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2006 Wellesley Information Services. All rights reserved.
A Comprehensive Guide
To Plan, Manage, andExecute a SuccessfulSAP BW Implementation
Project Part 1Bjarne BergLenoir-Rhyne College
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In Part 1
Writing your SAP BW business case
Defining the scope of your implementation
Writing a milestone plan
Developing your staffing plan
Budgeting On-boarding and training
Writing your workplan
Monitoring the progress of your project
Monitoring quality / instituting a formal approval process
Why you need an SAP BW user acceptance group
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In Part 2
The blueprinting phase
Leveraging the standard content Modeling for your solution
Deliverables
The realization phase
Best practices for managing the implementation of ODS andInfoCubes
Managing the environments and transports
Managing unit, system, integration & stress testing of SAP BW
The implementation phase Executing the cut-over to production
Conducting end-user and power user training
Establishing the end-user support organization
Post-implementation review and next steps
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What Well Cover
Writing your SAP BW business case
Identifying your requirements, scope, and plan-of-attack
Staffing your project: lessons and examples
Budgeting: how much? and for how long?
Final preparations: on-boarding, writing the workplan, etc. Wrap-up
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Writing the Business Case
The business case must be aligned with some
concrete business benefits The best way to write a business case is to align
it with one of these areas:
Money
Strategy
Reducing time and effort of delivery
Improved information quality
and access for end users
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Example Business Benefits of SAP BW
Users get earlier access toinformation
Load times in BW areless than traditional,custom- developeddata warehouses
Business users need a highAvailability solution
Information Access
Users spend less time onreconciling data, and more
time analyzing it.
BW is closer to thesource system, and more
accurately reflects data
A substantial portion of the datawarehouse effort is spent on
reconciling information
Reconciliation Effort
Enables web initiatives to getcloser to the source data,
both in time and consistency.
BW is closely integratedwith R/3, and can deliverdata that reflects thesource system at shorttime intervals.
Web delivery requires rapid datadelivery of high consistency withthe source system.
Web strategy
Substantial cost savings, bynot having to redevelop newextract programs for eachSAP upgrade
BW R/3 integration
points are maintained
and tested by SAP
Updating extract programswhen upgrading R/3 isexpensive.
Cost Avoidance
SAP is responsible formaintenance of theproduct.
Maintaining a custom developedBI solution is complex andexpensive.
Cost of Ownership
BenefitBWObservationArea
Information Access
Reconciliation Effort
Web strategy
Cost Avoidance
Cost of Ownership
BenefitSAP BWObservationArea
Substantial maintenancecost savings
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Area Observation SAP BW Benefit
Faster Deployment Need to increase time to
deliver new applications and
enhancements existing
areas
Typical use of 60-80%
of pre-delivered
content increases
development speed
Reduced development
time for new decision
support areas
Integrated Products SAP continues to offer new
products and modules thatthe organization might wish
to leverage in the future
SAP BW is the
cornerstone ofSAPs New
Dimension product
offerings
Enables closer
integration with otherSAP modules
Query speed Business users need fast
access to their data
Through use of
summaries, TREX,
and the newaccellerator, SAP
BWs architecture
lends itself to faster
query performance
Users get the data they
need quickly to perform
their job functions
Example Business Benefits of SAP BW (cont.)
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Area Observation SAP BW Benefit
SAP Strategy It is the organizations
SAP strategy to
leverage investments in
the SAP to the fullest
extent, and maximize
SAP resource
utilization.
SAP BW is a SAP
product, and is based on
standard SAP NetWeaver
technologies (Basis,
ABAP, etc.)
Strategic fit and
synergy with SAP. SAP
Basis, ABAP, etc.
resources can be used
across SAP projects,
including SAP BW.
Tool
Standardization
The organization must
be able to leverage
industry standards to
enable business users
to access data in a
variety of ways
Microsofts ODBO
application interface and
Java (SAP BW 3.5) are
supported by a variety of
major presentation and
web tools.
Simplifies user access
to data, expands
options for using
standard presentation
and web tools, or
developing your own.
Industry Trend The organizations
competitors and some
of the organizations
business areas are
installing SAP BW
Increased industry
resource pool and
knowledge of SAP BW
Enables the
organization to leverage
industry solutions and
know-how.
Example Business Benefits of SAP BW (cont.)
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What Well Cover
Writing your SAP BW business case
Identifying your requirements, scope, and plan-of-attack
Staffing your project: lessons and examples
Budgeting: how much? and for how long?
Final preparations: on-boarding, writing the workplan, etc. Wrap-up
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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 methodologyyou employ. It is a complex process involving:
1. Discovery and Education
2. Formal communication
3. Reviews4. Final approvals
An SAP NetWeaver implementation involvesmore than just black-and-white technical
decisions; just because something is
technically feasible, doesnt mean it is wise ordesirable from a business perspective.
What user wanted How customer described it How analyst specified it How designer implemented it
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Defining The Scope Of Your SAP BW Implementation
First, determine what the 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 you obtain approval of the scope before youprogress 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. Thistypically 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.
Note
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Defining The Scope Of Your SAP BW Implementation (cont.)
For the first go-live, keep the scope as small as possible
e.g., Accounts Payable, Accounts Receivable, G/L, orCOPA You have only 3 dimensions to work with:
If one of these dimensions changes, you have to adjust atleast one of the others
Time
Scope
Resources(people, technology
and money)
Warning
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Prioritizing the Scope (Example)
July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sept Oct Nov Dec
Procurement details
& summary receipts
Contracts
Settlements
Inventory
Sales
Master Agreements
Contractor
General Ledger
A/R & Credit Mgmt
SNOP
Cost
Procurement
Inventory Planning
Source Analysis
Sales opportunity
Blueprinting Realization Cutover and go-live
2005 20062004
Tax-severance &
processor
Plan multiple implementations, and write a long-term outline.Control change with a formal change request process.
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Selecting A Methodology
Many times, there are several potentially right choices
i.e., when time-to-delivery is moderate, or when the impact of failureis moderate
Joint Application Design(JAD)
Rapid Application Development(RAD)
Extreme Programming(EP)
System development Life-Cyclebased methodologies
(SDLC)
Impact of FailureLow High
Low
High
Time to
Delivery
The diagram is intended to
illustrate the differencesamong the appropriateness of
each methodology.
The decision is clearer in the
extreme. In practice, however,there are gray zones where
more than one answer may be
correct.
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Time Periods
Example Strategy Plan Milestones 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25Setup, on-boarding and kick-off session
Technical Assessment
Technical assessment of Infocube design
Technical assessment of infrastructure
Technical assessment of ETL
Technical assessment of security and role design
Technical assessment of BeX queries and views
Technical assessment of web delivery approachBusiness Assessment
Organizational needs assessment
Reporting process assessment
Conversion assessment
Organizational impact statement
Review of support organization
Technical support resource needs assessment
Development approach and standards
Training planning (project, support and end-users)
Migration Planning
Analysis reportsStatic reports
Knowledge transfer planning
Technical workshops planning
Training plan
Deliverable completion
Technical assessment document
Business assessment document
Proposed scope and rollout plan for future delivery
Workplan for proposed next steps
Staffing plan for next step
Infrastructure plan for next step
Proposed budget for next step
Presentation of proposal
Post this planon the wallsand in thehallways.
Dont hide it
in the PM's
office!
Keep it under30 items
Writing A Milestone Plan
Use milestone plan to illustrate dependencies and
high-level tasks
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Developing Your Staffing Plan: Lessons Learned
Developer training should start early forallproject
team members SAP R/3 skills are not easily transferable to SAP BW
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 BW developer can accomplish in one
day what 3 novice developers can do in a week
The tool has a steep learning curve
Note
GOTCHA!
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Developing Your Staffing Plan:Lessons Learned (cont.)
Project time and cost estimates should be based on
teams experience level
Plan on formal knowledge-transfer from external
resources from day one
Link inexperienced members with experienced ones
Have identified go-to resources available in all areas
Make a list!
(we will take asecond look at
this when we dothe budgeting!)
E l S ll SAP BW P j t f Si l S bj t A
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Example: Small SAP BW Project for Single Subject Area
E.g., Billing, Inventory, or Accounts Payable
4-5 team members and normally
3-6 months duration depending on scope
Basis and functional R/3 support
Project sponsor
Project Manager
Business team Technical team
Business analyst
Presentation developer
SAP BW Architect
ETL developer
Note: These are roles, notpositions (sometimes oneteam member can fill more
than one role)
E l Mid i d SAP BW P j t Si l C l S bj t A
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Example: Mid-sized SAP BW Project, Single Complex Subject Area
E.g., Cost and Profitability, Internal Billing
Basis and functional R/3 support
8-10 team members and normally2-4 months duration depending on scope
Project sponsor/Steering
Committee
Project Manager
SAP BW
Architect
Business
Analyst(s)
Extract,Transformsand Loads
Data Management(InfoCubes &
ODS)
Presentation
Developer(s)
Sr. Business analyst
Business analyst
Sr. ETL developer
ETL developer
Sr. SAP BW developer
SAP BW developer
Sr. Presentation
developer
Presentation developer
Note: These are roles, notpositions (sometimes oneteam member can fill more
than one role)
E l L SAP BW P j t f M lti l S bj t A
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Example: Large SAP BW Project for Multiple Subject Areas
E.g., Sales, Finance, andMaterial Management
Basis and functional R/3 support
15-25 team members and normally6-18 months duration depending on scope
Portal developer(s)
SAP BW Architect
Business analyst/(sub-team lead)
SAP BW developerPresentation developer(s)ETL developer
Sales Team
Business analyst/(sub-team lead)
SAP BW developerPresentation developer(s)ETL developer
Finance Team
Business analyst/(sub-team lead)
SAP BW developerPresentation developer(s)ETL developer
Material Mgmt. Team
Project Manager
Project sponsor/Steering Committee
Note: These are roles, notpositions (sometimes oneteam member can fill more
than one role)
Wh t W ll C
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What Well Cover
Writing your SAP BW business case
Identifying your requirements, scope, and plan-of-attack Staffing your project: lessons and examples
Budgeting: how much? and for how long?
Final preparations: on-boarding, writing the workplan, etc.
Wrap-up
B d ti P St
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Budgeting Process Steps
1. Size the SAP BW effort based on the
scope2. Prioritize the effort
3. Map the effort to the delivery schedule
4. Plan for number of resources neededbased on the scope, delivery schedule and
the effort.
Create the Milestone Plan and Scope Statement first, before attacking thebudgeting process!!
Start the budgeting process by estimating the workload in terms of thedevelopment effort. Refine based on the teams skill experience and skill level
Tip
1 Size SAP BW Effort Based on the Scope Real Example
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1. Size SAP BW 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
FinancialsL 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 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 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 teams experience and skill level.
2 Prioritize the Effort
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2. Prioritize the Effort
Financials qtr 1 qtr 2 qtr 3 qtr 4 qtr 1 qtr 2 qtr 3 qtr 4 qtr 1 qtr 2 qtr 3
General ledger line item (ODS)
COPAProd cost planning released cost estimates
(COPC_C09)Exploded itemization standard product cost
(COPC_C10)Cost and allocations (COOM_C02)
Cost object controlling (0PC_C01)
Order
Billing
Sales 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 IntegrationManufacturing Processes
Production Orders
Cross Applications
2005 2006 2007
The nextstep is to
prioritizeand outlinethe effort ona strategictimeline
Make sure your sponsor and the business
community agree with your delivery schedule
3 Use Project Estimates & the Timeline to Create Project Load Plan
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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
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
4 Result: Good Input for the Staffing Costs and Planning
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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 forinternal 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 inresource needsis due to anoverlap in thedeliveryschedule
Now might be agood time toreview that
decision
What Well Cover
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What We ll Cover
Writing your SAP BW business case
Identifying your requirements, scope, and plan-of-attack Staffing your project: lessons and examples
Budgeting: how much? and for how long?
Final preparations: on-boarding, writing the workplan, etc.
Wrap-up
On-Boarding and Training
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On-Boarding and Training
Ideal Yrs
Experience
minimum
Training days
(if new in the
role
In-house
training
da sBW 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
Dont underestimate the value of in-house, hands-on
training in addition to formal SAP training classes.Note
Writing the Workplan SAP Best Practices for BI
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Writing the Workplan SAP Best Practices for BI
A sample workplan can be downloaded from the SAP Best
Practices for BI web site
A test drive is available on the Web site:https://media.sdn.sap.com/html/submitted%5Fdo
cs/Best%5FPractices/SAP BW/
Writing the Workplan
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ID TASK
28-May
29-May
30-May
31-May
1-Jun
2-Jun
1 SAP Best Practices BI Implementation Roadmap - read Notes11 Blueprint Phase & Planning Phase
12 Apply for Going Live Check
13 Finalize Project Scope [selected scenarios]14 Check Content delivered by Best Practices
15 Determine those issues affecting BW Implementation and assign risk to project
16 Present Final Scope to Customer and Get Signoff of Scope
17 Project Planning Phase18 Set Up Development Environment
19 Define transport Strategy
20 Activate TMS21 Define Project Organization and Create Teams
22 Analyze Roles and Tasks by Standard Content Areas and Technical
23 Update delivered Project Plan & finalize, including resources assignments
24 Define customer rollout & training strategy for SAP BW
25 Define types of users of the BW
26 Determine Number of users for BW
27 Determine Data Access Requirements
400 to 1000 line-item workplans
are not unusual for mid-size and
large SAP BW implementations
More Details on workplan writing available here: Writing Solid and Realistic Work Plans for
a SAP BW Implementation Project, SAP Project Mgmt Conference - Oct. 2005, Las Vegas:http://csc-studentweb.lrc.edu/swp/Berg/articles/PM05_Berg_Writingasolid.ppt
Writing the Workplan
The Workplan1. Write a detailed workplan that references the methodology.
2. Make sure the workplan is detailed enough to track project progress.
3. Progress can be measured by hours used, vs. % of tasks completed.
Monitoring Progress
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Monitoring Progress
Manage the workplan from a percent complete
standpoint on a weekly basis Create weekly status reports with core progress
metrics and send to all team members (keep it high-
level and tangible)
Require monthly status reports from all team membersin a fixed format
Keep a close eye on the deadlines for the deliverables
and make to follow-up personally on late tasks
Track percent complete tasks in the workplan againstthe number of hours, or days worked, to see if you are
on-track.
Note
Warning
SAP BW is a complex environment that has many
dependencies. Late tasks can have significant impacts on theoverall project.
Monitoring BW Quality and Formal Approval Process: Example
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g Q y pp p
Create Functional
specs
Peer Review
Complete?
Complete?
Create Technicalspecs
Peer Review
Complete?
Complete?
Structured
walkthrough
Approved?
Configuration
Unit Testing
Integration
Testing
System Testing
Structured
walkthrough
Approved?
No
No
No
No
No
Yes
Yes
Yes
Yes
Yes
Yes
No
The User Acceptance Group and Its Role
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p p
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 realizationto refine requirements as you are building, and have
something to show them
This approach is hard to execute when also managing scope, but is
essential to make sure that the system meets users requirements
What Well Cover
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Writing your SAP BW business case
Identifying your requirements, scope, and plan-of-attack Staffing your project: lessons and examples
Budgeting: how much? and for how long?
Final preparations: on-boarding, writing the workplan, etc.
Wrap-up
Resources
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Dr. Bjarne Berg Home page (35 articles and presentations):
http://csc-studentweb.lrc.edu/swp/Berg/BB_index_main.htm
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
7 Key Points to Take Home
http://search.barnesandnoble.com/booksearch/isbnInquiry.asp?userid=xt1Vb1JAwj&sourceid=M000000269&isbn=0471219711&itm=1http://www.amazon.com/gp/product/images/0932633609/ref=dp_primary-product-display_0/002-2293929-8434401?%5Fencoding=UTF8&n=283155http://www.amazon.com/gp/product/images/0932633552/ref=dp_primary-product-display_0/002-2293929-8434401?%5Fencoding=UTF8&n=2831557/30/2019 BW Impl-p1-v11
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Write the business case around the areas of greatest benefit
to your users Dont use a shotgun approach, keep it focused
Define your scope in-terms of what is included, and state
what is not included
Establish a formal change control process that is well
communicated
Plan your project based on the hours required for the effort,and the project teams experience and skill levels
7 Key Points to Take Home (cont.)
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Establish milestone dates, and map the work hours requiredto these dates
Establish an on-boarding plan for project resources
Establish a formal process for quality control and approval of
deliverables
END OF PART 1. Next: How Do We Deliver What We Promised?
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How to contact me:[email protected]