- SAP has told customers that they must use BW as a BI solution for HANA.
- How accurate is SAP on this topic?
SAP has been communicating to customers that they should buy BW4HANA for BI under the premise that SAP is not designed to integrate well with 3rd party solutions.
- Using BW means very serious productivity issues long term.
- BW is not effective where it is implemented.
- The idea that an RDBMS can’t connect effectively to anything but a specific BI tool is very odd. This brings up the question of what is an RDBMS. Overall, this topic needs to be analyzed. This is not to say it is not more difficult, but adapters can be written to any database.
This is pointed out in the following quote.
“HANA is widely SQL92 compliant, CDS views are an extension of SQL92. It may be an issue that third party BI vendors do not yet invest in HANA extensions and optimizations. Anyway, there is no CDS view that can only exist in S/4 or BW/4HANA. In the end it are native database artifacts that can be created via DDL statement.” – Dr. Rolf Paulsen
SAP’s arguments are based upon integration and the logic that customers must use what they provide. That says nothing about what is actually effective or good.
Search Our Other HANA Content
Financial Bias Disclosure
Neither this article nor any other article on the Brightwork website is paid for by a software vendor, including Oracle, SAP or their competitors. As part of our commitment to publishing independent, unbiased research; no paid media placements, commissions or incentives of any nature are allowed.
The Risk Estimation Book
Better Managing Software Risk
The software implementation is risky business and success is not a certainty. But you can reduce risk with the strategies in this book. Undertaking software selection and implementation without approximating the project’s risk is a poor way to make decisions about either projects or software. But that’s the way many companies do business, even though 50 percent of IT implementations are deemed failures.
Finding What Works and What Doesn’t
In this book, you will review the strategies commonly used by most companies for mitigating software project risk–and learn why these plans don’t work–and then acquire practical and realistic strategies that will help you to maximize success on your software implementation.
Chapter 1: Introduction
Chapter 2: Enterprise Software Risk Management
Chapter 3: The Basics of Enterprise Software Risk Management
Chapter 4: Understanding the Enterprise Software Market
Chapter 5: Software Sell-ability versus Implementability
Chapter 6: Selecting the Right IT Consultant
Chapter 7: How to Use the Reports of Analysts Like Gartner
Chapter 8: How to Interpret Vendor-Provided Information to Reduce Project Risk
Chapter 9: Evaluating Implementation Preparedness
Chapter 10: Using TCO for Decision Making
Chapter 11: The Software Decisions’ Risk Component Model