SAP BI Project Management - v2

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Mastering Business Intelligence with SAP 2009
A Comprehensive Guide to Plan and Manage a

Successful SAP BI Implementation
Dr. Bjarne Berg
Associate Prof., SAP University Alliance
Lenoir-Rhyne University
and V.P. Comerit Inc.
What Ill Cover

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 Logically Belongs in a Global BI System?
Real-time
Inquiry
Operational
Reporting
ERP
Management Information
Lightly Summarized
More Summarized
More Ad Hoc
DW
Dividing Line
Seven years ago, with version 3.1C, SAP BI

became increasingly able to report on
operational detailed data.
But some reports still belong in ECC or other
transactions systems
The Global Target Architecture An Example

Meta Data
Source Data
Extract
External
systems
Messaging
Internet
Transform
Data
Warehouse
Data
Extraction
Transform
and
Load
Processes
Corporate
Translate
Summarize
Product Line
Summation
Location
Calculate
Attribute
Finance
Supply
Access
Managed
Query Env.
Purchasing
Marketing
& Sales
R/3
Legacy
Systems
Operational
Data Store
OLAP
Data Subsets
by Segment
Summarized
Data
Synchronize
Batch
Reporting
Data
Mining
Reconcile
Vendor
Provided
Data Marts
Data Warehouse and Decision Support Framework

Alternative Global BI Approaches
Build a global data warehouse for

the company, and proceed
sourcing local data from old
legacy systems driven from a topdown approach.
BOTTOM-UP APPROACH
CHANGE
CONTINUE
TOP-DOWN APPROACH
Focus on a bottom-up approach

where the BI project will prioritize
supporting and delivering local BI
solutions, thereby setting the actual
establishment of the global Data
Warehouse as secondary, BUT not
forgotten.
The Six Global Dimensions

There are six core global dimensions you must consider before
embarking on a global DW strategy. Project management is important,
but 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.
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.
2.
3.
4.
Discovery and Education

Formal communication
Reviews
Final approvals
What the user wanted
How customer described it
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.
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.
Note
Change management is done to manage scope, timelines and competing business

requirements. Put in place a process for capturing feedback & requests.
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
When to Select Different Methodologies

High
Joint Application Design

(JAD)
System development Life-Cycle

based methodologies
(SDLC)
Time to
Delivery
Extreme Programming
(EP)
Rapid Application Development

(RAD)
Low
Low
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.
High
Impact of Failure
10
Monitoring BI Quality and Formal Approval Process: Example

Integration
Testing
Create Technical
specs
No
Create Functional
specs
System Testing
Complete?
No
Yes
Unit Testing
Complete?
Yes
Configuration
Yes
Peer Review
No
Approved?
Peer Review
Yes
No
Yes
Complete?
Approved?
Structured
walkthrough
No
No
Complete?
Yes
Structured
walkthrough
11
Alternative Approach For Smaller Projects (I.E. 1st Go-live)

Keep the scope focused and use a simple approach:
Activate standard
content
Request for
modifications
Inscope?
Yes
Make
enhancements
No
Load infocube
User acceptance
session
Test
In-future
scope?
No
Review data
quality issues
Create 2-3
sample queries
Deploy
Rejection
No functional or technical specs are used in this approach. The user

acceptance session is used to refine requirements
12
What Ill Cover

Questions
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
Note
Hands-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 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
14
Organizing the Team Six Ways to Balance a Development Effort
Option
1
Single site
Distributed analysis
Distributed analysis and design
Co-located analysis and design
Multiple co-located analysis and design
Fully distributed development
Benefits
Risks
The more distributed the BI

development effort becomes, the
more difficult it is to maintain
communication and get cohesive
requirements.
15
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.
Source: Leveraging resources in global software development Battin, Crocker, Kreidler,

Subramanian, Software, IEEE
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)
16
Organizing the Global Team Localized BI Training
Reference
Title
Audience
Language
Class size (max)
Note
All
Local
25
Bring in house
Query developers
Local
15
Bring in house
BW-310
Intro to SAP BI
BW-305
BI Reporting & Analysis
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
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).
Dont under estimate the value and cost
savings of in-house training.
17
Pick a Project Language and Stick with It!
If you dont 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
Dont allow side bars in languages that others
dont understand
Make sure the project language

is clear, and that pertinent
documents are translated in a
timely fashion.
18
How Tightly Should Multiple Global BI Projects be Controlled?

Coordination of Multiple Data Warehouse Projects
The relationship between

global control and
success:
Tight Central Control

(24%)
Loose Cooperation
(38%)
Independent
(38%)
88% Successful
30% Successful
100% Successful
Source: The Conference Board Survey
19
What Ill Cover

Questions
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!!
Tip
2. Start the budgeting process by estimating the workload in terms of the

development effort. Refine based on the teams skill experience and
skill level
21
1. Size SAP BI Effort Based on the Scope Real Example

Customi
zation
L
M
L
M
L
M
L
L
L
L
L
L
L
L
L
M
M
M
M
Tech. Dev.
infocube
Financials
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
Extraction and Report

transforms
and roles
Security and
scheduling
Web
development
User
support/
planning
Project mgmt System docs Tech infraand admin

& manuals
structure
Bus. Analysis,
training, req.
gathering, change
mgmt.
Total
Hours
216
158
216
229
286
229
188
153
188
101
127
101
132
153
133
134
152
135
100
120
100
79
94
79
150
180
150
403
470
403
1,732
1,893
1,734
238
286
216
126
153
152
120
94
180
470
2,035
216
1144
188
101
132
135
100
79
150
403
2,648
238
286
216
137
153
152
120
94
180
470
2,046
216
216
216
229
229
229
187
187
187
101
101
101
132
132
132
135
135
135
100
100
100
79
79
79
150
150
150
403
403
403
1,732
1,732
1,732
216
229
187
101
132
135
100
79
150
403
1,732
216
216
228
228
187
187
101
101
132
132
135
135
100
100
79
79
150
150
403
403
1,731
1,731
Delivery data of shipment stages

(0LES_C13)
Delivery service (0SD_C05)
Planning and Scheduling
Material Movements (0IC_C03)
216
228
187
101
132
135
100
79
150
403
1,731
180
229
133
101
132
134
100
79
150
403
1,641
216
457
132
101
132
134
100
79
150
403
1,904
APO Planning
SNP Integration
Manufacturing Processes
Production Orders
Cross Applications
Total Hours
277
277
832
832
216
216
127
127
153
153
152
152
120
120
94
94
180
180
470
470
2,621
2,621
277
277
4,298
832
832
8,074
216
216
3,587
127
127
2,110
153
153
2,656
152
152
2,681
120
120
2,040
94
94
1,606
180
180
3,060
470
470
8,126
2,621
2,621
38,238
Billing
Sales order
Acct. Rec. (0FIAR_C03)
Deliver
Shipment cost details
(0LES_C02)
Shipment header (0LES_C11)
Stages of shipment (0LES_C12)
Remember that your sizing also has to be based on the

teams experience and skill level.
22
2. Prioritize the Effort
The next
step is to
prioritize and
outline the
effort on a
strategic
timeline
Financials
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)
Delivery data of shipment stages (0LES_C13)
APO Planning
SNP Integration
Production Orders
Cross Applications
qtr 1
2005
qtr 2 qtr 3
qtr 4
qtr 1
2006
qtr 2 qtr 3
qtr 4
qtr 1
2007
qtr 2
qtr 3
Make sure your sponsor and the business community

agree with your delivery schedule
23
3. Use Project Estimates & the Timeline to Create Project Load Plan
2005
qtr 1
Financials
866
COPA
946.5
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)
Delivery data of shipment stages
(0LES_C13)
APO Planning
SNP Integration
Production Orders
Cross Applications
Total 1,813
Note
qtr 2
2006
qtr 3
qtr 4
qtr 1
qtr 2
qtr 3
qtr 4
qtr 1
2007
qtr 2
qtr 3
866
947
867
867
1,732
1,893
1,734
1017.5
1017.5
2,035
1324
1023
1324
1023
2,648
2,046
866
866
866
866
866
866
1,732
1,732
1,732
866
865.5
865.5
865.5
866
865.5
865.5
865.5
1,732
1,731
1,731
1,731
820.5
820.5
1,641
952
1310.5
1310.5
1,813
4,232
4,232
2,598
2,598
4,283
4,283
3,573
952
1311
1311
1,904
2,621
2,621
1311
1311
1,311
1,311
2,621
2,621
6,195
2,622
38,238
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 34 weeks vacation is not unusual).
24
4. Result: Good Input for the Staffing Costs and Planning

Use this information to plan for training, on-boarding, and staffing
Number of team members
This spike in
resource needs
is due to an
overlap in the
delivery schedule
14
12
10
8
Now might be a
good time to
review that
decision
6
4
2
qtr 1
qtr 2
Tip
qtr 3
qtr 4
qtr 1
qtr 2
qtr 3
qtr 4
qtr 1
qtr 2
qtr 3
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.
25
What Ill Cover

Questions
Global On-Boarding and Training
BW Developer
ETL Developer
Presentation Developer
Project Manager
Business Analysts
Ideal Yrs
Experience
(minimum)
2+
Training days In-house

(if new in the training
role)
days
15
3-5
3+
15-20
3-5
1+
5-10
3-5
5+
10-15
3-5
5+
5-10
3-5
Dont underestimate the value of in-house, hands-on training in addition to formal SAP
training classes.
Note
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,
27
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).
28
Global Project Risk Mitigation Strategies
State 3 items in every design, budget and final

deliverable:
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).
29
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)
30
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
This approach is hard to execute when also managing scope, but is

I
s
s
u
e
essential to make sure that the system meets users requirements
31
Lets Look at a Global BI Project Example

A case study
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
32
Global Data Warehouse Initiatives
A case study
These were the DW initiatives that

corporate HQ knew about
33
Global SAP BI Activities, Priorities and Architecture
4. Migrate existing solutions into Company

architecture
3. After local solutions are implemented and

standardized, consolidation to a Global
Data Warehouse is simplified and faster
2. Coordinate development
efforts and activities:
-Tool selection
-Methodology
-Organization
-Deliverables
-Data standards
-Training
-Documentation
Local
DW
A case study
Oracle
Sybase
MVS
Others
Global DW
SAP
BW
DW
Local
DW
Oracle
Sybase
MVS
Others
5. Install SAP BW based solutions

(SEM, EC and consolidated BW)
for business and financial
management together with Shared Financial Services
Local
DW
Oracle
Sybase
MVS
Others
SAP
BW
SAP
BW
SAP
BW
SAP
BW
SAP
R/3
SAP
R/3
SAP
R/3
1. Test, productify
SAP BW and install
standard
solution(s) locally:
-Software
-Hardware
-Testing
-Training
-Documentation
34
A Process Look at Getting Functional Specifications
Create a contact
group and contact
list for business
input and
requirements
Name
JoeJones
JosephJones
JoeJones
JoeJones
JoeJones
JosephJones
JoeJones
JoeJones
JoeJones
JosephJones
JoeJones
JosephJones
JoeJones
Organization
MYORG Ltd
YourORG Ltd
MYORG Ltd
MYORG Ltd
MYORG Ltd
YourORG Ltd
MYORG Ltd
MYORG Ltd
MYORG Ltd
YourORG Ltd
MYORG Ltd
YourORG Ltd
MYORG Ltd
Phone Number
918-123-1234
918-123-1234
123-123-1234
918-123-1234
918-123-1238
918-123-1239
918-123-1234
918-123-1234
918-123-1234
918-123-1234
918-123-1234
918-123-1234
123-123-1234
Create a tool to
collect info
requests and
business input
Gather
Disposition
information the info.
requests to
using the
tool. Plan
BW or R/3
traveling
Consolidate Build storage Construct

reports and
requirements objects and
load programs navigation
and write
features
functional
specs
starts by
documentation
tool for
TeamTeam
starts
byreviewing
reviewing
documentation
tool for
documentation
completeness
Review requirements
identify
corresponding
Data Modeland
(InfoCube/ODS)
D1
D1aa true No Communicate to
Is report
Is this
bus. leader
documentation
complete? Yes reporting
need
Yes
D4report
No
D2
D2.5 exist No Significant
D3
Is system
the
this
No Does
anIs
Intraday
in -"indatamodels
scope"
resource
report?
Infocube/ODS
ofnumber
users? No
Request
additional
intensive? No
input
frommember
Business
Team
Yes
Yes
R/3
is selected
as
Yes
Reporting
Tool
R/3
is selected
selected
as as
and
is
A2
Reporting
Tool
indocumented
doc. tool
Total
Cost of
and
documented
Ownership
Responsible
Analysis
Team member
acquires/documents
additional
information
R/3
is selected
as
Communicate
Reporting
Tool
D8cost Noand
dispositionfinal
Iseffective?
BW
indocumented
doc. tool
Yes
BW
is selected
as
D5
Communicate
Reporting
Tool
Does
Yes
disposition final
documented
Yes
Standard
R/3 Noin and
the documentation
tool
content
exist?
BW
is selected
asChangeSelection
R/3D9Tool
D6
reporting
tool
and
D7
Does BW No expensive
Request
is submitted
Communicate
Is it less to
the scope
changed if Process
Standard
disposition final
content
create
No
exist?
R/3? in
Standard
Report
R/3
Writer
Yes
Yes
ABAP/ Query Other
BW
is selected
BW
is selected
R/3
is selected
as Reporting
Reporting
Tool as
and Reporting
Tool
Tool as
andCommunicate
dispositionfinalCustom
documented
documented
tool in doc. andindocumented
tool in doc.
doc. tool
A3 Consolidation &
Process
Sub
- ifReport
eliminate
appropriate
(winnowing)
Communicate
disposition final Communicate
disposition final Communicate
disposition final
R/3 team make final disposition
BW Team
to forward
completed
detailed
based
on selected
BW
- Reporting
or R/3
Toolreport specifications
A4reports
Baseline
There is more than one way to collect this information. However, a formal process should
Don't
exist to capture requirements & communicate what is being developed.
Forget
We will now examine the most common form of RAD
(Rapid Application Development).
35
Sample Info Request Form:
Document requirements
in a standardized format
and allow for a large
comment section
Prioritize requirements
Consolidate
requirements
Support follow-up
discussions and
reviews.
P1 36
of 2
Sample Info Request Form:
Other uses:
Post the form on the

Intranet, thereby giving
stakeholders an easy way to
communicate with the
project team
Use the Comment section

for language and security
requirements, or add a
separate section for this.
Note the section for

dispositioning the
requirement
P2 37
of 2
Team starts by reviewing documentation tool for

documentation completeness
An example of how to decide which

reports should be in R/3 or the legacy
system
cu
Review requirements and identify

corresponding Data Model (InfoCube/ODS)
D1
Is report
documentation
complete?
Yes
D1a
Is this a true
reporting
need
No
(refer to printed version)
Communicate to
bus. leader
Yes
No
D2
Is this
an Intraday
report?
Request additional
input from Business
Team member
No
D2.5
Does data exist
in "in-scope" models
Infocube/ODS
Yes
Yes
Yes
D6
Does
Standard BW
content
exist?
Yes
BW is selected as
Reporting Tool and
documented in doc.
tool
Communicate final
disposition
No
No
D7
Is it less
expensive to
create in
R/3?
BW is selected as
Reporting Tool
and documented
in the documentation tool
Communicate final
disposition
D8
Is BI cost
effective?
No
R/3 is selected as
Reporting Tool
and documented
in doc. tool
Communicate final
disposition
Yes
D9
R/3 Tool
Selection
Process
BW is selected as
reporting tool and Change
Request is submitted if
the scope changed
No
Standard
R/3
Yes
R/3 is selected as
Reporting Tool
and documented
in doc. tool
No
R/3 is selected as
Reporting Tool
and documented
in doc. tool
Yes
A2
Total Cost of
Ownership
Analysis
Communicate final
disposition
D5
Does
Standard R/3
content
exist?
D4
Is the report
system
resource
intensive?
No
Yes
R/3 is selected as
Reporting Tool
and documented
Responsible
Team member
acquires/documents
additional information
No
D3
Significant
number
of users?
BW is selected as
Reporting Tool and
documented in doc.
tool
Communicate final
disposition
Communicate final
disposition
Communicate final
disposition
ABAP/
Custom
Report
Writer
Query
Other
A3
Sub-Process Report Consolidation &
eliminate if appropriate (winnowing)
R/3 team make final disposition
BW Team to forward completed detailed report specifications

based on selected Reporting Tool - BI or R/3
A4
Baseline reports
Mastering Business Intelligence
with SAP 2009
38
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.
39
The Blueprinting Phase: Leveraging Standard Content
As a guiding principle,
map requirements to
standard content
before customizing
Mostly standard storage objects

Some customization
Highly customized storage objects
31%
36%
However, youll
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.
33%
An example from a large

manufacturing company
BW Content available
Cockpits
Workbooks
Queries
Roles
MultiCubes
???
1,979
3,299
861
121
InfoCube
605
ODS objects
349
InfoObjects 11,772
40
In the Blueprinting Phase: Model Your BI Solution

1. Create a model based on pre-delivered SAP NetWeaver BI content
2. Map your data requirements to the delivered content, and identify gaps
3. Identify where the data gaps are going to be sourced from
Unit
Material
Logistics
Material number
Material entered
Material group
Item category
Product hierarchy
EAN/UPC
Storage
Requirements
Plant
Shipping/receiving point
Billing
Customer
Currency Key
Unit of Measure
Base unit of measure
Sales unit of measure
Volume unit of measure
Weight unit of measure
Sold-to
Ship-to
Bill-to
Payer
Customer class
Customer group
~ Customer country
~ Customer region
~ Customer postal code
~ Customer industry code 1
End user
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 A
Net value
Cost
Tax amount
Volume
Organization
Standard Content
Map functional requirements to
the standard content before you
make enhancements
Company code
Division
Distribution channel
Sales organization
Sales group
Personnel
Sales rep number
Accounting
Cost center
Profit center
Controlling area
Account assignment group
Billing information
Billing document
Billing item
Billing type
Billing category
Billing date
Creation date
Cancel indicator
Output medium
~ Batch billing indicator
Debit/credit reason code
Biling category
Reference document
Payment terms
Cancelled billing document
Divison for the order header
Pricing procedure
Document details
Sales order document type

Sales deal
Sales docuement
Time
Calendar
Calendar
Calendar
Calendar
year
month
week
day
Storage
Objects
LEGEND
Delivered in standard extractors
Delivered in LO extractor
Not in delivered Content -but in R-3
41
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 dont 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
42
Deliver
Cost and Profitability
Order
Manufacturing
Plan and scheduling
Demand planning
Source
4/2
4/1
3/31
3/30
3/29
3/28
3/27
3/26
3/25
3/24
3/23
3/22
3/21
3/20
3/19
3/18
3/17
3/16
3/15
3/14
3/13
3/12
3/11
3/10
3/9
3/8
3/7
3/6
3/5
3/4
3/3
3/2
3/1
SAP BI Test Scheduling: Real Example
Resolving
outstanding
issues and retesting
Environment
preparation
= Morning session 8:30 - noon

= Evening session 12:30 - 5:00
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
43
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
Production
Performance
Areas of BI Data Load Issues

Nov. 1st through Dec. 15th
Demand
Planning
Transaction global
Source Purchase
Orders
Roughcut
Material
Movements
MD - Bev.
Packaging
Master data
Hierarchies
1
12/15/04
12/14/04
12/13/04
12/12/04
12/11/04
12/9/04
12/10/04
12/8/04
12/7/04
12/6/04
12/5/04
12/4/04
12/3/04
12/2/04
12/1/04
11/30/04
11/29/04
11/28/04
11/27/04
11/26/04
11/25/04
11/24/04
11/23/04
11/22/04
11/21/04
11/20/04
11/19/04
11/18/04
11/17/04
11/16/04
11/15/04
11/14/04
11/13/04
11/12/04
11/11/04
11/10/04
11/9/04
11/8/04
11/7/04
11/6/04
11/5/04
11/4/04
11/3/04
11/2/04
Greycon
11/1/04
Number of Issues
CO -line items
44
What Ill Cover

Questions
InfoCube Design Evaluating Designs (Real Example)

Name
Billing documents condition values
Customer
Delivery service
Invoice summary
Order summary
Sales order condition value
Sales overview
Profitability analysis
Inventory mgmt plant summary
Material stock/movements
Plant & periodic plant stocks
Ad-hoc query order line details
Conditions order & billing document
Order and Invoice summary
SD Pricing order & billing docs
Campaign management
Commissions
Daily management
Disposition summary
Inquiry summary
Matrix
Monthly management report
Program summary
Type
Tech_nm
Infocube
Infocube
Infocube
Infocube
Infocube
Infocube
Infocube
Infocube
Infocube
Infocube
Infocube
MC
MC
MC
MC
Infocube
Infocube
Infocube
Infocube
Infocube
Infocube
Infocube
Infocube
ZSD_C15
0SD_C01
0SD_C04
ZSD_C06
ZSD_C03
0SD_C15
0SD_C03
Z_COPA_X
MRP_MATL
0IC_C03
0IC_C01
ZSD_M01
OSD_MC01
ZSD_C04
ZSD_M02
ZDM_C006
ZDM_C003
ZSD_C01
ZDM_C001
ZDC_C005
ZDM_C002
ZDM_C005
ZDM_C004
Cubes with many red

or yellow codes should
be examined
Dims* Characteristics Largest dim # KF # info.

Nav
(all)
total
of Char
Sources attributes
10
47
11
3
1
107
8
14
5
16
1
5
9
23
5
15
2
10
16
55
11
19
4
116
16
62
13
23
5
96
10
41
10
2
1
0
11
34
7
17
7
16
15
56
14
85
1
70
6
9
3
22
1
16
9
18
4
24
5
8
15
5
21
15
7
14
3
6
0
4
66
56
2
0
16
72
20
24
88
12
53
12
3
94
15
56
19
29
9
109
14
34
14
8
4
0
9
31
8
10
6
6
9
16
4
1
1
0
15
22
4
1
1
29
10
16
3
141
1
0
7
9
3
6
1
0
16
23
4
12
8
1
The observation relates a companys current BI system to normally

observed configuration parameters, which serve as benchmarks to what is
commonly seen at other implementations
KF = Key figures
46
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)
A real example
InfoCubes
Nam e
Technical
nam e
All
Largest Characteri
Key
Nav.
dim ensions dim ension
stics
Figures Attrib.
Sales Order: ACD 2007
ZCORD_A07
15
40
59
Sales Order: LPD 2006
ZCORD_L06
14
40
59
ZCORD_L07
15
40
59
Sales Order History: ACD 2006
ZCODI_A06
15
13
58
39
66
ZCODI_A07
15
13
60
66
Sales Order History: LPD 2006
ZCODI_L06
15
13
58
39
66
ZCODI_L07
15
13
60
66
NOTES
Added 'Created by' as a Dimension(instead of field in
Date dim)
Added 'Created by' as a Dimension(instead of field in

Date dim)
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 Mastering Business Intelligence with SAP 2009
47
Naming Conventions Should Be Followed

InfoCubes should
be named:
0ABC_C01 or
ZABC_C02
ODSs should be
named:
0ABC_O01 or
ZABC_O02
MultiProviders
should be named:
0ABC_M01 or
ZABC_M02
ODS = Operational Data Store
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
InfoCube
ZRISK
Supply Chain Mgmt - Inventory Mgmt.
Cube for Risk Management
0IC_C03
Supply Chain Mgmt - Inventory Mgmt.
Material stocks/movements (as of 3.0B)
0OI_EXC01
Industry Sectors - Oil & Gas - Exchanges
Exchange balance
ZRTL_C01
Industry Sectors - Retail
Retail Competitor Pricing
ZPDCO_C01
Non SAP Area - Marine Services
PEDCO DTHEAD_DTTAIL
ZPDCO_C05
PEDCO LOGSUM
ZPDCO_C03
PEDCO MTHEAD_MTTAIL
ZPDCO_C02
PEDCO RCHEAD_RCTAIL
ZSDMVMPOS
Non SAP Area - SFIO
SFIO Movement Position
ZSDMVMHIS
Non SAP Area - SFIO
SFIO Movement Position History
ZSD_OIPR
Non SAP Area - SFIO
SFIO OIPR
ZSD_OIPHS
Non SAP Area - SFIO
SFIO OIPR History
ZEPM_C02
Non SAP Area - EPM (Ent. project mgmt)
EPM Cube II
ZEPM_C01
Non SAP Area - EPM (Ent. project mgmt)
Enterprise Project Mgmt (EPM)
ZPIW_P001
PIW - Profit Improvement Warehouse
PROFIT IMPROVEMENT WAREHOUSE
ZMOP_CMKR
Monthly Operation Planning 3
MOP3 Pricing Marker
ZMOP_P01
ZPCA_C04
Fin. Mgmt & Controlling - Profit Center Acct.
Margin Analysis
ZPCA_C03
PCA: Summary 1
ZPCA_C03H
PCA: Summary 1 History
0PCA_C01
PCA: Transaction data
ZPCA_C09
Profit Center Accounting - Customer
ZPCA_C10
Profit Center Accounting - Other
ZPCA_C05
Profit Center Accounting - Periodic Balance
ZPCA_C06
Profit Center Accounting - Planning Items
ZPCA_C07
Profit Center Accounting - Summary
ZPCA_C08
Fin.
& Controlling
- Profit Center
Acct.
Profit Center Accounting - Vendor
Cust.Mgmt
Rel.MgmtCRM AnalyticsCross-Scenario
ZCRM_CASE
Analyses-Case
Mgmt
Analysis
CRM
Case
Management
Analysis
Cust. Rel.Mgmt- CRM Analytics- Cross-Scenario
0CSAL_C01
Analyses-Activity
ERP
Analytics- Sales & Distribution Analyses - Activities
ZSD_CVF0
SAP R/3
SD
ERP
AnalyticsSales & Distribution Analyses - Billing Cube
ZSD_CVFH1
SAP R/3
SD
ERP
AnalyticsSales & Distribution Analyses - Billing Cube - History
ZSD_C17
SAP R/3
SD
ERP
AnalyticsSales & Distribution Analyses - Billing Summary
ZSD_C06
SAP
SD
ERP R/3
AnalyticsSales & Distribution Analyses - Billing: Condition Data Cube
ZSD_C06C
SAP R/3
SD
ERP
AnalyticsSales & Distribution Analyses - Billing: Tax Conditions Cube
ZSD_ZS561
SAP R/3
SD
ERP
AnalyticsSales & Distribution Analyses - Daily Lift Report
ZSD_CVL0
SAP R/3
SD
ERP
AnalyticsSales & Distribution Analyses - Delivery Cube
ZSD_CVLH1
SAP R/3
SD
ERP
AnalyticsSales & Distribution Analyses - Delivery Cube - History
ZPAWS
SAP R/3
SD
ERP
AnalyticsSales & Distribution Analyses - PAWS: Pricing Analysis
ZPAWS1
SAP
R/3
SD
PAWS:
Pricing
Analysis
(1)
ERP Analytics- Sales & Distribution Analyses ZPAWS2
SAP R/3
SD
ERP
AnalyticsSales & Distribution Analyses - PAWS: Pricing Analysis Archive
ZCE_C01
Commercial
Excellence
CE Pricing Log
Strategic
Enterprise
Mgmt - BPS - Capital
Mastering
Business Intelligence with SAP 2009
ZBPS_P05
Investment Planning
Capital Investment
Planning
48
Performance Enhancements Are Available Use Them
Check indexes periodically
Check database statistics to route

queries faster
Under RSA1 Manage Performance
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
Nam e
COPA(US) : P&L L'Oreal R110: 2006
Technical
nam e
Indexes Aggregate Stats

DB
index
build Stats
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%
YCZO_1
10%
FI-AR Historical Indicators US
ZCARHI_1
10%
FIAR (CS) : Cube - Hist. indicators Zoom
YCZOHI_1
10%
Agreement
Cancellation and rejection
Carry Over
Consolidated Open Orders
Consolidated Open Orders
Delivery
Historical Invoice LPD
Invoice
RGA Data
Sales Order History
Sales order
Service rate
Invoice: ACD 2004
Invoice: ACD 2005
Invoice: ACD 2006
Invoice: LPD 2004
Invoice: LPD 2005
Invoice: LPD 2006
Invoice: ACD 2007
Invoice: LPD 2007
Delivery: ACD 2007
Delivery: LPD 2007
Service Rate: ACD 2007
Service Rate: LPD 2007
YC13_AGR
10%
YC11_CR
10%
ZCSD_CROV
10%
ZC_OO
10%
YC_OO
10%
YC12_DEL
10%
ZCHSTLI
10%
YC13_INV
10%
ZC_RGADTL
10%
ZCORDINV
10%
YC11_ORD
10%
YC11_SR
10%
ZCINVA04
10%
ZCINVA05
10%
ZCINVA06
10%
ZCINVL04
10%
ZCINVL05
10%
ZCINVL06
10%
ZCORD_A06
10%
ZCORD_A07
10%
ZCORD_L06
10%
ZCORD_L07
10%
ZCODI_A06
10%
ZCODI_A07
10%
ZCODI_L06
10%
ZCODI_L07
10%
ZCINVA07
10%
ZCINVL07
10%
ZCDELA07
10%
ZCDELL07
10%
ZCSRIA07
10%
FI-AR Accounts Receiv. Line Item IC
Mastering
Business Intelligence with SAP
2009
ZCSRIL07
10%
49
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
50
Resources
Download VC, Presentations, tutorials & articles
www.comeritInc.com
Five Core Metrics: The Intelligence Behind Successful

Software Management
Waltzing With Bears: Managing Risk on Software

Projects
By Lawrence H. Putnam & Ware Myers
By Tom Demarco & Timothy Lister
Mastering the SAP Business Information Warehouse
By Kevin McDonald, Andreas Wilmsmeier, David C. Dixon

51
Questions
How to contact me:

bberg@ComeritInc.com
52

SAP BI Project Management - v2

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Mastering Business Intelligence with SAP 2009

A Comprehensive Guide to Plan and Manage a

Mastering Business Intelligence with SAP 2009

What Ill Cover

Mastering Business Intelligence with SAP 2009

What Logically Belongs in a Global BI System?

Seven years ago, with version 3.1C, SAP BI

The Global Target Architecture An Example

Data Warehouse and Decision Support Framework

Alternative Global BI Approaches

Build a global data warehouse for

Focus on a bottom-up approach

Mastering Business Intelligence with SAP 2009

The Six Global Dimensions

Source: Peter Grottendieck, Siemens

For each dimension, articulate an approach, constraints, limitations and

Identifying Your Business Requirements

One of the first steps is to gather the right requirements. This

Discovery and Education

What the user wanted

How customer described it

An SAP NetWeaver implementation involves

How analyst specified it

How designer implemented it

Mastering Business Intelligence with SAP 2009

Defining The Scope Of Your Global SAP BI Implementation

Define the scope in terms of what is included, as well as what is

As part of the written scope agreement, make sure you

Change management is done to manage scope, timelines and competing business

i.e., when time-to-delivery is moderate, or when the impact of failure

When to Select Different Methodologies

Joint Application Design

System development Life-Cycle

Rapid Application Development

The diagram is intended to

Monitoring BI Quality and Formal Approval Process: Example

Alternative Approach For Smaller Projects (I.E. 1st Go-live)

No functional or technical specs are used in this approach. The user

What Ill Cover

Introduction & Overview

Mastering Business Intelligence with SAP 2009

Developing Your Staffing Plan: Lessons Learned

Developer training should start early for all project

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

Hands-on experience is needed

The quality of the team members is much more

An experienced SAP BI developer can accomplish in one

Mastering Business Intelligence with SAP 2009

Organizing the Team Six Ways to Balance a Development Effort

Distributed analysis and design

Co-located analysis and design

Multiple co-located analysis and design

Fully distributed development

The more distributed the BI

Sleep, Travel and Time Zones..

crossing 4 or more time zones need

Create a "project time" in the middle. I.e. for

Source: Leveraging resources in global software development Battin, Crocker, Kreidler,

Organizing the Global Team Localized BI Training

Class size (max)