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interfaces will change argument, however, a widely accepted best practice for ECC (and by extension, BW) rollouts is that organizations should not simply re-create their respective existing collections of reports to accompany the new environment but instead even taking risk and complexity factors into consideration any ECC and BW implementations should be viewed as an opportunity to rationalize the end-to-end BI framework and adopt an updated approach to reporting and analytics; one guided by the increasing need for timely, actionable, high-value insights for decision making and in support of work processes and operational reporting In the case of a BW implementation, BW or BI typically provides the catalyst for the organization to review its BI process and build on and deploy a new generation of BI capabilities In most cases, the implementation will touch all corners of the enterprise Further, by design, BW is architected around multiple components to achieve the best possible balance between uniformity, consistency, and flexibility, with individual business units or functional areas given a certain degree of flexibility to tailor the information and system to their particular business needs This multiple-component approach is widely recognized as a best practice to serve multiple business groups and users across a large, complex enterprise; not only in the transactional realm, but also in the informational and analytical realms and concepts The point is that although there are always multiple approaches that could be implemented for customers, a key factor to defining the overall strategy is the need to support multiple business user groups across the company As the saying goes, information, and therefore BI, is one of the most critical factors in the success of your company and growth in this economic environment Another closely related principle to the preceding ones is the necessity to follow sound migration practices as the current as-is state slowly evolves to the future should-be end state Migration best practices often involve components such as interim bridges and reverse bridges between legacy and new components; the sprucing up of existing components that even though they will eventually disappear need to be enhanced for a short duration to support iterative migration; and thorough integration and interface testing In many cases, this short period of time for support turns into years of effort and needs to be looked at in this light The business needs to develop a road map and work to be as consistent and practical as possible, but there are some situations that come up that will not allow the business to follow that particular road map A case in point is the current (2008 2010) economic environment, in which many companies have had to redirect their attention to other, more critical issues in terms of driving sales and growth simply to survive So, the BI process and projects are then moved from six months to two years in scoping and if these bridges for the current/future view of the reporting strategy are not consistent throughout your company, you will be dealing with other survival issues including the ability to generate useable reports One of the points I made in the migration chapter ( 8) is that you look at new functionality and components with an eye on how this will support our company and not jump from the frying pan into the fire by just adding an additional layer of reporting components to a system that may need some help and is possible broken It looks great for a time but the issues are still there, just the reports look better and more dynamic But the underlying data and consistency issues are still there So, an enterprise s pursuit of a new era of business intelligence and the resulting timely, actionable, high-value business insight should take advantage of leading-edge core technologies and products but at the same time, the mission-critical nature of what business intelligence should be necessitates being careful
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