Data Warehousing To BI Reporting

Ajay Uppal

BI / BW TO-BE FOOTPRINT

Flat File Upload

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Future?

Running the EDW Real-Time Data Acquisition

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MIGRATING & UPGRADING TO SAP BI D A B F

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

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Programme Quality & Communication Plan

Mon Tues Wed Thurs Fri
Meetings with Domains
Programme Directors Steering Group MR PMs meet with R1 Manager Weekly R1 Team meeting Programme Leadership Meeting

Meetings

Reports

MR PMs /Domain leads draft status report

Consolidated status reports

Final Programme Weekly status Report

Additional Exceptional Reporting (PMO)

RED

ORANGE

YELLOW

GREEN

ISSUES

Issues exist which will prevent targets from being achieved

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.

RISKS

The combined likelihood and potential impact mean that there is less than 50% 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, Updates to Steering Group forum Steering Group - Monthly Meeting

QA2 Specific deep dive analysis of plan or areas of concern Provides guidance to Level 3 panel and support to Leadership

Leadership Meeting - Weekly Meeting, consolidated weekly reporting

Programme Domains / Maintenance Releases QA1 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 Weekly Meeting and structured consistent reporting

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Quality Assurance Scope & Method

What? (objectives and scope of responsibilities) QA 1 To manage and deliver the programme using high quality processes and procedures. All Programme activities are in scope All Programme resources are responsible (with support from the Programme PMO) When? (Scheduling) Ongoing built into all activities. How? (mechanism) Use of Centrica and Wipro quality methodologies. Evidenced via weekly reporting. Who? (membership) Whole Programme Team

QA2

To assure that quality has been built into the programme Plan deep dives by use of programme and non-programme resource and monthly. expertise. Other Deep dive reviews of the plan. reviews as Targeted reviews of any specific areas of concern required. arising from the above

Deep dives to be led by PMO drawing on resources appropriate to subject under analysis. Outcomes to be fed back into Programme Board meeting. Operates independently of Programme Leadership meeting but may draw on some of its members, and will provide feedback / support to it. Some standard agenda items followed by feedback from QA2 deep dives plus further discussion. Identify areas of concern for QA2 team to investigate over following period

PMO led plan deep dives. Additional specialists to be invited to specific reviews, depending on topic areas being covered. Steering Group membership as described in PQP governance. Panel membership to be confirmed, subject to need and specific requirements definition.

QA3

To answer the questions: Monthly / as Is Programme fit for purpose? required. Can we maintain / operate the Programme solution? Will corporate systems / data remain secure? Can the Business accept / absorb the change we deliver? External panel review agenda to be determined as required, but likely to include: Review of Programme plan/critical path Top risks/issues Review with Programme domain leads Deeper investigations into key current issues p12 | 12/02/2013

Typical Timing & Communication Plan

Timing Audience Channel Message By whom

Jan

BGB Wide

SBU Headl message

Beacon is coming Progress of UAT Alignment with other initiatives

Progress Successes in December Key milestones for January Key focus Any call to action/cascade of information team specific level Market Stalls Posters UAT Open House

SW Content AU Production/Publis h
SW content and distribution SW Content AU Production/Publis h SW- Event Mgmt AU Publish Invite AU- coordination and content of invite SW publish invite AU content SW publish SW Content SG Publish

8th Jan 15th Jan

BGB Wide BGB Wide

Buddy Update Business Update

9th , 12th, 16th Jan 16th, 23rd and 30th Jan 22nd Jan 22nd Jan

Leicester

Creative Initiative Creative Initiative

Leicester

BGB wide Beacon Team

Intranet Prog. Director Team update

Training milestone message Progress and achievements

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

Issues include:
A change in requirements A change in the environment

SEVERITY HOW CONFIDENT ARE YOU THAT THIS WONT AFFECT TIME / COST / QUALITY?

<50%

High impact on project time, cost or quality

<75%

An anticipated risk occurring

An unanticipated problem occurring A problem or error occurring in work under way or completed A query about any aspect of the Project

Medium impact on project time, cost or quality

<90%

Low impact on project time, cost or quality

>90%

Minimal impact on project time, cost or quality

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Categorisation of Risks
SEVERITY HOW CONFIDENT ARE YOU THAT THIS WONT AFFECT TIME / COST / QUALITY?

Risks include:
Strategic/Commercial risks Economic/Financial Legal and Regulatory Organizational/ Management/ Human factors Technical/Operational/ Infrastructure

ROYG Diagram
High impact on project time, cost or quality

<50%

<75%

Medium impact on project time, cost or quality Low impact on project time, cost or quality Minimal impact on project time, cost or quality

<90%

>90%

>90%

<90%

<75%

<50%

PROBABILITY HOW CONFIDENT ARE YOU THAT THIS WONT 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 3. Target System 4. Status 5.GAP ID 6. Criticality In Case of Technical Specifications Transport No will be "TS".

Input Details in MS Access Database with status "Ready for QA"

Urgent

Priority Normal

E-mail to Quality Audit Team Get list of objects from Table and change the status As " In Progress"

Check the error log in HP Open View

Build Team

QA Team

Tech. Spec

Build

Perform Quality Review of the TS

Execute the QA Reports in SAP

Pass the comments (Track changes in document) to Build Team

Check previous review status of last objects

Existing Object New Object

Create/Change a form in HP Openview

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

Perform QA using Change Version Mangment (Check Details in Open View)

Perform Quality Review of the code

Status

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

Failed

Failed

Modify the TS accordingly

Passed

Status
Passed

Close HP Openview form if previously failed

TS Review Complete

Ready for Trasnport

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Typical BW Extraction & Data Model

Finance
KPI IDs 158, 1764, 1922, 1764, 1754, 128, 129, 1013, 130, 1921, 1014, 1920, 1018, 1015, 1018, 1016, 150, 1022 Report: Unmatched Items 1) Summary of Unmatched Items 2) Summary of Unmatched Items - YTD 3) Details of Unmatched Items by Account Type 4) Details of Unmatched Items by Account Type - YTD 5) Summary of Unmatched Items by Account Status 6) Summary of Unmatched Items by Account Status - TYD Report: Weekly Debt Report 1) Summay of Debt in Week 2) Ageing of Debt 3) Classification Breakdown of Debt KPI IDs 1010 KPI IDs 96, 988, 978, 968, 924,969 KPI IDs 880, 881

KPI's

Report: Aged Debtors 1) Summarised Query 2) Summarised Query - YTD 3) Debtor Comparison 4) Summary of Debt by Account Status 5) Summary of Debt by Account Status - YTD

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 2) Billing Arrangement Volume & Value

Report: External Agency Performance 1) Summary of Collection 2) Summary of Collection - YTD 3) Ageing of Collection 4) Oldest Invoice

Reporting

Report: Disputed Debt 1) Disputed Debt

InfoCube: Aggregated Open Items

MultiCube: Billing Arragement

MultiCube: Debt Ageing

InfoProvider

Export DataSource

Export DataSource

Export DataSource

InfoCube 0FC_C07

InfoCube: Monthly Debt Ageing

InfoCube: Copy of 0FC_C07

InfoCube:NonCumulative KPI for Closing Balance

InfoCube: Disputed Debt

InfoCube 0FC_C04

InfoCube: Customer Attributes InfoCube 0FC_C03 InfoCube: Age of Open Items Weekly Update

Weekly Update

Monthly Update

Weekly Update

Weekly Update

Weekly Update

Staging

ODS: Blocks in Week Once for Non-Cumalative Initialization

ODS: 0FC_DS02 Weekly Update

ODS: 0FC_DS03 Weekly or Month end Update ODS: Age of Open Items Details

Weekly Update

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

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Typical Deliverable
1. BW DEVELOPMENT STANDARDS 1.3 Assumptions 1.4 BW Overview 1.5 BW Development Process 1.5.1 Identification of Reporting Requirements: 1.5.2 New Reporting Requirements: 1.5.3 Technical Assessment: 1.5.4 Data Model Document 1.5.5 Data Extraction Document 1.6 Risk Assessment 1.7 Sizing 1.8 IMG Settings 1.10 Query Development 1.11 Web Development 1.11.1 Web Reporting / Design 1.11.2 Standard Company Web Ad-hoc Template 1.11.3 Standards for Custom Web Development 1.11.4 Centrica Web Object Library 1.11.5 Centrica Branding 1.11.6 Information Broadcasting 1.12 Loading Data 1.12.1 Process Chains 1.13 Naming Standards 1.13.1 Basic Considerations 1.14 Administrator Workbench Naming Standards 1.14.1 InfoObject Catalog 1.14.2 InfoObject 1.14.3 InfoArea p18 | 12/02/2013 1.14.4 Infocubes/ODS 1.14.5 Aggregate 1.14.6 Routines 1.14.7 InfoSource Transaction Data 1.14.8 InfoSource Master Data 1.14.9 InfoPackage 1.14.10 InfoPackage Group 1.14.11 InfoSet 1.15 Business Explorer Naming Standards 1.15.1 Variables 1.15.2 Restricted/Calculated Key Figures 1.15.3 Structures 1.15.4 Query 1.15.5 Temp Query 1.15.6 Web Templates 1.15.7 Role 1.15.8 Workbook 1.15.9 Exception 1.15.10 Scheduling Package for Exceptions 1.15.11 Scheduling Package for print Settings 1.16 R/3 Naming Standards 1.16.1 Datasource (Transaction Data) 1.16.2 Datasource (Master Data)

1.17 Process Chains Naming Standards 1.17.1 Process Chain 1.17.2 Process Chain Folder 1.17.3 Variants for Process Types 1.17.4 Message 1.17.5 Process Type 1.18 Performance Considerations 1.18.1 MultiProviders 1.18.2 Aggregation 1.18.3 Pre Calculation 1.18.4 Reporting Agent 1.19 On/Off shore Development 1.20 Authorisations 1.21 Performance Review 1.22 Report Commentaries and BW documents 1.23 Variables

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 Doesnt 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 component Staging Tables/ Non-SAP Extractors Target Tables/ODS Dimension Tables Fact Tables Lookup Tables Mapping (ETL logic) Process Alerts InfoCubes Multi-Cubes Queries Function Point Type Simple (FP / Efforts in man-days) 5 FP / 5 man-days Average Complex External Interface Files 7 FP / 7 man-days 10 FP/ 10 man-days

Internal Logical Files Internal Logical Files Internal Logical Files Internal Logical Files External Inputs External Outputs Internal Logical Files External Outputs External Inquiries

7 FP / 3.5 man-days 7 FP / 3.5 man-days 7 FP / 3.5 man-days 7 FP / 3.5 man-days 4 FP / 2 man-days 3 FP/ 1.5 man-days 7 FP / 3.5 man-days 3 FP/ 1.5 man-days 4 FP / 2 man-days

10 FP / 5 man-days 10 FP / 5 man-days 10 FP / 5 man-days 10 FP / 5 man-days 5 FP/ 2.5 man-days 4 FP/ 2 man-days 10 FP / 5 man-days 4 FP/ 2 man-days 5 FP/ 2.5 man-days

15 FP / 7.5 man-days 15 FP / 7.5 man-days 15 FP / 7.5 man-days 15 FP / 7.5 man-days 7 FP/ 3.5 man-days 6 FP/ 3 man-days 15 FP / 7.5 man-days 6 FP/ 3 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
Teeside Leeds Oxford

IS Service Call Routing

Leicester Cardiff Windsor

Floor Walkers & Expert users

Business Support Team

Query resolution & reporting

Daily Review Meeting

Service Desk (123)

(HPOPENVIEW)

Application Response Team Service Management Problem Management Change Management

P1 and P2 Calls
Incident Management

Infrastructure Management

SAP Support team

SAP Operate Support team

SAP Basis Support team

Non SAP Support teams

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