Data Warehousing

To
BI Reporting
Ajay Uppal
BI / BW TO-BE FOOTPRINT

Future?
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p2 | 25/04/09
Running the EDW – Real-Time Data Acquisition

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MIGRATING & UPGRADING TO SAP BI

F
D B
C
A E

DWH

SAP NetWeaver BI 7.0

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TYPICAL SAP BI IMPLEMENTATION PLAN 1/2

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TYPICAL SAP BI IMPLEMENTATION PLAN 2/2

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Contents of PQP

1. Project Quality Plan Overview

2. Programme Overview
3. Programme Organisation
4. Programme Governance
5. Programme Planning
6. Programme Management
7. Quality Assurance
8. Technical

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Programme Quality &
Communication Plan
Mon Tues Wed Thurs Fri
Meetings with Domains

MR PMs meet Programme

Programme
with R1 Leadership
Meetings Directors
Manager Meeting
Steering
Group
Weekly R1
Team meeting

MR PMs Consolidated Final

Reports /Domain leads status reports Programme
draft status Weekly status
report Report

Additional Exceptional Reporting (PMO)

RED ORANGE YELLOW GREEN

ISSUES Issues exist which will prevent
targets from being achieved
RISKS The combined likelihood and
potential impact mean that there is
less than 50% confidence in
reaching targets.
Issues exist which will prevent
targets from being achieved;
resolution action is being taken.
The combined likelihood and
potential impact mean that there
is less than 75% confidence in
reaching targets.
Issues exist but none in isolation will
prevent overall targets from being
achieved and resolution action is in
hand.
The combined likelihood and potential
impact mean that there is less than
90% confidence in reaching targets.
Issues identified have no immediate
impact on schedule or business case;
resolution is in hand
The combined likelihood and potential
impact mean that there is more than
90% confidence in reaching targets.

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 Interaction with Programme Delivery Mechanisms

QA3
External panel reviews as required,
Steering Group - Monthly Meeting
Updates to Steering Group forum

QA2 Leadership Meeting - Weekly Meeting,

consolidated weekly reporting
Specific deep dive analysis of plan or areas of concern
Provides guidance to Level 3 panel and support to Leadership

Programme “Domains” / Maintenance Releases

QA1
Weekly Meeting and structured consistent reporting

Daily / ongoing whole team commitment

Supported by Programme PMO.
Documented in Project Quality Plan (see slide 6)
Workstream Level Activities
Regular schedule of reporting and meetings, determined by Domain leads

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 Quality Assurance Scope & Method
What? When? How? Who?
(objectives and scope of responsibilities) (Scheduling) (mechanism) (membership)

QA 1 • To manage and deliver the programme using high Ongoing – built • Use of Centrica and Wipro quality • Whole
quality processes and procedures. into all methodologies. Programme
• All Programme activities are in scope activities. • Evidenced via weekly reporting. Team
• All Programme resources are responsible (with support
from the Programme PMO)

QA2 • To assure that quality has been built into the programme Plan deep dives • Deep dives to be led by PMO drawing • PMO led plan
by use of programme and non-programme resource and monthly. on resources appropriate to subject deep dives.
expertise. Other under analysis. • Additional
 “Deep dive” reviews of the plan. reviews as • Outcomes to be fed back into specialists to be
 Targeted reviews of any specific areas of concern arising required. Programme Board meeting. invited to
from the above • Operates independently of Programme specific reviews,
Leadership meeting but may draw on depending on
some of it’s members, and will provide topic areas being
feedback / support to it. covered.

QA3 To answer the questions: Monthly / as • Some standard agenda items • Steering Group
 Is Programme fit for purpose? required. followed by feedback from QA2 membership as
 Can we maintain / operate the Programme solution? deep dives plus further discussion. described in PQP
 Will corporate systems / data remain secure? • Identify areas of concern for QA2 governance.
 Can the Business accept / absorb the change we deliver? team to investigate over following • Panel
External panel review agenda to be determined as required, period membership to be
but likely to include: confirmed,
 Review of Programme plan/critical path subject to need
 Top risks/issues and specific
 Review with Programme domain leads requirements
 Deeper investigations into key current issues definition.
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 Typical Timing & Communication Plan
Timing Audience Channel Message By whom
Jan BGB Wide SBU Headl •Beacon is coming SW – Content
message •Progress of UAT AU –
•Alignment with other initiatives Production/Publis
h
8th Jan BGB Wide Buddy Update •Progress SW – content
and distribution
15th Jan BGB Wide Business •Successes in December SW – Content
Update •Key milestones for January – Key focus AU –
•Any call to action/cascade of information Production/Publis
team specific level h
9th , 12th, Leicester Creative •Market Stalls SW- Event Mgmt
16th
Jan Initiative •Posters AU – Publish
Invite
16th, 23rd Leicester Creative •UAT Open House AU- coordination
and 30th Initiative and content of
Jan invite SW publish
invite
22nd Jan BGB wide Intranet •Training milestone message AU – content
SW – publish
22nd Jan Beacon Team Prog. Director •Progress and achievements SW – Content SG
Team update – Publish

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 Categorisation of Issues

An issue must be assessed and scored for impact (negative or beneficial).

Issues include:

HOW CONFIDENT ARE YOU THAT THIS WON’T AFFECT

High impact on project
<50% R time, cost or quality
A change in requirements

TIME / COST / QUALITY?

A change in the environment
Medium impact on project
An anticipated risk occurring <75% O
time, cost or quality

SEVERITY
An unanticipated problem occurring
A problem or error occurring in work Low impact on project
<90% Y
under way or completed time, cost or quality

A query about any aspect of the

Project Minimal impact on project
>90% G time, cost or quality

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Categorisation of Risks
ROYG Diagram
Risks include:

HOW CONFIDENT ARE YOU THAT THIS WON’T AFFECT

High impact on project
<50% R O O R R time, cost or quality
Strategic/Commercial risks
Economic/Financial Medium impact on project

TIME / COST / QUALITY?

<75% O Y O O R
time, cost or quality
Legal and Regulatory

SEVERITY
Organizational/ Management/ Low impact on project
<90% Y G Y O O
Human factors time, cost or quality

Technical/Operational/
>90% G G G Y O Minimal impact on project
Infrastructure time, cost or quality

G Y O R

>90% <90% <75% <50%

PROBABILITY
HOW CONFIDENT ARE YOU THAT THIS WON’T OCCUR?

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Programme Quality Plan
Technical - Quality Audit

Technical Specification OR
Unit Tested and Signed off
Code (Build/Bug Fix)
Table Details
1. Objects
2. Transport Number
Input Details in MS Access
3. Target System Database with status "Ready for
4. Status QA"
5.GAP ID
6. Criticality
In Case of Technical
Urgent Priority
Specifications
Transport No will be Normal
"TS". E-mail to Quality
Check the error log in
Audit Team
HP Open View
Get list of objects
from Table and
change the
status As " In
Progress"
Build Team
QA Team
Tech. Spec Build

Perform Quality Execute the QA Reports

Review of the TS
in SAP

Create/Change
Pass the a form in HP
comments (Track
Check previous Openview
changes in review status of
document) to last objects
Build Team Existing Object New Object

Update MS
Access & SAP QA Perform QA using
databases with Change Version Perform Quality
Status ("Passed" Mangment (Check Review of the
Or "Failed") Details in Open code
View)

Update MS
Access & SAP QA
Status databases with
Failed
Status ("Passed"
Or "Failed")

Failed

Modify the TS Status

accordingly
Passed Passed

Close HP
Openview form if
previously failed

TS Review Ready for

Complete Trasnport

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 Typical BW Extraction & Data Model
Finance
KPI IDs
158, 1764, 1922, 1764, 1754, 128, 129,
KPI IDs
1010
KPI IDs
96, 988, 978, 968,
KPI IDs
880, 881
KPI's
1013, 130, 1921, 1014, 1920, 1018, 1015, 924,969
1018, 1016, 150, 1022
Report: Unmatched Items
1) Summary of Unmatched Items
2) Summary of Unmatched Items - YTD

Report: Aged Debtors

3) Details of Unmatched Items by
Account Type
1) Summarised Query
4) Details of Unmatched Items by
2) Summarised Query - YTD
Account Type - YTD
3) Debtor Comparison
5) Summary of Unmatched Items by
4) Summary of Debt by Account Status
Account Status
5) Summary of Debt by Account Status
6) Summary of Unmatched Items by
- YTD
Account Status - TYD
Report: Weekly Debt Report
1) Summay of Debt in Week
2) Ageing of Debt
3) Classification Breakdown of Debt
Report: Debtor Movements
1) Monthly Summarised Query
2) Monthly DSO
3) Debtors Monthly Movement by
Account Type
4) Debtor Monthly Movement by Account
Status
5) Weekly Summarised Query
6) Debtor Weekly Movement by Account
Type
7) Debtor Weekly Movement by Account
Status
Report: Billing Arrangements
1) Billing Arrangement Value Ageing
Report: External Agency
Performance
Reporting
2) Billing Arrangement Volume & Value 1) Summary of Collection
2) Summary of Collection - YTD
3) Ageing of Collection
4) Oldest Invoice
Report: Disputed Debt
1) Disputed Debt

InfoProvider
InfoCube: Aggregated MultiCube: MultiCube:
Open Items Billing Arragement Debt Ageing

Export Export Export

DataSource DataSource DataSource

InfoCube: InfoCube:Non- InfoCube:

InfoCube InfoCube: Monthly Copy of Cumulative KPI InfoCube InfoCube:
Disputed
0FC_C07 Debt Ageing 0FC_C07 for Closing Balance 0FC_C04 Customer Attributes
Debt
InfoCube InfoCube: Age
0FC_C03 of Open Items
Weekly Update Monthly Update Weekly Update Weekly Update Weekly Update Weekly Update
Staging
ODS: Blocks ODS: ODS:
in Week 0FC_DS02 0FC_DS03
Once for Non-Cumalative ODS: Age
Initialization Weekly or of Open Items
Weekly Update Weekly Update Month end Update Details

Source
Custom Custom 0FC_IPL_ITEM 0FC_IPL_HEAD
0FC_OP_01 _01 0FC_COLL_01
DataSource DataSource _01

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Typical Deliverable
1. BW DEVELOPMENT STANDARDS 1.14.4 Infocubes/ODS
1.3 Assumptions 1.14.5 Aggregate
1.4 BW Overview 1.14.6 Routines
1.5 BW Development Process 1.14.7 InfoSource – Transaction Data
1.5.1 Identification of Reporting Requirements: 1.14.8 InfoSource – Master Data
1.17 Process Chains – Naming Standards
1.5.2 New Reporting Requirements: 1.14.9 InfoPackage
1.17.1 Process Chain
1.5.3 Technical Assessment: 1.14.10 InfoPackage Group 1.17.2 Process Chain Folder
1.5.4 Data Model Document 1.14.11 InfoSet 1.17.3 Variants for Process Types
1.17.4 Message
1.5.5 Data Extraction Document 1.15 Business Explorer – Naming Standards
1.17.5 Process Type
1.6 Risk Assessment 1.15.1 Variables 1.18 Performance Considerations
1.7 Sizing 1.15.2 Restricted/Calculated Key Figures 1.18.1 MultiProviders
1.18.2 Aggregation
1.8 IMG Settings 1.15.3 Structures
1.18.3 Pre Calculation
1.10 Query Development 1.15.4 Query 1.18.4 Reporting Agent
1.11 Web Development 1.15.5 Temp Query 1.19 On/Off shore Development
1.20 Authorisations
1.11.1 Web Reporting / Design 1.15.6 Web Templates
1.21 Performance Review
1.11.2 Standard ‘’Company’’ Web Ad-hoc Template 1.15.7 Role 1.22 Report Commentaries and BW documents
1.11.3 Standards for Custom Web Development 1.15.8 Workbook 1.23 Variables
1.11.4 Centrica Web Object Library 1.15.9 Exception
1.11.5 Centrica Branding 1.15.10 Scheduling Package for Exceptions
1.11.6 Information Broadcasting 1.15.11 Scheduling Package for print Settings
1.12 Loading Data 1.16 R/3 – Naming Standards
1.12.1 Process Chains 1.16.1 Datasource (Transaction Data)
1.13 Naming Standards 1.16.2 Datasource (Master Data)
1.13.1 Basic Considerations
1.14 Administrator Workbench – Naming Standards
1.14.1 InfoObject Catalog
1.14.2 InfoObject
1.14.3 InfoArea
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 STREAMLINING BI ROLES & USERS
BI Author
 IT & Business User who need to create reports for others
 Supports & trouble-shoot reports for others
2nd tier support
 Publish reports to roles

BI Analyst
 Business Users who do their own analysis
 Create reports for their own use
 May present reports to others (using Bookmark)

BI Consumer
 Informational Consumers who run prepared reports
 Doesn’t interact extensively with data
 Diversified in many ways (skill-sets, guided
navigations etc)
 Standard Reports are developed by BI
 Development Team – Web Reports, Crystal Reports
(going forward)

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My own estimation guide
BI & DWH Function Point Type Simple (FP / Efforts in Average Complex
component man-days)

Staging Tables/ External Interface Files 5 FP / 5 man-days 7 FP / 7 man-days 10 FP/ 10 man-days

Non-SAP Extractors

Target Tables/ODS Internal Logical Files 7 FP / 3.5 man-days 10 FP / 5 man-days 15 FP / 7.5 man-days

Dimension Tables Internal Logical Files 7 FP / 3.5 man-days 10 FP / 5 man-days 15 FP / 7.5 man-days

Fact Tables Internal Logical Files 7 FP / 3.5 man-days 10 FP / 5 man-days 15 FP / 7.5 man-days

Lookup Tables Internal Logical Files 7 FP / 3.5 man-days 10 FP / 5 man-days 15 FP / 7.5 man-days

Mapping (ETL logic) External Inputs 4 FP / 2 man-days 5 FP/ 2.5 man-days 7 FP/ 3.5 man-days

Process Alerts External Outputs 3 FP/ 1.5 man-days 4 FP/ 2 man-days 6 FP/ 3 man-days

InfoCubes Internal Logical Files 7 FP / 3.5 man-days 10 FP / 5 man-days 15 FP / 7.5 man-days

Multi-Cubes External Outputs 3 FP/ 1.5 man-days 4 FP/ 2 man-days 6 FP/ 3 man-days

Queries External Inquiries 4 FP / 2 man-days 5 FP/ 2.5 man-days 7 FP/ 3.5 man-days

Efforts cover design, development, documentation, security, testing, fix & deployment .
Exclude Project Management, Training & Environment Management
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ROADMAP – SAP BI & BUSINESS OBJECTS

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TYPICAL SUPPORT MODEL
LEVERAGING EXISTING SET-UP
SAP Business Billing – IS Service Call Routing

Teeside Leeds Oxford Leicester Cardiff Windsor

Floor Walkers & Expert users

Business Support Team

Query resolution & reporting

Daily Review Meeting

Service Desk (123)

(HPOPENVIEW)

Application Response Team

P1 and P2 Calls Infrastructure
Incident Management
Change Management
Service Problem
Management Management Management

SAP Support SAP Operate SAP Basis Non SAP

team Support team Support team Support team’s

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