This is a continuation of the SAP BW Best Practice Series on SAP Project Management. In this article I review the Scheduling Forward Pass Analysis technique. As a Project Manager, sooner or later, you will have to consider how you are going to schedule your project and this blog discusses one part of the overall scheduling process. If you are in the middle of development for your next Go-Live or doing an upgrade of an existing SAP BW or Business Objects dashboard system or working on any type of greenfield or ongoing ERP project, I recommend taking a look at this Forward Pass Analysis discussion to avoid a bad start. We have worked with this method and it works fine in the field and we have discovered that what looks to be the obvious schedule in the beginning is not always the correct schedule once a proper analysis has been performed. In this Article, I present Project Forward Pass Analysis practices, a very important and necessary project management planning stage to your overall project success.
Whether you are getting ready to do your first SAP implementation or are extending your existing SAP footprint, you will need to plan out your SAP Project Team Staffing Requirements. Though the CFO will want to run the financials on both your SAP Project ROI and project cost, the CIO will be more focused on standing up the SAP team and determining how much it will cost.
As an Engineer, part of my job is to make the difficult or impossible look easy. In this blog I talk about mastering the BOBJ Webi Universes. I can also assure you that creating a Business Objects Universe is not a trivial or easy task your first time through the process. Gathering the data connection information can be daunting. Also there is quite a bit of effort required by the Business Analyst (you) interviewing the customer to gather their requirements that you will need for the Data Foundation and the Business Layer. Finally, there are the requirements for the Webi Reports thenselves. In short, I don't recommend you go into a Webi or Universe design effort without a game plan or a methodology for success prior to sitting down at the Information Design Tool (IDT).
It is often said that the modern economy is possible, at least in part, due to the specialization of labor. When it comes to SAP Consultancies, the question is, "how do they truly differentiate themselves and how do they let not just the world know, but the right people know"?
Do you have any idea how many SAP Consulting Companies are out there? Or how many different types of SAP Companies there are in the SAP eco-system? Do you need to hire the services of top gun SAP Consultants but don’t really know what that means or where you might find a SAP Consulting Company with access to a vast network of SAP consultants.
That was quite a while ago, and though we have suffered through a financial crisis and any number of calamities since, improving the supply chain and eliminating the bull-whip effect all up and down the supply chain remains an ongoing challenge. Fortunately, many tools exist, as they existed in 2001, to help smooth the flow. Those tools have continued to advance, however, even in the latest release of the SAP APO (Advanced Planner and Optimizer), part of the wider SCM (Supply Chain Management) suite of products, one key question about SAP BW (Business Warehouse), always arises, and that is, how to integrate the two.
Congratulations go out to Doug Ayers, on achieving Project Management Professional (PMP), Certification from the Project Management Institute. Doug is one of the founders of this company and a highly experienced software project manager who, besides working on SAP BW and Webi and xCelsius Dashboard projects, has also delivered hundreds of embedded systems software projects.
After watching a recent video by Mike Yuk and Jon of Jon ERP and reading the related Gartner report, which was actually sort of depressing, I had a long tête-a-tête with my brother and chief SAP BW architect to see if we couldn’t diagnose why so many BW projects around the world are apparently failing. Especially since the ones we have worked on have generally succeeded. We think this is an important question because if 75% of all IT projects are doomed to failure on day one, the question is "Why" are they doomed to fail and can these doomed projects be identified through risk evaluation and perhaps set on a course with a high probability ( ie. > 95% confidence level) of success? Brainstorming, we came up with the following potential common causes of business intelligence failures.
Did you know that in a recent Gartner report, 75% of all business intelligence projects are projected to fail and this number is worse than reported by Gartner in all previous reports, going back to at least 2003! You would think that after all these years of business intelligence projects, the tools would be ‘good enough’. But if you listen to the BI tools vendors, or just watch their release schedule or pay attention to their buy-outs, then you would have to conclude that by now, the tools must be pretty good, and in some cases, very beautiful to look at.
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