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A Comprehensive Guide To Plan, Manage, and Execute a Successful SAP BW Implementation Project Part 2Bjarne Berg MyITgroup 2006 Wellesley Information Services. All rights reserved.
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What Weve Covered So Far (in Part 1)
Writing your SAP BW business case Defining the scope of your implem entation Writing a milestone plan Developing your staffing plan Budgeting On-boarding and tr
aining Writing your workplan Monitoring the progress of your project Monitoringquality / instituting a formal approval process Why you need an SAP BW user acceptance group2
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What Well Cover Now (In Part 2)
Final Preparatory stepss s s
Methodology details Lessons learned Requirements and approvals
The Blueprinting Phase The Realization Phase The Implementation Phase Wrap-up
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What Well Cover
Final Preparatory stepss s s
Methodology Lessons learned Requirements and approvals
The Blueprinting Phase The Realization Phase The Implementation Phase Wrap-up
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Project Preparation: Some Key ObservationsProject charter: Represents an agreement Project charter: Represents an agreement on, and commitment to, the deliverables of the on, and commitment to, the deliverables of the project, as well as the time constraints, project, as well as the time constraints, resources, standards, and budget of the resources, standards, and budget of the project. project. Project plan:This is the first cut. It focuses Project plan:This is the first cut. It focuses on milestones and work packa
ges. on milestones and work packages. Core Activities 1 . 1 Initial Project Planning 1 . 2 Project Procedures 1 . 3 Training Preparation 1.4 Project Kickoff 1 .5 Technical Requirements Planning 1 . 6 Quality Check Project Preparation Scope: Sets the initial definition of the project. Scope: Sets the initial definitionof the project. Project team organization:Sets the who of Project team organization:Sets the who of the project. It decides who will be involved, the project. It decides who will be involved, and what their goal is. and what their goal is. Standards and procedures:Sets the why and Standards and procedures:Sets the why and howf the project. Standardizes how how of the project. Standardizes how meetings arerun, how documents are handled, meetings are run, how documents are handled, etc. so everyone understands what is going on. etc. so everyone understands what isgoing on.
Source: Pauline Woods-Wilson
This is what we covered in Part 1Note
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What is ASAP?
Examples for Accelerators: Project Plan, Estimating Design Strategies, Scope Definition Documentation, Issues Db Workshop Agenda Questionnaires End-User Procedures Test Plans Technical Procedures Made Easy guidebooks (printout, data transfer, system administration)
Fill in the Blank Fill in the Blank Versus Versus Start from Scratch Start fromScratch
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The ASAP Approach (from Part-1)Integration TestingNo
Create Functional specsNo
Create Technical specs
System TestingComplete? Yes Complete? Yes
Unit Testing
Yes
Configuration Peer ReviewYes No Approved?
Peer Review
No
Approved?
Complete? No
Yes
Structured walkthroughNo Complete? Yes
Structured walkthrough
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Alternative Approach For Smaller Projects (I.E. 1st Go-live)
Keep the scope focused and use a simple approach:Activate standard content Request for modificationsInsco pe?Yes No No
Make enhancements
Load infocube
User acceptance session
Review data quality issues
Create 2-3 sample queries
Rejection
No functional or technical specs are used in this approach . The user acceptancesession is used to refine requirements
Infutu re sco pe?
Test
Deploy
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Critical Success Factors for SAP BW ProjectsIndividual The best people Backfilling Organizational End users on the team Communication with users Documentation and training internal Breadth and depth of training Technological Platform sizing Testing tools Methodology Proper scope Leadership and commitment Budget for consulting and training Overseas contacts
Single location
Integration testing before releasing changes Do not modify code
Good SAP consultants
Source: Lee Schlenker
Note
These are lessons learned the hard way Don t re - invent the wheel -- learn fromothers .
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SAP Solution ManagerUpgrade Projects e-Learning Test Organizer Customizing Synchronization Implementation Platform Implementation Content Roadmaps Service Delivery Platform
New in 2004
Change Request Management Landscape Reporting Support Desk
Tool
Solution Monitoring Service Level Reporting
Content
Services Best Practice Documents
Gateway to SAP
SAP Support
Source: SAP AG
Was added in 2004
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SAP BI Best Practices
This tool is still being enhanced, but has several BI-specific project accelerators that you wont find in SAP Solution Manager
Mostof h ep ctmaa gmettools ost M of ttep roje mn ae mn tt h roje ct a ng e e nools a b ttstffin gp lan in,,scop in,, ad b ou a ffin, la nin g in g n d aou sta g , p n n g scop g a n workp n s a fou n h e ork la n re n d e re w p las a refoud hre
A ttstd riveis a ila b ontteWe sit :: b Ae std is a va b leonh eW bsite e rive va ilale h e e https://m edia.sdn.sap.com l/subm itted% edia.sdn.sap.com /htm /htm l/subm itted% 5Fdocs/ 5Fdocs/ https://m Best% 5FPractices/BW 5FPractices/BW // Best%11
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Rapid Application Development (RAD)
Be flexible and consider using a RAD(Rapid Application development) approach forthe initial information requirements gathering task. Typical ways to conduct this include:s s s s s s
Ask for 1-2 days of uninterrupted time, and provide lunch on-site Invite power users, casual users, today
s report writers, and managers Remove cell phones, PDA, pagers, and email access Keep a rapid pace, and a manageable number of attendees (no more than 20) Focus on shared information needs, and conduct multiple sessions if needed Don
t get trapped in details; give people a You can use the session as an information chance to provide feedback in writing and sharing event ,and give a brief overview of follow-up later with individualswhat you are attempting to do
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What Well Cover
Final Preparatory steps The Blueprinting Phases s s
Leveraging the standard content Modeling your solution Deliverables
The Realization Phase The Implementation Phase Wrap-up
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A Process Look at Getting Functional Specifications
Build storageConstruct Create a contact Create a tool to Gather Disposition Consolidate objects and reports and group and contact collect info information the info. requirements navigation ist for business requests and using the requests torequests and write load programs features input and business input tool BW or R/3functional specs requirements
Nm a e Joe on J es J sephones o J Joe on J es Joe on J es Joe on J es J sephoneso J Joe on J es Joe on J es Joe on J es J sephones o J Joe on J es J sephones oJ Joe on J es O a iza ion rg n t MYORG Ltd Your ORG Ltd MYORG Ltd MYORG Ltd MYORG Ltd Your ORG Ltd MYORG Ltd MYORG Ltd MYORG Ltd Your ORG Ltd MYORG Ltd Your ORG Ltd MYORG Ltd P eN m r hon u be 918 - 234 - 1 123 918 - 234 - 1 123 123 - 234- 1 123 918 - 234 - 1 123 918 - 8 - 123 123 918 - 9 - 123 123 918 - 234 - 1 123918 - 234 - 1 123 918 - 234 - 1 123 918 - 234 - 1 123 918 - 234 - 1 123 918 - 234 - 1 123 123 - 234 - 1 123
Don
t H o w e v e r, a fo rm a l process should exist to capture Forget re q u ire m e n ts & co m m u n ica te w h a t is b e in g d e v e lo p e d .W e w ill n o w e x a m in e th e m o st co m m o n fo rm o f R A D ( Rapid Appl
ication Development ) .16
T h e re is m o re th a n o n e w a y to co lle ct th is in fo rm a tio n .
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Getting the Functional Specifications
Avoid taking a total inventory of all reports in the organization. The "top-5" (most used) sales, distribution, inventory etc. reports from each department willcover the vast majority of the reporting needs.
Note
Best Practice
A single SAP BW "report" may satisfy dozens of today
s static reports. It is therefore Avoid attempting to replicate impossible to map each individual each report based on what you legacy report might have in place today . to a single BW Accept new ways of accessing data . report.
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Getting the Functional Specifications (cont.)
Create a form that captures the business core requirements in a structured formatTip
s
Create a simple Information Request Form, and use it to gather the core relevantinformation about each report being requested by the business community. This should include at least the following fields:s
- Contact info about the requestor - Data currency (yesterday/today) - Department - Security requirements - Name of report - How is this reporting done today
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Sample Info Request Form:
Document requirements in a standardized format Prioritize requirements Consolidate requirements Support followTool up discussions and reviews.
P1 of 19 2
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An Exa mpl e
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Consider Multiple Ways of Displaying the Same Data!!
Deliver reports in a consistent manner to users (one version of the "truth"), but use different mechanisms to do so
KPI & ScorecardFormatted Simple Easy to view Limited nav Aggregates
Managers and executives tends to prefer simple and directed interfaces Casual userstends to prefer predictable structured access to data Analysts and power users tend to prefer high flexibility and unstructured access OR OR to data
Flat Reporting
Formatted Print Form based Static Predictable access
OLAP Reporting
Drill Down Slice and Dice Analyse Data Mining Search and discover
D o n
t u n d e re stim a te u se rs n e e d to a cce ss th e in fo rm a tio nin v a rio u s w a y s .
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Blueprinting Phase: Some Key ObservationsGetting the right requirements: Getting the right requirements: Finding out thedetailed functional Finding out the detailed functional specs of what users really need and specs of what users really need and not just what they want. not just what they want. Deciding what will be developed in Deciding what will be developed in SAP BW and what will be maintained SAP BW and what will be maintained asR/3 reports. as R/3 reports. Map the functional requirements to the Map the fun
ctional requirements to the standard content, and see what can standard content,and see what can be leveraged and what needs to be be leveraged and what needsto be extended. extended. Create detailed technical Create detailed technical specifications and designs of specifications and designs of infocubes, masterdata,ODSs, and infocubes, masterdata, ODSs, and high-level architectural designs. high-level architectural designs. Create user acceptance group(s), and Create useracceptance group(s), and have them review and give feedback have them review and give feedback on the system as ititis developed. on the system as is developed.24
Core Activities 2 . 1 Project Management Business Blueprint 2 . 2 Organizational
Change Management 2 . 3 Project Team Training Business Blueprint Environment 2. 4 Develop System 2 . 5 Organizational Structure Definition 2 . 6 Business Process Definition 2 . 7 Quality Check Business Blueprint
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Team starts by reviewing documentation tool for documentation completeness
cu
Review requirements and identify corresponding Data Model (InfoCube/ODS)
Tool
D1a Is this a true reporting need Yes No Communicate to bus. leader
D1 Is report documentation complete?
An example of how to decide which reports should be in R / 3 or the legacy system( refer to printed version )
Yes
No
Request additional input from Business Team member
D2 Is this an Intraday report?
No
D2.5 Does data exist in "in-scope" models Infocube/ODS
No
D3 Significant number of users?
No
D4 Is the report system resource intensive?
No
Yes R/3 is selected as Reporting Tool and documented
Yes A2 Total Cost of Ownership Analysis
Yes
R/3 is selected as Reporting Tool and documented in doc. tool
Responsible Team member acquires/documents additional information
Communicate final disposition Yes D5 Does Standard R/3 content exist? D7 Is it less expensive to create in R/3? Yes R/3 is selected as Reporting Tool and documented in doc. tool BW is selected as Reporting Tool and documented in doc. tool BW is selected as Reporting Tool and documented in the documentation tool
D8 Is BW cost effective?
No
R/3 is selected as Reporting Tool and documented in doc. tool
Yes
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No
Yes D9 R/3 Tool Selection Process
Communicate final disposition
D6 Does Standard BW content exist? Yes BW is selected as Reporting Tool and docu
mented in doc. tool
No
Communicate final disposition No
BW is selected as reporting tool and Change Request is submitted if the scope changed
Standard R/3 Communicate final disposition ABAP/ Custom Query
Report Writer Other
Communicate final disposition
Communicate final disposition
Communicate final disposition
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 - BW or R/3
A4 Baseline reports
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Now That You Have Identified the In-Scope Reports, Whats Next?
Obtain a copy of each of the current reports that are in-scope (not all report across your organization)s
s
sGreat Feature
Legacy reports are often a great way to document the data needs They can be usedto illustrate how data is currently being summarized and viewed Consolidate therequirements, and look for "low-hanging fruit" Create a physical folder with paper copies of these legacy reports M any Make sure that the development team req u ire m e n ts ca n b e m e t b y has access to them -- this will reduce a sing le S A P the time spent in meetings with the business community B W re p o rt
+
+
=
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The Blueprinting Phase: Leveraging Standard Content
As a guiding principle, map requirements to standard content before customizingHowever, youll probably also have external data sources that require custom ODSsand InfoCubes Customizing lower level objects will cause higher level standard
Mostly standard storage objects Some customization Highly customized storage objects
31%
36%
33%
An example from a large manufacturing company
BW Content available BW Content available((3 ..5 ..1 )) 3 5 1
::
Cockpits ??? Workbooks 1,979 Queries 3,299 Roles 861 MultiCubes 121 InfoCube 605 jects 349 InfoObjects 11,772
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The Blueprinting Phase: Model Your Solution1. Create a model based on pre-delivered SAP BW content 2. Map your data requirements to the delivered content, and identify gaps 3. Identify where the data gaps are going to be sourced fromMaterial Material number Material entered Material group Item category Product hierarchy EAN/UPC Logistics Plant Shipping/receiving point Unit Currency Key Unitof Measure Base unit of measure Sales unit of measure Volume unit of measure We
ight unit of measure Billing information Billing document Billing item Billing type Billing category Billing date Creation date Cancel indicator Output me dium~ Batch billing indicator Debit/cre dit re ason code Biling category Reference document Payment terms Cancelle d billing docume nt Divison for the order headerPricing proce dure Document details Sa les order docume nt type Sales deal Salesdocuement
Storage Requirements
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 A Net value Cost Tax amount Volume
Customer Sold-to Ship-to Bill-to Payer Customer cla ss Customer group ~ Customer country ~ Custome r region ~ Custome r postal code ~ Custome r industry code 1End user Organization Company code Division Distribution channel Sales organization Sales group
+Standard content
Personnel Sales rep number
Accounting Cost center Profit ce nter Controlling area Account a ssignme nt group
Time Calendar Calendar Calendar Calendar year month week day
Map functional requirements to the standard content before you make enhancements
LEGEND Delivered in standard extractors Delivered in LO extractor Not in delivered Content -but in R-3
Storag e Object s30
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Standard Content Vs. Customization
100 80 60 40 20 0
Approximate Usage of Standard Content BW 3.5
(percentage of overall development effort)
All functional areas are not equally supported by strong standard SAP BW 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.CO AP O m gm t
FI
rib ut io n
SC EM *
*
es
CR M
ur in
Sa l
an uf ac t
Di st
Qu a
In ve n
lit y
to ry
g
* Rapidly improving content
31
M
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What Well Cover
Final Preparatory steps The Blueprinting Phase The Realization Phases s
s
s
Building ODSs and InfoCubes Planning, Managing and executing system test Planning, Managing and executing integration and performance test Issue resolution, logs, sign-off and approvals
The Implementation Phase Wrap-up
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Building ODSs and InfoCubes
TIPS Review the functional requirements and allow exceptions to your naming 1 Donot 6 conventions technical design Make sure you have establishedMake 7 2 Datasure that putting out fires does not Stewards for master data, and assign take precedence, becoming the master data to specific developers default architecture and standard.
Have your ETL developers work Try new ideas in a sandbox environment , 3 8 for the individual who is responsible dont contaminate the development and environment. for creating process chains(organizationally )
Avoid nested ODS layers, and keep thedetails for multi-use in the ODS and 4 Keep9 architecture as pristine as possible not design the ODS based on the needs doof a single infoCube. Make your transformations part Developers must unit testall of their 5 of 10 update rules into infocubes if you need work and personallysign-off on their to be able to reconcile to the sourcestorage object. system.Keep the details in the ODS.
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Consider Upgrading to SAP BI in SAP NetWeaver 2004sOn a typical SAP BW project , 40 - 60 % of project effort will be spent on dataintegration , transformation , and loads
BI in SAP NetWeaver 2004 has a new GUI to help you write transformat ions , potentially saving you a lot of time !Source SAP AG
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The SAP BW Test Methodology
Methodology used for System and Integration testsTest Strategy
Test Plan
Test Execution
Problem Resolution
SAP R / 3 and BW testing is not different from a methodology standpoint , but the execution is .36
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System Test: PlanningTasks\Dates Identify People for Testing Schedule Facilities Prioritize Test Areas (Queries) Send out Meeting Notice Execute System Test Document Results ProblemResolution
December 2003 January 2004 February 2004 1-Mar 8-Mar 15-Mar 22-Mar 29-Mar 5-Apr
to o time
re s n There
r gas, we " o sto p f y lat e" alread
Activitie s
Tasks6 7 8 9 Identify key contacts Communicate about transports Arrange time for progress control Schedule facilities11 1 1 1 1 1 1 1 1
1 Create test script 2 Identify s roles to be used 3 Documentation on using testtools s 4 Procedure for documenting test results 5 Training sessions for using
test scripts
Business analysts are responsible for planning , coordinating , and executing the system testing of queries .
Timing
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Test Signoffs
Signoff procedures s s s s
Document test feedback and update logs Review open issues Prioritize outstanding
issues Agree on scope decisions and resolutions Obtain approvals from businessrepresentatives or steering committee
s
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What Well Cover
Final Preparatory steps The Blueprinting Phase The Realization Phase The Implementation Phases s
s s
Executing cut-over to production Conducting end-user and power user training Establishing end-user support organization Post-implementation review and next steps
Wrap-up
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Final Preparation Phase: Some Key ObservationsThe Cutover Plan and the Technical The Cutover Plan and the Technical OperationsManual describe the details Operations Manual describe the details on how to move to the production on how to move to the production environment and go live environment and go live Stress & Volume Tests confirm the Stress & Volume Tests confirm the production hardwares capabilities production hardwares capabilities TheEnd User Training document The End User Training document describes the delivery
of the necessary describes the delivery of the necessary levels of SAP trainingprior to going live levels of SAP training prior to going live
Core Activities 4 . 1 Project Management Final Preparation 4 . 2 Training FinalPreparation 4 . 3 Acceptance Testing 4 . 4 System Management 4 . 5 Detailed Project Planning 4 . 6 Cutover 4 . 7 Quality Check Final Preparation
Source: Pauline Woods-Wilson
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Conducting End-User and Power User Training
Web-based All us ers Traini ng Tutori als Instructorled Onsit e Power us ers Ecu tiv es Vendorbased Devel op ers Suppo
1 ) Create , or buy , an on - line help and training system . Make sure you usemany images and links . 2 ) Consider using animations to demonstrate complicatedtasks as 45
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Establishing End-User Support OrganizationG e ttin g P o w e r U se rs in v o lv e d e a rly is im p o rta n t to th e o ve ra ll su cce ss o f a D a ta W a re h o u sin g p ro je ct
up ly gro ? n e o w the ild re o ts pr Are n b u that ca ? r i e s jon th wcan oHo l d invove e u b s s ho ld ne se ? Whos eb si u m o th fr ide an n r co s et? e u w r n ho ld ado co c p S mb ss A a
To h e lp su p p o rt b u sin e sse s th a t h a v e a lre a d y g o n e liv e ,a stro n g lo ca l co m m u n ity o f a m b a ssa d o rs is needed. Without them , ongoing projects can get46
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Go-Live: Some Key ObservationsThe last deliverable for the implementation The last deliverable for the implementation ensures high system performance through ensures high system performancethrough monitoring and feedback monitoring and feedbackSource: Pauline Woods-Wilson
We need to execute issue resolution plans We need to execute issue resolution pl
ans and contingency plans and contingency plans A lessons learned session should be held A lessons learned session should be held at the end of the project to assure at the end of the project to assure organizational awareness and education organizational awareness and education The support organization will take over theThe support organization will take over the system after aapre-determined time period. system after pre-determined time period. Some team members may transitioninto their Some team members may transition into their new roles as support staff new roles as support staff This is aacritical time when aaSWAT team This is critical time when SWAT team that quickly addresses user concerns can that quickly addresses user concerns can make all the difference in how the system is make allthe difference in how the system is received among the users received among theusers 47
Core Activities 5 . 1 Production Support 5 . 2 Project End
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Tracking Load Performance
During the first 6 weeks after each go-live, you should formally track the loadperformance by process chain to see if you have any systematic issues Load perfo
rmance rate
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%/2 3/ 005 22 /2 3/ 005 24 /2 3/ 005 26 /2 3/ 005 28 /2 3/ 005 30 /2 0 4/ 05 1/ 20 4/ 05 3/ 20 4/ 05 5/ 20 4/ 05 7/ 20 4/ 05 9/ 2 4/ 005 11 /2 4/ 005 13 /2 4/ 005 15 /2 4/ 005 17 /2 4/ 005 19 /2 4/ 005 21 /2 4/ 005 23 /2 4/ 005 25 /2 4/ 00527 /2 4/ 005 29 /2 0 5/ 05 1/ 20 5/ 05 3/ 20 5/ 05 5/ 20 5/ 05 7/ 20 05 3/ 20
It is also a great way to document your success !!
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Go-live: Post-Implementation Review
AlignmentAre we doing the right things?
BenefitsAre we getting the benefits?
Are we doing them the right way?
Are we getting them done well?
IntegrationThe Information Paradox: John Thorp
Capability/Efficiency50
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Resources
a)
McConnell
ISBN: 1556159005
Rapid Development by StevePaperback: 680 pages ; Publisher: Microsoft Press;
b)
ProjectB0000W86H2
Start to Finish Guide to ITD o w n lo a d it a t:
Management by Jeremy KadlecDigital: 109 pages. Publisher: NetImpress; ISBN:
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7 Key Points to Take Home
Keep the team relatively small & focused Size your project based on your teams experience and skills, in addition to scope Make the implementations interactive instead of Big-Bang Follow a proven methodology Dont cram all of your reports into BW (some belong in R/3) Track quality, and create a formal approval process Involve power users and ambassadors in the development project53
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Your Turn!!!
Questions?
How to contact me : bberg@myitgroup . com54
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