Qlik project methodology handbook v 1.0 docx

QlikView | QlikView Project Methodology Handbook
QlikView Project Methodology
Handbook
First Version for Roll out within QT
“QPM a business-driven and iterative approach to delivery of QlikView for the Enterprise”

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Preface
Business Discovery is a whole new way of doing things for BI designed to meet today’s
heightened expectations. We live in a fast changing world so we need to have a QlikView
Project Methodology (QPM) that fits with our QlikView Capabilities and empowers our
customer’s in getting the full value from their QlikView investments
After you acknowledge this you're ready to embrace change and use QPM to your
advantage.
In this document you will learn about the “QlikView Project Methodology”. Together with
your knowledge and experience you must be able to speak, listen and understand the
Project Methodology language and feel comfortable in fulfilling your role in any QlikView
project.
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© 2010 QlikTech International AB. All rights reserved. QlikTech, QlikView, Qlik, Q, Simplifying Analysis for Everyone, Power of Simplicity, New Rules, The Uncontrollable Smile and other
QlikTech products and services as well as their respective logos are trademarks or registered trademarks of QlikTech International AB. All other company names, products and services used
herein are trademarks or registered trademarks of their respective owners.
The information published herein is subject to change without notice. This publication is for informational purposes only, without representation or warranty of any kind, and QlikTech shall
not be liable for errors or omissions with respect to this publication. The only warranties for QlikTech products and services are those that are set forth in the express warranty statements
accompanying such products and services, if any. Nothing herein should be construed as constituting any additional warranty.
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Revision History
Revision Date Description of changes Author
Prel 0.1 2011-08-24 First draft of QDM Handbook Ben Sterry
Prel 0.2 2011-09-07 Updated with input from Jeroen
Nieuwenhuijs and Gustaf Pilo.
Ben Sterry
Prel 0.3 2011-09-27 Combining QPM Handbook with QDM
Feedback and input from Art Feeney,
Ben Sterry, Hernan Azpiri, Laura
Gutierrez and Gustaf Pilo.
Jeroen Nieuwenhuijs
Prel 0.4 2011-10-11 Added Enterprise Platform Deliverables Jeroen Nieuwenhuijs
Prel 0.5 2011-10-26 Refined all chapters Feedback and
input from Art Feeney, Ben Sterry,
Hernan Azpiri, Laura Gutierrez and
Gustaf Pilo.
Jeroen Nieuwenhuijs
Rev 1.0 2011-10-31 First official version Jeroen Nieuwenhuijs
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Table of Contents
Summary................................................................................................................7
1. Introduction........................................................................................................8
1.1 Background..................................................................................................................8
1.2 Principles......................................................................................................................8
1.3 What is a QlikView project?.........................................................................................9
1.4 What is Project Management?.................................................................................10
1.5 What is QlikView Project Management Methodology?............................................10
1.6 When to use?............................................................................................................11
1.7 Five phases.................................................................................................................11
1.8 Tollgates.....................................................................................................................12
1.9 Tollgates and Milestones...........................................................................................12
2. Tollgate 0 - Start Pre-study.............................................................................14
3. Phase 1: Pre-Study Phase TG0 – TG1............................................................16
3.1 Start Project Management .......................................................................................19
3.1.1 Prepare Project organization..................................................................................19
3.1.2 Define Initial Objective and Scope..........................................................................20
3.1.3 Determine Training Requirements.........................................................................21
3.1.4 Initial schedule and Budgeting...............................................................................22
3.1.5 Tollgate 1.0 Approval - SG Meeting........................................................................23
3.2 Introduction QlikView Enterprise Platform...............................................................23
3.2.2 Define Architecture Scope......................................................................................24
3.2.3 Analyse current Baseline Business Architecture....................................................25
3.2.4 Identify Initial Business Requirements...................................................................25
3.2.5 Identify Initial Data Requirements.........................................................................26
3.2.6 Create Architecture Vision......................................................................................27
3.2.7 Identify Key Considerations for Data Management...............................................27
3.2.8 Specify Infrastructure Requirements .....................................................................28
3.2.9 Security Requirements...........................................................................................28
3.2.10 Publisher Requirements.......................................................................................29
3.2.11 Identify Outline QlikView Solution Scenario’s......................................................29
4. Phase 2: Planning Phase TG 1- TG 2..............................................................31
4.1 Project Management Planning..................................................................................32
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4.1.1 Update prioritize Business Requirements..............................................................32
4.1.2 Estimate Requirements..........................................................................................32
4.1.3 Validate Project objective and Scope ....................................................................33
4.1.4 Create Work Breakdown Structure........................................................................33
4.1.5 Create App Work Packages.....................................................................................33
4.1.6 Determine Project Approach.................................................................................34
4.1.7 Schedule Execution and Implementation phases..................................................34
4.1.8 Review and finalize Project Organization...............................................................35
4.1.9 Assign resources to the roles and responsibilities.................................................35
4.1.10 Allocate Resources................................................................................................35
4.1.11 Review and allocate Project Budget.....................................................................36
4.1.12 Analyse Risk..........................................................................................................36
4.1.13 Review and finalize Business Case........................................................................37
4.1.14 Create Project Plan...............................................................................................37
4.1.15 Set-Up SG Meeting...............................................................................................37
4.1.16 Tollgate 2.0 Approval - SG Meeting......................................................................39
4.2 Plan QlikView Enterprise Platform............................................................................40
4.2.2 Confirm and Elaborate Architecture Principles......................................................40
4.2.3 Develop Target Infrastructure Description.............................................................40
4.2.4 Define QlikView Roadmap......................................................................................40
4.2.5 Develop Target Data Architecture Description......................................................41
4.2.6 Define Data Staging Requirements.........................................................................41
4.2.7 Define Data Roadmap ............................................................................................42
4.2.8 Define Application Architectures............................................................................42
4.2.9 Develop Enterprise Architecture Plans ..................................................................43
4.2.10 Business Transformation Risks ............................................................................44
4.2.11 Establish the Architecture Project........................................................................44
4.3 Plan Application Cycle’s.............................................................................................44
4.3.1 Identify QlikView Users...........................................................................................44
4.3.2 Define Main Users Goals........................................................................................44
4.3.3 Define Usage Patterns............................................................................................44
4.3.4 Invent QlikView Solution to Meet Users Goals and Usage Patterns.....................45
4.3.5 Define Main Navigation Paths...............................................................................45
4.3.6 Create Prototype....................................................................................................45
4.3.7 Polish UI Elements..................................................................................................45
5. Phase 3: Execution Phase TG 2- TG 3...........................................................47
5.1 Managing the Execution Phase.................................................................................48
5.1.1 Brief the team.........................................................................................................48
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5.1.2 Set Up and Maintain Administration......................................................................48
5.1.3 Initiate Control Procedures....................................................................................49
5.1.4 Set-Up Progress Control.........................................................................................49
5.1.5 Issue Management.................................................................................................50
5.1.6 Risk Log...................................................................................................................51
5.1.7 Exception Management..........................................................................................51
5.2 Realize QlikView Enterprise Platform........................................................................51
5.2.1 Set Up QlikView Environments...............................................................................51
5.2.2 Initial Data Load......................................................................................................52
5.2.3 Incremental Loads..................................................................................................52
5.2.4 Ongoing Project Infrastructure Support.................................................................52
5.3 Agile App Development.............................................................................................53
5.3.1 Build........................................................................................................................53
5.3.2 Test.........................................................................................................................53
5.3.3 User Review and Accept.........................................................................................54
5.3.4 Refine......................................................................................................................55
6. Phase 4: Implementation Phase TG 3 - TG 4.................................................56
6.1 QlikView Enterprise Platform Governance................................................................57
6.1.1 Set Up QlikView Competence Center (QVCC)........................................................57
6.1.2 Meta Data Management........................................................................................57
6.1.3 Initiate Maintenance Process.................................................................................57
6.2 Move QlikView Applications to Production...............................................................58
6.2.1 Migration................................................................................................................58
6.2.2 User Education........................................................................................................58
6.2.3 Set up User Support...............................................................................................58
6.2.4 QlikView Support On Boarding ..............................................................................58
7. Phase 5: Conclusion Phase TG 4 – TG5..........................................................60
7.1 Evaluation..................................................................................................................61
7.2 Project closure documentation.................................................................................62
7.3 Financial project closure............................................................................................62
7.4 Tollgate 5.0 Approval - SG Meeting...........................................................................62
8. Roles & Responsibilities...................................................................................63
8.1 Overview....................................................................................................................63
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Summary
QlikTech has created QlikView Project Methodology (QPM). QPM is perfectly suited to the
development of QlikView applications in an Enterprise Environment. QPM is developed by QlikTech
consultants as best practice and can also be used by QlikTech customers and Partners. It is designed
to control the implementation and deployment phases in a larger enterprise project. QPM elements
can be used to manage smaller QlikView projects.
The goals for QPM are to:
• Support QlikView Consultants in implementing a QlikView Enterprise Platform;
• Foster best practice for QlikView Application Development;
• Manage Enterprise implementations and roll out’s;
• Maximise our customer’s ROI in QlikView.
The aim of the document is to:
• Define consistent, repeatable steps for the implementation of QlikView;
• Speak the same “project language” within QlikTech with Customers and Partners.
The intention of the document is that it will serve as a “cook book” for each participant of a QlikView
project. With this Handbook, the reader becomes acquainted with the process of the project life
cycle, the key deliverables & activities for each phase and the project playground.
This results in achieving optimum quality, service management, and time to market by a single way
of working. This Handbook describes three key areas for implementing QlikView:
• Project Management Process,
• Creating the QlikView Enterprise Foundation,
• Agile Development of QlikView App’s.
Together they form the QlikView Project Methodology. Readers target group of this handbook are:
• Project Managers,
• Technical Account Managers,
• Project team members,
• Enterprise Architects,
• Solution Architects.
• Professional Service Manager and
• all other professionals involved with QlikView projects.
Should you require more detailed information, please contact your QlikView Project manager.
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1. Introduction
1.1 Background
Business Intelligence (BI) emerged twenty years ago as a tool for decision-making. Originally used
exclusively by analysts, power users, and board-level executives, it has slowly evolved into a more
democratic medium as organizations have come to realize that decision-makers at all levels and in all
departments need access to timely, relevant information.
Today, there is an increasingly strong move towards the “consumerisation” of BI as people are
demanding the same speed and ease-of-use from their workplace software as ubiquitous
applications have delivered in their personal life.
When decisions are well known (“routine decisions”) a traditional architecture can support them.
The requirements for basic financial reporting, for example, don’t change often. But many times, our
customers need to make decisions that are novel, such as what markets to expand into, what
products to introduce, or how to respond to a new competitor. These types of decisions will often
require new information, and will often be very iterative in nature. The way the decision is made
changes as the decision maker gains more information. And once made, such decisions can change
the landscape entirely.
We will follow this model, allowing domain and decision-specific QlikView App’s to be joined
together to form the QlikView Enterprise Platform. And as requirements change, QlikView App’s will
be added, removed, or updated quickly because they don’t require an assessment of their impact on
a universal “single version of the truth” data model.
1.2 Principles
Traditional BI implementation methodologies have focused on solving data storage, integration,
processing, and presentation issues. With the goal of decision support left unachieved, a new
implementation model for QlikView has been developed.
QlikView project teams have the challenge to move beyond legacy BI implementation methodologies
and QPM that supports a rapid, iterative development style. The ability to rapidly source information,
connect it to other information in both a tightly and loosely integrated fashion, and quickly connect
QlikView App’s together will be critical in meeting rapidly changing requirements.
By using this Methodology we will be able to make a difference in the customer implementation
experience and making the best use of the QlikView capabilities.
This methodology is replacing the traditional implementations and instead focusing on making
QlikView implementations as rewarding as possible. This model changes the focus from data driven to
decision driven. It focuses on the requirements of the decisions being made, rather than on corralling
all available data.
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The success of QlikView is largely due to the fact that it accepts constant change as the norm. Every
principle of the methodology is centred on delivering value-producing functionality quickly, and in a
way that anticipates significant change in direction.
The key characteristics of QPM are that it relies heavily on agile development and business
opportunity management (as opposed to the document-driven approach of the waterfall approach).
For each QlikView initiative within the project and for each of its levels of elaboration, the same
sequence of steps (cycle) is involved during the Execution Phase.
There are 3 key principles that underpin the methodology:
• Enterprise Ready:
o The QlikView technology perspective that defines the hardware, operating systems,
networking solutions and data architecture used by the customer.
• Business Discovery:
o Team based approach to development where requirements are changing based on
new Business Discoveries. QPM makes these possible using Discovery loops where a
team is able to deliver a QV App (iteration) a short time frame. The objective is to
front-load the with the most profitable or highest value deliverables and release
them as soon as possible so that they can start making money for our customers
• Project Control:
o To keep activities and deliverables under control throughout the project life cycle.
1.3 What is a QlikView project?
Although “project” is an often heard word, especially in the world of information technology, it is crucial to
understand the meaning of this word. Understanding this word enables you to understand why and how
things are being set-up and arranged within the QlikView project environment. Many definitions of the
word “project” can be found on the internet and project management documentation. Following you will
find a definition which is valid for the QlikView project environment.
“A QlikView project is a temporary Endeavour
Undertaken to create a unique Solution for enabling our customers
in making Business Decisions”
Typical characteristics of a QlikView project are:
• A finite and defined lifespan;
• A dedicated budget;
• Defined and measurable business products;
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• A corresponding set of activities to achieve the business products;
• A temporary organization structure with our customers and partners, with defined
responsibilities, to manage the project.
Due to the characteristic of having a temporary organization structure, people participating in the project
will, quit often, play a double role. As a project participant you should be aware of these double roles,
because each individual must be able to perform on his or her operational task as well on the project task.
Each project falls within a specific business context. A QlikView project may be stand-alone, it may be one in
a sequence of related projects, or it may form part of a program or corporate strategy.
1.4 What is Project Management?
Project management is the use of knowledge, skills, tools, and techniques to manage activities in order to
meet or exceed stakeholder needs and expectations from a project. Meeting or exceeding stakeholder
needs and expectations invariably involves balancing competing demands among:
• Scope, time, cost, and quality.
• Stakeholders with differing needs and expectations.
• Identified requirements (needs) and unidentified requirements (expectations).
1.5 What is QlikView Project Management Methodology?
QPM is a description of all project management activities, documents and QlikView Deliverables in all the
phases of a QlikView project. In other words it is the handling of all the project work in a structured way
when running a project from start to end, involving a set of phases, activities, deliverables and templates to
be used at different times for different purposes. The purpose of a common project management
methodology is to have a common terminology, common steering structure, common templates and
common organization in all aspects regarding QlikView projects. Another important purpose of the project
management methodology is to ensure a business-focused and efficient project management, resulting in
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high-quality project performance and shortened project lead-time.
1.6 When to use?
QPM must be followed when:
• Customer purchase licenses at a cost that exceeds 200.000 Dollars and where QlikTech owns
the Services delivery. Global Services Management must approve any exceptions from this
rule.
• And/or Project plan exceed six month calendar lead-time between TG0 – TG5
QPM can be followed when:
• For all other projects. The intention of QPM is that it will serve as a ”cook book” for the
project participants. Depending of the size of your project you can still decide which part of
QPM could add value in managing your project.
1.7 Five phases
QPM is divided into five distinctive phases
• Pre Study;
• Planning Phase;
• Execution;
• Implementation;
• Conclusion.
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Each phase begins with a Tollgate needs to be passed (Go/NoGo decision). Each phase includes a different
set of activities and will result in a document as a firm deliverable, based on a predefined template.
During a project’s life cycle many major and minor decisions are taken, the two main ones are Tollgates (for
which the Steering Group is responsible) and Milestones (for which the project manager is responsible).
Tollgates and milestones are both part of a project methodology and serves as a check mark for the project.
1.8 Tollgates
Tollgates must be used regardless the size of the project. The benefits of tollgates are:
• An agreed and controllable sequence for the project;
• Connect different approval criteria to different TG’s;
• Clear opportunities to verify the status of the project;
• Verify the benefits to the business;
• Result, time, cost and risk level status;
• The possibility for the Steering Group to delegate authority to the project step-by-step;
• A short-term focus point;
• A uniform decision process in all projects, independent of expected result.
1.9 Tollgates and Milestones
Tollgates are critical decision points in a project, at which formal decisions are made concerning the
projects aim and execution.
The number and function of tollgates is standardized TG0 – TG5.
• A decision point concerning aims and execution of a project.
• A decision to make an investment or to take a hidden cost.
One could consider a Milestone as a set of deliverables the team must achieve, and a Tollgate as the
decision point after the Milestone is achieved when the sponsors and stakeholders take a deliberate
decision to move forward, to pause or to stop the project.
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2. Tollgate 0 - Start Pre-study
At tollgate 0, there must be a decision whether or not to start a project as a pre-study and to be done by
whom (an appointed Project Manager). This phase is to be seen as a transparent hand-over phase from the
Sales and Pre-sales organization, where the focus will shift from what to deliver towards how to deliver,
when. For our customers this means they will have to do a handover of the people involved in the Buying
Process to the People who are responsible for the project work.
In some cases, the pre-study could include more than one alternative suggestion for solving a solution. If
so, a decision should be made for which alternative to choose, and why this alternative is chosen.
Basis for decision:
• Result from the Customer Centric Selling Sales process. In particular from the Prove Value
phase.
Milestone including:
• SIB
• High Level project requirements and a first High Level Implementation plan
• ROI/TCO
• Opportunity Success Metrics
Mandatory participant for this decision: Project Sponsor
Meeting organizer: Project Sponsor or if already in place with the Customer the Chairman of the SG in
conjunction with presumptive project manager.
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Decisions
• Initiate pre-study phase (Go/NoGo) – starting or not starting the project.
• Appoint a Project Manager for the pre-study phase .
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3. Phase 1: Pre-Study Phase TG0 – TG1
At the start of any QlikView project, there will be a variety of ideas and opinions about the purpose and
scope of the project, what the final result of the project will be, and how the project will be carried out. The
Pre-Study Phase is concerned with taking these ideas and intentions and developing them into a formal,
planned, resourced and funded project.
A common practice is to perform some high-level requirements envisioning early in the project to help
come to a common understanding as to the scope of what you're trying to accomplish. The goals at this
point are to identify the business goals for the effort, develop a common vision, and swiftly identify the
initial requirements for QlikView at a high-level. You do not need to write mounds of documentation at this
point, instead you will identify the details later during development cycles. Very often this initial
requirements modeling effort is on the order of days, not weeks or months as we see on traditional
projects.
The pre-study phase is the preparatory phase in QPM, before the project is formally started. During the pre-
study phase, the business opportunity for the expected outcome of the potential project is assessed. All the
relevant commercial, technical and organizational aspects are considered and addressed.
In order to define the project it is first necessary to clearly and explicitly define what the project is intended
to achieve and what its scope of interest will be. By defining this first, a benchmark is created for assessing
the quality of what is actually produced at the end of the project. The purpose of the pre-study phase is to
ensure that a business idea is technically and commercially feasible, that it will fulfill the expressed and
unexpressed requirements and needs of the customer, and will be aligned with the organization’s business
direction.
Another important purpose is to analyze if there are any possible alternatives in how to run the project. The
possible alternatives should each be depicted in a SWOT matrix and a recommendation to be made for one
of the alternatives.
The Pre-Study Phase must also define what resources and associated time commitment are required to
carry out the project. The work breakdown structure provides a first basis from which this estimation can
be carried out. The resource and time commitment can be used to calculate an end date for the project and
an estimate of its cost. This information is key input into the establishment of a business case for the
intended project.
The way the project is managed and executed is the key to its success. Early involvement of Senior
Executives is crucial. Make sure that the Customer has assigned a responsible person as the Project
Sponsor.
The involvement of the right people for data capture and decision making is also crucial. It is necessary to
identify and recruit these people at the start of the project and to define the project organization structure.
It is also necessary to establish the procedures that will be used by the people in the Project Organization
Structure to carry out and control the project work.
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Finally, in order to establish a resourced and funded project, it is necessary to establish a clear and
convincing business case for the project. This business case should be reviewed, and accepted by
customer’s management. The business case will identify the projected benefits of meeting the objectives of
the project, and balance these against the costs and risks associated with realizing these benefits. The
business case can also be used as a benchmark to compare against actual results, costs and benefits in
order to assess the ultimate success of the project.
This phase is described here as a sequence of steps. In reality, once the objective and scope have been
defined, many of these steps occur in parallel, and the step products are developed iteratively, since there
are many dependencies between the steps. It is necessary to plan the Pre-Study Phase, albeit in an
informal manner.
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• Input (Result from the Prove Value phase:
o SIB
o High- Level Implementation plan
o ROI/TCO
o Opportunity Success Metrics
• Key - Activities:
o Start Up Project
o Define Business Objectives & Requirements
o Define Enterprise Platform Requirements
• The purpose
o Ensure that the project is technically and commercially feasible,
o Ensure the project can fulfill the expressed and unexpressed requirements and needs of
the customer
o Analyze any possible alternatives in how to run the project
 Using a SWOT matrix.
• Output
o Pre-study report.
o Business Case.
o This is required to pass TG1 and move to the planning phase.
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3.1 Start Project Management
3.1.1 Prepare Project organization
The purpose is to select and prepare the people, whose involvement will be necessary for the QlikView
project to succeed.
In a way that
• ensures that all major interest groups are appropriately represented,
• clearly identifies roles and responsibilities,
• ensures that the best individuals to fulfill roles and responsibilities are selected,
Key Activities are:
• Recruit SG
o Assemble a senior management team (Customer and QlikTech) which will direct and be
accountable for the project and gain management commitment. Ensure that those senior
Managers with a significant interest in the successful outcome of the project are properly
represented.
o Generally identify the lowest level person for each SG role. Work up the organization
chart until a person is found who can make the decisions "stick".
• Recruit Key Stakeholders
o Identify other people who are critical to the success of the project. They are management
level personnel who will be affected by the project, but are not the primary decision
makers.
• Recruit Development Team
o There are two types of team members, customer and QlikTech. People assigned to team
member roles will usually fulfill the "produce" responsibility for tasks. Team members
may change from phase to phase as different skill sets are required. Identify appropriate
personnel required for the phase, define the team structure and, if necessary appoint
Team Leaders
• Recruit Key Resources
o Identify any additional technical or business specialists required to support the project.
These roles contribute to the creation of products by providing information about the
business and reviewing QlikView Application(s). They generally fulfill the "consult" and
"approve" responsibilities. They will include both customer and Qliktech personnel.
• Suppliers (Services, Competence or Products)
o List suppliers related to the assignment or the project outcome, such as partners,
subcontractors and consultants, by name and function.
• Create Project Organization Chart
o Using the Pre-Study Document, allocate the identified personnel to one or more roles.
Ensure all key individuals are assigned an appropriate role, but don't overwhelm the
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project with too many people. Produce a Project Organization Chart defining reporting
and communication lines between all parties involved in the project.
• Review Project Organization
o Conduct a review of the Project Organization to ensure that the proposed organization
reflects all participants needed to achieve the QlikView project objective.
3.1.1.1 Templates
1. Pre-study Report_ QPM Template Rev 1.0
3.1.2 Define Initial Objective and Scope
The purpose is to clearly define the project boundaries, in a way that
• identifies the types of boundary (scope dimensions) relevant to the project,
• takes account of the background to the project,
• explores the variety of objectives and scope that the project could cover,
• Clearly and explicitly defines what the project will cover, clearly and explicitly defines what the
project will not cover.
With this a commonly understood target and benchmark is available to project members and other
interested parties by which they can steer the direction of the project and assess the quality of the final
QlikView Solution.
It is important to start creating a clear definition of the purpose and scope of the project to ensure that
both Customer and QlikTech personnel are clear about the field of reference.
Any project carried out by an organization should be addressing one or more of the Business Objectives of
the organization. If it does not, why is the project being carried out? Therefore to establish the objectives
and scope of the project, it is first necessary to identify the overall reason for the project by relating it to
one or more objectives of the organization on an Enterprise level. This will put the project into context for
the organization as a whole. It is vital that the project objective be clearly stated and agreed before
proceeding with the rest of phases. If this is not possible, then do not continue.
The project objective can then be further defined in terms of scope. There are two aspects to project
scope, the scope of the pre-study, and the scope of the solution. At the start of the project it is unlikely that
the problems and requirements will be fully understood. However, in order to avoid wasting time by
analyzing irrelevant areas, the scope of investigation will help focus on those areas thought most likely to
be impacted by the project. Therefore the scope of investigation may well expand as a better
understanding of the problems is achieved.
Scope can be expressed in terms of dimensions. These include business organization, business functions,
data, geography, systems, operating environments, etc. Identify the dimensions appropriate to the project
and determine those components in scope and those out of scope.
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Scope will be further defined in terms of problems and requirements during preparing the QlikView
Enterprise Platform. In effect the move from objective to requirements is a continuum illustrating the
progressive expansion of the project definition.
Key Activities are:
• Define Project Objective
o Conduct workshops and/or interviews with customers to identify the project objective.
This must be clearly stated and agreed. The project objective must also relate back to a
business objective, to ensure that the project is aligned with the business direction of the
organization.
• Establish Scope Dimensions
o Determine which dimensions of scope to apply to defining the project. Diagrammatically
represent each dimension of scope, explicitly stating as narrative bullet points what is in
scope and what is out of scope. Identify the constraints, specific limitations or exclusions
within which the project must operate. Record any assumptions made in defining the
scope of the investigation.
3.1.2.1 Templates
2. Business Scope_QPM Template.doc
3.1.3 Determine Training Requirements
The first objective is to effectively train the development staff. QlikView application development training
is typically a fraction of the time of other software training cycles. A typical mid level developer usually can
be effectively trained in a matter of weeks. In some cases new QlikView customers pair an experienced
QlikView consultant with the internal staff for a short period of time; this fosters best practices and
shortens the learning curve.
The purpose of this important activity is to identify the QlikView training modules that are required to
enable individuals to fulfill their roles and responsibilities on the project. Assess the capabilities and skills of
all those identified as part of the Project Organization. Based upon this assessment establish a training plan
to acquaint the project team members with the methodologies, technologies, and business areas under
study.
Your local Trainer and/or Training Manager is responsible for this activity.
3.1.3.1 Templates
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1. Enterprise Training Strategies.doc
3.1.4 Initial schedule and Budgeting
In the Pre-Study Phase the aim is to define the initial project schedule and budget. It the planning phase this
needs to be finalized and confirmed.
Once the objective and scope are decided, it is necessary to determine what activities are required to be
carried out to meet the objective. The dependencies between these activities can then be determined,
which in turn allows resources and timescales to be estimated. This needs to be done for the whole project
(project plan), and then in more detail for the next stage of the project. This step is concerned with the
overall project. The project schedule is not intended to direct resources to specific activities on certain
dates.
Key Activities are:
• Estimate Duration
o Project schedule estimates will be determined as duration or elapsed time. Determine the
duration for each step. It is recommended that you estimate in units of a day. Step level
estimates are unlikely to be less than one day. When estimating duration, include
expected non-productive and non-effective time. Alternatively, produce an initial top-
down estimate for the each phase and apportion to the component steps.
• Establish Resource Requirements
o When estimating duration, define an initial requirement for resources. For the project
schedule, it is sufficient to estimate the number of each type of resource required, rather
than specific people, e.g., 2 Solution Architects. Concentrate on identifying the resource
types who will either be part of the project team or who will have a significant impact on
the project.
• Develop an initial schedule of project activities.
o Determine the proposed project start date and use the scheduler to calculate the stage
and step start and end dates. Validate these dates against the project constraints. Adjust
scope, dependency and resources until a satisfactory balance is achieved. Revise any
assumptions that have been modified.
• Prepare Project Budget
o Estimate the internal and external staff costs by step. Staff costs are a function of step
duration, resource equivalent and chargeable rate. Estimate non-staff costs by step:
 Project Training ,for the project team to develop the application,
 Installation Training, for customers, operations, etc. to use the application,
 Miscellaneous, includes supplies, copying and printing, accommodation,,
subsistence, travel, or other costs which cannot be classified above,
 Aggregate the costs by phase.
• Review Time and Budget
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o Conduct a product review of the Project Schedule and Budget to ensure that the scope
meets the business needs and that all technical standards are met.
3.1.4.1 Templates
2. Budget_QPM Template
3. Implementation Framework Calculator_QPM Template
4. Project estimation worksheet_QPM Template
3.1.5 Tollgate 1.0 Approval - SG Meeting
The Pre-Study Report is the first ‘contract’ between the Project Manager and SG concerning the next phase
of the project. Although this meeting is not intended as a detailed "line item" review, it is important that
the SG fully understand and accept this tollgate. If the SG authorizes the project to continue they must be
prepared to provide unconditional support to the Project Team.
3.2 Introduction QlikView Enterprise Platform
This chapter describes the initial phase of the QlikView Enterprise Platform Development. This will be done
in parallel with the Project Management activities. It includes information about defining initial Business
Requirements, creating the Architecture Vision.
Some people will tell you that you don’t need to do any initial architecture modeling at all. However,
experiences proved that doing some initial architectural modeling offers several benefits:
• Improved productivity.
o You can think through some of the critical technical issues facing your project and
potentially avoid going down fruitless technical paths.
• Reduced technical risk.
o Your team gains the advantage of having a guiding vision without the disadvantage of
having to overbuild the overall QlikView Solution – just because you’ve modeled it doesn’t
mean you have to build it.
• Reduced development time.
o Initial architecture modeling enables you to make better cost and time estimates for your
project, two pieces of information which management will want.
• Improved communication.
o Having a high-level architecture model helps you to communicate what you think you’re
going to build and how you think that you’ll build it, two more critical pieces of
information desired by management.
• Scaling QlikView development.
o Your initial architecture model will be a key work product in any "QlikView at scale"
efforts because it provides the technical direction required by sub-teams to define and
guide their efforts within the overall project.
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The architect needs to determine things such as the expected total number of users and their location, the
number of subjects that might ultimately be addressed (e.g., sales, finance, purchasing, HR, etc.), the
potential sources of information, anticipated data volumes, data refresh expectations, etc. These macro
“requirements” help Enterprise organizations create the first structure, or shell, of the overall solution for
the QlikView Enterprise Platform without knowing the exact number of apps and how apps will be laid out.
These initial analyses and inputs result in Architecture design decisions such as the types of databases
needed (warehouses, marts, operational data stores, etc.), data acquisition and integration methods
required (batch processes, real-time updates, change data capture, information busses, etc.), and the
potential methods of delivery (dashboards, reports, scorecards, etc.). Once the Enterprise Platform has
been determined, QlikView functionality will support the given architecture selected. It’s through the
definition of these key components, the principles created and planning in Phase that delivery can begin.
The deliverables for the QlikView Enterprise Platform are being used to define the specific components of
the QlikView apps, refine them, and ultimately deliver value to the business in the form of metrics, KPIs and
analytical solutions that must fit within the architectural blueprint.
In other words, in order for the project team to begin a project, the architecture on which their QlikView
apps will be built must exist. It’s during the iterative delivery process that the business and the project team
get to put their mark on the solution.
Key - Activities are:
• Analyze current Baseline Business Architecture;
• To define the key business requirements to be addressed in this architecture effort, and the
constraints that must be dealt with;
• To validate the business principles, business goals, and strategic business drivers of the
organization and the enterprise architecture Key Performance Indicators (KPIs).
• To define the scope of, and to identify and prioritize the components of, the QlikView
Enterprise Platform effort
3.2.1.1 Checklist
1. Enterprise Readiness FAQ[1].pdf
2. Enterprise Readiness Material.doc
3.2.2 Define Architecture Scope
Key-Activities are:
• Define what is inside and what is outside the scope of the QlikView Architecture efforts;
• The breadth of coverage of the enterprise;
• The level of detail required;
• The partitioning characteristics of the architecture;
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• The specific architecture domains to be covered (business, data, application, technology);
• The extent of the time period aimed at, plus the number and extent of any intermediate
time period;
• QlikView Applications created in previous iterations within the enterprise
3.2.3 Analyse current Baseline Business Architecture
Knowledge of the Business & BI Architecture is a prerequisite for QlikView architecture work and is
therefore the first architecture activity that needs to be undertaken, if not catered for already in other
organizational processes (enterprise planning, strategic business planning, business process re-engineering,
etc.). In practical terms, the Business & BI Architecture is also often necessary as a means of demonstrating
the business value of subsequent architecture work to key stakeholders, and the return on investment to
those stakeholders from supporting and participating in the subsequent work.
The scope of the work will depend to a large extent on the enterprise environment. In some cases, key
elements of the Business Architecture may be done in other activities; for example, the enterprise mission,
vision, strategy, and goals may be documented as part of some wider business strategy or enterprise
planning activity that has its own lifecycle within the enterprise. In such cases, there may be a need to verify
and update the currently documented business strategy and plans, and/or to bridge between high-level
business drivers, business strategy, and goals on the one hand, and the specific business requirements that
are relevant to this architecture development effort. The business strategy typically defines what to achieve
- the goals and drivers, and the metrics for success - but not how to get there. That is role of the Business
Architecture.
In other cases, little or no Business Architecture work may have been done to date. In such cases, there will
be a need for the architecture team to research, verify, and gain buy-in to the key business objectives and
processes that the architecture is to support. A key objective is to re-use existing material as much as
possible. In architecturally more mature environments, there will be existing Architecture Definitions, which
(hopefully) will have been maintained since the last architecture development cycle. Where architecture
descriptions exist, these can be used as a starting point, and verified and updated if necessary.
Gather and analyze only that information that allows informed decisions to be made relevant to the scope
of this QlikView Architecture effort.
3.2.3.1 Templates
1. Enterprise Readiness FAQ[1].pdf
2. Enterprise Readiness Material.doc
3.2.4 Identify Initial Business Requirements
Identify the initial requirements. The benefit of this is that you can answer fundamental business questions.
QlikView development teams embrace change, accepting the idea that requirements will evolve throughout
a project. They understand that because requirements evolve over time that any early investment in
detailed documentation will only be wasted. Instead we will do in this phase just enough initial
requirements envisioning to identify the scope and develop a high-level schedule and estimate; that’s all
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you really need early in a project, so that’s all you should do. During the execution phase the development
team will model storm in a just-in-time manner to explore each requirement in the necessary detail.
Like it or not, people are always going to ask you what the vision is for you're going to build (what's the
scope), how long do you think it's going to take (the schedule), and how much is it going to cost (the
expected budget). You often don't need to answer these questions in detail but you will need to convince
the people who are funding and supporting your project that you understand the fundamental business
issues that your project team is going to address.
Benefits of initial requirements:
• Improved productivity.
o You can identify and think through some of the critical business issues facing your project.
• Reduced business risk.
o Your team gains the advantage of having a guiding business vision without the
disadvantages associated with a Waterfall Approach. In this phase it’s about to drive to
scope concurrence with your stakeholders, thereby reducing business risk, and the way
that you do this is through initial requirements envisioning. Not only do you identify the
scope of the effort, you also help to make the relevant stakeholders aware that there is a
range of needs being met by QlikView, not just theirs, and that they are going to have to
compromise sometimes.
• Scaling QlikView development.
o Your initial requirements model will be a key work product in any "QlikView at scale"
efforts because it provides the business direction required by your overall architecture
team for their initial architectural envisioning efforts (typically done in parallel with initial
requirements modeling) and by sub-teams to define and guide their efforts within the
overall project.
3.2.4.1 Templates
1. QlikView Requirements_Template.xls
2. Interview Business ManagerAnalyst_QPM Best Practice.doc
3. Interview Business_QPM Best Practice.doc
3.2.5 Identify Initial Data Requirements
The definition of the Business Requirements determines the data needed to address business user’s
requirements.
Key Activities for defining Data Requirements are:
• Define key business KPI’s & Drivers and their dimensionality.
• Analyses of relevant Operational Source Systems.
• Develop a source-to-target data mapping.
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3.2.5.1 Templates
1. Interview Data_QPM Best Practice.doc
2. QlikView DataFlow Template.xls
4. KPI Source_ QPM Template.xlsm
3.2.6 Create Architecture Vision
The Architecture Vision provides the Enterprise Architects with a key tool to sell the benefits of the
proposed QlikView capability to stakeholders and decision-makers within the enterprise. Architecture
Vision describes how the new capability will meet the business goals and strategic objectives and address
the stakeholder concerns when implemented. Clarifying and agreeing the purpose of the architecture effort
is one of the key parts of this activity, and the purpose needs to be clearly reflected in the vision that is
created.
QlikView Architecture activities are undertaken with a specific purpose in mind - a specific set of business
drivers that represent the return on investment for the stakeholders in the architecture development.
Clarifying that purpose, and demonstrating how it will be achieved by the proposed architecture
development, is the whole point of the Architecture Vision. Normally, key elements of the Architecture
Vision - such as the enterprise mission, vision, strategy, and goals - have been documented as part of some
wider business strategy or enterprise planning activity that has its own lifecycle within the enterprise.
In such cases, the activity is concerned with verifying and understanding the documented business strategy
and goals, and possibly bridging between the enterprise strategy and goals on the one hand, and the
strategy and goals implicit within the current architecture reality.
3.2.7 Identify Key Considerations for Data Management
When an enterprise has chosen to undertake large-scale QlikView roll-out, it is important to understand
and address data management issues. A structured and comprehensive approach to data management
enables the effective use of data to capitalize on its competitive advantages.
Considerations include:
• A clear definition of which application components in the customer’s landscape will serve as the
system of record or reference for enterprise master data;
• Will there be an enterprise-wide standard that all application components, need to adopt?
• Clearly understand how data entities are utilized by business functions, processes, and services;
• Clearly understand how and where enterprise data entities are created, stored, transported, and
reported;
• What is the level and complexity of data transformations required to support the information
exchange needs between applications?
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• What will be the requirement for QlikView in supporting data integration with the enterprise's
customers and suppliers (e.g., use of ETL tools during the data migration, data profiling tools to
evaluate data quality, etc.)?
3.2.7.1 Templates
1. Data Source_QPM Checklist.doc
2. Data Staging_QPM Checklist.doc
3. DataModel Design _QPM Checklist.doc
3.2.8 Specify Infrastructure Requirements
The objective of this milestone is set-up the hardware Sizing requirements for deploying QlikView to your
users, together with its companion papers (QlikView Hardware Sizing, Administering a QlikView Hardware
Sizing Exercise and QlikView Hardware Sizing IV: QlikView Hardware Sizing Worksheet) it provides the
knowledge of what impacts QlikView performance and details the steps necessary to perform a hardware
sizing exercise to help answer questions such as:
• “Exactly how much of this specific dataset can I analyze on a server with these given
characteristics?”
• “How many concurrent users will this specific the server serving this specific QlikView
application support?”
• “If I want to support X number of users analyzing X amount of data from this specific
dataset what type of server will I need?”
The goal of QlikView hardware sizing is to answer these questions and more. In short it is to guarantee the
performance of a given QlikView installation by ensuring that adequate hardware resources are available to
QlikView as required by the amount of data to be analyzed, the characteristics of the data to be analyzed,
the type of analysis preformed and number of the users to be supported.
3.2.8.1 Templates
2. QlikView Sizing_checklist_.xls
3.2.9 Security Requirements
QlikView applications often contain sensitive business information that should be accessible only to
appropriate people within a company. Company performance, employee payroll, sales data, and forecast
information are examples of company information that are commonly represented within QlikView
applications. It is essential that security measures prevent unauthorized access to this information while
allowing access for those who need it. QlikView provides robust means of securing data utilizing industry
standard technologies such as encryption, access control mechanisms, and authentication methods. This
activity describes how QlikView is deployed to the enterprise maintaining the confidentiality, integrity, and
accessibility of our customer’s information.
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The purpose of this activity is to understand the requirements for various security features in QlikView,
including:
• Encryption
• Authentication
• Authorization
3.2.9.1 Templates
3.2.10 Publisher Requirements
QlikView Publisher is an add-on module to QlikView Server that provides control over the distribution of
QlikView Documents to users. It includes an automated means of loading, distributing, and securing
QlikView applications. It also allows administrators to reduce an application’s data set to a subset of data
appropriate for subsets of users. The purpose of this activity is to describe the requirements for QlikView
Publisher.
3.2.10.1 Templates
3.2.11 Identify Outline QlikView Solution Scenario’s
Prepare an outline solution to illustrate the feasibility of achieving the defined business requirements for
the QlikView project. Outline the likely nature of the solution, and provide sufficient information for the
preparation of a business case.
• Describe different solutions in how to deliver the project outcome, if any. Use a SWOT model for
each solution.
• Preferred solution
o Describe which of the alternatives to use and why this is the recommended approach.`
• Internal and external dependencies
o Specify the interfaces between this project and other projects, subprojects or assignments
run within QlikView, that will have an impact on the outcome, e.g. new SW releases or
larger change initiatives.
3.2.11.1 Templates
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4. Phase 2: Planning Phase TG 1- TG 2
This is the phase in which the project is formalized, planned and preparations for successful project
Execution and Implementation are made.
• Input
o The pre-study report, including any referenced documents
• Activities (some major):
o Formulize project goals and objectives and describe delimitations and scope, based on
requirements
o Organize the project and describe how the participants are to cooperate
o Plan and budget the project
o Risk Assessment
o Describe how the project is to be followed up and concluded, and by whom
• The purpose
o To decide on a project strategy
o To define the project goal
o To prepare the project plans in order to provide a solid foundation for successful project
Execution, Implementation and Completion
• Output
o Project plan
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o This is required to pass TG2 and move to the execution phase.
4.1 Project Management Planning
4.1.1 Update prioritize Business Requirements
In the Pre-Study Phase the requirements where in initial format on the Enterprise level. In this phase the
requirements must be (without going into much detail) further specified for specific parts of the
organization (e.g. Marketing, Finance, Sales, HR, Operations,) be checked on feasibility and must be
prioritized in line with the project goals. Business requirements define the future capabilities of QlikView to
satisfy a legitimate business needs.
QlikView Implementation success is based on a good understanding of the business users and their
requirements. The QlikView Project Team must understand the key factors driving the business to
effectively determine business requirements and translate them into design considerations.
The first step of each cycle is to identify the business objective of the portion of the QlikView Application
being elaborated.
There are three types of interviews for collecting requirements.
• Business Executive
• Business Manager and/or analyst
• Information System Data Specialist
• Preparations before starting collecting requirements
 Read company’s annual report
 Copy of internal business plan
 Website
 Marketing Material
 Begin talking with Business Users
 Once you hear consistent themes from users it’s time to sit with Data Expert and you can
match Business needs in with availability of data
 Review Interview Results
 Prepare and Publish Requirements Deliverables
4.1.1.1 Templates
4.1.2 Estimate Requirements
Developers are responsible for estimating the effort required to implement the requirements which they
will work on. Although you may fear that developers don’t have the requisite estimating skills, and this is
often true at first, the fact is that it doesn’t take long for people to get pretty good at estimating when they
know that they’re going to have to live up to those estimates.
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Smaller requirements are easier to estimate. Shall statements, such as “QlikView shall convert feet to
meters”, are an example of very small requirements. A good rule of thumb is that a requirement must be
implementable within a single iteration. Short iterations reduce the feedback cycle making it easier to stay
on track. Successful teams will deploy a working copy of their system at the end of each iteration into a
demo environment where their potential stakeholders have access to it. This provides another opportunity
for feedback, often generating new or improved requirements, and shows stakeholders that the team is
making progress and thus their money is being invested wisely.
4.1.2.1 Templates
1. Project estimation worksheet.xlsx
4.1.3 Validate Project objective and Scope
Review the latest statement of the Project Objective and Scope and ensure that it still accurately reflects
the current status and plans for the project.
• Review Project Objective and Scope
o Conduct a review of the Objective statement and Scope definition to ensure the scope
meets the business needs and all standards are met.
4.1.3.1 Templates
1. Project Plan Template Rev 1.0.dotx
4.1.4 Create Work Breakdown Structure
Based on the results of the previous phase you can draw the work breakdown structure. This is necessary to
clarify the project and its expected results.
The most useful tool for accomplishing the task of estimating is the Work Breakdown Structure (WBS). The
idea behind the WBS is simple: A complicated task is subdivided into several smaller tasks. This process can
be continued until the task can no longer be subdivided, at which time you will probably find it easier to
estimate how long each small task will take and how much it will cost to perform.
4.1.4.1 Templates
1. WBS_QPM Checklist.doc
4.1.5 Create App Work Packages
A Work Package is a set of prioritized and estimated requirements for one or more required Applications
collated by the Project Manager to pass responsibility for the execution phase formally to a member of the
Development team. Define for each App which requirements are in scope.
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4.1.5.1 Templates
4.1.6 Determine Project Approach
The purpose of the project approach is to provide an overall structure to the next phases of the project.
Once the objective and scope are decided, it is necessary to determine the approach and what activities are
required to be carried out to meet the objective. The dependencies between these activities can then be
determined, which in turn allows resources and timescales to be estimated.
This needs to be done in more detail for the next phase and on a high-level for the implementation phase.
The ideal situation is to use the process as described in the execution phase, which is to base the tasks for
this phase. This should then be customized to the particular needs of the project. Use the "Work
Breakdown Structure” and add steps and tasks.
One of the outputs of the next activity is a defined App demo date. That means you have to decide on a
cycle length. So what is a good cycle length?
Short cycles are good. They allow the enterprise to be “agile”, i.e. change direction often.
Short cycles = short feedback cycle = more frequent deliveries = more frequent customer feedback = less
time spent running in the wrong direction = learn and improve faster.
Long cycles are good too. The team gets more time to build up momentum, they get more room to recover
from problems and still make the cycle goal, you get less overhead in terms of cycle planning meetings and
demos. Generally speaking users like short cycles and developers like long cycles. So cycle length is a
compromise.
In the past we experimented a lot with this and came up with our favorite length: 3 weeks.
Most of our teams do 3 week cycle. Short enough to give us adequate corporate agility, long enough for the
team to achieve flow and recover from problems that pop up in the cycle. One thing we have concluded is:
do experiment with cycles lengths initially. Don’t waste too much time analyzing, just select a decent length
and give it a shot for a cycle or two, then change length.
4.1.6.1 Templates
4.1.7 Schedule Execution and Implementation phases
The objective is to develop an overall time schedule for the rest of project, in a way that:
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defines the overall execution and implementation approach for the project, creates a range estimate for the
target completion date, and the associated total cost of the project, identifies the major SG control points,
identifies the Customer, development and operations resources required to carry out the project, by doing
this a schedule is available to guide the rest of project phases and to use as a benchmark by which progress
on the project can be monitored and controlled.
When conflicts are apparent (usually due to compressed schedules or conflicting needs), you need to
redress priorities with the stakeholders, ensuring an agreement is reached.
4.1.7.1 Templates
4.1.8 Review and finalize Project Organization
Review the resource requirements from the next phases and update the Project Organization accordingly.
4.1.8.1 Templates
4.1.9 Assign resources to the roles and responsibilities.
Apportion the total task effort estimate to the resources. As a tip, the schedule will be much easier to
balance if the task effort estimate is apportioned entirely to the single "produce" resource. Therefore this
estimate should include time for the other "consult" and "review" resources, e.g., Business User review,
Architect review. Although this is a simplification, it is still applicable if the non-project team costs are
excluded from the plan, since the estimates are primarily for the Project Team. The "consult", "review" and
"approve" resources still need to be assigned to tasks, albeit at zero work, in order for them to be included
in the schedule.
4.1.9.1 Templates
4.1.10 Allocate Resources
Assign roles and their associated responsibility to each task for the execution phase. In order to avoid
overwhelming the plan with complexity focus on the "produce", "consult" and "review" responsibilities.
The "approve" responsibility will generally apply only to the SG. The responsibilities are defined as follows:
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Produce: to create the product of the task. Usually applies to Project Team Members like Business Analysts,
Systems Analysts and Programmers. The schedule will be simpler to balance if only a single role is assigned
per task.
Consult: provide information required to produce the task. Usually applies Architects and Key Resources.
Review: review the product for correctness, accuracy and completeness. Usually applies QA people,
Testers, Business Users and other Key Resources.
Approve: official signoff. Usually applies to the SG.
4.1.10.1 Templates
1. QlikView MS Project Template.mpp
4.1.11 Review and allocate Project Budget
Review the overall Project Budget, and make changes based on the latest Project Schedule.
4.1.11.1 Templates
1. Budget_QPM Template
2. Implementation Framework Calculator_QPM Template
3. Project estimation worksheet_QPM Template
4.1.12 Analyse Risk
Determine the risks associated with the project. Risks tend to be factors which are not within the control of
the project manager, but which could nevertheless result in the failure to achieve the project success
criteria. Risks can be categorized as:
• External Dependencies,
• Organizational,
• Planning,
• Business Case,
• Technical.
Evaluate each risk factor within these categories and determine a value. Aggregate the risk values by
category to determine low, medium and high risk areas. The real benefit of this exercise is not in
determining a numeric value, but in identifying areas of the project which are exposed to risk.
Identify the medium and high risk factors and determine appropriate countermeasures to reduce, mitigate
or eliminate the risks. Where appropriate include these countermeasures as steps and tasks in the project
and stage plans. Document the assumptions in the task descriptions and cross reference them back to the
project risk factors.
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4.1.12.1 Templates
1. QV Risk Management Kit.zip
4.1.13 Review and finalize Business Case
Update the Business Case to reflect any changes in Costs, Benefits and Risks for the project.
4.1.13.1 Templates
4.1.14 Create Project Plan
Now the major part of the project content has been defined and documented, the responsible project
manager needs to set up the Project Plan. The Project Plan provides clear information about the
arrangements made to control the project for the rest of the project life cycle. Therefore, it must be
approved by all members of the SG. For medium and large projects, collate all the elements of the Pre Study
Report, the elements and results of the planning phase into a single document for review by the SG.
4.1.14.1 Templates
4.1.15 Set-Up SG Meeting
The objective is to setup and manage an effective SG, in a way that
• ensures that all SG Members understand and accept their roles and responsibilities,
• ensures the SG provides executive direction to the project,
• ensures the SG is notified of project status and issues on a timely basis,
• enables the SG to provide guidance to the Project Manager,
• enables the Project Manager to obtain executable decisions,
• guarantees ownership of the project by the SG,
so that the project is organized for success.
The SG is the executive authority of a project. It authorizes the project to proceed, change direction or
stop. It enters in to a contract with the Project Manager through the Pre-Study and Project Plans, to
provide the executive support and resources required executing a project which will deliver the specified
products to schedule and budget. In effect, the SG acts as the project guardians, enabling the Project
Manager and Project Team to do their job protected "from the arrows of outrageous fortune".
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The SG is not expected to have a close day to day association with the project that after all is the
responsibility of the Project Manager. However, they do need to meet with the Project Manager
periodically to review the achievement of objectives, scope, schedule, budget and quality products, and to
resolve outstanding issues and change requests.
The SG should view the project as an investment intended to yield significant business benefits. Failure to
achieve those benefits reflects as much upon the control exercised by the SG as it does on the execution of
responsibilities by the Project Manager and Project Team.
Generic SG responsibilities:
• Responsible for the ultimate success or otherwise of the project.
• Approve project objective, scope, approach, functionality, quality, cost and schedule.
• Set the permitted degree of deviation from planned scope, cost and deadline before the Project
Manager is required to report exceptions to the SG.
• Ensure the project is aligned with strategic business objectives.
• Ensure the business case is viable, and remains viable.
• Provide required resources and funding.
• Resolve issues and mitigate risks in an expeditious and timely manner when escalated by the
Project Manager.
• Authorize progress to next phase.
• Authorize cancellation or suspension of the project.
• Direct their line management to actively support and participate in the project.
• Inform their line management of project status and progress.
• Attend all SG meetings.
Sponsor:
• Champion the project throughout the organization.
• Obtains resolution of major project issues through more senior management intervention.
Customer Representative(s):
• Represent the customer business areas most affected by the final results of the project.
• Authorize the allocation of appropriate and sufficient customer resources to the project team.
• Ensure the delivered system will work in the business organization.
QlikView Representative(s):
• Represent the QlikTech and QlikView technical interests of development.
• Authorize the allocation of adequate and appropriate resources to the project team.
• Ensure QlikView is implemented according best practice and in line with QlikView vision &
capabilities.
Key Activities are:
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• Determine Frequency of SG Meetings;
• Schedule SG Meetings;
• Brief SG
• Prepare for SG Meeting
• Conduct SG Meeting
• Follow-up SG Meeting
• End of phase SG Meeting
The Project Plan is the contract between the Project Manager and SG concerning the execution of the
project. Although this meeting is not intended as a detailed "line item" review, it is important that the SG
fully understand and accept this tollgate. If the SG authorizes the project to continue they must be
Topics for discussion include:
• Project objective statement
• Scope
• Requirements
• Constraints
• Project approach
• Project deliverables
• Project organization
• Resource equivalent requirements
• Project costs, benefits and viability
• Risks and issues
• Recommendations
• Project Plan
• Project schedule
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4.2 Plan QlikView Enterprise Platform
Advantages of planning a QlikView Enterprise Platform include improved decision making, improved
adaptability to changing demands or market conditions, elimination of inefficient and redundant processes
and optimization of the use of organizational assets.
The purpose of this milestone is to ensure that QlikView Enterprise Platform execution part of the project
has proper recognition and endorsement from the corporate management and the support and
commitment of the necessary IT line management.
4.2.1.1 Templates
1. QlikView Architecture Overview.pptx
4.2.2 Confirm and Elaborate Architecture Principles
Review the principles under which the QlikView architecture is to be developed. Architecture principles are
normally based on the principles developed as part of the Pre-Study phase. Ensure that the existing
definitions are current, and clarify any areas of ambiguity. Otherwise, go back to the body responsible for
architecture governance and work with them to define these essential items for the first time and secure
their endorsement by corporate management.
4.2.3 Develop Target Infrastructure Description
Develop a Target Description for the Infrastructure, to the extent necessary to support the Architecture
Vision, Target Data and Application Architecture. The scope and level of detail to be defined will depend on
the relevance of the technology elements to attaining the Target Architecture, and on whether
infrastructure descriptions exist.
4.2.3.1 Templates
1. QlikView Scalability Overview Technology White Paper.pdf
2. Diagrams - Server Scenarios.pdf
4.2.4 Define QlikView Roadmap
This helps to frame the potential growth for QlikView as well as the expectations for the investment in
resources, training, hardware and software. Following creation of a Baseline Architecture, Architecture
Vision, a QlikView Roadmap is required to prioritize activities over the coming projects and phases.
Key- Activities are:
• Define the Overall Target QlikView Architecture Value Propositions and KPIs
• Define the Future QlikView Infrastructure and possibilities for Scalability
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• Define the QlikView QlikView Data Architecture
• Define the QlikView Application Architecture
• Define the number and different types of QlikView Applications
• Produce a value proposition for each of the stakeholder groupings
• Review and agree the value propositions with the sponsors and stakeholders concerned
• Define the performance metrics and measures to be built into the enterprise architecture to meet
the business needs
• Update the business case for the architectures and changes required
• Assess the business risk
4.2.4.1 Templates
2. QlikView Roadmap Templates.xls
3. Qlikview Positioning Diagrams.xls
4.2.5 Develop Target Data Architecture Description
Develop a Target Description for the Data Architecture, to the extent necessary to support the Architecture
Vision and Target Application Architecture. The scope and level of detail to be defined will depend on the
relevance of the data elements to attaining the Target Architecture, and on whether architectural
descriptions exist. To the extent possible, identify the relevant Data Architecture building blocks.
• Coupling Business Requirements and develop a first draft of the dimensional model in
QlikView.
• This model identifies the fact table, associated dimensions, attributes, and facts.
• Identify primary/foreign key relationships
• Define aggregations that are needed.
4.2.5.1 Templates
2. QlikView Data Architectures.vsd
3. QlikView Enterprise QVD Layer.pdf
4.2.6 Define Data Staging Requirements
The data staging process has three major steps: Extraction, transformation and load. The extract process
always exposes data quality issues with operational source systems. Data quality needs to be addressed
during defining data staging requirements:
There are two staging processes:
• The initial load
• The regular incremental load
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Key Activities for defining Data Staging Requirements are:
General Data Staging Requirements
• Define Staging Procedures
• Define Extract Services
• Define Data Transformation Services
• Define Data Loading Services
• Define Data Staging Job Control Services
The data staging process has three major steps: Extraction, transformation and load
The extract process always exposes data quality issues with operational source systems. Data quality needs
to be addressed during defining data staging requirements:
4.2.6.1 Templates
1. Data Staging_QPM Checklist.doc
4.2.7 Define Data Roadmap
Following creation of a Baseline Architecture, Target Architecture, a data roadmap is required to prioritize
activities over the coming phases/projects.
This initial Data Architecture roadmap will be used as raw material to support more detailed definition the
QlikView Data Architecture.
4.2.7.1 Templates
1. QlikView Data Architectures.pdf
2. QlikView Data Architectures.vsd
4.2.8 Define Application Architectures
The objective here is to define the major kinds of QlikView application necessary to process the data and
support the business. In this phase the questions then get decomposed into business terms. From there,
the team then selects the candidate source systems from which the data model will be populated in the
Execution Phase.
It is important to note that this effort is not concerned with applications systems design. The goal is to
define what kinds of QlikView applications are relevant to the enterprise, and what those applications need
to do in order to manage data and to present information to the user.
This activity outlines several application architectures that can be deployed as part of QlikView solutions.
There are many combinations of these techniques possible, based on the requirements you and the
customer have to decide which is the most applicable. Possible Solutions are:
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• Monolithic - Single Document
• Segmented by Detail
• Segmented by Subject
• Segmented by Subject and Detail
• Data Reduced
The Best Practice document only covers some of the possible solutions. Combining these techniques can
provide high performing, massive scaling QlikView solutions. These best practices are meant to help provide
a backdrop for application architecture discussions related to enterprise deployments with QlikView.
4.2.8.1 Templates
1. QlikView Application Architectures.pdf
2. QlikView Application Architectures.vsd
4.2.9 Develop Enterprise Architecture Plans
Assess the work products that are required to be produced (and by when) against the set of business
performance requirements. This will involve ensuring that performance metrics are built into the work
products and specific performance-related work products are available.
• Identify new Architectural products that will need to be developed during the execution phase;
• Provide direction on which existing work products, will need to be changed and ensure that all
activities and dependencies on these are co-ordinated;
• Identify the impact of change on other work products and dependence on their activities;
• Based on the purpose, focus, scope, and constraints, determine which architecture deliverables
should be developed, to what level of detail, and which architecture views should be built;
• Assess the resource requirements and availability to perform the work in the timescale required;
• Estimate the resources needed, develop a roadmap and schedule for the proposed development,
and document all these in the Project Plan
• Define the performance metrics to be met during implementation by the enterprise architecture
team;
• Develop the specific enterprise architecture Communications Plan and show where, how, and
when the enterprise architects will communicate with the stakeholders, including affinity
groupings and communities, about the progress of the enterprise architecture developments
• Review and agree the plans with the sponsors, and secure formal approval of the Project Plan
under the appropriate governance procedures
• Gain sponsor's sign-off to proceed
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4.2.10 Business Transformation Risks
Identify the risks associated with the Target Architecture and assess the initial level of risk (e.g.,
catastrophic, critical, marginal, or negligible) and the potential frequency associated with it. Assign a
mitigation strategy for each risk.
4.2.11 Establish the Architecture Project
Execution of the Architecture Activities should be conducted within in line with guide of the enterprise. In
some cases, architecture projects will be stand-alone. In other cases, architectural activities will be a subset
of the activities within a larger project. In either case, architecture activity should be planned and managed
using accepted practices for the enterprise.
Conduct the necessary (enterprise-specific) procedures to secure enterprise-wide recognition of the
project, the endorsement of corporate management, and the support and commitment of the necessary
line management. Include references to other management frameworks in use within the enterprise,
explaining how this project relates to those frameworks.
4.3 Plan Application Cycle’s
The aim of this Milestone is to prepare each Application Cycle for the Execution Phase. This process can be
described with just several steps. All of them are important and in general could not be skipped.
4.3.1 Identify QlikView Users
This is the most important question. If you miss with users, you will build the wrong solution. All further
analyses will relay on defined user roles, so be very careful with this first step.
Typical questions: Who will use the QlikView Application?
4.3.2 Define Main Users Goals
Each user has specific goals. One user role will use QlikView not very frequently to solve just a few
problems, while another user role will use system about 2 hours per day and resolve many complex
problems.
Typical questions: What I (as a user ___) want to achieve with help of the system? Why user will use this
QlikView? What problems will it solve? What decisions will QlikView support?
4.3.3 Define Usage Patterns
Each user has common behavioural patterns. For example, Manager comes at work and start checking
yesterday results. Or a Sales Person will have a call with existing customer. Or Resource Manager handles
requests on additional developers for 3 projects simultaneously. All these are typical usage patterns. This is
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the best starting point for developing QlikView. You clearly see the real problems, you understand them
well, you have all you need to be creative and invent simple, effective and elegant QlikView solution.
Typical questions: What are the typical user behaviours (daily, specific situations, etc.)?
4.3.3.1 Templates
1. Reporting Scenarios.doc
4.3.4 Invent QlikView Solution to Meet Users Goals and Usage Patterns
This is just a logical continuation of previous step, but maybe the most complex step. Here you think how to
solve exact problem, discuss the solution, jump to steps 5-6, refine the solution, write down it and move to
the next usage pattern.
Typical questions: What is the best way to satisfy usage pattern?
4.3.5 Define Main Navigation Paths
This and next steps usually performed together with step 4. Usually it is hard to invent great solution
without tracking user paths and sketching some UI areas. In fact it is better to stay off UI as far as you can.
In discussions replace all phrases like “Then User clicks Leads link in the top menu and sees new leads
overview” with “Then User sees new leads overview”. Concentrate on information user need on each step,
not on links and clicks. Good navigation path looks like this:
User:
1. Search new lead %
2. See leads overview
3. See additional details for each new lead
There is no UI in the list above, just information. Typical questions:
• What functional areas/action should user execute to complete usage pattern?
• How many areas required completing user goal in specific pattern?
4.3.6 Create Prototype
Prototypes are great to have a quick look at possible users/system interaction. Dashboard sketches are
perfect. You will group around dashboard with markers in hands and discuss where to place QlikView with
great enthusiasm. Everyone can draw with a marker, but it is just not possible with computer. With marker
in hand everyone feels that s/he can improve this UI and bring in cool ideas. Here is the place where team
spirit rises! Draw UI sketch, make a photo on digital camera and put all photos in a single shared space.
4.3.7 Polish UI Elements
There is always a possibility to make things better, to improve something here and there. It is a good
attitude. You should think about UI details of most important features that will be implemented right after
the project start. But be careful; don’t spend much time on UI perfection, likely it will change during
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development anyway. And never polish UI for features that will be implemented in 2+ months ahead of
current date, with great possibility it will be a waste of time.
Typical questions: Can we improve UI to reduce clicks, provide better visibility, etc?
After all the steps above you will end up with solid understanding of future QlikView Application with the
most important features in hands and clear starting point. And yes, you may now start Execution and plan
the first iteration!
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5. Phase 3: Execution Phase TG 2- TG 3
The iterative components of QlikView Application Cycles (build, test, review, refine) begin once the project
has passed the Tollgate 2.0, and this is where decomposition and synthesis occur within the value chain
processes. And it is through these processes that the more familiar deliverables such as new QVW’s , QVD’s
data marts, performance management dashboards, reports and the like are created within the overall
architecture and that are instantiated through the infrastructure and QlikView capabilities.
Although there are clear activities and documentation for each stage, the nature of QlikView developments
means that an iterative approach is optimal.
The purpose is similar to a project methodology (to keep activities and deliverables under control
throughout the development life cycle) but with the major difference that there are usually no economic
incentives involved in a pure development methodology. The main purpose for a development
methodology is that a methodical approach to software development results in fewer defects and,
therefore, ultimately provides shorter delivery times and better value towards the customers.
The phase in which the project is executed and the outcome is prepared of handed over to the customer
and other receivers.
• Input
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o The project plan, including any referenced documents
o Activities (some major):
o Manage project team and work
o Track and communicate progress
o Manage deviations from plan
o Communicate with all level stakeholders
o Follow-up and reporting
• The purpose
o Ensure that the project is managed, performed and completed in a manner that fulflils the
organization’s and the customer’s requirements.
• Output
o Deployment plan
o This is required to pass TG3 and move to the implementation phase.
5.1 Managing the Execution Phase
Once the SG has authorized the project to proceed with the execution, it is important to make a successful
start to the work. Brief the project team on achievements to date, the more detailed plans for the current
phase, and their place within the context of the overall project. There may be new team members who
need to be briefed on all aspects of the project and existing team members may need to be brought up to
date with any changes to the overall project plan.
5.1.1 Brief the team
Brief both the project team and the key resources on the expectations for the execution phase.
Walkthrough:
• Execution objective,
• planned activities,
• Products,
• Organization, roles and responsibilities,
• Metrics,
• Project controls.
5.1.1.1 Templates
1. Project Status.pptx
5.1.2 Set Up and Maintain Administration
Set up the project administration. Electronic versions will be maintained concurrently. Establish the
Directories and create a master index.
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• Plans
 Project plan
 Schedule
• Change
 change Control Requests,
 Change Control Log.
• Issues
 Issue Log
• Risk
 Risk log
• Quality
 Quality Review Schedule,
• Status
 Status Reports
• Flash Reports
• Phase End Report(s)
5.1.3 Initiate Control Procedures
Initiate the control procedures that will be used during the execution stage and ensure that all members of
the Project Organization understand the procedures and know their individual responsibilities.
5.1.4 Set-Up Progress Control
The objective is to monitor and control progress on the project, in a way that
Collects actual work and cost performance information, collects latest estimates to completion, compares
actual performance with plan, determines the causes of the deviation, promotes re-planning, involves all
parts of the Project Organization so that the project work can be carried out as scheduled.
It is very unusual for any undertaking to go exactly to plan. Projects are no exception. By the nature of a
project, more information is being uncovered all the time which can affect the progress of the project.
It is important to monitor the degree to which the plan is being followed, and to take appropriate action if
the project is deviating significantly from the plan.
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The progress control procedures that are defined during planning phase form the basis of the progress
control during project stages. These procedures cover day to day progress tracking amongst the team, up
to SG reporting.
Checkpoints are held throughout the project at weekly intervals and provide the mechanism for monitoring
and controlling the day to day work on the project. Performance information is captured and plans are
updated prior to the Project Status meeting. This enables the meeting to concentrate on determining what
to do next.
Defining the control procedures includes the setting of tolerance levels for project performance.
Key Activities are:
• Capture Performance
• Update Schedule
• Update Costs
• Update Schedule
• Conduct Team Status Review
• Create Status Report
5.1.5 Issue Management
The Objective is to resolve issues affecting the success of the project, in a way that
Identifies issues affecting the project, assesses the extent to which issues affect the project, identifies
actions to resolve issues, involves the appropriate level of management to make decisions on issues, tracks
progress on issues, so that the project can be carried out as planned.
There will always be issues that arise during the course of a project. Some of these issues may have a
bearing on the project, and some will be of little consequence.
Issues can arise from within the Project Organization and from the environment that impacts the project.
Any issues that arise should be evaluated and dealt with as efficiently and effectively as possible. An issue
can often linger on, even after it has supposedly been resolved, so it is important to track issues to
complete resolution.
Key-Activities are:
• Identify Project Issue
o Identify and describe an issue that is thought to affect the project. Determine whether to
pursue the issue and, if any further research is required before assessing the issue, assign
someone to research the issue.
• Assess Impact of Issue
o Consider the potential impact of the issue on the project and determine how the issue
might be resolved.
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• Resolve Issue
o Determine whether to accept the recommended resolution.
5.1.6 Risk Log
Risks that impact the project schedule, cost or functionality must be documented, tracked and reviewed.
Identifying and documenting risks as the project progresses, then taking steps to resolve them before they
occur is part of a proactive risk management process. Risks based on current project circumstances are
reported at every Project Status Meeting. These risks should be evaluated periodically and plans put in
place to prevent or mitigate risks if they occur.
5.1.7 Exception Management
The objective is to take corrective action when a project is off course, in a way that minimizes impact to the
project and gains agreement from all parts of the Project Organization, so that the project can still be
successfully completed.
The Project Plan defines the project tolerances with respect to:
• Cost, schedule and quality.
Key Activities are:
• Analyze Cause of Exception Situation;
o Confirm which component of the project is out of tolerance. Ensure that the control
measuring the tolerance is functioning correctly.
• Create Exception Plan
o Review, from the Project Plan the Project Objective Statement, Measures of Project
Success and the Control Factors. They will help to focus on identifying the most effective
changes.
• Prepare for Exception Assessment
• Conduct Exception Assessment
• Follow-up Exception Assessment.
Approval for implementation is the responsibility of the SG. Although this meeting is not intended as a
detailed "line item" review, it is important that the SG approves Tollgate 3.0. If the SG authorizes to
continue they must be prepared to provide unconditional support to the Project Team.
5.2 Realize QlikView Enterprise Platform
5.2.1 Set Up QlikView Environments
Based on the results of the QlikView Hardware Sizing the required Server can be specified and ordered.
Once the Servers have been delivered the Set-Up process can start.
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• Setting up Development Environment
• Setting up Test Environment
• Setting up Production Environment
• Receive QlikView Licenses
• Install QlikView Software on different Environments
• Set Up Required Security for starting first QlikView Development activities
5.2.2 Initial Data Load
The Initial Data Load provides first data import processes to quickly migrate Source data into QlikView. This
first Data Set is used for first Development Efforts.
5.2.3 Incremental Loads
Once ready with the majority of the Execution Effort the Incremental Loads can be set-up.
5.2.3.1 Templates
1. Data Mgmt Scenarios - Binary Loads.doc
2. Incremental Load Scenarios.pdf
5.2.4 Ongoing Project Infrastructure Support
Managing the development environment is a continual process. While the basic framework for the
QlikView environment will remain the same, developers and requirements will be added or taken away and
procedures should be in place to accommodate these inevitable changes.
To identify project infrastructure support requirements, the project team reviews the environment that will
be used by the development team to identify whether new hardware or software is necessary to carry out
the execution activities. Throughout the life of the project, this team will need to monitor, manage, and
back up the database and related machine environment, as well as the QlikView servers and their
supporting systems. Desktop setup, configuration, trouble-shooting, and support will also be on going. As
team members join or leave the team, or their areas of responsibility change, it may be necessary to create
new accounts for them or to modify their machine configurations. The Activities below logically group tasks
in the Project Infrastructure Support activity. These tasks may vary from customer to customer, according
to local corporate culture and practice. Some representative tasks are suggested below:
• Provide Database Administration Support;
• Provide Server Management Support;
• Provide Network Administration Support;
• Provide Desktop Environment Support;
• Provide QlikView Application Administration Support;
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5.3 Agile App Development
During this phase multiple QlikView App’s can be developed in parallel. Applications will be build during
short cycles that allow the business to gain value in small, manageable steps instead of having to wait six to
twelve months for the first implementation (also known as the “Big Bang” approach). The purpose of this
chapter is to explain how QlikView Application cycles work, each cycle lasting three weeks average,
resulting in potentially deployable apps.
Preparations for Execution starts in Phase 1 and 2 with the Business Value, with business and data
requirements being defined first in generic terms such as “Improve Customer Retention” and then in this
phase being decomposed into questions and goals (user stories).
The structure of the cycle is thus designed to ensure that QlikView developers build the App’s that the users
really need.
During this the iterative approach, with requirements, design, prototyping, development and testing all
done multiple times within each Application cycle so that at the end of the cycle something of value gets
created. With this the users get very excited and want to move forward!
5.3.1 Build
This activity is about building the requirements for each QlikView application as defined in the Planning
phase. This includes configuring the QlikView products and the development of the QlikView application(s).
There are 3 core areas for building QlikView App’s:
• Build data reload Process
o Create incremental load script(s)
• Build data model
o Create QVD(s)
o Create UI to validate data
• Build user interface
o Create UI Tab(s)
5.3.1.1 Templates
1. Best Practices in Data Modeling.pdf
2. App Dev Workflow Scenarios.pdf
3. Effective Qlikview Design.pptx
5.3.2 Test
The goals of the testing phase are:
• Ensure validity of the connected data sources
• Ensure provided expression calculations are correct
• Confirm dashboards display the required metrics and are intuitive
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• Identify improvements in navigation and ease of use
• Test different business scenarios. Choose different user input combinations to insure that
all business cases are met.
• Confirm performance meet business requirements
• Ensure that security is correctly configured in the server environment
5.3.2.1 Templates
1. Application Review Checklist.xlsx
5.3.3 User Review and Accept
Agile is mostly about fast feedback. Feedback from customers is the most important. If you build something
with wrong methods, that’s bad. But if you build a wrong thing, that’s just terrible. Why? You will have to
throw it away later. Regular (and fast!) feedback from customer is like a sailing direction in a bay with reefs.
You constantly correct the course based on wind change and other factors. Customer is the most valuable
team member and should be treated accordingly. This approach strongly recommends having customer on-
site. While this is a great tip, it is rarely practical. Still, you have customer available remotely all the time to
answer questions and communicate about the QlikView Application. If you can’t have feedback in a
reasonable amount of time, this method will not work. You may build a technically perfect solution, but
yield zero customers satisfaction in the end. Once a first version of an application has been developed the
team prepares for a review. This is to confirm user acceptance of the look and feel of the application and
that it delivers the key capabilities.
The Application(s) to be reviewed are organized and packaged so they can be presented to the users. Key
steps are:
• The development team indicates it is ready for review. The project team must inform the project
manager when it is ready to have its work reviewed as well as what the team intends to have
reviewed.
• The project manager performs a cursory review. The first thing the project manager must do is
determine if the project team has produced work that is ready to be reviewed. The manager will
probably discuss the team’s work with the team leader and do a quick rundown of what it has
produced. The main goal is to ensure the work to be reviewed is good enough to warrant getting a
review team together.
• The project manager plans and organizes the review. The project manager must schedule a review
room, any equipment needed for the review, invite the proper people, and distribute any materials
ahead of time that are needed for the review. This includes an agenda for the review, as well as
the artifacts to be reviewed.
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• The users review the package prior to the review. This enables the users to become familiar with
the material and prepared for the review. Users should note any defects, issues, or questions
before the review takes place. During the review, they should be raising previously noted issues,
not reading the material for the first time.
• The review takes place. The best reviews are less than two hours long, so as not to overwhelm the
people involved. The entire development team should attend, or at least the people responsible
for what is being reviewed, to answer questions and to explain/clarify their work. All material
must be reviewed because it is too easy to look at something quickly and assume it is correct. The
job of the project manager is to ensure everything is looked at and everything is questioned. The
review scribe should note each defect or issue raised by the users. Note most reviews focus on the
high-priority items identified by the users. Low-priority defects are written down and handed to
the authors during the review and are not even discussed during the review. The authors then
address these less critical defects without taking up review time. At the end of the review, the
artifacts are judged, the typical outcome being one of: passed, passed with exceptions, or failed.
5.3.3.1 Templates
1. User Testing.xls
2. Application Certification Process.pdf
5.3.4 Refine
The review results are acted on. A document is produced during the review describing both the strengths
and weaknesses of the work being reviewed. This document should provide a description of any weakness,
why it is a weakness, and provide an indication of what needs to be addressed to fix the weakness. This
document is then given to the development team, so it can act on it, and to the project manager to be used
in follow-up reviews. The work is inspected again in follow-up reviews to verify the weaknesses were
addressed.
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6. Phase 4: Implementation Phase TG 3 - TG 4
During the Implementation phase the QlikView environment is rolled out to the user community. As part of
this phase, the QlikView application(s) will be put into production and the reload schedules implemented.
One major activity during this phase is the communication to users.
The phase in which the outcome of the execution phase is formally handed over to and accepted by the
customer.
• Input
o The Deployment plan, including any referenced documents
o Setting up and executing the end users training
o Setting up the and executing the support function
o Plan any pre- and post launch activities
o Plan and execute the handover
• The purpose
o Ensure that the business agreement with the customer can be ended,
o Ensure that the responsibility of the continued management of the outcome is defined
and accepted and understood by all those involved.
• Output
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o A transferring of the projects result and responsibility to the receiving organization(s).
6.1 QlikView Enterprise Platform Governance
6.1.1 Set Up QlikView Competence Center (QVCC)
Once the QlikView architecture and applications have been defined and realized, it is necessary to plan how
this will be governed through implementation. Within organizations that have established architecture
functions, there is likely to be a governance framework already in place, but specific processes,
organizations, roles, responsibilities, and measures may need to be defined on a project-by-project basis.
The QlikView CC ensures that a project transitioning into implementation also smoothly transitions into
appropriate QlikView governance.
The QVCC stands for a integrated by an mixed team from IT and business users, the QVCC centralizes
organizational knowledge and best practices to standardize, implement, and manage business intelligence
solutions in the organization. The objectives are:
• Develop and share QlikView best practices
• Ensure functionality and operation of QlikView applications
• Design and implement a common BI architecture
• Promote the use of BI throughout the organization
6.1.1.1 Templates
1. QlikView Compentency Centre.zip
6.1.2 Meta Data Management
This activity describes some techniques and best practices for managing metadata across these three
categories. There is frequent overlap between Metadata Management best practices and several other
categories of best practices, particularly in the areas of Code Management, Monitoring and Optimizations.
6.1.2.1 Templates
1. Master Metadata.zip
6.1.3 Initiate Maintenance Process
If there is a need for on-going maintenance of the final product, a maintenance process should be initiated.
If the organization does not have a maintenance process, this should be established. This should be a formal
defined process that involves business and technical staff in the identification, approval for work, carrying
out the work and quality control of work. There may be some maintenance work already identified, and this
work should go through the defined maintenance process.
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6.2 Move QlikView Applications to Production
6.2.1 Migration
This is activity describes the migration path of changes to production QlikView documents from the
developer/professional users into production. This will need to be a coordinated effort between several
people to make the process work correctly.
6.2.1.1 Templates
1. White Paper - QlikView Migration Guidelines.pdf
6.2.2 User Education
Key Activities are:
• Introductory business user education materials developed on data content, application templates,
and end user tool usage
• Beta team business representatives sign-off on introductory user education offering,
• Education delivery logistics (e.g., venue, projection capabilities, user PCs with necessary data and
application access, education materials duplication, etc.) handled
• Production users registered for education with appropriate approval from their managers if
needed.
6.2.3 Set up User Support
• Support organization in place and thoroughly trained;
• Support communication, bug report, and change request tracking procedures tested during beta
period.
6.2.3.1 Templates
1. t.b.d.
6.2.4 QlikView Support On Boarding
This activity serves as a general guide describing the QlikView support process for QlikTech customers and
indirect customers. This is a combination of the QlikTech Maintenance Policy and QlikView.com Support
section as well as general information and recommendations from QlikView Support.
6.2.4.1 Templates
1. QlikView Support OnBoarding - How to use QlikView Support - Customers.pdf
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The Project Plan is the contract between the Project Manager and SG concerning the execution of the
project. Although this meeting is not intended as a detailed "line item" review, it is important that the SG
fully understand and accept this tollgate. If the SG authorizes the project to continue they must be
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7. Phase 5: Conclusion Phase TG 4 – TG5
The phase in which experiences made in the project are documented and lessons learned transferred to the
organization. All outstanding issues are taken care of and the project is formally closed.
The objective is to formally close the project, in a way that establishes mechanisms for the continued
development or improvement of the final product of the project, improves the standard process for this
type of project, and updates the estimating model for this type of project, so that the project resources can
be re-deployed.
All good things must come to an end. Projects are designed to end at some point that is the nature of
project work. To gain maximum benefit from a project, the project should go through a formal close down.
There may be some outstanding work that needs to be carried out on the products of the project. This
work should either be canceled, or mechanisms, such as a maintenance program, or additional projects,
should be established to complete the work.
The project will have been using several lists and tracking mechanisms, such as the change request log and
the issues log. These need to be formally closed.
The members of the Project Organization will have learnt how to carry out this type of project better in the
future, and will have a better idea of how long the various activities on this type of project will take to do.
These learning’s should be captured for future use.
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There will be a lot of information generated during a project, and this will have been stored with varying
degrees of formality by the members of the Project Organization. This information needs to be formally
filed away for possible future use.
• Input
o The Deployment plan, including any referenced documents
o Give feedback to team-members and resource owners
o File project documentation
o Perform lessons learned and closing seminar
o Close project accounts
• The purpose
o Ensure that the organization will have access to and is able to learn from the experiences
made and the competence development achieved in the project.
o The returning of the resources that the project has used to the line-organization.
• Output
o A Final report
o This is required to pass TG5, officially the closing of the project.
7.1 Evaluation
Both Business and Technology members represented in the project, will execute a project evaluation. The
evaluation will be initiated by the Project Manager and Project Sponsor working closely together. They will
involve key players from the project for gathering information and execution of beneficial evaluations. In
this evaluation the quality of products, budget and planning might be reviewed.
Key Activities are:
• Application Evaluation
o Determine the overall quality of the final product and to implement a mechanism for
improving or maintaining that quality, in a way that evaluates the product against the
original objectives identifies outages in the final product determines how to address any
outages, so that the overall project objectives can be met.
• Prepare Application Evaluation
o Determine what form the final evaluation of the product should take. It could be: a
meeting, a quality review and/or a questionnaire
• Conduct Product Evaluation
 Carry out the evaluation in the chosen way. Determine if the project has been
successful in relation to the original Business Success Criteria.
• Project Process Evaluation
o Teamwork, project Management, Roles and Responsibilities, Risk Management and
Planning
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7.2 Project closure documentation
After execution of the evaluation(s), project closure documentation needs to be drawn up. This document
comprehends information about the final statistics of the project, and lessons learned. The information for
relevance to the management will be used also in the tollgate 5.0 presentation. By drawing up this
document you are building up your personal project experiences, which makes you more and more
prepared for next projects.
7.2.1.1 Templates
1. Final Report Template Rev 1.0.dotx
7.3 Financial project closure
As part of this phase it’s the responsibility of the Project manager to finalize all the financials related to this
project:
• Close QSM Project code;
• Close project accounts
• Check billing with Named Account Manager and Finance.
7.4 Tollgate 5.0 Approval - SG Meeting
Closure of the project needs to be presented to the SG. Although this meeting is not intended as a detailed
"line item" review, it is important that the SG fully understand and accept this tollgate. If the SG authorizes
the project to close they must be prepared to provide unconditional support to the Project Team.
.
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8. Roles & Responsibilities
8.1 Overview
The Roles and Responsibilities defined within QPM are the ones deemed necessary to complete a normal
QlikView project. A particular project may not include all roles described below. In such cases the reason for
not using a specific role should be documented in section 5 in the project plan. Section 5 in the project plan
is also used to define who has been given the specific roles within the specific project. Please note that for
some of the roles listed below it is of less importance which company the person works for - i.e. the Project
Manager could be someone from the customer, QT partner or QT.
8.1.1.1 Project Owner (Executive Sponsor)
This person is the customer executive with overall authority for the entire project. This person will liaise
with the steering committee and the Project Manager and is responsible for funding the project as well as
ensuring that necessary internal and external resources are allocated. This person is the chairman of the
steering committee. The project owner is normally an executive from the customer.
Other responsibilities for the Project Owner include:
 A champion for the customer’s project vision within the organization.
 Understanding executive management's strategic goals with the focus of delivering a strategy to align
QlikView Solutions with these corporate goals.
 Work across the organization to understand global requirements, focusing on incorporating
requirements that allow managers to better manage their business.
 Sign off on all project deliverables
8.1.1.2 Project Manager (PM)
The Project Manager is responsible for the overall QlikView implementation at the customer site. The
Project Manager is responsible for the planning and execution of the project and is responsible for
achieving the objectives of the project. The Project Manager is responsible for communicate and delegate
tasks as well as engage and motivate the project team. The Project Manager is to be accountable for the
success of the project to the Project Owner. The Project Manager could be someone from the customer but
could also be someone from QlikTech or QlikTech partner. Other responsibilities for the Project Manager
include:
 Responsible for achieving the project objectives
 Communicate and delegate tasks and activities
 A coordination point for design, technical, and application issues to ensure an efficient and cost-
effective approach to the QlikView implementation
 Overall project monitoring, including project progress against project and budget objectives
 Create and lead a change control to effectively manage all possible changes to the project. This
includes setting up the processes and methods for reviewing and implementing change requests to
requirements, design, documentation and training.
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 Setup and maintain issue-tracking
 Create processes and methods for gathering status reports and providing an overall project status
report.
 Prepare and maintain a project plan and design document as on-going tools to be utilized
throughout the implementation
 Ensuring proper training of all project personnel and end users
8.1.1.3 QlikView Developer (QD)
The QlikView Developer is responsible for developing and documenting the QlikView solution (application)
according to the specified requirements. Normally this person also writes the documentation of the
developed solution. He will also assist in the preparation phase by answering questions and give
recommendations. This role is normally covered by someone from a QlikTech partner or someone from
QlikTech but could also be someone from the customer’s staff. This person is normally also responsible for
installing the QlikView software (QlikView Enterprise, Professional, Analyzer and/or QlikView Server)
8.1.1.4 QlikView Expert (QE)
The QlikView Expert is responsible for the technical design of the QlikView solution (application). This
person is normally working for QlikTech or a QlikTech partner and have years of experience developing and
implementing QlikView solutions. For some projects this could be the same person as the QlikView
Developer.
Specific responsibilities include:
 Determine optimum design for the QlikView solution
 Review of all application developments
 Give assistance in the more complex areas of the implementation
 Transfer knowledge to the Customer
 Assist the Project Manager in preparing and maintaining a project plan and design documents
8.1.1.5 Technical Specialist (TE)
This resource is the technical experts for the project. Normally this person works for QlikTech or a QlikTech
partner.
Specific responsibilities include:
 Knowledge about Active Directory and Network Security
 QlikView Publisher Installation
 Technical project planning
 Transfer knowledge to Customer IT team
8.1.1.6 Network Administrator (NA)
The Network Administrator is responsible for the configuration and maintenance of the customer’s
network. The QlikView Developer will work with this person to ensure network passwords and connectivity
is working properly.
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8.1.1.7 System Administrator (SA)
The System Administrator is responsible for hardware, operating systems and job schedules. The QlikView
Developer will work with this person to ensure that ODBC and/or OLEDB connectivity exists between
QlikView hardware environment (server and customer) and the underlying database systems. This person
will also provide the necessary user ids and passwords for connectivity to these systems if the network
administrator has not already done this.
The System Administrator is also responsible for configuration and maintenance of the customer’s database
systems. The QlikView Developer will work with this person while developing the QlikView load script. In
some cases this role is filled by a database administrator
8.1.1.8 Business Analyst (BA)
The Business Analyst is someone who works outside of the customer’s IT organization to provide business
reporting to the necessary people within the organization. This person often works closely with the IT
organization to translate the business reporting/analysis requirements into systems requirements.
8.1.1.9 QlikView Trainer (QVT)
The QlikView Trainer is responsible for training the customer’s employees
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