Tips for Writing a Solid and Realistic Work Plan for Your SAP NetWeaver BI Project

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Tips for Writing a Solid and Realistic Work Plan for Your SAP NetWeaver BI Project Dr. Bjarne Berg

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What We’ll Cover …

• Selecting an approach to use for your project• Defining project milestones• Allocating appropriate resources• Using SAP Solution Manager• Taking advantage of SAP Best Practices BI tool• Leveraging the SAP Best Practices work plan• Wrap-up

3

The Gray Areas of Methodologies

• First step in determining how to write a work plan is to pick a methodology for your project

• While Accelerated SAP (ASAP) is normally the default method, there are alternatives

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

There are several dimensions when multiple methodologies can be employed (i.e., when time to delivery is moderate, or when the impact of failure is moderate)

There are several dimensions when multiple methodologies can be employed (i.e., when time to delivery is moderate, or when the impact of failure is moderate)

4

A Brief Look at ASAP

• ASAP for SAP NetWeaver BI is based on many of the same ideas and approaches found in the ASAP methodology for SAP R/3

• SAP standard

• Single, pragmatic, and standardized methodology

• Evolved out of 20 years of experience

• Manageable scope, cost, and common expectations

• Common language

• Preconfigure documentation and tools

Source: SAP

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What is ASAP?

• 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 BlankVersus

Start from Scratch

Fill in the Blank vs. Start from

Scratch

Examples for Accelerators:

Source: SAP

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7

Project Preparation — Some Key Observations

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

Project plan: This is the first cut. It focuses on milestones and work packages.


Project charter: Represents an agreement on, and commitment to, the deliverables of the project, as well as project time constraints, resources, standards, and budget.


Scope: Sets the initial definition of the project.Scope: Sets the initial definition of the project.

Project team organization: Sets the “who” of the project. This decides who will be involved and what their goal is.

Project team organization: Sets the “who” of the project. This decides who will be involved and what their goal is.

Standards and procedures: Sets the “why” and “how” of the project. Standardizing how meetings are run, how documents are handled, etc., meaning that everyone understands what is going on.

Standards and procedures: Sets the “why” and “how” of the project. Standardizing how meetings are run, how documents are handled, etc., meaning that everyone understands what is going on.

Source: Pauline Woods-Wilson

8

Project Preparation — The Scope Statement

• Scope statement should include: Technical source systems and

modules (e.g., SAP R/3 CCA) Technology components (SAP

NetWeaver PI, SAP NetWeaver BI, SEM-CPM, SAP APO, XML, etc.)

Functional purpose (profit loss statement, sales analysis, etc.) User community (location, organization, types, numbers) Access interfaces (Web portal, cockpit, Business Explorer

(BEx), Crystal, third-party) Security (encryption, single sign-on, data level security, role

security, etc.)

9

Project Preparation — The Scope Statement (cont.)

• Scope statement should include(cont.): Hardware components

(development environment, test, QA and production, Unix, NT, Web servers, app servers, leverage of existing infrastructure)

Impacted organizations Retirement of legacy reporting systems (if any) Project language and documentation system

Remember to include in the scope statement, what is not included in the scope and make sure it is agreed to before the project starts.

Remember to include in the scope statement, what is not included in the scope and make sure it is agreed to before the project starts.

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Project Preparation — The Milestone Plan

• The first work plan should consist of only core tasks, milestones, and their critical dates

• Resources are simply referred to by their role instead of individual names individuals (update later when resources are assigned)



To write the first cut project plan, you need to have determined scope, resource need/availability, and time

To write the first cut project plan, you need to have determined scope, resource need/availability, and time

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Project Preparation — Milestone Dates



The milestone plan should be published and posted on the walls.

Do not “hide it” in the project manager’s drawer.

The milestone plan should be published and posted on the walls.

Do not “hide it” in the project manager’s drawer.

ID TASK Dur- ation Start Finish

2 Project Preparation 18 days 5/15/2005 6/2/2005

11 Blueprint Phase & Planning Phase 13 days 6/29/2005 7/12/2005

51 Project Realization 70 days 7/5/2005 9/13/2005

69 Final Preparation Phase 20 days 9/10/2005 9/30/2005

103 Go Live and Support Phase 14 days 10/1/2005 10/15/2005

• The Milestone Plan should consist of all major phases, start and end dates, and duration

• The plan should also include special project dates and events such as workshops, project reviews, approvals, etc.

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13

Resources — Roles

• SAP NetWeaver BI projects consist of a team of highly-skilled individuals

• The quality of the people is much more important than the number

• A skilled developer can accomplish correctly what three novice developers will mess up in the same amount of time

• Think of the project team as a set of roles, not individuals

• A person may fulfill more than one role during the project

You should staff your project based on the needs, not based on who is available at a given time. Sometimes the right decision is to delay a project until the right people can participate.

You should staff your project based on the needs, not based on who is available at a given time. Sometimes the right decision is to delay a project until the right people can participate.

Project Resources

Program/Project Manager

Application Consultant

Application Team Member

Technical Consultant

Technical Team Member

Technical Team Lead

Help Desk Provider and Manager

Business Process Team Lead

Training and Documentation Lead

Customer Project Sponsor

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Team Organization — Small Project for Single Subject Area

• These are roles, not positions (sometimes one team member can fill more than one role)

Four to five team members and normally three to six months duration depending on scope

Basis and functional SAP R/3 support

Project Sponsor

Project Manager

Business Team Technical Team

Business Analyst

Presentation Developer

BI Architect

ETL Developer

This is a good organization for teams that use Joint Application Development (JAD) or Rapid Application Development (RAD) as their development methodology.

The development is interactive, scope is small, and the timeline for each implementation is short.

Larger projects can create multiple project teams working on dedicated areas. However, very tight coordination is required to pull this off in practice.

This is a good organization for teams that use Joint Application Development (JAD) or Rapid Application Development (RAD) as their development methodology.

The development is interactive, scope is small, and the timeline for each implementation is short.

Larger projects can create multiple project teams working on dedicated areas. However, very tight coordination is required to pull this off in practice.

ETL = Extract, transform and load

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Team Organization — Mid-Sized SAP NetWeaver BI Projects

Basis and Functional SAP R/3 Support

Eight to ten team members and normally two to four months duration depending on scope

These are roles, not positions (sometimes one team member can fill more than one role)

Project Sponsor/

Steering Comm.

Project Manager

BI

Architect

Business

Analyst(s)ETLs

Data Management

(InfoCubes & ODS)

Presentation

Developer(s)

Sr. Business Analyst

Business Analyst

Sr. ETL Developer

ETL Developer

Sr. BI Developer

BI Developer

Sr. Presentation Developer

Presentation Developer

This organization by roles is useful on mid-sized projects using system development lifecycle methodologies such as ASAP. It is scalable, but business analysts must be given direct access to developers to make this work in practice.

This organization by roles is useful on mid-sized projects using system development lifecycle methodologies such as ASAP. It is scalable, but business analysts must be given direct access to developers to make this work in practice.

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Basis and Functional SAP R/3 Support

Fifteen to twenty-five team members and normally six to eighteen months duration depending on scope

Portal developer(s)

BI Architect

Business Analyst/(sub-team lead)BI DeveloperPresentation Developer(s)ETL Developer

Sales Team


Finance Team


Material Mgmt. Team

Project Manager

Project Sponsor/Steering Committee

This organization is grouped by functional areas. It is very scalable for large projects, but requires solid coordination between the architect and the developers on each sub-team. Sometimes both a front-end and back-end architect are used on very large projects.

This organization is grouped by functional areas. It is very scalable for large projects, but requires solid coordination between the architect and the developers on each sub-team. Sometimes both a front-end and back-end architect are used on very large projects.

Team Organization — Large SAP NetWeaver BI Projects

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18

KnowledgeManagement

TestManagement

ServiceDesk

ChangeManagement

ServiceDelivery

OPERATE

IMPLEMENT

OPTIMIZE

BusinessProcess

ProjectManagement

SolutionMonitoring

KnowledgeTransfer

SAP Solution Manager: Don’t Build Everything from Scratch

You can incorporate many shared documents and tools into your project. Your work plan should reflect the time savings of using these accelerators.

SAP Solution Manager is delivered as part of your annual maintenance fee.

You can incorporate many shared documents and tools into your project. Your work plan should reflect the time savings of using these accelerators.

SAP Solution Manager is delivered as part of your annual maintenance fee.

Content

Gateway to SAP

Tools

Implementation PlatformSolution MonitoringService DeskE-Learning Upgrade Change Request Management

Implementation Content

Roadmaps

Services

Best Practice Documents

SAP Active Global Support

Service Delivery Platform

Source: SAP

19

Green areas indicate material that can be leveraged in SAP NetWeaver BI

SAP Solution Manager: What Is Useful for BI?

Define customersolution

based onSAP processes

Define customersolution

based onSAP processes

BusinessBlueprint Configuration

Synchronize customer settings

Synchronize customer settings

Configure processesConfigure processes

ProjectPreparation

Define projectDefine project

Set up system landscape

Set up system landscape

Test processes Test processes

Testing Training

Define e-learning

units and create learning maps

Define e-learning

units and create learning maps

RoadmapsRoadmaps

Project AdministrationProject Administration

Issue Tracking/Monitoring/ReportingIssue Tracking/Monitoring/Reporting

Change ManagementChange Management

All items in SAP Solution Manager are not equally useful for the BI project team. However, some material can be used. Collect the material and make it part of the deliverables for you team. Write work plan tasks that directly reference the BI tasks you decide to use.

SAP Solution manager Version 3.2 SP8 or higher is required to upgrade to SAP NetWeaver 7.0.

All items in SAP Solution Manager are not equally useful for the BI project team. However, some material can be used. Collect the material and make it part of the deliverables for you team. Write work plan tasks that directly reference the BI tasks you decide to use.

SAP Solution manager Version 3.2 SP8 or higher is required to upgrade to SAP NetWeaver 7.0.

Note

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SAP Solution Manager: EarlyWatch Reports Are Great!

• EarlyWatch reports: Provide a simple way to confirm how your system is running

and to catch problems Are a “goldmine” for system recommendations

• A copy of a full 40 pages from a real report is included on the conference CD

21

SAP Solution Manager: EarlyWatch Reports Sample

• Run them periodicallyand read the details

• Let’s take a look at a real EarlyWatch report

from a mid-sized company that has been running SAP BW for the last few years

22

SAP Solution Manager: EarlyWatch Reports Sample (cont.)1 Performance Indicators The following table shows the relevant performance indicators in various system areas.

Area Indicators Value Trend System Performance Active Users 18 down Hardware Capacity Max. CPU Utilization on DB Server 74 % steady Max. CPU Utilization on Appl. Server 74 % steady Database Space Management DB Size 355.52 GB steady Last Month DB Growth 118.63- GB steady Query Performance Avg. Total Runtime of the BW Queries 11.5 s down Avg. Database Runtime of the BW Queries 8.0 s steady

1 Performance Overview

The performance of your system was analyzed with respect to the average response times and total workload. We did not detect any major problems that could affect the performance of your system.

The following table shows the average response times for various task types:

Task type Dialog Steps

Avg. Resp. Time in ms

Avg. CPU Time in ms

Avg. Wait Time in ms

Avg. Load Time in ms

Avg. DB Time in ms

Avg. GUI Time in ms

DIALOG + RFC

195240 3253.3 728.7 1.8 2.5 1110.9 6.3

UPDATE 5 984.2 28.2 26.0 15.2 585.4 UPDATE2 48 133.2 17.1 0.7 3.3 80.8 BATCH 59288 11599.3 2091.2 0.6 8.5 5772.6 HTTP 257762 693.5 183.7 4.4 2.2 405.0

1.1 Current Workload The following table lists the number of current users (measured from our workload analysis) in your system.

Users Low Activity Medium Activity High Activity Total Users Measured in System 98 11 7 116

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24

SAP Best Practices for Business Intelligence

• Is a new tool with consolidated access to documentation, hints, white papers, recommendations, tools, and a sample work plan All based on BI scenarios

• Gives you many templates and a work plan • Is intended for mid-sized enterprises that need rapid

implementation or by large companies that need to create a corporate template for their subsidiaries

• New SAP customers can also combine this with the Baseline Package or an industry-specific version of SAP Best Practices

SAP Best Practices for Business Intelligence supports predefined scenarios that handle core BI business requirements.

SAP Best Practices for Business Intelligence supports predefined scenarios that handle core BI business requirements.

25

SAP Best Practices for Business Intelligence (cont.)

This tool has been enhanced over the last two years, and has several BI specific project accelerators that you will not find in SAP Solution Manager.

A test drive is available at http://help.sap.com/bp_biv170/index.htm.

26

Many of your team’s deliverables can be downloaded here. You can incorporate them specifically into your work plans.

Many of your team’s deliverables can be downloaded here. You can incorporate them specifically into your work plans.

An Option — Work Plans Based on Deliverables

• The best practice documents are organized around scenarios that simplify the collection of tools

27

These are tools and accelerators that you can download and make deliverables in your work plan.

These are tools and accelerators that you can download and make deliverables in your work plan.

Deliverables for Your Work Plan

• Sales analysis example gives an overview of what SAP NetWeaver BI has to offer, how to build it, and best practices for a variety of technical designs

28

An Option — Create Your Work Plan Based on Scenarios

• Each scenario is described in a processoverview document

29

The installation guide has step-by-step scenario-based documentation. Do not replicate minute steps in the work plan; keep it at a high enough level where it is useful, but not a burden to maintain.

The installation guide has step-by-step scenario-based documentation. Do not replicate minute steps in the work plan; keep it at a high enough level where it is useful, but not a burden to maintain.Note

Keep the Work Plan at a Manageable Level

• Don’t load too many details into the work plan Explain what needs to be done, not how to do it SAP Best Practices for BI has installation guides to assist

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What Versions Does It Support?

The SAP Best Practices tool was developed for SAP BW 3.5, and later updated for SAP NetWeaver BI 7.0

While installation recommendations are based on SAP BW 3.5 or SAP NetWeaver BI 7.0, most management tools, accelerators, and the sample work plan are not version-specific.

While installation recommendations are based on SAP BW 3.5 or SAP NetWeaver BI 7.0, most management tools, accelerators, and the sample work plan are not version-specific.

Source: SAP – Jan, 2007

SAPKIBIEP20002352BI_CONT

SAPKIPYI6400042004_1_640PI_BASIS

SAPKW350040004350SAP_BW

SAPKA640040004640 SAP_ABA

SAPKB640040004640SAP_BASISSAP BW

Highest Support Package

LevelReleaseSoftware Component

mySAPApplication Component

SAPKIBIEP20002352BI_CONT

SAPKIPYI6400042004_1_640PI_BASIS



SAPKB640040004640SAP_BASISSAP BW



mySAPApplication Component

SAPKIPYJ7700072005_1_700PI_BASIS

SAPKU500040004500BBPCRM

SAPKA700070007700SAP_ABA

SAPKA700070007700SAP_BASISSAP CRM


SAPKH600040004600SAP_APPL


SAPKA700070007700SAP_BASISSAP ERP 2005


SAPKB700050005700SAP_BASIS


SAPKY500020002500SCMSAP SCM

SAPKIBIHP40004702BI_CONT




SAPKA700070007700SAP_BASISSAP BW



SAP App. Component


SAPKU500040004500BBPCRM


SAPKA700070007700SAP_BASISSAP CRM


SAPKH600040004600SAP_APPL


SAPKA700070007700SAP_BASISSAP ERP 2005


SAPKB700050005700SAP_BASIS


SAPKY500020002500SCMSAP SCM

SAPKIBIHP40004702BI_CONT




SAPKA700070007700SAP_BASISSAP BW



SAP App. Component

SAP BW 3.5

SAP NetWeaver BI 7.0

31



32

The Sample Work Plan

You can download the work plan from the Project Support area.You can download the work plan from the Project Support area.

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The Work Plan — Some Background

• The work plan on the SAP BI Best Practice CD (and on the Web site) is a Microsoft Project project plan file (.mpp)

• The work plan is only an example that you need to modify to fit your project’s scope, resources, and timelines

• The example is based on a rapid development of a single subject area over a five week period However, the tasks and their dependencies are relevant to larger

projects that may require substantially more time

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The Work Plan — Some Background (cont.)

• The resource plan assumes that 11 roles are filled on the project (two part-time) This includes two consultants and one project sponsor

The work plan is an example and should not be used as a “cookie cutter” for your work plan. Sound judgments must still be applied.

The work plan is an example and should not be used as a “cookie cutter” for your work plan. Sound judgments must still be applied.

Project Resources

Program/Project Manager

Application Consultant

Application Team Member

Technical Consultant

Technical Team Member

Technical Team Lead

Help Desk Provider and Manager

Business Process Team Lead

Training and Documentation Lead

Customer Project Sponsor

35

Project Preparation — Some Key Observations

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 definition of the project.

Project team organization: Sets the “who” of the project. This decides who will be involved and what is their goal.

Project team organization: Sets the “who” of the project. This decides who will be involved and what is their goal.

Standards and procedures: Sets the “why” and “how” of the project. Standardizing how meetings are run, how documents are handled, etc., means that everyone understands what is going on.

Standards and procedures: Sets the “why” and “how” of the project. Standardizing how meetings are run, how documents are handled, etc., means that everyone understands what is going on.


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Project Preparation Phase

• While short in duration, do not spend too much time on the project prep phase

• It is easy to get intimidated by the many unknowns• Rely on your consultants, but keep the momentum

Spending more than 15% of your project time in this phase is a sign of analysis-paralysis.

Spending more than 15% of your project time in this phase is a sign of analysis-paralysis.

ID TASK Dur- ation

Start Finish

1 SAP Best Practices BI Implementation Roadmap - read Notes 24.5d 5/28/05 8:00 AM 7/1/05 12:00 PM

2 Pre-Sales Phase / Project Preparation 4.d 5/28/05 8:00 AM 6/2/05 5:00 PM

3 Perform Customer Workshop & present Best Practices in Demo System 1.5d 5/28/05 8:00 AM 5/29/05 12:00 PM

4 Review and select scenarios that are best fit for customer requirements .5d 5/29/05 1:00 PM 5/29/05 5:00 PM

5 Carry out review of delivered business content to check for gaps .5d 5/30/05 8:00 AM 5/30/05 12:00 PM

6 Define Critical Success Factors .5d 5/30/05 1:00 PM 5/30/05 5:00 PM

7 Validate & Document Technical Requirements .5d 6/2/05 8:00 AM 6/2/05 12:00 PM

8 Define System Landscape Strategy (maybe 2 system landscape and/or SAP One Server)

.d 6/2/05 12:00 PM 6/2/05 12:00 PM

9 Perform Hardware sizing .5d 6/2/05 1:00 PM 6/2/05 5:00 PM

10 Install software 2.d 5/28/05 8:00 AM 5/29/05 5:00 PM

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Project Sizing — 1. Base It on the Scope (Real Example)

Customization

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 1,732M COPA 158 286 153 127 153 152 120 94 180 470 1,893L 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 1,732L Sales order 216 229 187 101 132 135 100 79 150 403 1,732L 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 1,731L 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 1,641Planning 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 2,621M 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 2,621M 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.

Remember that your sizing also has to be based on the team’s experience and skill level.

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Project Sizing — 2. Prioritize the Effort

• The next step is to prioritize and outline the effort on a strategic timeline

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 orderAccounts 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 PlanningSNP IntegrationManufacturing Processes Production OrdersCross Applications

2005 2006 2007

Make sure your sponsor and the business community agree with your delivery schedule

Make sure your sponsor and the business community agree with your delivery schedule

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Project Sizing — 3. General Guidelines

Plan to spend 15% of the project time on project prep, 25% on blueprinting, 45% on realization and 15% on go-live.

There is a risk of spending too much time on design and short changing development time, which often causes project delays. Accept that you

will not have answers to all questions until you see the data and queries.

Plan to spend 15% of the project time on project prep, 25% on blueprinting, 45% on realization and 15% on go-live.

There is a risk of spending too much time on design and short changing development time, which often causes project delays. Accept that you

will not have answers to all questions until you see the data and queries.

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 1,732COPA 946.5 947 1,893Prod 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 2,648Cost object controlling (0PC_C01) 1023 1023 2,046Order Billing 866 866 1,732Sales order 866 866 1,732Accounts receivables (0FIAR_C03) 866 866 1,732Deliver Shipment cost details (0LES_C02) 866 866 1,732Shipment header (0LES_C11) 865.5 865.5 1,731Stages of shipment (0LES_C12) 865.5 865.5 1,731Delivery data of shipment stages (0LES_C13)

865.5 865.5 1,731

Delivery service (0SD_C05) 820.5 820.5 1,641Planning and Scheduling Material Movements (0IC_C03) 952 952 1,904APO Planning 1310.5 1311 2,621SNP Integration 1310.5 1311 2,621Manufacturing Processes Production Orders 1311 1,311 2,621Cross 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

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Project Preparation Phase — Dependencies

A one-day workshop can remove project confusion and delays, help in getting the right requirements, and avoid missing “low hanging fruit.”

A one-day workshop can remove project confusion and delays, help in getting the right requirements, and avoid missing “low hanging fruit.”

• Key to project prep phase is the level setting of all parties One-day workshop with stakeholders, managers, and sponsors Dedicate some time early in the workshop to demo SAP

NetWeaver BI and discuss capabilities of the tool set

ID TASK

28-M

ay

29-M

ay

30-M

ay

31-M

ay

1-Ju

n

2-Ju

n

1 SAP Best Practices BI Implementation Roadmap - read Notes2 Pre-Sales Phase / Project Preparation3 Perform Customer Workshop & present Best Practices in Demo System4 Review and select scenarios that are best fit for customer requirements5 Carry out review of delivered business content to check for gaps6 Define Critical Success Factors7 Validate & Document Technical Requirements8 Define System Landscape Strategy (maybe 2 system landscape and/or SAP One

Server)9 Perform Hardware sizing

41

Blueprinting Phase — Some Key Observations

Core Activities

2.1 Project Management Business Blueprint

2.2 Organizational Change Management

2.3 Project Team Training Business Blueprint

2.4 Develop System Environment

2.5 Organizational Structure Definition

2.6 Business Process Definition

2.7 Quality Check Business Blueprint

Deciding what will be developed in SAP NetWeaver BI and what will be maintained as SAP R/3 reports

Deciding what will be developed in SAP NetWeaver BI and what will be maintained as SAP R/3 reports

Getting the right requirements: Finding out the detailed functional specs of what the users really need and not just what they want

Getting the right requirements: Finding out the detailed functional specs of what the users really need and not just what they want

Map the functional requirements to the standard content and see what can be leveraged and what needs to be extended

Map the functional requirements to the standard content and see what can be leveraged and what needs to be extended

Create user acceptance group(s) and have them review and give feedback on the system as it is developed

Create user acceptance group(s) and have them review and give feedback on the system as it is developed

Create detailed technical specifications and designs of InfoCubes, MasterData, ODSs and high-level architectural designs

Create detailed technical specifications and designs of InfoCubes, MasterData, ODSs and high-level architectural designs

ODS = Operational Data Store

42

Blueprinting Phase — Planning

• Lock-down the detailed scope early and obtain formal written approval for your detailed scope statement

• Implement a formal change approval process

Spend some time early on to plan user training and support; also, formalize your team organization

Spend some time early on to plan user training and support; also, formalize your team organization

ID TASK Dur- ation

Start Finish1 SAP Best Practices BI Implementation Roadmap - read Notes 24.5d 5/28/05 8:00 AM 7/1/05 12:00 PM11 Blueprint Phase & Planning Phase 9.5d 5/29/05 5:00 PM 6/12/05 12:00 PM12 Apply for Going Live Check .d 5/29/05 5:00 PM 5/29/05 5:00 PM13 Finalize Project Scope [selected scenarios] 1.d 5/30/05 8:00 AM 5/30/05 5:00 PM14 Check Content delivered by Best Practices .5d 5/30/05 8:00 AM 5/30/05 12:00 PM15 Determine those issues affecting BW Implementation and assign risk to project .25d 5/30/05 1:00 PM 5/30/05 3:00 PM16 Present Final Scope to Customer and Get Signoff of Scope .25d 5/30/05 3:00 PM 5/30/05 5:00 PM17 Project Planning Phase 8.d 5/30/05 8:00 AM 6/10/05 5:00 PM18 Set Up Development Environment .25d 5/30/05 8:00 AM 5/30/05 10:00 AM19 Define transport Strategy .25d 5/30/05 8:00 AM 5/30/05 10:00 AM20 Activate TMS .25d 5/30/05 8:00 AM 5/30/05 10:00 AM21 Define Project Organization and Create Teams 3.d 6/2/05 8:00 AM 6/4/05 5:00 PM22 Analyze Roles and Tasks by Standard Content Areas and Technical .25d 6/2/05 8:00 AM 6/2/05 10:00 AM23 Update delivered Project Plan & finalize, including resources assignments .25d 6/2/05 10:00 AM 6/2/05 12:00 PM24 Define customer rollout & training strategy for SAP BW 1.d 6/2/05 8:00 AM 6/2/05 5:00 PM25 Define types of users of the BW .33d 6/2/05 8:00 AM 6/2/05 10:38 AM26 Determine Number of users for BW .33d 6/2/05 10:38 AM 6/2/05 2:17 PM27 Determine Data Access Requirements .34d 6/2/05 2:17 PM 6/2/05 5:00 PM

43

Blueprinting Phase — Planning Dependencies

• Many tasks can take place at the same time The trick is to ensure all team members

are active and the workload is evenly balanced throughout project

Spend some time on resource loading and workload balancing. Not all tasks are dependent.

Spend some time on resource loading and workload balancing. Not all tasks are dependent.

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1 SAP Best Practices BI Implementation Roadmap - read Notes11 Blueprint Phase & Planning Phase12 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 Scope17 Project Planning Phase18 Set Up Development Environment19 Define transport Strategy20 Activate TMS21 Define Project Organization and Create Teams22 Analyze Roles and Tasks by Standard Content Areas and Technical 23 Update delivered Project Plan & finalize, including resources assignments24 Define customer rollout & training strategy for SAP BW 25 Define types of users of the BW26 Determine Number of users for BW27 Determine Data Access Requirements

44

Blueprinting Phase — Design, Architecture, and Training

Define clearly when each datastore has to be loaded (time) and the frequency of the loads.

Define clearly when each datastore has to be loaded (time) and the frequency of the loads.

• Users should be defined in terms of power users, casual users, and executives• Each user group will have different interface requirements• Spend some time writing the data flow to each ODS and InfoCube• Perform a quality validation on your hardware

implementation (RAID, O/S, RDBMS, network, BI install, etc.)

ID TASK Dur- ation

Start Finish

11 Blueprint Phase & Planning Phase 9.5d 5/29/05 5:00 PM 6/12/05 12:00 PM17 Project Planning Phase 8.d 5/30/05 8:00 AM 6/10/05 5:00 PM24 Define customer rollout & training strategy for SAP BW 1.d 6/2/05 8:00 AM 6/2/05 5:00 PM25 Define types of users of the BW .33d 6/2/05 8:00 AM 6/2/05 10:38 AM26 Determine Number of users for BW .33d 6/2/05 10:38 AM 6/2/05 2:17 PM27 Determine Data Access Requirements .34d 6/2/05 2:17 PM 6/2/05 5:00 PM28 Business Information Warehouse Design/Archetecture Design & 3.d 6/2/05 8:00 AM 6/4/05 5:00 PM29 Document which parts of Best Practices and SAP Content are used 1.d 6/2/05 8:00 AM 6/2/05 5:00 PM30 Document Data Flow Procedures 1.d 6/3/05 8:00 AM 6/3/05 5:00 PM31 Define / Document Data Access Design .25d 6/4/05 8:00 AM 6/4/05 10:00 AM32 Define /document Authorization Strategy Design .25d 6/4/05 10:00 AM 6/4/05 12:00 PM33 Define Data Load Requirements .5d 6/4/05 1:00 PM 6/4/05 5:00 PM34 Technical/Hardware Validation .5d 6/2/05 8:00 AM 6/2/05 12:00 PM35 Confirm Hardware Readiness .5d 6/2/05 1:00 PM 6/2/05 5:00 PM36 Define BW Performance and Load Aspects .5d 6/2/05 8:00 AM 6/2/05 12:00 PM

45

Blueprinting Phase — Resource Planning

Plan time on the work plan for early training of your staff members

Ideal Years Experience (minimum)

Training Days (if new inthe role)

In-House Training

DaysBI 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

Issue

46

Blueprinting Phase — Project Management and Test Plans

• Ensure you plan detailed procedures for transporting objects between the development, testing, and production landscape

• Much like an SAP R/3 project, you should plan to test the security/roles, load programs, update and transfer rules, as well as data stores, aggregated delta-enabled extractors, and time-dependent objects

You should plan to spend about 20 - 40% of your project time on testing and fixes.

You should plan to spend about 20 - 40% of your project time on testing and fixes.

ID TASK Dur- ation

Start Finish

11 Blueprint Phase & Planning Phase 9.5d 5/29/05 5:00 PM 6/12/05 12:00 PM17 Project Planning Phase 8.d 5/30/05 8:00 AM 6/10/05 5:00 PM37 Project Procedures 1.d 6/2/05 8:00 AM 6/2/05 5:00 PM38 Update Project Management Standards and Operating Procedures .5d 6/2/05 8:00 AM 6/2/05 12:00 PM39 Update Implementation Standards and Procedures to include BW specific .5d 6/2/05 1:00 PM 6/2/05 5:00 PM40 Update SAP System Admin Procedures .5d 6/2/05 1:00 PM 6/2/05 5:00 PM41 Test plans 4.d 6/5/05 8:00 AM 6/10/05 5:00 PM42 Define BW Test Plans 1.d 6/5/05 8:00 AM 6/5/05 5:00 PM43 Define Data Flow & Validation Test Plans .5d 6/6/05 8:00 AM 6/6/05 12:00 PM44 Define Data Access Test Plans .5d 6/6/05 1:00 PM 6/6/05 5:00 PM45 Define Authorizations Test Plan .5d 6/9/05 8:00 AM 6/9/05 12:00 PM46 Develop System Test Plans .5d 6/9/05 1:00 PM 6/9/05 5:00 PM47 Develop Technical Test Plans .5d 6/10/05 8:00 AM 6/10/05 12:00 PM48 Develop Functional/Performance Test Plans .5d 6/10/05 1:00 PM 6/10/05 5:00 PM

47

Blueprinting Phase — Project Management, Test Plans, Dependencies

SAP R/3 and BI testing is not different from a methodology standpoint, but the execution is.

SAP R/3 and BI testing is not different from a methodology standpoint, but the execution is.

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11 Blueprint Phase & Planning Phase17 Project Planning Phase37 Project Procedures38 Update Project Management Standards and Operating Procedures39 Update Implementation Standards and Procedures to include BW specific 40 Update SAP System Admin Procedures41 Test plans42 Define BW Test Plans43 Define Data Flow & Validation Test Plans44 Define Data Access Test Plans45 Define Authorizations Test Plan46 Develop System Test Plans47 Develop Technical Test Plans48 Develop Functional/Performance Test Plans

Test Strategy

Test Plan

Test Execution

Problem Resolution

48

Realization Phase — Some Key Observations

Core Activities

3.1 Project Management Realization

3.2 Organizational Change Management

3.3 Training Development and Approvals

3.4 Baseline Configuration (content activation)

3.5 System Management

3.6 Final Configuration (enhancements)

3.7 Prepare External Interfaces (non SAP R/3)

3.8 Data Conversion Programs (if any)

3.9 Develop Queries

3.10 Develop User Interface Enhancements

3.11 Determine Additional Reporting Requirements

3.12 Create Structured Reports (e.g., third-party)

3.13 Establish Authorization Concept

3.14 Establish Data Archiving Plan (if applicable)

3.15 Final Integration Test

3.16 Quality Check Realization

Configuration: Activate content, make extensions to SAP NetWeaver BI standard content, execute test data and masterdata loads, validate data quality, build and modify transfer and/or update rules

Configuration: Activate content, make extensions to SAP NetWeaver BI standard content, execute test data and masterdata loads, validate data quality, build and modify transfer and/or update rules

Development Programs: Provide details of added programming structures

Development Programs: Provide details of added programming structures

End User: Training material, manuals, Web site, on-line help

End User: Training material, manuals, Web site, on-line help

Testing: Unit testing by developers, acceptance testing by business analysts, system and integration testing by users

Testing: Unit testing by developers, acceptance testing by business analysts, system and integration testing by users

49

Realization Phase — Development Core ActivitiesID TASK Dur-

ationStart Finish

51 Project Realization 6.25d 6/5/05 8:00 AM 6/13/05 10:00 AM52 BW Development Configuration 3.d 6/5/05 8:00 AM 6/9/05 5:00 PM53 Implement relevant Best Practices scenarios 3.d 6/5/05 8:00 AM 6/9/05 5:00 PM54 Configure Data Access Environment .25d 6/5/05 8:00 AM 6/5/05 10:00 AM55 Source Data Quality Validation .75d 6/5/05 10:00 AM 6/5/05 5:00 PM56 Collect Representitive Sample of Source Data (Transaction and Master) .5d 6/6/05 8:00 AM 6/6/05 12:00 PM57 Identify and List all issues with transaction/master data .5d 6/6/05 1:00 PM 6/6/05 5:00 PM58 Implement Standard Authorization Concept - Development Environment 1.d 6/9/05 8:00 AM 6/9/05 5:00 PM59 Document those issues affecting BW Implementation and assign risk to project .25d 6/9/05 8:00 AM 6/9/05 10:00 AM60 Communicate issues to customer and agree on criteria to clean data .5d 6/9/05 10:00 AM 6/9/05 3:00 PM61 Provide customer report on findings and agree on go forward strategy to clean .25d 6/9/05 3:00 PM 6/9/05 5:00 PM

If SAP NetWeaver BI is new in the organization you should seriously consider hiring experienced BI developer(s) or rely on external resources during this phase.

If SAP NetWeaver BI is new in the organization you should seriously consider hiring experienced BI developer(s) or rely on external resources during this phase.

1 Review the functional requirements and the technical design

6 Do not allow exceptions to the naming conventions

2 Make sure you have established data stewards for the masterdata, & assigned the masterdata to specific developers

7 Make sure that “ putting out fires ” do not take precedence and becomes the “defaulted”architecture and standard.

3 Have your ETL developers report functionally to an individual who is responsible for creating process chains

8 Try new ideas in a Sandbox environment and do not contaminate the development environment.

4 Avoid nested ODS layers and keep the architecture as pristine as possible

9 Keep details for multi-use in the ODS and do not design the ODS based on the needs of a single InfoCube.

5 Make your transformations as part of update rules into InfoCubes if you need to be able to reconcile to the source system. Keep the details in the ODS.

10 Developers must perform unit test on all their work and personally sign - off on their storage object.

TIPS FOR MAKING THE REALIZATION PHASE SUCCESSFUL

50

• Most issues during this phase will be data ETL While you cannot plan for all issues, you can set aside time to deal with them

Realization Phase — Development Core Dependencies

Data cleansing should occur in the source system. (Hint: Cover this in the scope statement.)

Data cleansing should occur in the source system. (Hint: Cover this in the scope statement.)

ID TASK Dur- ation 5-

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51 Project Realization 6.25d52 BW Development Configuration 3.d53 Implement relevant Best Practices scenarios 3.d54 Configure Data Access Environment .25d55 Source Data Quality Validation .75d56 Collect Representitive Sample of Source Data (Transaction and Master) .5d57 Identify and List all issues with transaction/master data .5d58 Implement Standard Authorization Concept - Development Environment 1.d59 Document those issues affecting BW Implementation and assign risk to project .25d60 Communicate issues to customer and agree on criteria to clean data .5d61 Provide customer report on findings and agree on go forward strategy to clean .25d

Source: SAP

51

Realization Phase — Tracking Progress

• Examine the work plan and the hours spent on a task vs. the task accomplished level For example, if a task was scheduled to take 20 hours and the

deliverables are 75% complete in the weekly status report, the hours used on the task should not exceed 15 hours

• To make this work, you need time tracking (by work plan), and you need to manage your projects by tasks accomplished Tasks accomplished should be reported on weekly status

reports by each team member• Developers have a tendency to quickly report 99%

completion, but never formally sign off on their work Monitor the hours used vs. the task completion early in the

project to make sure you are on track and can detect issues before they become problems

52

Realization Phase — Testing Core ActivitiesID TASK Dur-

ationStart Finish

51 Project Realization 6.25d 6/5/05 8:00 AM 6/13/05 10:00 AM62 Quality Assurance Environment 3.25d 6/10/05 8:00 AM 6/13/05 10:00 AM63 Set Up Quality Assurance Environment .5d 6/10/05 8:00 AM 6/10/05 12:00 PM64 Transport Requests from Dev .25d 6/10/05 1:00 PM 6/10/05 3:00 PM65 Load data from R/3 QA Environment 1.d 6/10/05 3:00 PM 6/11/05 3:00 PM66 Test QA Environment 2.5d 6/10/05 3:00 PM 6/13/05 10:00 AM67 BW Quality Assurance Configuration .5d 6/10/05 3:00 PM 6/11/05 10:00 AM68 Execute BW Test Plans in Quality Environment 2.d 6/11/05 10:00 AM 6/13/05 10:00 AM

Tasks\Dates December 2003 January 2004 February 2004 1-Mar 8-Mar 15-Mar 22-Mar 29-Mar 5-Apr

Identify People for Testing

Schedule Facilities

Prioritize Test Areas (Queries)

Send out Meeting Notice

Execute System Test

Document Results

Problem Resolution

Business analysts are responsible for planning and executing the system testing of queries. Business analysts are responsible for planning and executing the system testing of queries.

“There's no time to stop for

gas, we're already late.”

Testing is not a waste of time!

53

Realization Phase — Testing Core Dependencies

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51 Project Realization62 Quality Assurance Environment63 Set Up Quality Assurance Environment64 Transport Requests from Dev65 Load data from R/3 QA Environment66 Test QA Environment67 BW Quality Assurance Configuration68 Execute BW Test Plans in Quality Environment

Have a formal testing process and document the findings. While many issues are easy to fix, it is the lessons learned that will pay off in the long run.

Have a formal testing process and document the findings. While many issues are easy to fix, it is the lessons learned that will pay off in the long run.

1 Create test script 6 Identify key contacts 2 Identify roles to be used 7 Communicate about transports3 Documentation on using test tools 8 Arrange time for progress control4 Procedure for documenting test results 9 Schedule facilities5 Training sessions for using test scripts

Tasks

54

Final Preparation Phase — Some Key Observations

Core Activities

4.1 Project Management Final Preparation

4.2 Training Final Preparation

4.3 Stress and Volume Testing

4.4 System Management

4.5 Detailed Cutover Planning

4.6 Cutover

4.7 Quality Check Final Preparation

Cutover Plan and the Technical Operations Manual: Describe the details on how to move to the production environment and Go-Live

Cutover Plan and the Technical Operations Manual: Describe the details on how to move to the production environment and Go-Live

End-User Training Document: Describes the delivery of the necessary levels of SAP training prior to going live

End-User Training Document: Describes the delivery of the necessary levels of SAP training prior to going live

Stress and Volume Tests: Confirm the production hardware’s capabilities

Stress and Volume Tests: Confirm the production hardware’s capabilities


Source: SAP

55

Final Preparation Phase — System TestingID TASK Dur-

ationStart Finish

69 Final Preparation Phase 10.5d 6/10/05 8:00 AM 6/24/05 12:00 PM70 Setup Production Environment 3.d 6/13/05 10:00 AM 6/18/05 10:00 AM71 Define Production System Design .5d 6/13/05 10:00 AM 6/13/05 3:00 PM72 Set Up Production Environment .5d 6/13/05 3:00 PM 6/16/05 10:00 AM73 Confirm BW Production Configuration 2.d 6/16/05 10:00 AM 6/18/05 10:00 AM74 Execute BW Test Plans in Production Environment 2.d 6/16/05 10:00 AM 6/18/05 10:00 AM75 Conduct System Tests 3.d 6/16/05 10:00 AM 6/19/05 10:00 AM76 Conduct System Administration Tests .25d 6/16/05 10:00 AM 6/16/05 12:00 PM77 Conduct Backup and Restore Procedure Test .5d 6/16/05 1:00 PM 6/16/05 5:00 PM78 Conduct Failure Scenarios Test .5d 6/16/05 1:00 PM 6/16/05 5:00 PM79 Conduct Disaster Recovery Test .5d 6/17/05 8:00 AM 6/17/05 12:00 PM80 Conduct Going Live Check 1.d 6/18/05 10:00 AM 6/19/05 10:00 AM

• Performance test execution1. Identify queries to be performance tuned

2. Determine cut-off load (e.g., 40% of expected actual users — not named)

3. Schedule queries to run in background to simulate “real” user load Execute each query while scripts are running

4. Attempt tuning at query level and perform analysis based on benchmarks

5. If needed, build aggregates, indexes, etc.

6. Record findings in a formal tracking tool available to everyone

56

Final Preparation Phase — System Testing DependenciesID TASK

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69 Final Preparation Phase70 Setup Production Environment 71 Define Production System Design72 Set Up Production Environment73 Confirm BW Production Configuration74 Execute BW Test Plans in Production Environment75 Conduct System Tests76 Conduct System Administration Tests77 Conduct Backup and Restore Procedure Test78 Conduct Failure Scenarios Test79 Conduct Disaster Recovery Test80 Conduct Going Live Check

Don’t underestimate the need for system testing for performance and recovery purposes.

Don’t underestimate the need for system testing for performance and recovery purposes.

• Typical backup strategy Run a full system backup on the weekends and only delta backups each day

before the load process starts Make sure that you can actually restore from the backups and that the system has

the resources it needs (i.e., Will one application server be enough?)

57

Final Preparation Phase — User Training and Support

Many BI projects succeed or fail based on how good the training and how well the user

support is organized and executed.

Many BI projects succeed or fail based on how good the training and how well the user

support is organized and executed.

ID TASK Dur- ation

Start Finish

69 Final Preparation Phase 10.5d 6/10/05 8:00 AM 6/24/05 12:00 PM81 Training Plans 3.d 6/10/05 8:00 AM 6/12/05 5:00 PM82 Develop Final End User Training and Documentation Content 2.d 6/10/05 8:00 AM 6/11/05 5:00 PM83 Prepare for End User Training and Documentation Delivery 1.d 6/10/05 8:00 AM 6/10/05 5:00 PM84 Deliver End User Training 1.d 6/12/05 8:00 AM 6/12/05 5:00 PM85 Train System Administration Staff 1.d 6/12/05 8:00 AM 6/12/05 5:00 PM86 Define Long-Term Production Support Strategy 2.d 6/17/05 1:00 PM 6/19/05 12:00 PM87 Refine Production Support Plan .25d 6/17/05 1:00 PM 6/17/05 3:00 PM88 Reorganize Team for Production Support .25d 6/17/05 3:00 PM 6/17/05 5:00 PM89 Establish Help Desk 1.d 6/18/05 8:00 AM 6/18/05 5:00 PM90 Realization Review .5d 6/19/05 8:00 AM 6/19/05 12:00 PM

Types of training:

Web-based All users Training Tutorials

Instructor-led On-site Power users Executives

Vendor-based Developers Support staff

58

• This is the time to execute the production support plans and re-organize the project team into a sustainable organization, or plan the hand-off to a support organization if one exists

• Remember to plan for the integration of your support plans with your organization’s existing support systems and help desk routing

Final Preparation Phase — User Training and Support Dependencies

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69 Final Preparation Phase81 Training Plans82 Develop End User Training and Documentation Content 83 Prepare for End User Training and Documentation Delivery84 Deliver End User Training85 Train System Administration Staff86 Define Long-Term Production Support Strategy87 Refine Production Support Plan88 Reorganize Team for Production Support89 Establish Help Desk90 Realization Review

59

Final Preparation Phase — The “Go” Decision

Quality is paramount for each go-live. Quality is paramount for each go-live.

• A formal “go,” “no-go” decision should be made by the sponsor and stakeholders at the end of the final preparation phase

• Users will not remember if you bring the system online 14 days late, but they will remember if it had major issues

ID TASK Dur- ation

Start Finish

69 Final Preparation Phase 10.5d 6/10/05 8:00 AM 6/24/05 12:00 PM91 Final Preparation Tasks 5.5d 6/17/05 8:00 AM 6/24/05 12:00 PM92 Transport to Production Environment 1.d 6/17/05 8:00 AM 6/17/05 5:00 PM93 Perform Conversions 1.d 6/17/05 8:00 AM 6/17/05 5:00 PM94 Cutover 2.d 6/18/05 8:00 AM 6/19/05 5:00 PM95 Perform Cutover to Production System 1.d 6/18/05 8:00 AM 6/18/05 5:00 PM96 Confirm Production Readiness 1.d 6/19/05 8:00 AM 6/19/05 5:00 PM97 Verify Users are Ready .25d 6/20/05 8:00 AM 6/20/05 10:00 AM98 Final Preparation Review .5d 6/20/05 10:00 AM 6/20/05 3:00 PM99 Conduct Quality Check 1.d 6/20/05 3:00 PM 6/23/05 3:00 PM100 Conduct Final Preparation Review .5d 6/23/05 3:00 PM 6/24/05 10:00 AM101 Sign off Final Preparation Phase .25d 6/24/05 10:00 AM 6/24/05 12:00 PM102 Final Approval for Going Live .d 6/24/05 12:00 PM 6/24/05 12:00 PM

60

Final Preparation Phase — Dependencies

If you are already live with other content, plan for a weekend cut-over and spend Saturday to validate the production box. This gives you Sunday to fix any major issues.

If you are already live with other content, plan for a weekend cut-over and spend Saturday to validate the production box. This gives you Sunday to fix any major issues.

• You can often cut over to the production box before the go-live If you already have BI users live in-the-box, you can mask the new

functionality by not mapping the new queries to the user’s role menu until you are ready

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69 Final Preparation Phase91 Final Preparation Tasks92 Transport to Production Environment93 Perform Conversions94 Cutover95 Perform Cutover to Production System96 Confirm Production Readiness97 Verify Users are Ready98 Final Preparation Review99 Conduct Quality Check

100 Conduct Final Preparation Review101 Sign off Final Preparation Phase102 Final Approval for Going Live

61

Go-Live — Some Key Observations

Core Activities

5.1 Production Support

5.2 Project End

5.x Lessons Learned Review

The last deliverable for the implementation ensures high system performance through monitoring and feedback.

The last deliverable for the implementation ensures high system performance through monitoring and feedback.


We need to execute issue resolution plans and contingency plans.

We need to execute issue resolution plans and contingency plans.

A “lessons learned” session should be held at the end of the project to assure organizational awareness and education.

A “lessons learned” session should be held at the end of the project to assure organizational awareness and education.

The support organization will take over the system after a pre-determined time period. Some team members may transition into their new roles as support staff.

The support organization will take over the system after a pre-determined time period. Some team members may transition into their new roles as support staff.

This is a critical time when a “SWAT” team that quickly addresses user concerns can make all the difference in how the system is received among the users.

This is a critical time when a “SWAT” team that quickly addresses user concerns can make all the difference in how the system is received among the users.

62

Go-Live Activities

Maintain an issue log from two weeks before go-live, until six weeks after the go-live.

Conduct a formal post implementation review with team members to learn from the project.

Maintain an issue log from two weeks before go-live, until six weeks after the go-live.

Conduct a formal post implementation review with team members to learn from the project.

ID TASK Dur- ation

Start Finish

103 Go Live and Support Phase 5.d 6/24/05 1:00 PM 7/1/05 12:00 PM104 Setup Production Support 1.d 6/24/05 1:00 PM 6/25/05 12:00 PM105 Go Live & Support Review .5d 6/25/05 1:00 PM 6/25/05 5:00 PM106 Provide Production Support .d 6/25/05 5:00 PM 6/25/05 5:00 PM107 Post Go Live Activities 3.5d 6/26/05 8:00 AM 7/1/05 12:00 PM108 Review and Close Open Issues 1.d 6/26/05 8:00 AM 6/26/05 5:00 PM109 Close Open Issues and Sign off Go-Live and 1.d 6/26/05 8:00 AM 6/26/05 5:00 PM110 Review Business scenarios 1.d 6/27/05 8:00 AM 6/27/05 5:00 PM111 Validate Live Business Process Results .5d 6/30/05 8:00 AM 6/30/05 12:00 PM112 Strategic BW Planning 1.d 6/30/05 1:00 PM 7/1/05 12:00 PM113 Develop Strategic Plan for BW .5d 6/30/05 1:00 PM 6/30/05 5:00 PM114 Identify additional requirements concerning

Web Reporting and Bex Analyzer Reports and Layout.5d 7/1/05 8:00 AM 7/1/05 12:00 PM

115 Project End .d 7/1/05 12:00 PM 7/1/05 12:00 PM

63

Go-Live — Post Go-Live ActivitiesID TASK

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103 Go Live and Support Phase104 Setup Production Support105 Go Live & Support Review106 Provide Production Support107 Post Go Live Activities108 Review and Close Open Issues109 Close Open Issues and Sign off Go-Live and Support Phase110 Review Business scenarios111 Validate Live Business Process Results112 Strategic BW Planning 113 Develop Strategic Plan for BW114 Identify additional requirements concerning Web Reporting and Bex Analyzer 115 Project End

Make sure all end-of-project decisions are communicated before the project is closed.

Make sure all end-of-project decisions are communicated before the project is closed.

64



65

Resources

• Jeremy Kadlec, Start to Finish Guide to IT Project Management (NetImpress 2003, ISBN: B0000W86H2, Digital)

• COMERIT.NET presentations, tutorials, and articles http://www.comerit.net

• SAP Best Practices for Business Intelligence http://help.sap.com/bp_biv170/index.htm

66

7 Key Points to Take Home

• Use Best Practice deliverables — don’t create from scratch

• Download a sample work plan and enhance it• Organize your team early and provide training• Have a formal scope statement and change process• Spend no more than 15% of project time in the prep

phase and plan to use about 10 - 15% in total test time (unit, system, integration, and performance)

• Use strong dedicated BI development resources in realization phase — learning while being productive is almost impossible

• Don’t keep too much detail in the work plan

67

Your Turn!

How to contact me:Dr. Bjarne Berg

[email protected]

Questions?