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Transcript of LCMg Amsterdam 2007 BI PM v13
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A guide to plan,manage, & execute asuccessful BI Project
Dr. Bjarne Berg
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2
What Well Cover
Overview BI and Data Warehousing
Budgeting, staffing and scoping a project
Selecting an OLAP Tool
What are the ERP-BI vendors doinga look at SAP, Oracle, PeopleSoft, Siebel, JDEs BI tools
The future of BI
Wrap up
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3
BI Vs. Data Warehousing
Data warehousing is the act of extracting, transferring,
transforming, storing and retrieval of data for reportingand analytical purposes.
Business Intelligence (BI) is a terminology for applications
that uses data stores for analytical purposes.
BI applications are notrequired to run on top ofdata warehouses, but the
majority does
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A Logical Enterprise DW Architecture
Metadata
Data
Extraction
Integration
and
Cleansing
Processes
Custom
Developed
Applications
Data
Mining
Statistical
Programs
Query Access
Tools
Data Resource Management and Quality Assurance
Summarized
Data
Segmented
Data Subsets
Functional Area
Summation
Marketing
and Sales
Purchasing
Corporate
Information
Product Line
Location
Purchasing
Systems
Invoicing
Systems
General
Ledger
External Data
Sources
Other Internal
Systems
Translate
Attribute
Calculate
Derive
Summarize
Synchronize
Source Data Extract
Operational
Data Store Transform
Data
Warehouse BI Applications
Source: Bjarne Berg, Introduction to Data Warehousing,
Price Waterhouse Global System solution Center, 1997
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5
Level of Pre-delivered ContentToolsets &
acceleratorsAnalytical applications
for specific industries
Complex (score cards,
budgeting, planning, KPI)
Interactive Mgmt.
reporting (OLAP, MQE)
Evolution of Data Warehousing
Emerging
(1st generation)
Vertical approach
(2nd generation)
Horizontal approach
(2nd generation)
Integrated analytical
(3rd generation)
Source: Mike Schroeck, David Zinn and Bjarne Berg, Integrated AnalyticsGetting Increased Value from
Enterprise Resource Planning Systems, Data Management Review, May, 2002;
Adapted: Bjarne Berg How to Manage a BW Project, BW & Portals Conference, 2007, Miami
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6
Operational
Reporting
More Summarized
More Ad Hoc
Management Information
Lightly Summarized
Real-time
Inquiry
Dividing Line
ERP DW
What Logically Belongs in a BI System?
For the first go-live, keep the scope as small as possible I.e.
Accounts Payable, Accounts Receivable, General ledger, Sales,
Distribution
You have only 3 dimensions
to work with:
Time
Scope
Resources(people, technology
and money)
If one of these dimensions changes, you
have to adjust at least one of the othersW a r n i n g
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What Well Cover
Overview BI and Data Warehousing
Budgeting, staffing and scoping a project
Selecting an OLAP Tool
What are the ERP-BI vendors doinga look at SAP, Oracle, PeopleSoft, Siebel, JDEs BI tools
The future of BI
Wrap up
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Example: Small BI Project Team for Single Area
E.g., Billing, Inventory, or Accounts Payable
4-5 team members and normally
3-6 months duration depending on scope
Basis and functional R/3 support
Project sponsor
Project Manager
Business team Technical team
Business analyst
Presentation developer
SAP BI Architect
ETL developer
Note: These are roles, notpositions (sometimes oneteam member can fill more
than one role)
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Example: Mid-sized BI Project, Single Complex Subject
E.g., Global Cost and Profitability, international cross organization or consolidatedbilling
Basis and functional R/3 support
8-10 team members and normally
2-4 months duration depending on scope
Project sponsor/Steering
Committee
Project Manager
SAP BW
Architect
Business
Analyst(s)
Extract,Transformsand Loads
Data Management(InfoCubes &
ODS)
Presentation
Developer(s)
Sr. Business analyst
Business analyst
Sr. ETL developer
ETL developer
Sr. SAP BI developer
SAP BI developer
Sr. Presentation
developer
Presentation developer
Note: These are roles, notpositions (sometimes oneteam member can fill more
than one role)
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Large Global BI Project for Multiple Subject Areas
E.g., global Sales, Finance, andMaterial Management
Basis and functional R/3 support
15-25 team members and normally6-18 months duration depending on scope
Portal developer(s)
SAP BI Architect
Business analyst/(sub-team lead)
SAP BI developerPresentation developer(s)ETL developer
Sales Team
Business analyst/(sub-team lead)
SAP BI developerPresentation developer(s)ETL developer
Finance Team
Business analyst/(sub-team lead)
SAP BI developerPresentation developer(s)ETL developer
Material Mgmt. Team
Project Manager
Project sponsor/Steering Committee
Note: These are roles, notpositions (sometimes oneteam member can fill more
than one role)
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How Tightly Should Multiple Global BI Projects be Controlled?
Source: The Conference Board Survey
The relationshipbetween global controland success:
88% Successful 30% Successful
Loose Cooperation(38%)
Independent
(38%)
Tight Central Control
(24%)
100% Successful
Coordination of Multiple Data Warehouse Projects
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BI / DW Project Budgeting Process Steps
1. Size the SAP BI effort based on the scope
2. Prioritize the effort
3. Map the effort to the delivery schedule
4. Plan for number of resources neededbased on the scope, delivery scheduleand the effort.
Create the Milestone Plan and Scope Statement first, before attacking thebudgeting process!!
Start the budgeting process by estimating the workload in terms of thedevelopment effort. Refine based on the teams skill experience and skill
level
Tip
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1. Size BI Effort Based on the ScopeReal Example
Customi
zation
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 1,732
M COPA 158 286 153 127 153 152 120 94 180 470 1,893
L Prod cost planning released costestimates (COPC_C09)
216 229 188 101 133 135 100 79 150 403 1,734
M Exploded itemization standardproduct 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 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 1,732
L 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 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 1,731
L 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 1,641
Planning 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 2,621
M 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 2,621
M 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 teams experience and skill level.
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14
2. Prioritize the Effort
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 order
Accounts 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 Planning
SNP Integration
Manufacturing Processes
Production Orders
Cross Applications
2005 2006 2007
The nextstep is to
prioritizeand outlinethe efforton astrategic
timeline
Make sure your sponsor and the business
community agree with your delivery schedule
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3. Use Project Estimates & the Timeline to Create Project Load Plan
There are 480 available work hours per project member per quarter.Knowing this, we can plan the number of team members we need
NOTE: Remember to plan for different vacation schedules (i.e. inthe USA a 1-2 weeks vacation is most common).
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 1,893
Prod cost planning released costestimates (COPC_C09) 867 867 1,734
Exploded itemization standard productcost (COPC_C10)
1017.5 1017.5 2,035
Cost and allocations (COOM_C02) 1324 1324 2,648Cost object controlling (0PC_C01) 1023 1023 2,046
Order
Billing 866 866 1,732Sales order 866 866 1,732
Accounts receivables (0FIAR_C03) 866 866 1,732
Deliver
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 1,641
Planning and Scheduling
Material Movements (0IC_C03) 952 952 1,904APO Planning 1310.5 1311 2,621SNP Integration 1310.5 1311 2,621
Manufacturing ProcessesProduction 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
N o t e
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4. Result: Good Input for the Staffing Costs and Planning
Many companies plan a 60%- 40% mix of internal and externalresources for a first go-live. Also, most use $50-$90 per hr for
internal budgeting and $90-$170 per hr for external resources.
Number of team members
-
2
4
6
8
10
12
14
qtr 1 qtr 2 qtr 3 qtr 4 qtr 1 qtr 2 qtr 3 qtr 4 qtr 1 qtr 2 qtr 3
Use this information to plan for training, on-boarding, and staffing
Tip
This spike inresource needsis due to anoverlap in thedeliveryschedule
Now might be agood time toreview that
decision
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Effort, Duration and Mistakes on Global BI Projects
Source: Planning and improving global software development process by Setamanit,
Wakeland, Raffo, May 2006, international workshop on Global software development
Recent research have demonstrated that global projects thatspends more days (duration) on similar tasks, have less defects and
less re-work.
Since team members are more likely to work on multiple tasks notrelated to the project, longer durations on developing the SAP BIsystem does not mean more effort (i.e. work hours).
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Monitoring BI Quality and Formal Approval Process: Example
Create Functional
specs
Peer Review
Complete?
Complete?
Create Technicalspecs
Peer Review
Complete?
Complete?
Structured
walkthrough
Approved?
Configuration
Unit Testing
Integration
Testing
System Testing
Structured
walkthrough
Approved?
No
No
No
No
No
Yes
Yes
Yes
Yes
Yes
Yes
No
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What Well Cover
Overview BI and Data Warehousing
Budgeting, staffing and scoping a project
Selecting an OLAP Tool
What are the ERP-BI vendors doinga look at SAP, Oracle, PeopleSoft, Siebel, JDEs BI tools
The future of BI
Wrap up
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On-Line Analytical Processing (OLAP) Market
The OLAP software market is growing fast..
This year it is expected to exceed 6 billion dollars (over $500million per month in sales)
0
1
2
3
4
5
6
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
OLAP Spending in Billions
Source: OLAP Report
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On-Line Analytical Processing (OLAP) Market
OLAP Marketshare trend
0
5
10
15
20
25
30
1999 2000 2001 2002 2003 2004 2005 2006 2007
Microsoft
ecosystem
Hyperion solution
(incl. Brio)
Cognos (incl.
Adaytum & Frango)
Business Objects
(incl. Crystal)
Microstrategy
SAP
Cartesis
System Union
Oracle
Market shares are changing ever faster. ERP vendors are the onlycompanies with significant market share increases in the last 2-3 yrs.Others have virtually vanished as market leaders i.e. Acuity, Acumate, Gentia, Holos, Information
Advantage, Media, MetaCube, Mineshare, Pilot, Prodea Beacon, WhiteLight etc
Note: Since theoverall market isgrowing, some
companies are stillgrowing despiteloosing market
share
*Cartesis was bought by
PwC in 1999, Sold to
APAX partners in 2004,
then to Business Objects
in 2007 and finally to
SAP in October 2007
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OLAP MarketVendor overview
Big Mergers in the BI and OLAP space is back. The number of
mergers are fairly constant, but the sizes are increasing
There has been a dramatic increase in merger activities, that we have not seen since 1998-1999
2007 6 11,039
2006 6 2322005 3 6,001
2004 4 464
2003 6 2,137
2002 3 1,010
2001 3 1,428
2000 4 5,430
1999 6 5,519
1998 2 929
1997 3 111
1996 3 175
1995 5 302
1994 2 86
Amount in 2007
$millions (adjusted for
inflation - Estimated
Number of
announced dealsYear
Merger Values in 2007 millions USD
(adjusted for inflation) - Estimated
0
2,000
4,000
6,000
8,000
10,000
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
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Merger Trend 19942000: Smaller Vendors are Disappearing
Between 1994 and 2000 we had massive BI market consolidationand a fast reduction in BI vendors
Deal over $250 mill.Deal between $25million and $250million
Deal under $25million
Source: OLAP Report & Dr. Berg 2007.
Yr Seller Products Value Buyer
2000 Pilot Software Pilot Software $19m Accrue
2000 Decisionism Aclue $10m Broadbase
2000 OLAP@Work OLAP@Work $15m Business Objects
2000 Sterling EUREKA:Suite ~$4bn CA
1999 SQRIBE SQRIBE $250m Brio Technology, subsequently renamed to
Brio Software1999 Next Action Technology AnswerSets (later renamed to Set Analyzer) $8m Business Objects
1999 Platinum Technology InfoBeacon (later renamed DecisionBase) ~3.5bn CA
1999 Sapling Sapling $15.5m Hyperion Solutions
1999 Cartesis Carat Unknown PwC
1999 Information Advantage MyEureka! $168m Sterling
1998 Hyperion Software Enterprise, Pillar $600m Arbor Software --> Hyperion Solutions
1998 IQ Software Data-Vision $36m Information Advantage
1997 AppSource WIRED for OLAP $6.7m Arbor Software
1997 Andyne PaBLO ~$60m Hummingbird
1997 Pilot Software Pilot Software ~$5m? Platinum Equity Holdings
1996 Sinper TM1 $11m Applix
1996 Panorama relaunched as OLAP Services ~$15m? Microsoft
1996 Holistic Systems Holos $84m Seagate Software
1995 IOC Track Unknown DecisionWorks
1995 STG MetaCube $16.5m Informix
1995 Soft Systems Data-Vision $5.2m IQ Software
1995 IRI Software Express $100m Oracle
1995 Prodea Beacon $36m Platinum Technology
1994 Pilot LightShip ~$28m Dun & Bradstreet
1994 Info-Innov Media Unknown Speedware
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Merger Trend 20012004: Mid-Sized Vendors are going away.
The period of 2001-2004 had few major data warehouse or BI deals, but we
experienced active consolidation among mid-sized vendors.
Deal over $250 mill.
Deal between $25million and $250millionDeal under $25million
Source: OLAP Report & Dr. Berg 2007.
Yr Seller Products Value Buyer
2004 Cartesis Magnitude Unknown Apax Partners Funds
2004 Frango Controller, Consolidator $52m Cognos
2004 Alphablox Alphablox Unknown IBM
2004 IntelligentApps IntelligentApps Unknown Sage Group2003 Crystal Decisions Analysis, Holos $1.2bn Business Objects
2003 CIP Executive Suite Unknown China Development Corporation
2003 Adaytum e.Planning $157m Cognos
2003 Comshare MPC and Decision $52m Geac
2003 Brio Software Intelligence $142m Hyperion Solutions
2003 MIS AG DecisionWare, Alea, onVision, Plain, DeltaMiner $42m Systems Union
2002 Gentia Gentia Unknown Open Ratings2002 Pilot Pilot $1.5m Pilot Software Acquisition Corp.
2002 WhiteLight WhiteLight Unknown SymphonyRPM
2001 Informix MetaCube $1bn IBM
2001 Maximal Max (later renamed to Data Analyzer) ~$15m Microsoft
2001 Showcase Strategy $94m SPSS
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Merger Trend 20052007: ERP Vendors takes the lead..
The biggest BI buyers in 2005- 2007 was the ERP vendors Oracle and SAP(note: all Business Object deal are now SAP as of October 2007)
Yr Seller Products Value Buyer
2007 Business Objects BusinessObjects, Crystal, Cartesis $6.8bn ($5.3bn net) SAP
2007 Pilot Software PilotWorks Unknown SAP
2007 Cartesis Cartesis Finance, Planning and Analytics 225m (~$300m) Business Objects
2007 OutlookSoft OutlookSoft 5 (formerly Everest) $375m? SAP
2007 Hyperion Solutions Essbase, Hyperion Planning, HFM, former Brio $3.3bn Oracle
2007 Applix TM1 and Executive Viewer $339m, $306m net Cognos
2006 Temtec Executive Viewer $14.5m Applix
2006 ALG EPO $56m Business Objects
2006 Geac MPC Unknown Golden Gate Capital (Extensity)
2006 MIS DecisionWare (including Alea) Unknown Infor (Golden Gate Capital)
2006 Extensity MPC and DecisionWare Unknown Infor (Golden Gate Capital)
2006 ProClarity Corporation ProClarity ~$50m Microsoft
2005 SRC SRC $100m Business Objects
2005 INEA INEA Unknown Cartesis
2005 Siebel Siebel Analytics $5.85bn Oracle
Deal over $250 mill.
Deal between $25million and $250millionDeal under $25million
Source: OLAP Report & Dr. Berg 2007.
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Definition: Multi dimensional On-Line Analytical Processing (MOLAP)
Let us look at those remaining vendors
MOLAP Tool Category Definition:
Server or client resident, proprietary data bases, architected
to quickly manipulate and display data in differentcombinations, i.e., to provide for fast, adhoc analysis.
Also known as OLAP engines, OLAP servers, data-cubes,
and hyper-cubes.
Note: this category includes only those products that
employ an actual physical MOLAP cube database
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Market leaders in MOLAPCognos PowerPlay
The Canadian company Cognos is a market leader in MOLAP
technology and boosts support for instances with over190,000 users through their web services tools (server basedscalability).
PowerPlay is in version 8.0 now and is now over 15 years old stable
technology.
PowerPlay achieve some scalability by partitioning the data cubes byfilters (i.e. by year). This creates many cubes, but balances the time it
takes to update the cubes.
PowerPlay MOLAP cubes are easy to navigate and are extremely fastdue to the fact that results sets are precalculated.
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Market leaders in MOLAPOracle Express
Oracle have taken full advantage of theirExpress 10g tool.
You can buy either Express Serveror Personal Express for single users(desktop MOLAP).
Toolsfor Express development and accessExpress Analyzer - Reporting and analysis toolExpress Objects - Object-oriented development environmentExpress Web Publisher - Develop Briefings for Web DeploymentExpress Spreadsheet Add-in - MS-Excell interface to the Express Server
Pre-Delivered Express applicationsData Entry ClientSales Analyzer ClientSales Brief ClientSales Analyzer (OSA) - analyze sales, marketing and other corporate dataFinancial Analyzer (OFA) - financial reporting, analysis, budgeting & planningFinancial Analyzer Client
Financial ControllerFinancial Controller Client
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Other MOLAP Vendors
There are many other MOLAP vendors.
The differentiator between them is the support for building the cubes onthe both the server and the client side (both is better)
Vendor Name ProductWhere is the
cube built
Cognos, Inc. Powerplay BothMicrosoft Corp. Analysis Services (OLAP Services) Both
Open Ratings (bought Gentia 2002) Gentia Both
Oracle (bought Hyperion 2007) Essbase Both
Oracle Corp. Express Both
Cognos (bought Applix 2007) iTM/1 Server
SAS Institute OLAP Server / MDDB Server
Business Objects (Seagate) HOLOS (discontinued in 2005) Server Golden Gate Capital (bought Comshare 2006) Commander Client
Hummingbird BI/Analyze Client
Oracle (bought Hyperion 2007) Brio Enterprise Client
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Conceptual
Multi-dimensional
Layer
First
Quarter
February
JanuaryWeek 1-2
Week 3-4
Week 5-6
Week 7-8
Durables
Electronics
SportingGoods
Bats
Gloves
VCR
Radios
CategoryClass
Product
Product
QuarterMonth Week
Tim
e
Time
U.S.
West
SouthMiami
Dallas
Los Angeles
San Francisco
CountryRegion City
Geography Chicago
New YorkNorth
Item
Operational
Systems
Data
Warehouse
ODS
Business
Users
SQL
Data
Sources
Queries
Definition: Relational On-Line Analytical Processing (ROLAP)
All else held constant,ROLAP tools are morescalable than MOLAP
tools, but is also slower
ROLAP Tool Category Definition:Products that provide OLAP functionality by building multidimensionalviews on the fly from data stored in relational database-based datawarehouses.
To achieve this, ROLAP vendors employ sophisticated SQL generationengines & multidimensional oriented metadata.
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OLAPMarket leaders in ROLAPMicroStrategy
A leading vendor in
the ROLAP market isMicroStrategy andtheir ROLAP toolsthat is currently inversion 8.
Their toolarchitecture is highlyscalable (based on
underlying database)and also include 50+new statisticalfunctions foradvanced analytics.
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OLAPMarket leaders in ROLAPMicroStrategy
The tool also haveimproved eventmonitoring andbroadcast featuresas well as structuredformattingcapabilities andbetter charting fordashboards thenprevious releases.
You can alsodevelop customanalyticalapplications morequickly using the
new version.
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OLAPMarket leaders in ROLAPSAS
SAS can also build
ROLAP cubes usingtheir Cube Studio intheir new SAS-9 OLAPServer (you canchoose between
ROLAP and MOLAP)
This is a powerful toolthat allows quick data
mart build capabilitiesin MOLAP, and thepower of ROLAP forthe Enterprise data
warehouse.
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Other ROLAP Vendors
There are many other ROLAP vendors.
The differentiator between them is the native support for theunderlying database of your company (i.e. Microstrategy just gotcertified for Oracle 11g)
ROLAP Vendor Name ProductSAP BW / BI / NetWeaver
SAS OLAP Server
CA - (Bought Platinum in 1999) DecisionBase (InfoBeacon)
CA - (bought Sterling (IA) in 2000) Eureka
IBM (bought Informix 2001) Metacube
Microsoft Corp. Analysis Services (OLAP Services)
Microstrategy, Inc. Microstrategy 8
SymphonyRPM (bought WhiteLight in 2002) WhiteLight
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Definition: Managed Query Environments (MQE)
Definition: A software package that can access one or more datasources via a simplified and optimized semantic layer.
In the semantic layer no data is stored, but instead it containsaccess methods and metadata to simplify and the query accessinterface.
Semantic
LayerQueries
Operational
Systems
Data
Warehouse
ODS
Business
Users
SQL
Data
Sources
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Market leaders in MQECognos ReportNet
In 2003, Cognos renamed its old and trusted MQE tool known as
Impromptu. The new name was ReportNet.ReportNet is part of Cognos BI 8.0. It can do complex formatting in via aweb based architecture and provide query optimization in the SQLgeneration (faster queries).
Today ReportNet is among the top-5 most used query tool and has anworld-wide install and support base.
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Market leaders in MQEOracle Discoverer
Oracle Discoverer is a market leader that has been around since the
mid-1990s. It was originally known as Discoverer-2000.
While it can be used against most databasetypes, it leverages Oracles statistical features
for better query management (i.e. predictive
run times).
It is a simple tool to learn, relatively low cost,and have many customizations options.
The current release ispart of Oracles new 10g
tool suite.
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Market leaders in MQE(SAP) Business Objects
Business Objects packages their solution in to a variety of tools, but the mostcomprehensive suite is BO XI. It contains performance management, information
management, reporting, query and analysis tools based on BOs enterprise XI platform.
BI platform - Manage BI tools, reports, and applications
Enterprise info. Mgmt. (EIM) - Access, transform, and integrate data
Enterprise performance Mgmt.(EPM) - Match actions with strategy
Enterprise reporting - Access, format, and deliver data
Query and analysis - Self-serve analysis for users
Their MQE environment can create universes that provide user access to a virtual
data warehouse where data can come from a variety of BI and/or transaction systems
Current release of
BO XI is version 2.0
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Market leaders in MQE
Vendor Name (alphabetical) Product Class of Tool
(IBM) Alphablox Alphablox, SpreadsheetBlox Development
Environment(Oracle/Hyperion) Brio Technology Brio Enterprise MQE(SAP) Business Objects, Inc. Business Objects MQE(CA) Sterling (IA) Eureka Query/Reporting/MQECognos, Inc. ReportNet (Impromptu) MQEHummingbird BI/Query MQEInformation Builders, Inc. Focus Reporter MQE(MERANT) Intersolv, Inc. Q+E Query/ReportingOracle Corp. Discoverer Query/Reporting/MQE
SAP InfoSet Query Query/ReportingSAS Institute SAS Query, Enterprise Reporter Query/Reporting/MQESeagate Crystal Reports Query/Reporting
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Other Useful Tool Categories
Report ServersTools that creates batch reports that can be pixel
formatted for statements and high-volume access.
The market leader in this segment isCrystal Reports in its new releaseCrystal-2008.
Statistical SoftwareTools that provide advanced statisticalfunctions, i.e. clustering, neural networks, decision trees, discrimminant
analysis, analysis of variance for complex decision making.
The market leader in this segment isSAS Institute and their SAS/Stat tool
Wh t W ll C
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What Well Cover
Overview BI and Data Warehousing
Budgeting, staffing and scoping a project
Selecting an OLAP Tool
What are the ERP-BI vendors doinga look at SAP, Oracle, PeopleSoft, Siebel, JDEs BI tools
The future of BI
Wrap up
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DB and OS Abstraction
.NET W eb Sp h er e
People Integration
CompositeApplicationFramework
Process Integration
IntegrationBroker
Business ProcessManagement
Information Integration
BusinessIntelligence
KnowledgeManagement
LifeCyc
leManagement
Portal Collaboration
J2EE ABAP
Application Platform
Multi-Channel Access
SAPSAP NetWeaver
DB and OS Abstraction
Master Data Management
DB and OS Abstraction
.NET W eb Sp h er e
People Integration
CompositeApplicationFramework
Process Integration
IntegrationBroker
Business ProcessManagement
Information Integration
BusinessIntelligence
KnowledgeManagement
LifeCyc
leManagement
Portal Collaboration
J2EE ABAP
Application Platform
Multi-Channel Access
SAPSAP NetWeaver
DB and OS Abstraction
Master Data Management
SAPs packaged DSS solutions
SAPs Integrated BI solution is known as NetWeaver.
This is a group of product components including:
1. Data Warehouses (BW)
2. Strategic Enterprise management (SEM)
1. Corporate Performance mgmt (CPM)2. Business planning & simulation (BPS)3. Business Consolidation services (BCS)4. Stakeholder relationship mgmt (SRM)
3. Data Mining (inside BW)
4. Advanced Planning and Optimization (APO-BI)
5. Supply Chain Event Manager (SCEM-BI)
6. Customer Relationship Manager (CRM-BI)The DW is the source of the data for
all these integrated analytical
applications (iAnalytics)
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ERP Data warehousingExample: SAP Business Warehouse
Source: SAP AG, 2007
Flat ReportingFormatted
Print
Form based
Static
Predictable access
OLAP Reporting
Drill DownSlice and DiceAnalyse
Data Mining
Search and discover
KPI & ScorecardFormatted
Simple
Easy to view
Limited navAggregates
Todays SAP web reports
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Today s SAP web reports
The most common way of deploying BW queries are through astandard, or customized web template with built-in navigational
features. BW provides a global web template that can be enhanced withlogos, colors, fonts and additional features using Java Server Pages.
Where is SAP heading?
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Where is SAP heading?
In October 2007, SAP launched a new tool suite called CorporatePerformance Management (CPM) Note: same acronym but new tools.
The new SAP CPM is a collection of 3 tools it acquired in 2005-2006:
1. SAP Strategy Management (formerly PilotWorks)
2. SAP Business Planning and Consolidation (formerly OutlookSoft 5)
3. SAP Business Profitability Management by Acorn
KEY POINTWhat we see is a temporary strategy of integrating previously acquired
software under a shared marketing umbrella until SAP can digest the BusinessObjects acquisition (2008) and build coherent front-end tools. In the interim,
SAP will have a complex number of tools with overlapping capabilities.
Oracles Legacy Approach to BI
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Oracles Legacy Approach to BI
Oracle Business Intelligence ApplicationsOracle's analytic applications include corporate performancemanagement, interactive dashboarding (i.e. from Oracles FinancialAnalyzer), and embedded analytics. It is pre-built, industry specificanalytic applications for BI based on business functions and userroles.
Oracle Business Intelligence SuiteBusiness Intelligence Suite is intended for executives, managers, andfront line workers , and include ad hoc query and analysis, proactiveintelligence and alerts, advanced reporting, and predictive analytics.
Oracle Data WarehousingThe Data Warehousing products include a graphical environment thatsupports design, deployment, and management of data warehouses. Itinclude parallel database technology, and a suite of data access andmanagement tools.
O l N A h t ERP BI
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Oracles New Approach to ERP BI
Oracles answer to SAPs NetWeaver is the Collective packaging ofFusion BI and their analytical applications
-
Source: Oracle
Oracles Corporate Performance Mgmt (CPM) BI applications
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Oracles Corporate Performance Mgmt (CPM) BI applications
Today, the CPM applications include 6 different areas: Balancedscorecards, Enterprise planning and budgeting, Daily businessintelligence, Public sector budgeting, Financial consolidation hub andProfitability manager
Source: :White paper: Oracle Fusion Applications
Planning Budgeting & Forecasting
Workforce Planning
Capital Planning
Demand Planning
Public Sector Budgeting
Financial Services Budgeting
Role-Based Scorecards
Financial - CFO
Workforce Planning
Customer
Supplier
Profitability Management & Optimization
ABM/ABC
Transfer Pricing
Customer Behavior Modeling
Financial Consolidation & Compliance
Financial Consolidation
Sarbanes-Oxley Compliance
IFRS, Basel-II
Project Portfolio Management
Oracles Interactive Dashboards & embedded analytics
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Oracles Interactive Dashboards & embedded analytics
The interactive dashboards and embedded analytics covers a variety ofscenarios and many of them allows drill down to the supporting transactionsin the data warehouse or the transaction system. Source: :White paper: Oracle Fusion Applications,
The daily businessintelligence ispresented in
46 overview pages,287 KPIs and
769 delivered reports
Supply Chain Order Fulfillment Logistics Manufacturing Planning Costing Maintenance Product Lifecycle Expenses Revenue P&L
Cash flow Projects
Marketing Campaign Telemarketing
Sales
Forecast Pipeline Sales revenues Order capture Sales contracts
Procurement Commodity mgmt. Supplier mgmt. Procurement operations Procure-to-pay
Financials Compliance Payables Receivables
Human Resources
Workforce readiness Total compensation Benefits Workforce planning Talent management Compliance
Service
Call center Help desk Service contracts Field service Depot repair
PeopleSofts Enterprise Performance Management - EPM
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PeopleSofts Enterprise Performance Management EPM
PeopleSofts approach to ERP
analytics is through 20+
datamartsand a set of BIanalytical applications that roundon top of these
These are the 20+ pre-delivereddata marts that comes with ETL
programs as well
CRM Warehouse
Customer mart Marketing mart
Sales mart
Services mart
Financials Warehouse
Advanced cost accounting mart
Enterprise service automation (ESA) mart General ledger & profitability mart
Payables mart
Receivables mart
Real estate mart
HCM Warehouse Compensation mart
Learning & development mart
Recruiting mart
Workforce profiling mart
Supply Chain Warehouse
Fulfillment & billing mart Inventory mart
Manufacturing mart
Procurement mart
Spend mart
Supply chain planning mart
PeopleSofts EPM BI Applications
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PeopleSofts EPM BI Applications
PeopleSofts BI analytical
applications.
Source: :White paper: PeopleSoft
Enterprise Performance Management,
These analytical applications runs on top of the20 pre-delivered datamarts from PeopleSoft.
CRM Analytics
Customer behavior modeling
Customer scorecard
Financial Analytics
Activity based management Funds transfer pricing
Global consolidations
Planning & budgeting
Project portfolio management
Risk-weighted capital
Scorecards
Supply Chain Analytics
Activity based management
Manufacturing scorecard
Supplier rating system
Workforce Analytics Workforce planning
Workforce rewards
Workforce scorecard
Industry Specific Analytics
Funds transfer pricing
Healthcare scorecard Manufacturing scorecard
Risk Weighted capital
What is Oracle going to do with it all?
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What is Oracle going to do with it all?
Oracle has already integrated the Siebel's BI analytic solutions inOracle Business Intelligence Suite Enterprise Ed. (as of 2006).
In 2007 Oracle added more content for higher education, pharma-ceuticals and financial services, but is still weak on industry solutionsin most other areas.
The 2008 challenge for Oracle is toexpand the Fusion analyticsplatform to create the nextgeneration of integrated BI
applications.
This will include a combinationof the Business IntelligenceSuite and Oracle applications
Where is Oracle heading?
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Where is Oracle heading?
In February 2007 Oracle made their E-Business Suite v.12 generally
available. This delivered specific analytics by integrating OracleBusiness Intelligence Suite with PeopleSoft Enterprise and JD EdwardsEnterpriseOne.
Oracle also announced that Fusion Applications (available 2008) willbring together the concepts of all the suites..
With the release of PeopleSoft Enterprise version 9.0 in 2007 there werealso new enhancements to Enterprise Performance Managementcapabilities, but the future of EPM is somewhat unclear (Oracle says itwill support it indefinably, but have not announced a new release date)..
KEY POINTSWhat we see is two tracks: One with continued development of legacy
and heritance ERP BI applications, and on track with the to-be vision ofintegrated analytics based on the Oracle fusion as the platform, and
business intelligence suite as the integrated BI applications
Putting it all into context
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Putting it all into context..
Level of Pre-delivered Content
Toolsets &
accelerators
Analytical applications
for specific industries
Lev
elo
fE
mbe
dd ed
An
al y
tics
Complex (score
cards, budgeting,
planning, KPI)
Interactive
Mgmt. reporting
(OLAP, MQE)
Emerging
(1st generation)
Vertical approach
(2nd generation)
Horizontal approach
(2nd generation)
Integrated analytical
(3rd generation)
Oracle BI suite
standard edition
Oracle BI suite
standard one edition
Siebel BI
PeopleSoft
EPM
SAP Strategic
enterprise mgmt
SAP BW
Oracle BI suite
Enterprise edition
Oracle E-business
suite applicationsSAP APO
What Well Cover
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What We ll Cover
Overview BI and Data Warehousing
Budgeting, staffing and scoping a project
Selecting an OLAP Tool
What are the ERP-BI vendors doinga look at SAP, Oracle, PeopleSoft, Siebel, JDEs BI tools
The future of BI
Wrap up
TREND: More visualization tools (I.e. SAPs Visual Composer)
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TREND: More visualization tools (I.e. SAP s Visual Composer)
A Visual Composer is a tool to visualize the data. It is a browser-basedintuitive modeling and design tool for rapid application development and
prototyping in a code-free development environment.
SAP NetWeaversVisual Composer
TREND: Virtual OLAP
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TREND: Virtual OLAP
Virtual OLAP is a trend of merging operational and
analytical data in a logical manner.
Since the merger is virtual, it can have zero lag time andtherefore provide real-time analytics.
Many companies such as the GL company is providing tie-ins to Oracle applications and databases that can logically
merge the data as well as transform the data to externalindexing engines for extremely fast query accessing.
TREND: Virtual OLAP an SAP approach
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TREND: Virtual OLAPan SAP approach
SAP launched the BI accelerator at the end of June
2006.
This tool takes BI and/or operational data and creates aproprietary indexing system that allows users to accessthe data very quickly.
Query performance can
be 100s of times faster
than traditional ROLAP.
Source: AlexanderPeter, SAP AG, 2006
Trend: BI applications are creating new date to the DW
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Trend: BI applications are creating new date to the DW
In Data warehousing v2.0 (Bill Immons new terminology), we areusing BI applications to create new data that needs to be fed to the
data warehouse, and /or the transactional system
Tools are now available to build association data sets that createsupdates in the transaction systems based on BI findings (i.e.customer segmentation, risk, profitability flagging etc).
Images: Bhanu Gupta, ASUG 2005 Illinois chapter
Most BI projects are abandoning the vendor delivered
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Joint Application Design
(JAD)
Rapid Application Development(RAD)
Extreme Programming
(EP)
System development Life-Cycle
based methodologies
(SDLC)
Impact of Failure
Low High
Low
High
Time to
Delivery
Wh en to Select ifferent Methodologies
methodologies
All major vendors have proposed BI methodologies, but they arepredominantly based on traditional approaches to building transactionsystems.
SDLC methodo logies
are for bu i ld ing
transact ional systems .
For B I, there are several
oth er alternativ es.
Source: Dr. Bjarne Berg, SAP Project Management Conference - Oct. 2005, Las
Vegas How to pick JAD, RAD, XP or a SDLC Methodology for your IT project
What Well Cover
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What We ll Cover
Overview BI and Data Warehousing
Budgeting, staffing and scoping a project
Selecting an OLAP Tool
What are the ERP-BI vendors doinga look at SAP, Oracle, PeopleSoft, Siebel, JDEs BI tools
The future of BI
Wrap up
Your Turn!
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Your Turn!
Dr. Bjarne Berg
COMERIT
(presentations,
articles, accellerators)
www.comerit.net