 200918
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.
Mastering Business Intelligence with SAP 200919
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
Mastering Business Intelligence with SAP 2009
Introduction & Overview
Staffing your project: lessons and examples
Budgeting: how much? and how long?
Final preparations: on-boarding, writing the workplan, etc.
Lessons learned from 'Post Mortem' Reviews
Key Points to Take Home
Questions
What I’ll Cover
Mastering Business Intelligence with SAP 200921
SAP Business Intelligence Project Budgeting Process Steps
1. Size the SAP BI effort based on the scope
2. Prioritize the effort
3. Map the effort to the delivery schedule
4. Plan for number of resources needed based
on the scope, delivery schedule and the
effort.
1. Create the Milestone Plan and Scope Statement first, before attacking the budgeting process!!
2. Start the budgeting process by estimating the workload in terms of the development effort. Refine based on the team’s skill experience and skill level
Tip
Mastering Business Intelligence with SAP 200922
1. Size SAP BI Effort Based on the Scope – Real Example
Customi
zation
Tech. Dev.
infocube
Extraction and
transforms
Report
and roles
Security and
scheduling
Web
develop-
ment
User
support/
planning
Project mgmt
and admin
System docs
& manuals
Tech infra-
structure
Bus. Analysis,
training, req.
gathering, change
mgmt.
Total
Hours
Financials
L General ledger line item (ODS) 216 229 188 101 132 134 100 79 150 403 1,732
M COPA 158 286 153 127 153 152 120 94 180 470 1,893
L Prod cost planning released cost
estimates (COPC_C09)
216 229 188 101 133 135 100 79 150 403 1,734
M Exploded itemization standard
product cost (COPC_C10)
238 286 216 126 153 152 120 94 180 470 2,035
L Cost and allocations
(COOM_C02)
216 1144 188 101 132 135 100 79 150 403 2,648
M Cost object controlling
(0PC_C01)
238 286 216 137 153 152 120 94 180 470 2,046
Order
L Billing 216 229 187 101 132 135 100 79 150 403 1,732
L Sales order 216 229 187 101 132 135 100 79 150 403 1,732
L Acct. Rec. (0FIAR_C03) 216 229 187 101 132 135 100 79 150 403 1,732
Deliver
L Shipment cost details
(0LES_C02)
216 229 187 101 132 135 100 79 150 403 1,732
L Shipment header (0LES_C11) 216 228 187 101 132 135 100 79 150 403 1,731
L Stages of shipment (0LES_C12) 216 228 187 101 132 135 100 79 150 403 1,731
L Delivery data of shipment stages
(0LES_C13)
216 228 187 101 132 135 100 79 150 403 1,731
L Delivery service (0SD_C05) 180 229 133 101 132 134 100 79 150 403 1,641
Planning and Scheduling
L Material Movements (0IC_C03) 216 457 132 101 132 134 100 79 150 403 1,904
M APO Planning 277 832 216 127 153 152 120 94 180 470 2,621
M SNP Integration 277 832 216 127 153 152 120 94 180 470 2,621
Manufacturing Processes
M Production Orders 277 832 216 127 153 152 120 94 180 470 2,621
M Cross Applications 277 832 216 127 153 152 120 94 180 470 2,621
Total Hours 4,298 8,074 3,587 2,110 2,656 2,681 2,040 1,606 3,060 8,126 38,238
Remember that your sizing also has to be based on the
team’s experience and skill level.
Mastering Business Intelligence with SAP 200923
2. Prioritize the Effort
Financials qtr 1 qtr 2 qtr 3 qtr 4 qtr 1 qtr 2 qtr 3 qtr 4 qtr 1 qtr 2 qtr 3
General ledger line item (ODS)
COPA
Prod cost planning released cost estimates
(COPC_C09)
Exploded itemization standard product cost
(COPC_C10)
Cost and allocations (COOM_C02)
Cost object controlling (0PC_C01)
Order
Billing
Sales order
Accounts receivables (0FIAR_C03)
Deliver
Shipment cost details (0LES_C02)
Shipment header (0LES_C11)
Stages of shipment (0LES_C12)
Delivery data of shipment stages (0LES_C13)
Delivery service (0SD_C05)
Planning and Scheduling
Material Movements (0IC_C03)
APO Planning
SNP Integration
Manufacturing Processes
Production Orders
Cross Applications
2005 2006 2007
The next
step is to
prioritize and
outline the
effort on a
strategic
timeline
Make sure your sponsor and the business community
agree with your delivery schedule
Mastering Business Intelligence with SAP 200924
3. Use Project Estimates & the Timeline to Create Project Load Plan
There are 480 available work hours per project member per quarter. Knowing this, we can plan the number of team members we need…
NOTE: Remember to plan for different vacation schedules (i.e. in Europe a 3-4 weeks vacation is not unusual).
Financials qtr 1 qtr 2 qtr 3 qtr 4 qtr 1 qtr 2 qtr 3 qtr 4 qtr 1 qtr 2 qtr 3
General ledger line item (ODS) 866 866 1,732
COPA 946.5 947 1,893
Prod cost planning released cost
estimates (COPC_C09)
867 867 1,734
Exploded itemization standard product
cost (COPC_C10)
1017.5 1017.5 2,035
Cost and allocations (COOM_C02) 1324 1324 2,648
Cost object controlling (0PC_C01) 1023 1023 2,046
Order
Billing 866 866 1,732
Sales order 866 866 1,732
Accounts receivables (0FIAR_C03) 866 866 1,732
Deliver
Shipment cost details (0LES_C02) 866 866 1,732
Shipment header (0LES_C11) 865.5 865.5 1,731
Stages of shipment (0LES_C12) 865.5 865.5 1,731
Delivery data of shipment stages
(0LES_C13)
865.5 865.5 1,731
Delivery service (0SD_C05) 820.5 820.5 1,641
Planning and Scheduling
Material Movements (0IC_C03) 952 952 1,904
APO Planning 1310.5 1311 2,621
SNP Integration 1310.5 1311 2,621
Manufacturing Processes
Production Orders 1311 1,311 2,621
Cross Applications 1311 1,311 2,621
Total 1,813 1,813 4,232 4,232 2,598 2,598 4,283 4,283 3,573 6,195 2,622 38,238
2005 2006 2007
Note
Mastering Business Intelligence with SAP 200925
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…
Mastering Business Intelligence with SAP 2009
Introduction & Overview
Staffing your project: lessons and examples
Budgeting: how much? and how long?
Final preparations: on-boarding, writing the workplan, etc.
Lessons learned from 'Post Mortem' Reviews
Key Points to Take Home
Questions
What I’ll Cover
Mastering Business Intelligence with SAP 200927
Global On-Boarding and Training
Ideal Yrs
Experience
(minimum)
Training days
(if new in the
role)
In-house
training
days
BW Developer 2+ 15 3-5
ETL Developer 3+ 15-20 3-5
Presentation Developer 1+ 5-10 3-5
Project Manager 5+ 10-15 3-5
Business Analysts 5+ 5-10 3-5
Don’t underestimate the value of in-house, hands-on training in addition to formal SAP
training classes.
It is also important to provide technical training to the team members in their own
language and this is normally best done in their respective countries,
Note
Mastering Business Intelligence with SAP 200928
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).
Mastering Business Intelligence with SAP 200929
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:
Mastering Business Intelligence with SAP 200930
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”)
Mastering Business Intelligence with SAP 200931
The User Acceptance Group and Its Role
• Create a user acceptance team consisting of 5-7 members
from the various business departments or organizations
• Keep the number odd to assist with votes when decisions
need to be made. With fewer than 5 members, it can be hard
to get enough members present at each meeting
• Make this team the focus of your requirements gathering in
the early phase, then let this team perform user acceptance
testing during the Realization phase
• Meet with the team at least once a month during realization
to refine requirements as you are building, and have
something to show them
Issue
This approach is hard to execute when also managing scope, but is
essential to make sure that the system meets users’ requirements
Mastering Business Intelligence with SAP 200932
• 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
Mastering Business Intelligence with SAP 200933
Global Data Warehouse Initiatives
These were the DW initiatives that
corporate HQ knew about
A case study
Mastering Business Intelligence with SAP 200934
Global SAP BI Activities, Priorities and Architecture
1. Test, productify SAP BW and install standard solution(s) locally:
-Software
-Hardware
-Testing
-Training
-Documentation
2. Coordinate development
efforts and activities:
-Tool selection
-Methodology
-Organization
-Deliverables
-Data standards
-Training
-Documentation
3. After local solutions are implemented and
standardized, consolidation to a Global
Data Warehouse is simplified and faster5. Install SAP BW based solutions
(SEM, EC and consolidated BW)
for business and financial
management -
together with Shared Financial Services
SAPR/3
SAP
R/3
SAP
R/3
OracleSybase
MVSOthers
OracleSybase
MVSOthers
SAPBW
SAPBW
SAPBW
LocalDW
LocalDW
SAPBW
SAPBW
DWSAPBW
SAPBW
DW
Global DW
LocalDW
OracleSybase
MVS
Others
4. Migrate existing solutions into Company
architecture
A case study
Mastering Business Intelligence with SAP 200935
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 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 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 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
Team starts by reviewing documentation tool fordocumentation completeness
D1Is reportdocumentationcomplete?
Request additionalinput from BusinessTeam member
ResponsibleTeam memberacquires/documentsadditional information
D2Is thisan Intradayreport?D3Significantnumberof users?
D4Is the reportsystemresourceintensive?
D5DoesStandard R/3contentexist?D6DoesStandard BWcontentexist?
D7Is it lessexpensive tocreate inR/3?
R/3is selected asReporting Tooland documentedin doc. toolBWis selected asReporting Tool anddocumented in doc.tool
BWis selected asReporting Tooland documentedin the documentation toolBWis selected asreporting tool and ChangeRequest is submitted ifthe scope changed
R/3is selected asReporting Tooland documentedin doc. toolR/3is selected asReporting Tooland documented
No
Yes
NoNo
Yes
Yes
Yes
No
YesNo
D2.5Does data existin "in-scope" modelsInfocube/ODSNo
Yes
No
D1aIs this a truereportingneedYes
No Communicate tobus. leader
A2Total Cost ofOwnershipAnalysisD8Is BW costeffective?
Yes
No
Yes Yes
R/3is selected asReporting Tooland documentedin doc. tool
D9R/3 ToolSelectionProcess
No
BWis selected asReporting Tool anddocumented in doc.tool
StandardR/3ABAP/CustomReportWriter
OtherQuery
Review requirements and identifycorresponding Data Model (InfoCube/ODS)
Communicate finaldisposition
Communicate finaldispositionCommunicate finaldispositionCommunicate finaldisposition
Communicate finaldisposition
R/3 team make final disposition
Communicate finaldisposition
Communicate finaldisposition
BW Team to forward completed detailed report specifications based on selected Reporting Tool -BW or R/3
A3Sub-Process Report Consolidation &eliminate if appropriate (winnowing)
A4Baseline reports
Team starts by reviewing documentation tool fordocumentation completeness
D1Is reportdocumentationcomplete?
Request additionalinput from BusinessTeam member
ResponsibleTeam memberacquires/documentsadditional information
D2Is thisan Intradayreport?D3Significantnumberof users?
D4Is the reportsystemresourceintensive?
D5DoesStandard R/3contentexist?D6DoesStandard BWcontentexist?
D7Is it lessexpensive tocreate inR/3?
R/3is selected asReporting Tooland documentedin doc. toolBWis selected asReporting Tool anddocumented in doc.tool
BWis selected asReporting Tooland documentedin the documentation toolBWis selected asreporting tool and ChangeRequest is submitted ifthe scope changed
R/3is selected asReporting Tooland documentedin doc. toolR/3is selected asReporting Tooland documented
No
Yes
NoNo
Yes
Yes
Yes
No
YesNo
D2.5Does data existin "in-scope" modelsInfocube/ODSNo
Yes
No
D1aIs this a truereportingneedYes
No Communicate tobus. leader
A2Total Cost ofOwnershipAnalysisD8Is BW costeffective?
Yes
No
Yes Yes
R/3is selected asReporting Tooland documentedin doc. tool
D9
Team starts by reviewing documentation tool fordocumentation completeness
D1Is reportdocumentationcomplete?
Request additionalinput from BusinessTeam member
ResponsibleTeam memberacquires/documentsadditional information
D2Is thisan Intradayreport?D3Significantnumberof users?
D4Is the reportsystemresourceintensive?
D5DoesStandard R/3contentexist?D6DoesStandard BWcontentexist?
D7Is it lessexpensive tocreate inR/3?
R/3is selected asReporting Tooland documentedin doc. toolBWis selected asReporting Tool anddocumented in doc.tool
BWis selected asReporting Tooland documentedin the documentation toolBWis selected asreporting tool and ChangeRequest is submitted ifthe scope changed
R/3is selected asReporting Tooland documentedin doc. toolR/3is selected asReporting Tooland documented
No
Yes
NoNo
Yes
Yes
Yes
No
YesNo
D2.5Does data existin "in-scope" modelsInfocube/ODSNo
Yes
No
D1aIs this a truereportingneedYes
No Communicate tobus. leader
A2Total Cost ofOwnershipAnalysisD8Is BW costeffective?
Yes
No
Yes Yes
R/3is selected asReporting Tooland documentedin doc. tool
D9R/3 ToolSelectionProcess
No
BWis selected asReporting Tool anddocumented in doc.tool
StandardR/3ABAP/CustomReportWriter
OtherQuery
Review requirements and identifycorresponding Data Model (InfoCube/ODS)
Communicate finaldisposition
Communicate finaldispositionCommunicate finaldispositionCommunicate finaldisposition
Communicate finaldisposition
R/3 team make final disposition
Communicate finaldisposition
Communicate finaldisposition
BW Team to forward completed detailed report specifications based on selected Reporting Tool -BW or R/3
A3Sub-Process Report Consolidation &eliminate if appropriate (winnowing)
A4Baseline reports
Team starts by reviewing documentation tool fordocumentation completeness
D1Is reportdocumentationcomplete?
Request additionalinput from BusinessTeam member
ResponsibleTeam memberacquires/documentsadditional information
D2Is thisan Intradayreport?D3Significantnumberof users?
D4Is the reportsystemresourceintensive?
D5DoesStandard R/3contentexist?D6DoesStandard BWcontentexist?
D7Is it lessexpensive tocreate inR/3?
R/3is selected asReporting Tooland documentedin doc. toolBWis selected asReporting Tool anddocumented in doc.tool
BWis selected asReporting Tooland documentedin the documentation toolBWis selected asreporting tool and ChangeRequest is submitted ifthe scope changed
R/3is selected asReporting Tooland documentedin doc. toolR/3is selected asReporting Tooland documented
No
Yes
NoNo
Yes
Yes
Yes
No
YesNo
D2.5Does data existin "in-scope" modelsInfocube/ODSNo
Yes
No
D1aIs this a truereportingneedYes
Team starts by reviewing documentation tool fordocumentation completeness
D1Is reportdocumentationcomplete?
Request additionalinput from BusinessTeam member
ResponsibleTeam memberacquires/documentsadditional information
D2Is thisan Intradayreport?D3Significantnumberof users?
D4Is the reportsystemresourceintensive?
D5DoesStandard R/3contentexist?D6DoesStandard BWcontentexist?
D7Is it lessexpensive tocreate inR/3?
R/3is selected asReporting Tooland documentedin doc. toolBWis selected asReporting Tool anddocumented in doc.tool
BWis selected asReporting Tooland documentedin the documentation toolBWis selected asreporting tool and ChangeRequest is submitted ifthe scope changed
R/3is selected asReporting Tooland documentedin doc. toolR/3is selected asReporting Tooland documented
No
Yes
NoNo
Yes
Yes
Yes
No
YesNo
D2.5Does data existin "in-scope" modelsInfocube/ODSNo
Yes
No
D1aIs this a truereportingneedYes
No Communicate tobus. leader
A2Total Cost ofOwnershipAnalysisD8Is BW costeffective?
Yes
No
Yes Yes
R/3is selected asReporting Tooland documentedin doc. tool
D9R/3 ToolSelectionProcess
No
BWis selected asReporting Tool anddocumented in doc.tool
StandardR/3ABAP/CustomReportWriter
OtherQuery
Review requirements and identifycorresponding Data Model (InfoCube/ODS)
Communicate finaldisposition
Communicate finaldispositionCommunicate finaldispositionCommunicate finaldisposition
Communicate finaldisposition
R/3 team make final disposition
Communicate finaldisposition
Communicate finaldisposition
BW Team to forward completed detailed report specifications based on selected Reporting Tool -BW or R/3
A3Sub-Process Report Consolidation &eliminate if appropriate (winnowing)
A4Baseline reports
Team starts by reviewing documentation tool fordocumentation completeness
D1Is reportdocumentationcomplete?
Request additionalinput from BusinessTeam member
ResponsibleTeam memberacquires/documentsadditional information
D2Is thisan Intradayreport?
No Communicate tobus. leader
A2Total Cost ofOwnershipAnalysisD8Is BW costeffective?
Yes
No
Yes Yes
R/3is selected asReporting Tooland documentedin doc. tool
D9R/3 ToolSelectionProcess
No
BWis selected asReporting Tool anddocumented in doc.tool
StandardR/3ABAP/CustomReportWriter
OtherQuery
Review requirements and identifycorresponding Data Model (InfoCube/ODS)
Communicate finaldisposition
Communicate finaldispositionCommunicate finaldispositionCommunicate finaldisposition
Communicate finaldisposition
R/3 team make final disposition
Communicate finaldisposition
Communicate finaldisposition
BW Team to forward completed detailed report specifications based on selected Reporting Tool -BW or R/3
A3Sub-Process Report Consolidation &eliminate if appropriate (winnowing)
A4Baseline reports
Team starts by reviewing documentation tool fordocumentation completeness
D1Is reportdocumentationcomplete?
Request additionalinput from BusinessTeam member
ResponsibleTeam memberacquires/documentsadditional information
D2Is thisan Intradayreport?D3Significantnumberof users?
D4Is the reportsystemresourceintensive?
D5DoesStandard R/3contentexist?D6DoesStandard BWcontentexist?
D7Is it lessexpensive tocreate inR/3?
R/3is selected asReporting Tooland documentedin doc. toolBWis selected asReporting Tool anddocumented in doc.tool
BWis selected asReporting Tooland documentedin the documentation toolBWis selected asreporting tool and ChangeRequest is submitted ifthe scope changed
R/3is selected asReporting Tooland documentedin doc. toolR/3is selected asReporting Tooland documented
No
Yes
NoNo
Yes
Yes
Yes
No
YesNo
D2.5Does data existin "in-scope" modelsInfocube/ODSNo
Yes
No
D1aIs this a truereportingneedYes
No Communicate tobus. leader
A2Total Cost ofOwnershipAnalysisD8Is BW costeffective?
Yes
No
D3Significantnumberof users?D4Is the reportsystemresourceintensive?
D5DoesStandard R/3contentexist?D6DoesStandard BWcontentexist?
D7Is it lessexpensive tocreate inR/3?
R/3is selected asReporting Tooland documentedin doc. toolBWis selected asReporting Tool anddocumented in doc.tool
BWis selected asReporting Tooland documentedin the documentation toolBWis selected asreporting tool and ChangeRequest is submitted ifthe scope changed
R/3is selected asReporting Tooland documentedin doc. toolR/3is selected asReporting Tooland documented
No
Yes
NoNo
Yes
Yes
Yes
No
YesNo
D2.5Does data existin "in-scope" modelsInfocube/ODSNo
Yes
No
D1aIs this a truereportingneedYes
No Communicate tobus. leader
A2Total Cost ofOwnershipAnalysisD8Is BW costeffective?
Yes
No
Yes Yes
R/3is selected asReporting Tooland documentedin doc. tool
D9
Team starts by reviewing documentation tool fordocumentation completeness
D1Is reportdocumentationcomplete?
Request additionalinput from BusinessTeam member
ResponsibleTeam memberacquires/documentsadditional information
D2Is thisan Intradayreport?D3Significantnumberof users?
D4Is the reportsystemresourceintensive?
D5DoesStandard R/3contentexist?D6DoesStandard BWcontentexist?
D7Is it lessexpensive tocreate inR/3?
R/3is selected asReporting Tooland documentedin doc. toolBWis selected asReporting Tool anddocumented in doc.tool
BWis selected asReporting Tooland documentedin the documentation toolBWis selected asreporting tool and ChangeRequest is submitted ifthe scope changed
R/3is selected asReporting Tooland documentedin doc. toolR/3is selected asReporting Tooland documented
No
Yes
NoNo
Yes
Yes
Yes
No
YesNo
D2.5Does data existin "in-scope" modelsInfocube/ODSNo
Yes
Yes Yes
R/3is selected asReporting Tooland documentedin doc. tool
D9
Team starts by reviewing documentation tool fordocumentation completeness
D1Is reportdocumentationcomplete?
Request additionalinput from BusinessTeam member
ResponsibleTeam memberacquires/documentsadditional information
D2Is thisan Intradayreport?D3Significantnumberof users?
D4Is the reportsystemresourceintensive?
D5DoesStandard R/3contentexist?D6DoesStandard BWcontentexist?
D7Is it lessexpensive tocreate inR/3?
R/3is selected asReporting Tooland documentedin doc. toolBWis selected asReporting Tool anddocumented in doc.tool
BWis selected asReporting Tooland documentedin the documentation toolBWis selected asreporting tool and ChangeRequest is submitted ifthe scope changed
R/3is selected asReporting Tooland documentedin doc. toolR/3is selected asReporting Tooland documented
No
Yes
NoNo
Yes
Yes
Yes
No
YesNo
D2.5Does data existin "in-scope" modelsInfocube/ODSNo
Yes
No
D1aIs this a truereportingneedYes
No Communicate tobus. leader
A2Total Cost ofOwnershipAnalysisD8Is BW costeffective?
Yes
No
Yes Yes
R/3is selected asReporting Tooland documentedin doc. tool
D9R/3 ToolSelectionProcess
No
BWis selected asReporting Tool anddocumented in doc.tool
StandardR/3ABAP/CustomReportWriter
OtherQuery
Review requirements and identifycorresponding Data Model (InfoCube/ODS)
Communicate finaldisposition
Communicate finaldispositionCommunicate finaldispositionCommunicate finaldisposition
Communicate finaldisposition
R/3 team make final disposition
Communicate finaldisposition
Communicate finaldisposition
BW Team to forward completed detailed report specifications based on selected Reporting Tool -BW or R/3
A3Sub-Process Report Consolidation &eliminate if appropriate (winnowing)
A4Baseline reports
Team starts by reviewing documentation tool fordocumentation completeness
D1Is reportdocumentationcomplete?
Request additionalinput from BusinessTeam member
ResponsibleTeam memberacquires/documentsadditional information
D2Is thisan Intradayreport?D3Significantnumberof users?
D4Is the reportsystemresourceintensive?
D5DoesStandard R/3contentexist?D6DoesStandard BWcontentexist?
D7Is it lessexpensive tocreate inR/3?
R/3is selected asReporting Tooland documentedin doc. toolBWis selected asReporting Tool anddocumented in doc.tool
BWis selected asReporting Tooland documentedin the documentation toolBWis selected asreporting tool and ChangeRequest is submitted ifthe scope changed
R/3is selected asReporting Tooland documentedin doc. toolR/3is selected asReporting Tooland documented
No
Yes
NoNo
Yes
Yes
Yes
No
YesNo
D2.5Does data existin "in-scope" modelsInfocube/ODSNo
Yes
No
D1aIs this a truereportingneedYes
No Communicate tobus. leader
A2Total Cost ofOwnershipAnalysisD8Is BW costeffective?
Yes
No
Yes Yes
R/3is selected asReporting Tooland documentedin doc. tool
D9R/3 ToolSelectionProcess
No
BWis selected asReporting Tool anddocumented in doc.tool
StandardR/3ABAP/CustomReportWriter
OtherQuery
Review requirements and identifycorresponding Data Model (InfoCube/ODS)
Communicate finaldisposition
Communicate finaldispositionCommunicate finaldispositionCommunicate finaldisposition
Communicate finaldisposition
R/3 team make final disposition
Communicate finaldisposition
Communicate finaldisposition
BW Team to forward completed detailed report specifications based on selected Reporting Tool -BW or R/3
A3Sub-Process Report Consolidation &eliminate if appropriate (winnowing)
A4Baseline reports
Team starts by reviewing documentation tool fordocumentation completeness
D1Is reportdocumentationcomplete?
Request additionalinput from BusinessTeam member
ResponsibleTeam memberacquires/documentsadditional information
D2Is thisan Intradayreport?D3Significantnumberof users?
D4Is the reportsystemresourceintensive?
D5DoesStandard R/3contentexist?D6DoesStandard BWcontentexist?
D7Is it lessexpensive tocreate inR/3?
R/3is selected asReporting Tooland documentedin doc. toolBWis selected asReporting Tool anddocumented in doc.tool
BWis selected asReporting Tooland documentedin the documentation toolBWis selected asreporting tool and ChangeRequest is submitted ifthe scope changed
R/3is selected asReporting Tooland documentedin doc. toolR/3is selected asReporting Tooland documented
No
Yes
NoNo
Yes
Yes
Yes
No
YesNo
D2.5Does data existin "in-scope" modelsInfocube/ODSNo
Yes
No
D1aIs this a truereportingneedYes
No Communicate tobus. leader
A2Total Cost ofOwnershipAnalysisD8Is BW costeffective?
Yes
No
Yes Yes
R/3is selected asReporting Tooland documentedin doc. tool
D9
Team starts by reviewing documentation tool fordocumentation completeness
D1Is reportdocumentationcomplete?
Request additionalinput from BusinessTeam member
ResponsibleTeam memberacquires/documentsadditional information
D2Is thisan Intradayreport?D3Significantnumberof users?
D4Is the reportsystemresourceintensive?
D5DoesStandard R/3contentexist?D6DoesStandard BWcontentexist?
D7Is it lessexpensive tocreate inR/3?
R/3is selected asReporting Tooland documentedin doc. toolBWis selected asReporting Tool anddocumented in doc.tool
BWis selected asReporting Tooland documentedin the documentation toolBWis selected asreporting tool and ChangeRequest is submitted ifthe scope changed
R/3is selected asReporting Tooland documentedin doc. toolR/3is selected asReporting Tooland documented
No
Yes
NoNo
Yes
Yes
Yes
No
YesNo
D2.5Does data existin "in-scope" modelsInfocube/ODSNo
Yes
No
D1aIs this a truereportingneedYes
No Communicate tobus. leader
A2Total Cost ofOwnershipAnalysisD8Is BW costeffective?
Yes
No
Yes Yes
R/3is selected asReporting Tooland documentedin doc. tool
D9R/3 ToolSelectionProcess
No
BWis selected asReporting Tool anddocumented in doc.tool
StandardR/3ABAP/CustomReportWriter
OtherQuery
Review requirements and identifycorresponding Data Model (InfoCube/ODS)
Communicate finaldisposition
Communicate finaldispositionCommunicate finaldispositionCommunicate finaldisposition
Communicate finaldisposition
R/3 team make final disposition
Communicate finaldisposition
Communicate finaldisposition
BW Team to forward completed detailed report specifications based on selected Reporting Tool -BW or R/3
A3Sub-Process Report Consolidation &eliminate if appropriate (winnowing)
A4Baseline reports
Team starts by reviewing documentation tool fordocumentation completeness
D1Is reportdocumentationcomplete?
Request additionalinput from BusinessTeam member
ResponsibleTeam memberacquires/documentsadditional information
D2Is thisan Intradayreport?D3Significantnumberof users?
D4Is the reportsystemresourceintensive?
D5DoesStandard R/3contentexist?D6DoesStandard BWcontentexist?
D7Is it lessexpensive tocreate inR/3?
R/3is selected asReporting Tooland documentedin doc. toolBWis selected asReporting Tool anddocumented in doc.tool
BWis selected asReporting Tooland documentedin the documentation toolBWis selected asreporting tool and ChangeRequest is submitted ifthe scope changed
R/3is selected asReporting Tooland documentedin doc. toolR/3is selected asReporting Tooland documented
No
Yes
NoNo
Yes
Yes
Yes
No
YesNo
D2.5Does data existin "in-scope" modelsInfocube/ODSNo
Yes
No
D1aIs this a truereportingneedYes
Team starts by reviewing documentation tool fordocumentation completeness
D1Is reportdocumentationcomplete?
Request additionalinput from BusinessTeam member
ResponsibleTeam memberacquires/documentsadditional information
D2Is thisan Intradayreport?D3Significantnumberof users?
D4Is the reportsystemresourceintensive?
D5DoesStandard R/3contentexist?D6DoesStandard BWcontentexist?
D7Is it lessexpensive tocreate inR/3?
R/3is selected asReporting Tooland documentedin doc. toolBWis selected asReporting Tool anddocumented in doc.tool
BWis selected asReporting Tooland documentedin the documentation toolBWis selected asreporting tool and ChangeRequest is submitted ifthe scope changed
R/3is selected asReporting Tooland documentedin doc. toolR/3is selected asReporting Tooland documented
No
Yes
NoNo
Yes
Yes
Yes
No
YesNo
D2.5Does data existin "in-scope" modelsInfocube/ODSNo
Yes
No
D1aIs this a truereportingneedYes
No Communicate tobus. leader
A2Total Cost ofOwnershipAnalysisD8Is BW costeffective?
Yes
No
Yes Yes
R/3is selected asReporting Tooland documentedin doc. tool
D9R/3 ToolSelectionProcess
No
BWis selected asReporting Tool anddocumented in doc.tool
StandardR/3ABAP/CustomReportWriter
OtherQuery
Review requirements and identifycorresponding Data Model (InfoCube/ODS)
Communicate finaldisposition
Communicate finaldispositionCommunicate finaldispositionCommunicate finaldisposition
Communicate finaldisposition
R/3 team make final disposition
Communicate finaldisposition
Communicate finaldisposition
BW Team to forward completed detailed report specifications based on selected Reporting Tool -BW or R/3
A3Sub-Process Report Consolidation &eliminate if appropriate (winnowing)
A4Baseline reports
Team starts by reviewing documentation tool fordocumentation completeness
D1Is reportdocumentationcomplete?
Request additionalinput from BusinessTeam member
ResponsibleTeam memberacquires/documentsadditional information
D2Is thisan Intradayreport?
No Communicate tobus. leader
A2Total Cost ofOwnershipAnalysisD8Is BW costeffective?
Yes
No
Yes Yes
R/3is selected asReporting Tooland documentedin doc. tool
D9R/3 ToolSelectionProcess
No
BWis selected asReporting Tool anddocumented in doc.tool
StandardR/3ABAP/CustomReportWriter
OtherQuery
Review requirements and identifycorresponding Data Model (InfoCube/ODS)
Communicate finaldisposition
Communicate finaldispositionCommunicate finaldispositionCommunicate finaldisposition
Communicate finaldisposition
R/3 team make final disposition
Communicate finaldisposition
Communicate finaldisposition
BW Team to forward completed detailed report specifications based on selected Reporting Tool -BW or R/3
A3Sub-Process Report Consolidation &eliminate if appropriate (winnowing)
A4Baseline reports
Team starts by reviewing documentation tool fordocumentation completeness
D1Is reportdocumentationcomplete?
Request additionalinput from BusinessTeam member
ResponsibleTeam memberacquires/documentsadditional information
D2Is thisan Intradayreport?D3Significantnumberof users?
D4Is the reportsystemresourceintensive?
D5DoesStandard R/3contentexist?D6DoesStandard BWcontentexist?
D7Is it lessexpensive tocreate inR/3?
R/3is selected asReporting Tooland documentedin doc. toolBWis selected asReporting Tool anddocumented in doc.tool
BWis selected asReporting Tooland documentedin the documentation toolBWis selected asreporting tool and ChangeRequest is submitted ifthe scope changed
R/3is selected asReporting Tooland documentedin doc. toolR/3is selected asReporting Tooland documented
No
Yes
NoNo
Yes
Yes
Yes
No
YesNo
D2.5Does data existin "in-scope" modelsInfocube/ODSNo
Yes
No
D1aIs this a truereportingneedYes
No Communicate tobus. leader
A2Total Cost ofOwnershipAnalysisD8Is BW costeffective?
Yes
No
D3Significantnumberof users?D4Is the reportsystemresourceintensive?
D5DoesStandard R/3contentexist?D6DoesStandard BWcontentexist?
D7Is it lessexpensive tocreate inR/3?
R/3is selected asReporting Tooland documentedin doc. toolBWis selected asReporting Tool anddocumented in doc.tool
BWis selected asReporting Tooland documentedin the documentation toolBWis selected asreporting tool and ChangeRequest is submitted ifthe scope changed
R/3is selected asReporting Tooland documentedin doc. toolR/3is selected asReporting Tooland documented
No
Yes
NoNo
Yes
Yes
Yes
No
YesNo
D2.5Does data existin "in-scope" modelsInfocube/ODSNo
Yes
No
D1aIs this a truereportingneedYes
No Communicate tobus. leader
A2Total Cost ofOwnershipAnalysisD8Is BW costeffective?
Yes
No
Yes Yes
R/3is selected asReporting Tooland documentedin doc. tool
D9
Team starts by reviewing documentation tool fordocumentation completeness
D1Is reportdocumentationcomplete?
Request additionalinput from BusinessTeam member
ResponsibleTeam memberacquires/documentsadditional information
D2Is thisan Intradayreport?D3Significantnumberof users?
D4Is the reportsystemresourceintensive?
D5DoesStandard R/3contentexist?D6DoesStandard BWcontentexist?
D7Is it lessexpensive tocreate inR/3?
R/3is selected asReporting Tooland documentedin doc. toolBWis selected asReporting Tool anddocumented in doc.tool
BWis selected asReporting Tooland documentedin the documentation toolBWis selected asreporting tool and ChangeRequest is submitted ifthe scope changed
R/3is selected asReporting Tooland documentedin doc. toolR/3is selected asReporting Tooland documented
No
Yes
NoNo
Yes
Yes
Yes
No
YesNo
D2.5Does data existin "in-scope" modelsInfocube/ODSNo
Yes
Yes Yes
R/3is selected asReporting Tooland documentedin doc. tool
D9
Team starts by reviewing documentation tool fordocumentation completeness
D1Is reportdocumentationcomplete?
Request additionalinput from BusinessTeam member
ResponsibleTeam memberacquires/documentsadditional information
D2Is thisan Intradayreport?D3Significantnumberof users?
D4Is the reportsystemresourceintensive?
D5DoesStandard R/3contentexist?D6DoesStandard BWcontentexist?
D7Is it lessexpensive tocreate inR/3?
R/3is selected asReporting Tooland documentedin doc. toolBWis selected asReporting Tool anddocumented in doc.tool
BWis selected asReporting Tooland documentedin the documentation toolBWis selected asreporting tool and ChangeRequest is submitted ifthe scope changed
R/3is selected asReporting Tooland documentedin doc. toolR/3is selected asReporting Tooland documented
No
Yes
NoNo
Yes
Yes
Yes
No
YesNo
D2.5Does data existin "in-scope" modelsInfocube/ODSNo
Yes
No
D1aIs this a truereportingneedYes
No Communicate tobus. leader
A2Total Cost ofOwnershipAnalysisD8Is BW costeffective?
Yes
No
Yes Yes
R/3is selected asReporting Tooland documentedin doc. tool
D9R/3 ToolSelectionProcess
No
BWis selected asReporting Tool anddocumented in doc.tool
StandardR/3ABAP/CustomReportWriter
OtherQuery
Review requirements and identifycorresponding Data Model (InfoCube/ODS)
Communicate finaldisposition
Communicate finaldispositionCommunicate finaldispositionCommunicate finaldisposition
Communicate finaldisposition
R/3 team make final disposition
Communicate finaldisposition
Communicate finaldisposition
BW Team to forward completed detailed report specifications based on selected Reporting Tool -BW or R/3
A3Sub-Process Report Consolidation &eliminate if appropriate (winnowing)
A4Baseline reports
Mastering Business Intelligence with SAP 200936
• Document requirements
in a standardized format
and allow for a large
comment section
• Prioritize requirements
• Consolidate
requirements
• Support follow-up
discussions and
reviews.
P1 of 2
Sample Info Request Form:
Mastering Business Intelligence with SAP 200937
• Other uses:
Post the form on the
Intranet, thereby giving
stakeholders an easy way to
communicate with the
project team
Use the Comment section
for language and security
requirements, or add a
separate section for this.
Note the section for
dispositioning the
requirement
P2 of 2
Sample Info Request Form:
Mastering Business Intelligence with SAP 200938
cu
Team starts by reviewing documentation tool fordocumentation completeness
D1
Is reportdocumentation
complete?
Request additionalinput from Business
Team member
Responsible
Team memberacquires/documents
additional information
D2Is this
an Intradayreport?
D3Significant
numberof users?
D4Is the report
systemresourceintensive?
D5
DoesStandard R/3
contentexist?
D6Does
Standard BWcontentexist?
D7Is it less
expensive tocreate in
R/3?
R/3 is selected asReporting Tool
and documentedin doc. tool
BW is selected asReporting Tool anddocumented in doc.
tool
BW is selected asReporting Tooland documented
in the documentation tool
BW is selected asreporting tool and ChangeRequest is submitted ifthe scope changed
R/3 is selected asReporting Tool
and documentedin doc. tool
R/3 is selected asReporting Tooland documented
No
Yes
No
No
Yes
Yes
Yes
No
Yes
No
D2.5Does data existin "in-scope" models
Infocube/ODS
No
Yes
No
D1a
Is this a truereporting
need
Yes
NoCommunicate tobus. leader
A2Total Cost of
Ownership
Analysis
D8Is BI costeffective?
Yes
No
YesYes
R/3 is selected as
Reporting Tooland documented
in doc. tool
D9R/3 ToolSelectionProcess
No
BW is selected asReporting Tool anddocumented in doc.
tool
StandardR/3
ABAP/Custom
ReportWriter
OtherQuery
Review requirements and identify
corresponding Data Model (InfoCube/ODS)
Communicate finaldisposition
Communicate finaldisposition
Communicate finaldisposition
Communicate finaldisposition
Communicate finaldisposition
R/3 team make final disposition
Communicate finaldisposition
Communicate finaldisposition
BW Team to forward completed detailed report specifications based on selected Reporting Tool - BI or R/3
A3Sub-Process Report Consolidation &eliminate if appropriate (winnowing)
A4Baseline reports
An example of how to decide which
reports should be in R/3 or the legacy
system (refer to printed version)
Mastering Business Intelligence with SAP 200939
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.
Mastering Business Intelligence with SAP 200940
The Blueprinting Phase: Leveraging Standard Content
• As a guiding principle, map requirements to standard content before customizing
• However, you’ll probably also have external data sources that require custom ODSs and InfoCubes
• Customizing lower level objects will cause higher level standard objects to not work, unless you are willing to customize these also….
BW Content available
• Cockpits ???
• Workbooks 1,979
• Queries 3,299
• Roles 861
• MultiCubes 121
• InfoCube 605
• ODS objects 349
• InfoObjects 11,772
36%
33%
31%
Mostly standard storage objects
Some customization
Highly customized storage objects
An example from a large
manufacturing company
Mastering Business Intelligence with SAP 200941
Billing
Number of billing documents
Number biling line items
Billed item quantity
Net weight
Subtotal 1
Subtotal 2
Subtotal 3
Subtotal 4
Subtotal 5
Subtotal 6
Subtotal ANet value
Cost
Tax amount
Volume
Customer
Sold-to
Ship-to
Bill-to
Payer
Customer classCustomer group
~ Customer country
~ Customer region
~ Customer postal code
~ Customer industry code 1
End user
Material
Material number
Material entered
Material group
Item category
Product hierarchy
EAN/UPC
Time
Calendar year
Calendar month
Calendar week
Calendar day
Unit
Currency Key
Unit of Measure
Base unit of measure
Sales unit of measure
Volume unit of measure
Weight unit of measure
Billing information
Billing document
Billing item
Billing type
Billing category
Billing date
Creation date
Cancel indicator
Output medium
~ Batch billing indicator
Debit/credit reason codeBiling category
Reference document
Payment terms
Cancelled billing documentDivison for the order header
Pricing procedure
Organization
Company code
Division
Distribution channel
Sales organization
Sales group
Logistics
Plant
Shipping/receiving point
Document details
Sales order document typeSales deal
Sales docuement
Accounting
Cost center
Profit centerControlling area
Account assignment group
Personnel
Sales rep number
LEGEND
Delivered in standard extractors
Delivered in LO extractor
Not in delivered Content -but in R-3
Standard Content
In the Blueprinting Phase: Model Your BI Solution
Storage
Requirements
Storage
Objects
+
1. Create a model based on pre-delivered SAP NetWeaver BI content2. Map your data requirements to the delivered content, and identify gaps3. Identify where the data gaps are going to be sourced from
Map functional requirements to the standard content before you make enhancements
Mastering Business Intelligence with SAP 200942
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
Mastering Business Intelligence with SAP 200943
SAP BI Test Scheduling: Real Example
• Each team should have dedicated time in the test
room in each country. If needed, rent your own
training/test room
• Provide food and snacks
• At least 2 testers (preferably 3) should be assigned to
test each query
• All test results must be logged
3/1
3/2
3/3
3/4
3/5
3/6
3/7
3/8
3/9
3/1
0
3/1
1
3/1
2
3/1
3
3/1
4
3/1
5
3/1
6
3/1
7
3/1
8
3/1
9
3/2
0
3/2
1
3/2
2
3/2
3
3/2
4
3/2
5
3/2
6
3/2
7
3/2
8
3/2
9
3/3
0
3/3
1
4/1
4/2
Deliver
Cost and Profitability
Order
Manufacturing
Plan and scheduling
Demand planning
Source
Resolving
outstanding
issues and re-
testing
= Morning session 8:30 - noon
= Evening session 12:30 - 5:00
Environment
preparation
Mastering Business Intelligence with SAP 200944
Tracking Load Performance
• A stabilization period after each go-live is normal, until the new process chains has been tuned in the production box
• This is a time when active monitoring of process chains should occur
Areas of BI Data Load IssuesNov. 1st through Dec. 15th
0
1
2
3
4
5
6
7
11/1
/04
11/2
/04
11/3
/04
11/4
/04
11/5
/04
11/6
/04
11/7
/04
11/8
/04
11/9
/04
11/1
0/0
4
11/1
1/0
4
11/1
2/0
4
11/1
3/0
4
11/1
4/0
4
11/1
5/0
4
11/1
6/0
4
11/1
7/0
4
11/1
8/0
4
11/1
9/0
4
11/2
0/0
4
11/2
1/0
4
11/2
2/0
4
11/2
3/0
4
11/2
4/0
4
11/2
5/0
4
11/2
6/0
4
11/2
7/0
4
11/2
8/0
4
11/2
9/0
4
11/3
0/0
4
12/1
/04
12/2
/04
12/3
/04
12/4
/04
12/5
/04
12/6
/04
12/7
/04
12/8
/04
12/9
/04
12/1
0/0
4
12/1
1/0
4
12/1
2/0
4
12/1
3/0
4
12/1
4/0
4
12/1
5/0
4
Num
be
r o
f Is
su
es
ProductionPerformance
DemandPlanning
Transaction -global
Source -PurchaseOrdersRoughcut
MaterialMovements
MD - Bev.Packaging
Master data
Hierarchies
Greycon
CO -line items
Mastering Business Intelligence with SAP 2009
Introduction & Overview
Staffing your project: lessons and examples
Budgeting: how much? and how long?
Final preparations: on-boarding, writing the workplan, etc.
Lessons learned from 'Post Mortem' Reviews
Key Points to Take Home
Questions
What I’ll Cover
Mastering Business Intelligence with SAP 200946
InfoCube Design — Evaluating Designs (Real Example)
Name Type Tech_nm Dims*
(all)
Characteristics
total
Largest dim #
of Char
KF # info.
Sources
Nav
attributesBilling documents condition values Infocube ZSD_C15 10 47 11 3 1 107
Customer Infocube 0SD_C01 8 14 5 16 1 5
Delivery service Infocube 0SD_C04 9 23 5 15 2 10
Invoice summary Infocube ZSD_C06 16 55 11 19 4 116
Order summary Infocube ZSD_C03 16 62 13 23 5 96
Sales order condition value Infocube 0SD_C15 10 41 10 2 1 0
Sales overview Infocube 0SD_C03 11 34 7 17 7 16
Profitability analysis Infocube Z_COPA_X 15 56 14 85 1 70
Inventory mgmt plant summary Infocube MRP_MATL 6 9 3 22 1 16
Material stock/movements Infocube 0IC_C03 9 18 4 24 - 5
Plant & periodic plant stocks Infocube 0IC_C01 8 15 5 21 - 15
Ad-hoc query order line details MC ZSD_M01 7 14 3 6 - 0
Conditions order & billing document MC OSD_MC01 4 66 56 2 - 0
Order and Invoice summary MC ZSD_C04 16 72 20 24 - 88
SD Pricing order & billing docs MC ZSD_M02 12 53 12 3 - 94
Campaign management Infocube ZDM_C006 15 56 19 29 9 109
Commissions Infocube ZDM_C003 14 34 14 8 4 0
Daily management Infocube ZSD_C01 9 31 8 10 6 6
Disposition summary Infocube ZDM_C001 9 16 4 1 1 0
Inquiry summary Infocube ZDC_C005 15 22 4 1 1 29
Matrix Infocube ZDM_C002 10 16 3 141 1 0
Monthly management report Infocube ZDM_C005 7 9 3 6 1 0
Program summary Infocube ZDM_C004 16 23 4 12 8 1
• The observation relates a company’s current BI system to normally
observed configuration parameters, which serve as benchmarks to what is
commonly seen at other implementations
Cubes with many red or yellow codes should be examined
KF = Key figures
Mastering Business Intelligence with SAP 200947
Partitioned InfoCubes That Are No Longer the Same
• Often when InfoCubes are physically partitioned, changes
occur as new development and fixes are applied
After a while there is a risk that some of the physically partitioned
InfoCubes no longer are identical
This can cause many issues (i.e., If archiving is used, you must
ensure copies of these older datastores are maintained to be able to
restore data)InfoCubes
Name Technical
name
All
dimensions
Largest
dimension
Characteri
stics
Key
Figures
Nav.
Attrib.
Sales Order: ACD 2007 ZCORD_A07 15 5 40 9 59
Sales Order: LPD 2006 ZCORD_L06 14 4 40 9 59
Sales Order: LPD 2007 ZCORD_L07 15 5 40 9 59
Sales Order History: ACD 2006 ZCODI_A06 15 13 58 39 66
Sales Order History: ACD 2007 ZCODI_A07 15 13 60 9 66
Sales Order History: LPD 2006 ZCODI_L06 15 13 58 39 66
Sales Order History: LPD 2007 ZCODI_L07 15 13 60 9 66
1) Removed 30 Key Figures, 2) Added field "Date for
inv/bill index and print out" to Date dimension 3) added
field "Customer purchase order type" to business reason
dimension
1) Removed 30 Key Figures, 2) Added field "Date for
inv/bill index and print out" to Date dimension 3) added
field "Customer purchase order type" to business reason
dimension
NOTES
Added 'Created by' as a Dimension(instead of f ield in
Date dim)
Added 'Created by' as a Dimension(instead of f ield in
Date dim)
A real example
Mastering Business Intelligence with SAP 200948
Naming Conventions Should Be Followed
InfoCubes should be named:0ABC_C01 orZABC_C02
ODSs should be named:0ABC_O01 orZABC_O02
MultiProviders should be named:0ABC_M01 orZABC_M02
InfoCube Supply Chain Mgmt - Inventory Mgmt. Cube for Risk Management ZRISK
InfoCube Supply Chain Mgmt - Inventory Mgmt. Material stocks/movements (as of 3.0B) 0IC_C03
InfoCube Industry Sectors - Oil & Gas - Exchanges Exchange balance 0OI_EXC01
InfoCube Industry Sectors - Retail Retail Competitor Pricing ZRTL_C01
InfoCube Non SAP Area - Marine Services PEDCO DTHEAD_DTTAIL ZPDCO_C01
InfoCube Non SAP Area - Marine Services PEDCO LOGSUM ZPDCO_C05
InfoCube Non SAP Area - Marine Services PEDCO MTHEAD_MTTAIL ZPDCO_C03
InfoCube Non SAP Area - Marine Services PEDCO RCHEAD_RCTAIL ZPDCO_C02
InfoCube Non SAP Area - SFIO SFIO Movement Position ZSDMVMPOS
InfoCube Non SAP Area - SFIO SFIO Movement Position History ZSDMVMHIS
InfoCube Non SAP Area - SFIO SFIO OIPR ZSD_OIPR
InfoCube Non SAP Area - SFIO SFIO OIPR History ZSD_OIPHS
InfoCube Non SAP Area - EPM (Ent. project mgmt) EPM Cube II ZEPM_C02
InfoCube Non SAP Area - EPM (Ent. project mgmt) Enterprise Project Mgmt (EPM) ZEPM_C01
InfoCube PIW - Profit Improvement Warehouse PROFIT IMPROVEMENT WAREHOUSE ZPIW_P001
InfoCube Monthly Operation Planning 3 MOP3 Pricing Marker ZMOP_CMKR
InfoCube Monthly Operation Planning 3 Monthly Operation Planning 3 ZMOP_P01
InfoCube Fin. Mgmt & Controlling - Profit Center Acct. Margin Analysis ZPCA_C04
InfoCube Fin. Mgmt & Controlling - Profit Center Acct. PCA: Summary 1 ZPCA_C03
InfoCube Fin. Mgmt & Controlling - Profit Center Acct. PCA: Summary 1 History ZPCA_C03H
InfoCube Fin. Mgmt & Controlling - Profit Center Acct. PCA: Transaction data 0PCA_C01
InfoCube Fin. Mgmt & Controlling - Profit Center Acct. Profit Center Accounting - Customer ZPCA_C09
InfoCube Fin. Mgmt & Controlling - Profit Center Acct. Profit Center Accounting - Other ZPCA_C10
InfoCube Fin. Mgmt & Controlling - Profit Center Acct. Profit Center Accounting - Periodic Balance ZPCA_C05
InfoCube Fin. Mgmt & Controlling - Profit Center Acct. Profit Center Accounting - Planning Items ZPCA_C06
InfoCube Fin. Mgmt & Controlling - Profit Center Acct. Profit Center Accounting - Summary ZPCA_C07
InfoCube Fin. Mgmt & Controlling - Profit Center Acct. Profit Center Accounting - Vendor ZPCA_C08
InfoCubeCust. Rel.Mgmt- CRM Analytics- Cross-Scenario
Analyses-Case Mgmt Analysis CRM Case Management Analysis ZCRM_CASE
InfoCubeCust. Rel.Mgmt- CRM Analytics- Cross-Scenario
Analyses-Activity Activities 0CSAL_C01
InfoCubeERP Analytics- Sales & Distribution Analyses -
SAP R/3 SD Billing Cube ZSD_CVF0
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
Mastering Business Intelligence with SAP 200949
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: ACD 2005 ZCINVA05 10%
Invoice: ACD 2006 ZCINVA06 10%
Invoice: LPD 2004 ZCINVL04 10%
Invoice: LPD 2005 ZCINVL05 10%
Invoice: LPD 2006 ZCINVL06 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%
Invoice: ACD 2007 ZCINVA07 10%
Invoice: LPD 2007 ZCINVL07 10%
Delivery: ACD 2007 ZCDELA07 10%
Delivery: LPD 2007 ZCDELL07 10%
Service Rate: ACD 2007 ZCSRIA07 10%
Service Rate: LPD 2007 ZCSRIL07 10%
Mastering Business Intelligence with SAP 200950
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
Mastering Business Intelligence with SAP 200951
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