Presentation on theme: "What We’ll Cover … Selecting an approach to use for your project"— Presentation transcript:
0 Tips for Writing a Solid and Realistic Work Plan for Your SAP NetWeaver BI Project Dr. Bjarne Berg
1 What We’ll Cover …Selecting an approach to use for your projectDefining project milestonesAllocating appropriate resourcesUsing SAP Solution ManagerTaking advantage of SAP Best Practices BI toolLeveraging the SAP Best Practices work planWrap-up
2 The Gray Areas of Methodologies First step in determining how to write a work plan is to pick a methodology for your projectWhile Accelerated SAP (ASAP) is normally the default method, there are alternativesThere 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)
3 A Brief Look at ASAPASAP for SAP NetWeaver BI is based on many of the same ideas and approaches found in the ASAP methodology for SAP R/3Source: SAP
4 What is ASAP? Fill in the Blank vs. Start from Scratch Examples for Accelerators:Fill in the Blank vs. Start from Scratch•Project plan, estimatingFill in the Blank•Design strategies, scope definitionVersus•Documentation, issues DBStart from Scratch•Workshop agenda•Questionnaires•End-user procedures•Test plans•Technical procedures•Made easy guidebooks (printout, data transfer,system administration …)Source: SAP
5 What We’ll Cover …Selecting an approach to use for your projectDefining project milestonesAllocating appropriate resourcesUsing SAP Solution ManagerTaking advantage of SAP Best Practices BI toolLeveraging the SAP Best Practices work planWrap-up
6 Project Preparation — Some Key Observations 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.Project plan: This is the first cut. It focuses on milestones and work packages.Core Activities1.1 Initial Project Planning1.2 Project Procedures1.3 Training Preparation1.4 Project Kickoff1.5 Technical Requirements Planning1.6 Quality Check Project PreparationProject 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.Source: Pauline Woods-Wilson
7 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.)
8 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 organizationsRetirement of legacy reporting systems (if any)Project language and documentation systemRemember to include in the scope statement, what is not included in the scope and make sure it is agreed to before the project starts.
9 Project Preparation — The Milestone Plan Project plan: This is the first cut. It focuses on milestones and work packages.The first work plan should consist of only core tasks, milestones, and their critical datesResources 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
10 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.Project plan: This is the first cut. It focuses on milestones and work packages.The Milestone Plan should consist of all major phases, start and end dates, and durationThe plan should also include special project dates and events such as workshops, project reviews, approvals, etc.
11 What We’ll Cover …Selecting an approach to use for your projectDefining project milestonesAllocating appropriate resourcesUsing SAP Solution ManagerTaking advantage of SAP Best Practices BI toolLeveraging the SAP Best Practices work planWrap-up
12 The quality of the people is much more important than the number Resources — RolesSAP NetWeaver BI projects consist of a team of highly-skilled individualsThe quality of the people is much more important than the numberA skilled developer can accomplish correctly what three novice developers will mess up in the same amount of timeThink of the project team as a set of roles, not individualsA person may fulfill more than one role during the projectProject ResourcesProgram/Project ManagerApplication ConsultantApplication Team MemberTechnical ConsultantTechnical Team MemberTechnical Team LeadHelp Desk Provider and ManagerBusiness Process Team LeadTraining and Documentation LeadCustomer Project SponsorYou 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.
13 Team Organization — Small Project for Single Subject Area These are roles, not positions (sometimes one team member can fill more than one role)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.Basis and functional SAP R/3 supportFour to five team members and normallythree to six months duration depending on scopeETL = Extract, transform and load
14 Team Organization — Mid-Sized SAP NetWeaver BI Projects 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.Basis and Functional SAP R/3 SupportThese are roles, not positions (sometimes one team member can fill more than one role)Eight to ten team members and normallytwo to four months duration depending on scope
15 Team Organization — Large SAP NetWeaver BI 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.Project Sponsor/Steering CommitteeProject ManagerBI ArchitectPortal developer(s)Sales TeamFinance TeamMaterial Mgmt. TeamBusiness Analyst/(sub-team lead)Business Analyst/(sub-team lead)Business Analyst/(sub-team lead)BI DeveloperBI DeveloperBI DeveloperPresentation Developer(s)Presentation Developer(s)Presentation Developer(s)ETL DeveloperETL DeveloperETL DeveloperBasis and Functional SAP R/3 SupportFifteen to twenty-five team members and normallysix to eighteen months duration depending on scope
16 What We’ll Cover …Selecting an approach to use for your projectDefining project milestonesAllocating appropriate resourcesUsing SAP Solution ManagerTaking advantage of SAP Best Practices BI toolLeveraging the SAP Best Practices work planWrap-up
17 SAP Solution Manager: Don’t Build Everything from Scratch Implementation PlatformSolution MonitoringService DeskE-LearningUpgradeChange Request ManagementToolsImplementation ContentRoadmapsServicesBest Practice DocumentsContentSAP Active Global SupportGateway to SAPService Delivery PlatformSource: SAPYou 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.
18 SAP Solution Manager: What Is Useful for BI? Project PreparationBusiness BlueprintConfigurationTestingTrainingDefine projectDefine customersolution based on SAP processesConfigure processesTest processesDefine e-learning units and create learning mapsSet up systemlandscapeSynchronize customer settingsProject AdministrationIssue Tracking/Monitoring/ReportingRoadmapsChange ManagementGreen areas indicate material that can be leveraged in SAP NetWeaver BIAll 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.
19 SAP Solution Manager: EarlyWatch Reports Are Great! Provide a simple way to confirm how your system is running and to catch problemsAre a “goldmine” for system recommendationsA copy of a full 40 pages from a real report is included on the conference CD
20 SAP Solution Manager: EarlyWatch Reports Sample Run them periodically and read the detailsLet’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
21 SAP Solution Manager: EarlyWatch Reports Sample (cont.)
22 What We’ll Cover …Selecting an approach to use for your projectDefining project milestonesAllocating appropriate resourcesUsing SAP Solution ManagerTaking advantage of SAP Best Practices BI toolLeveraging the SAP Best Practices work planWrap-up
23 SAP Best Practices for Business Intelligence Is a new tool with consolidated access to documentation, hints, white papers, recommendations, tools, and a sample work planAll based on BI scenariosGives you many templates and a work planIs intended for mid-sized enterprises that need rapid implementation or by large companies that need to create a corporate template for their subsidiariesNew SAP customers can also combine this with the Baseline Package or an industry-specific version of SAP Best PracticesSAP Best Practices for Business Intelligence supports predefined scenarios that handle core BI business requirements.
24 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
25 An Option — Work Plans Based on Deliverables The best practice documents are organized around scenarios that simplify the collection of toolsMany of your team’s deliverables can be downloaded here. You can incorporate them specifically into your work plans.
26 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 designsThese are tools and accelerators that you can download and make deliverables in your work plan.
27 An Option — Create Your Work Plan Based on Scenarios Each scenario is described in a process overview document
28 Keep the Work Plan at a Manageable Level Don’t load too many details into the work planExplain what needs to be done, not how to do itSAP Best Practices for BI has installation guides to assistThe 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.
29 What Versions Does It Support? SAP NetWeaver BI 7.0The SAP Best Practices tool was developed for SAP BW 3.5, and later updated for SAP NetWeaver BI 7.0SAP BW 3.5Source: SAP – Jan, 2007While 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.
30 What We’ll Cover …Selecting an approach to use for your projectDefining project milestonesAllocating appropriate resourcesUsing SAP Solution ManagerTaking advantage of SAP Best Practices BI toolLeveraging the SAP Best Practices work planWrap-up
31 The Sample Work PlanYou can download the work plan from the Project Support area.
32 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 timelinesThe example is based on a rapid development of a single subject area over a five week periodHowever, the tasks and their dependencies are relevant to larger projects that may require substantially more time
33 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 sponsorProject ResourcesProgram/Project ManagerApplication ConsultantApplication Team MemberTechnical ConsultantTechnical Team MemberTechnical Team LeadHelp Desk Provider and ManagerThe work plan is an example and should not be used as a “cookie cutter” for your work plan. Sound judgments must still be applied.Business Process Team LeadTraining and Documentation LeadCustomer Project Sponsor
34 Project Preparation — Some Key Observations Project charter: Represents an agreement on, and commitment to, the deliverables of the project, as well as project time constraints, resources, standards, and budget.Project plan: This is the first cut. It focuses on milestones and work packages.Scope: Sets the initial definition of the project.Core Activities1.1 Initial Project Planning1.2 Project Procedures1.3 Training Preparation1.4 Project Kickoff1.5 Technical Requirements Planning1.6 Quality Check Project PreparationProject 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.Source: Pauline Woods-Wilson
35 Project Preparation Phase While short in duration, do not spend too much time on the project prep phaseIt is easy to get intimidated by the many unknownsRely on your consultants, but keep the momentumSpending more than 15% of your project time in this phase is a sign of analysis-paralysis.
36 Project Sizing — 1. Base It on the Scope (Real Example) Remember that your sizing also has to be based on the team’s experience and skill level.
37 Project Sizing — 2. Prioritize the Effort The next step is to prioritize and outline the effort on a strategic timelineMake sure your sponsor and the business community agree with your delivery schedule
38 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.
39 Project Preparation Phase — Dependencies Key to project prep phase is the level setting of all partiesOne-day workshop with stakeholders, managers, and sponsorsDedicate some time early in the workshop to demo SAP NetWeaver BI and discuss capabilities of the tool setA one-day workshop can remove project confusion and delays, help in getting the right requirements, and avoid missing “low hanging fruit.”
40 Blueprinting Phase — Some Key Observations Getting the right requirements: Finding out the detailed functional specs of what the users really need and not just what they wantDeciding what will be developed in SAP NetWeaver BI and what will be maintained as SAP R/3 reportsMap the functional requirements to the standard content and see what can be leveraged and what needs to be extendedCore Activities2.1 Project Management Business Blueprint2.2 Organizational Change Management2.3 Project Team Training Business Blueprint2.4 Develop System Environment2.5 Organizational Structure Definition2.6 Business Process Definition2.7 Quality Check Business BlueprintCreate detailed technical specifications and designs of InfoCubes, MasterData, ODSs and high-level architectural designsCreate user acceptance group(s) and have them review and give feedback on the system as it is developedODS = Operational Data Store
41 Blueprinting Phase — Planning Lock-down the detailed scope early and obtain formal written approval for your detailed scope statementImplement a formal change approval processSpend some time early on to plan user training and support; also, formalize your team organization
42 Blueprinting Phase — Planning Dependencies Many tasks can take place at the same timeThe trick is to ensure all team members are active and the workload is evenly balanced throughout projectSpend some time on resource loading and workload balancing. Not all tasks are dependent.
43 Blueprinting Phase — Design, Architecture, and Training Users should be defined in terms of power users, casual users, and executivesEach user group will have different interface requirementsSpend some time writing the data flow to each ODS and InfoCubePerform a quality validation on your hardware implementation (RAID, O/S, RDBMS, network, BI install, etc.)Define clearly when each datastore has to be loaded (time) and the frequency of the loads.
44 Blueprinting Phase — Resource Planning Ideal YearsTraining DaysIn-HouseExperience(if new inTraining(minimum)the role)DaysBI Developer2+153 - 5ETL Developer3+3 - 5Presentation Developer1+5 - 103 - 5Project Manager5+3 - 5Business Analysts5+5 - 103 - 5Plan time on the work plan for early training of your staff members
45 Blueprinting Phase — Project Management and Test Plans Ensure you plan detailed procedures for transporting objects between the development, testing, and production landscapeMuch 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 objectsYou should plan to spend about % of your project time on testing and fixes.
46 Blueprinting Phase — Project Management, Test Plans, Dependencies SAP R/3 and BI testing is not different from a methodology standpoint, but the execution is.
47 Realization Phase — Some Key Observations Core ActivitiesProject Management RealizationOrganizational Change ManagementTraining Development and ApprovalsBaseline Configuration (content activation)System ManagementFinal Configuration (enhancements)Prepare External Interfaces (non SAP R/3)Data Conversion Programs (if any)Development Programs: Provide details of added programming structuresEnd User: Training material, manuals, Web site, on-line helpDevelop Queries3.10 Develop User Interface Enhancements3.11 Determine Additional Reporting Requirements3.12 Create Structured Reports (e.g., third-party)3.13 Establish Authorization Concept3.14 Establish Data Archiving Plan (if applicable)3.15 Final Integration Test3.16 Quality Check RealizationConfiguration: 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 rulesTesting: Unit testing by developers, acceptance testing by business analysts, system and integration testing by users
48 Realization Phase — Development Core Activities 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.
49 Realization Phase — Development Core Dependencies Most issues during this phase will be data ETLWhile you cannot plan for all issues, you can set aside time to deal with themData cleansing should occur in the source system. (Hint: Cover this in the scope statement.)Source: SAP
50 Realization Phase — Tracking Progress Examine the work plan and the hours spent on a task vs. the task accomplished levelFor 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 hoursTo make this work, you need time tracking (by work plan), and you need to manage your projects by tasks accomplishedTasks accomplished should be reported on weekly status reports by each team memberDevelopers have a tendency to quickly report 99% completion, but never formally sign off on their workMonitor 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
51 Realization Phase — Testing Core Activities “There's no time to stop forgas, we're already late.”Testing is not a waste of time!Business analysts are responsible for planning and executing the system testing of queries.
52 Realization Phase — Testing Core Dependencies 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.
53 Final Preparation Phase — Some Key Observations Cutover Plan and the Technical Operations Manual: Describe the details on how to move to the production environment and Go-LiveStress and Volume Tests: Confirm the production hardware’s capabilitiesEnd-User Training Document: Describes the delivery of the necessary levels of SAP training prior to going liveSource: Pauline Woods-WilsonCore Activities4.1 Project Management Final Preparation4.2 Training Final Preparation4.3 Stress and Volume Testing4.4 System Management4.5 Detailed Cutover Planning4.6 Cutover4.7 Quality Check Final PreparationSource: SAP
54 Final Preparation Phase — System Testing Performance test executionIdentify queries to be performance tunedDetermine cut-off load (e.g., 40% of expected actual users — not named)Schedule queries to run in background to simulate “real” user loadExecute each query while scripts are runningAttempt tuning at query level and perform analysis based on benchmarksIf needed, build aggregates, indexes, etc.Record findings in a formal tracking tool available to everyone
55 Final Preparation Phase — System Testing Dependencies Typical backup strategyRun a full system backup on the weekends and only delta backups each day before the load process startsMake 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?)Don’t underestimate the need for system testing for performance and recovery purposes.
56 Final Preparation Phase — User Training and Support Types of training:Web-basedAll usersTrainingTutorialsInstructor-ledOn-sitePower usersExecutivesVendor-basedDevelopersSupport staffMany BI projects succeed or fail based on how good the training and how well the user support is organized and executed.
57 Final Preparation Phase — User Training and Support Dependencies 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 existsRemember to plan for the integration of your support plans with your organization’s existing support systems and help desk routing
58 Final Preparation Phase — The “Go” Decision A formal “go,” “no-go” decision should be made by the sponsor and stakeholders at the end of the final preparation phaseUsers will not remember if you bring the system online 14 days late, but they will remember if it had major issuesQuality is paramount for each go-live.
59 Final Preparation Phase — Dependencies You can often cut over to the production box before the go-liveIf 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 readyIf 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.
60 Go-Live — Some Key Observations The last deliverable for the implementation ensures high system performance through monitoring and feedback.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.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.Core Activities5.1 Production Support5.2 Project End5.x Lessons Learned ReviewThis 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.Source: Pauline Woods-Wilson
61 Go-Live ActivitiesMaintain 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.
62 Go-Live — Post Go-Live Activities Make sure all end-of-project decisions are communicated before the project is closed.
63 What We’ll Cover …Selecting an approach to use for your projectDefining project milestonesAllocating appropriate resourcesUsing SAP Solution ManagerTaking advantage of SAP Best Practices BI toolLeveraging the SAP Best Practices work planWrap-up
64 SAP Best Practices for Business Intelligence ResourcesJeremy Kadlec, Start to Finish Guide to IT Project Management (NetImpress 2003, ISBN: B0000W86H2, Digital)COMERIT.NET presentations, tutorials, and articlesSAP Best Practices for Business Intelligence
65 7 Key Points to Take HomeUse Best Practice deliverables — don’t create from scratchDownload a sample work plan and enhance itOrganize your team early and provide trainingHave a formal scope statement and change processSpend no more than 15% of project time in the prep phase and plan to use about % in total test time (unit, system, integration, and performance)Use strong dedicated BI development resources in realization phase — learning while being productive is almost impossibleDon’t keep too much detail in the work plan
66 Questions? Your Turn! How to contact me: Dr. Bjarne Berg