February 25, 2016
Dr. Werner Hopf
Big Data, while still in its relative early stages as a trend in the Oil and Gas industry, is forcing midstream organizations to evaluate how best to handle it now and in the future. At the same time, the industry is realizing the current industry climate, while challenging, is allowing for a period of strategic transformations. Organizations must take control of unsustainable database growth and other difficulties presented by Big Data, however, if they want to be able to respond quickly to changing market conditions. Rather than letting too much data become an expensive and time consuming problem that prevents necessary corporate transformations, organizations should ensure that they are taking the proper steps towards successfully managing data now and in the future.
Find out what Dr. Hopf says about how companies can:
- Identify Legacy Data and Move it to Less Costly Storage
- Consolidate Redundant Systems to Prepare for the Future
- Lose the Manual Processes
Read online at Oil + Gas Monitor.
Kraft, one of North America’s largest consumer packaged food and beverage companies, needed a data archiving solution to keep its large and fast-growing database in check. The company wanted, as much as possible, to use the same solution and approach for archiving data for its grocery and confectionary divisions even though each division had different business processes and data volumes. This approach became even more important in 2012 when the company decided to split the two divisions into separate companies.
Kraft needed to complete the spin off within a one year timeline. It needed a solution to:
- Archive key data in preparation for system split
- Automate the manual data archiving tasks
- Improve retrieval of archived data to facilitate audits
As part of the spin off, each company would assume different tax reporting responsibilities, so access to archived data needed to comply with each business’ fiscal requirements. The company also wanted to ensure that archiving continued during this busy period so it could to maintain SAP system performance, but it wanted to automate archiving so key business and IT resources would be free for other, more pressing tasks.
Kraft worked with Dolphin to create flexible archiving strategy that would meet the needs of both divisions pre-spin off and facilitate the division of data while keeping the company’s SAP systems performing at optimal levels throughout the corporate transformation. The solution included:
- Implementation of standard SAP archive objects: 20 ECC, 5 Plant Maintenance, and 30 BI
- Separation of archived financial data according to fiscal reporting requirements
- Automation of archive tasks using Archive Sessions Cockpit
- Improved retrieval of archive data for audits using 9 PBS Archive Add-on Modules
During the system split period, the Dolphin Archive Migration Tool to securely migrate unstructured documents from source to target systems, as needed. Dolphin also archived the company’s legacy Plant Maintenance modules, so that the company could upgrade its SAP systems.
With Dolphin’s archiving solution in place, Kraft realized faster system performance and faster back up, upgrade, and recovery times. Key accomplishments include:
- Ability to quickly separate data according to spin off terms
- Reduced 32TB down to 10GB of ECC data and online data residency periods to 6 months
- Reduced cost of hosted data storage service based on newly reduced data volume
- Increased efficiency of business and IT staff through automation of archiving tasks
The company continues to monitor its data growth and implement new archiving objects as needed to continuously improve system performance.
Watch the Kraft Evolution of Archiving Webcast
The explosion of Big Data is a major reason why, despite faster technology and lower hardware costs, IT budgets are actually rising. With more than 20 years of data volume management experience in SAP systems, Dolphin has the expertise that companies need to manage the problems of Big Data.
Dr. Werner Hopf
The problems of Big Data are difficult enough to overcome on a daily basis but many midstream organizations that underwent a merger, acquisition or divestiture during the modern big data boom actually found these headaches multiplied. What’s a chief information officer to do? Here are three missteps to avoid when considering a corporate transformation.
DataInformed, August 2015
Dr. Werner Hopf
Pick up the business section of The New York Times, The Wall Street Journal, or USA Today and what do you see? It’s hard to go more than a day without spotting a news item about a company merger, acquisition, or business unit divestiture. All three are typically viewed as favorable strategies for achieving growth and improved profitability, but in today’s age of big data, executives have a lot more to worry about than final regulatory approval.
Managing the transfer of intellectual property (IP), where much of the value of a deal may be derived, has always been a concern. Now, with the ubiquity of big data and the rise in cloud computing, this concern is greater than ever. Each business transaction carries its own challenges and requirements to meet the desired outcome, but there are important steps that can be taken for mergers, acquisitions, and divestitures that will help to ensure that the big data changing hands does not turn in to a big problem.
Read more of the article on DataInformed.com
Learn how to solve decommissioning problems with simple, fast and cost-effective solutions that…
- Are designed for SAP and non-SAP systems
- Leverage SAP and provide simple access with minimal resource requirements
- Deliver fast project completion
- Encompass data and documents
- Create real Value on Investment (VOI)
CIO, July 2014
Experts in ERP and change management share their tips on how to choose and deploy an ERP system to maximize your monetary and time investment. Plus steps you can take to improve the chances of workers will actually use the software.
Deploying an enterprise resource planning (ERP) system is an expensive proposition, not just in terms of licensing dollars (SLA) and maintenance, but in terms of dedicated resources and time. And yet all too often, organizations, dazzled by vendor promises and hype — Deploy our ERP software and your manufacturing business will instantly run smoother and increase profits! — fail to come up with a viable long-term (or even short-term) roadmap.
Make a clear and extensive list of requirements before you start looking at vendors
“Begin by carefully defining the scope of your project,” says Ed Talerico, director, Industry & Solution Strategy, Infor, a provider of enterprise applications. “Focus on specific business processes and system requirements. The more specific you can be upfront, the more detailed your vendors can be in their proposals.”
“If you get one thing right, make it the up-front requirements gathering process,” says Brian Shannon, principal business process management architect, Dolphin Enterprise Solutions. “Few things derail project budgets and timelines as the ‘assumptive’ or absent requirements.” So make sure you engage with end users, IT and senior management.
“Too often, people select an ERP system based on factors such as price, current technology buzz or the system that is the flashiest,” adds Fresca. “But without a good fit, companies are left with expensive customization and bolted together solutions,” she notes. The solution: “Find an ERP system that is industry-specific, with tools and features designed to solve your business requirements. The ROI and long-term benefits of a good fitting system are extensive.”
To read the full article on CIO.com click here.