Data Warehousing To BI Reporting

Ajay Uppal

| 13/04/23p2

My own estimation guideBI & DWH

component

Function Point Type Simple (FP / Efforts in

man-days)

Average Complex

Staging Tables/

Non-SAP Extractors

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

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

| 13/04/23p3

A

MIGRATING & UPGRADING TO SAP BI

B

C

DWH

SAP NetWeaver BI 7.0

D

E

F

| 13/04/23p4

BI / BW TO-BE FOOTPRINT

Flat File Upload

Future?

| 13/04/23p5

Running the EDW – Real-Time Data Acquisition

| 13/04/23p6

| 13/04/23p7

TYPICAL SAP BI IMPLEMENTATION PLAN 1/2

| 13/04/23p8

TYPICAL SAP BI IMPLEMENTATION PLAN 2/2

| 13/04/23p9

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

| 13/04/23p10

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

MR PMs /Domain leads draft status report

Consolidated status reports

Final Programme Weekly status Report

Meetings

Reports

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.

Issues exist but none in isolation will prevent overall targets from being achieved and resolution action is in hand.

Issues identified have no immediate impact on schedule or business case; resolution is in hand

RISKS The combined likelihood and potential impact mean that there is less than 50% confidence in reaching targets.

The combined likelihood and potential impact mean that there is less than 75% confidence in reaching targets.

The combined likelihood and potential impact mean that there is less than 90% confidence in reaching targets.

The combined likelihood and potential impact mean that there is more than 90% confidence in reaching targets.

| 13/04/23p11

| 13/04/23p12

Interaction with Programme Delivery Mechanisms

Steering Group - Monthly Meeting

Leadership Meeting - Weekly Meeting,

consolidated weekly reporting

Programme “Domains” / Maintenance Releases

Weekly Meeting and structured consistent reporting

Workstream Level Activities

Regular schedule of reporting and meetings, determined by Domain leads

QA3

QA2

QA1

External panel reviews as required,

Updates to Steering Group forum

Specific deep dive analysis of plan or areas of concern

Provides guidance to Level 3 panel and support to Leadership

Daily / ongoing whole team commitment

Supported by Programme PMO.

Documented in Project Quality Plan (see slide 6)

| 13/04/23p13

Quality Assurance Scope & MethodWhat?

(objectives and scope of responsibilities)

When?

(Scheduling)

How?

(mechanism)

Who?

(membership)

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)

Ongoing – built

into all

activities.

Use of Centrica and Wipro quality

methodologies. Evidenced via weekly reporting.

Whole

Programme

Team

QA2 To assure that quality has been built into the programme

by use of programme and non-programme resource and

expertise. “Deep dive” reviews of the plan. Targeted reviews of any specific areas of concern

arising from the above

Plan deep dives

monthly.

Other

reviews as

required.

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 it’s members, and will provide

feedback / support to it.

PMO led plan

deep dives. Additional

specialists to be

invited to

specific reviews,

depending on

topic areas being

covered.

QA3 To answer the questions: Is Programme fit for purpose? 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

Monthly / as

required.

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

Steering Group

membership as

described in PQP

governance. Panel

membership to

be confirmed,

subject to need

and specific

requirements

definition.

| 13/04/23p14

Typical Timing & Communication Plan

Timing Audience Channel Message By whom

Jan BGB Wide SBU Headl message

Beacon is coming Progress of UATAlignment with other initiatives

SW – ContentAU – Production/Publish

8th Jan BGB Wide Buddy Update Progress SW – content and distribution

15th Jan BGB Wide Business Update

Successes in DecemberKey milestones for January – Key focusAny call to action/cascade of information team specific level

SW – ContentAU – Production/Publish

9th , 12th,

16th Jan

Leicester Creative Initiative

Market StallsPosters

SW- Event MgmtAU – Publish Invite

16th, 23rd and 30th Jan

Leicester Creative Initiative

UAT Open House AU- coordination and content of invite SW publish invite

22nd Jan BGB wide Intranet Training milestone message AU – contentSW – publish

22nd Jan Beacon Team Prog. Director Team update

Progress and achievements SW – Content SG – Publish

| 13/04/23p15

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

Issues include:

A change in requirements

A change in the environment

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

Categorisation of Issues

<50% R

<75% O

<90% Y

>90% G

SE

VE

RIT

YH

OW

CO

NF

IDE

NT

AR

E Y

OU

TH

AT

TH

IS W

ON

’T

AF

FE

CT

T

IME

/ C

OS

T /

QU

AL

ITY

?

High impact on project time, cost or quality

Medium impact on project time, cost or quality

Low impact on project time, cost or quality

Minimal impact on project time, cost or quality

| 13/04/23p16

Risks include:

Strategic/Commercial risks

Economic/Financial

Legal and Regulatory

Organizational/ Management/

Human factors

Technical/Operational/

Infrastructure

Categorisation of RisksROYG Diagram

<50% R O O R R

<75% O Y O O R

<90% Y G Y O O

>90% G G G Y O

G Y O R

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

SE

VE

RIT

YH

OW

CO

NF

IDE

NT

AR

E Y

OU

TH

AT

TH

IS W

ON

’T

AF

FE

CT

T

IME

/ C

OS

T /

QU

AL

ITY

?

PROBABILITYHOW CONFIDENT ARE YOU THAT THIS WON’T OCCUR?

High impact on project time, cost or quality

Medium impact on project time, cost or quality

Low impact on project time, cost or quality

Minimal impact on project time, cost or quality

| 13/04/23p17

Programme Quality Plan

Input Details in MS AccessDatabase with status "Ready for

QA"

Technical Specification ORUnit Tested and Signed off

Code (Build/Bug Fix)Table Details1. Objects2. Transport Number3. Target System4. Status5.GAP ID6. CriticalityIn Case of TechnicalSpecificationsTransport No will be"TS".

Status

Update MSAccess & SAP QA

databases withStatus ("Passed"

Or "Failed")

Technical - Quality Audit

Priority

Normal

Urgent

E-mail to QualityAudit Team

Build TeamQA Team

Check the error log inHP Open View

Passed

Ready forTrasnport

Get list of objectsfrom Table and

change thestatus As " In

Progress"

Create/Changea form in HP

Openview

Failed

Perform QA usingChange Version

Mangment (CheckDetails in Open

View)

Perform QualityReview of the

code

Execute the QA Reportsin SAP

BuildTech. Spec

Perform QualityReview of the TS

Pass thecomments (Track

changes indocument) toBuild Team

Modify the TSaccordingly

Update MSAccess & SAP QA

databases withStatus ("Passed"

Or "Failed")

Status

Failed

Passed

Check previousreview status of

last objectsExisting Object New Object

TS ReviewComplete

Close HPOpenview form ifpreviously failed

| 13/04/23p18

Typical BW Extraction & Data Model

Weekly Update Monthly Update

InfoCube0FC_C07

InfoCube: MonthlyDebt Ageing

InfoCube: Aggregated

Open Items

ExportDataSource

0FC_OP_01

Weekly Update

Once for Non-CumalativeInitialization

InfoCube:Non-Cumulative KPI

for Closing Balance

InfoCube: Copy of

0FC_C07

Weekly Update

CustomDataSource

CustomDataSource

ODS: Blocksin Week

InfoCube:Disputed

Debt

0FC_IPL_ITEM_01

0FC_IPL_HEAD_01

InfoCube0FC_C04

InfoCube:

Customer Attributes

ExportDataSource

Weekly Update Weekly Update

ODS:0FC_DS02

ODS:0FC_DS03

Weekly Update

MultiCube:Billing Arragement

0FC_COLL_01

InfoCube0FC_C03

InfoCube: Ageof Open Items

ODS: Ageof Open Items

DetailsWeekly or

Month end Update

Weekly Update

ExportDataSource

MultiCube:

Debt Ageing

Report: Aged Debtors1) Summarised Query2) Summarised Query - YTD3) Debtor Comparison4) Summary of Debt by Account Status5) Summary of Debt by Account Status- YTD

Report: Unmatched Items1) Summary of Unmatched Items2) Summary of Unmatched Items - YTD3) Details of Unmatched Items byAccount Type4) Details of Unmatched Items byAccount Type - YTD5) Summary of Unmatched Items byAccount Status6) Summary of Unmatched Items byAccount Status - TYD

Report: Debtor Movements1) Monthly Summarised Query2) Monthly DSO3) Debtors Monthly Movement byAccount Type4) Debtor Monthly Movement by AccountStatus5) Weekly Summarised Query6) Debtor Weekly Movement by AccountType7) Debtor Weekly Movement by AccountStatus

Report: Weekly Debt Report1) Summay of Debt in Week2) Ageing of Debt3) Classification Breakdown of Debt

Report: Billing Arrangements1) Billing Arrangement Value Ageing2) Billing Arrangement Volume & Value

Report: Disputed Debt1) Disputed Debt

Report: External AgencyPerformance

1) Summary of Collection2) Summary of Collection - YTD3) Ageing of Collection4) Oldest Invoice

Source

Staging

InfoProvider

Reporting

FinanceKPI'sKPI IDs

158, 1764, 1922, 1764, 1754, 128, 129,1013, 130, 1921, 1014, 1920, 1018, 1015,1018, 1016, 150, 1022

KPI IDs1010

KPI IDs96, 988, 978, 968,

924,969

KPI IDs880, 881

| 13/04/23p19

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

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 Standards1.17.1 Process Chain1.17.2 Process Chain Folder1.17.3 Variants for Process Types1.17.4 Message1.17.5 Process Type1.18 Performance Considerations1.18.1 MultiProviders1.18.2 Aggregation1.18.3 Pre Calculation1.18.4 Reporting Agent1.19 On/Off shore Development1.20 Authorisations1.21 Performance Review1.22 Report Commentaries and BW documents1.23 Variables

| 13/04/23p20

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)

| 13/04/23p21

ROADMAP – SAP BI & BUSINESS OBJECTS

TYPICAL SUPPORT MODEL LEVERAGING EXISTING SET-UP

| 13/04/23p22

InfrastructureManagement

Business Support Team

Floor Walkers & Expert users

Service Desk (123)(HPOPENVIEW)

P1 and P2 Calls

SAP Business Billing – IS Service Call Routing

Qu

ery

reso

lutio

n &

re

port

ing

Problem Management

ChangeManagement

Service Management

SAP Basis Support team

SAP Operate Support team

SAP Support team

Non SAP Support team’s

Application Response Team

Incident Management

WindsorCardiffLeicesterOxfordTeeside Leeds

Dai

ly R

evie

w M

eetin

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