lcmg amsterdam 2007 bi pm v13

8/13/2019 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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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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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





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


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


than one role)


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Large Global BI Project for Multiple Subject Areas

E.g., global Sales, Finance, andMaterial Management


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



Finance Team



Material Mgmt. Team

Project Manager

Project sponsor/Steering Committee


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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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)


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


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





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



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)


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



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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





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


Master Data Management


.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


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





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





The future of BI

Wrap up

Your Turn!


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Your Turn!

Dr. Bjarne Berg

COMERIT

(presentations,

articles, accellerators)

www.comerit.net

lcmg amsterdam 2007 bi pm v13

Documents