ETIS Business Intelligence & Data Warehousing Working Group, Athens 1

BI GOVERNANCE MODELS & STRATEGIES
April 15, 2010 David M. Walker Data Management & Warehousing

Straw Poll – What can you do?
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Is your BI programme allowed to define organisational structures outside the company programme and project norms?   Does your IT organisation have an effective change management process?   Are your business users really ready and prepared to change their working practices in order to adopt BI and facilitate its production?
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ETIS Business Intelligence & Data Warehousing Working Group, Athens

April 15, 2010

What is governance?
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BI governance, like other governance subjects, is the responsibility of the board and executives. It is not an isolated discipline or activity, but rather is integral to IT and enterprise governance. It consists of the leadership and organizational structures and processes that ensure that the enterprise’s BI solution sustains and extends the enterprise’s strategies and objectives. Critical to the success of these structures and processes is effective communication among all parties based on constructive relationships, a common language and a shared commitment to addressing the issues.
April 15, 2010

Derived from “Board Briefing On Governance” by the IT Governance Institute (http://www.isaca.org)

ETIS Business Intelligence & Data Warehousing Working Group, Athens

BI Governance Framework
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Provide Direction Set Objectives
• BI is aligned with the business • BI enables the business and maximises benefits • BI resources are used responsibly • BI related risks are managed responsibly

BI Activities
• Increase automation in the delivery of information (make the business effective) • Decrease cost of providing information (make the enterprise efficient) • Manage risks (security, reliability and compliance)

Compare

Measure Performance
Derived from “Board Briefing On Governance” by the IT Governance Institute (http://www.isaca.org)

ETIS Business Intelligence & Data Warehousing Working Group, Athens

April 15, 2010

Components of Governance
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Executive Programme Project Process
Data Model User Forums

Steering Committee

Programme Management

Certification Committees

Exploitation Teams

Project Management

Implementation Teams

Data Quality

Data Warehouse Development

Data Lifecycle

Data Security

ETIS Business Intelligence & Data Warehousing Working Group, Athens

April 15, 2010

Executive
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 

Steering Committee
The steering committee ensures that the BI development is aligned with the business objectives.   Monitoring ensures that the programme is delivering the right projects at the right time and at fair value.   By setting the principles and policies the steering committee can control the direction that the development goes in and maintains an enterprise wide business perspective for the data warehouse.   The steering committee is also the centre of communication. It takes input from the user forums and the certification committee as to what is needed. In return the committee manages the expectations of both the business and IT departments as to what is possible.
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ETIS Business Intelligence & Data Warehousing Working Group, Athens

April 15, 2010

Programme
7  

Programme Management
 

Programme management is the co-ordinated management of a portfolio of projects to achieve a set of business objectives. It delivers the co-ordinated support, planning, prioritisation and monitoring of projects to meet changing business needs. To achieve the business objectives the programme manager defines a series of projects with quantifiable benefits that together will meet the long-term objectives of the organisation. The programme needs a number of user forums that involve end users, subject matter specialists and staff from the exploitation teams. These forums are useful to allow various teams to express their issues and aspirations for the system A number of groups within the organisation will also assess the data warehouse to ensure that it is fit for purpose. These groups can either be consulted individually or brought together as a committee to advise the programme. Examples: Audit, Regulatory & Compliance, IT Strategy & Architecture, Security

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User Forums
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Certification Committee
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ETIS Business Intelligence & Data Warehousing Working Group, Athens

April 15, 2010

Project
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Project Management
 

The project management takes responsibility for the delivery of an individual project within the scope of the programme The implementation teams are the group of people that will develop, deploy and maintain the system. Typical roles for the teams will include: Technical Architect, Data Modeler, Metadata Administrator, ETL Developers, Front End Tool/Report Developer, Systems Database & Network Administrators The exploitation team are focused on ensuring that the business is extracting the most value from the solution. Exploitation teams work on the current version of the system to help the business use the current system and develop new requirements to exploit the system further. Typical roles for the teams will include: Business Analysts, Business Requirements Specialist, Technical Author/Documentation Specialist, Trainer, End User Support Specialist, Communications Specialist, etc.
April 15, 2010

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Implementation Team
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Exploitation Team
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ETIS Business Intelligence & Data Warehousing Working Group, Athens

Processes
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Data Model
 

Data Quality
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The use of uniform techniques for data capture, preventing duplication of data and greater consistency in the Transactional Repository. Ensure that best practice Data Modelling patterns are followed, and that the Data Model is extensible and maintainable Improved ad-hoc query performance for the users of the system, allowing for closer to speed of thought analysis. Improved performance for inbound and outbound data loading from Source Systems, through Staging and the Transactional Repository, and into the Data Marts. Lower costs of development and maintenance, through a more robust model and a standardised approach to change. Consistent answers to User queries, and making misinterpretation of results more difficult.

Methodical investigation into Data Quality, maximising the likelihood of discovering Issues before they become mission critical. Standardised measurement of Data Quality ensuring better understanding of the scale of the overall problem, and giving visibility to the decision making process. Standardised Processes to help in the timely resolution of Data Quality Issues

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ETIS Business Intelligence & Data Warehousing Working Group, Athens

April 15, 2010

Processes
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Data Lifecycle
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Data Security
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Considered in terms of
           

Capacity Performance Historical Reporting Regulation Archive Backup and Restoration

Considered in terms of   Architecture   Data Lifecycle   Business Unit Requirements   Compliance   Company Policy   Business Intelligence Personnel   Business Intelligence Mission

ETIS Business Intelligence & Data Warehousing Working Group, Athens

April 15, 2010

Processes
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Data Warehouse Development

Data Warehouse Development
 

Requirements   Enhancements   Issues   Change
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ETL
  Analysis,

Design, Build Design, Build

 

Reporting
  Analysis,

  Sources   Outputs

Testing   Implementation   Training
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April 15, 2010

ETIS Business Intelligence & Data Warehousing Working Group, Athens

Fitting it together
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 

Understand what is required
  Executive,

Programme, Project, Processes

 

Understand who is required
  Roles

and Responsibilities derived from above

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Understand what is achievable
  The

answers to the straw poll will guide you

 

Put them all together in an organisational framework
ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010

Creating a successful framework
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 

Whatever governance model is selected for an organisation it has to deliver certain key factors:
  It

has to be institutional
governance model must be part of the organisational structure of the business priorities and outcomes as a result need to be acknowledged, accepted and respected providing a vision, roadmap, strategy and clear communication about what BI can give the business
April 15, 2010

  The

  It

has to act by consent has to promote the adoption of BI as a business tool

  Strategies,

  It

  By

ETIS Business Intelligence & Data Warehousing Working Group, Athens

Organisational Models
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 

IT Owned Programme
  IT

acts as a service provider to business   Most commonly used organisational model
 

Federated Team
  IT

& Business Units create teams   Focused on value delivery for the business units
 

Business Intelligence Competency Centre (BICC)
  Joint

venture between business and IT   One department that represents Business Intelligence
ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010

IT Owned Programme
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Pros

Cons

Understand the technologies   Independent arbitrator between business units
 

Can be disconnected from business priorities   Can struggle to get funding from the business   Only works where IT is respected
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April 15, 2010

ETIS Business Intelligence & Data Warehousing Working Group, Athens

Successful Governance – IT Owned
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 

Global Banking
  Key

Roles

  CIO

who understands ‘Agile’ methodologies   BI Manager and business analyst team leaders that understand exactly what is needed
  Major
  BI

Outcomes

is highly responsive to business needs   Change & re-factoring are a way of life

ETIS Business Intelligence & Data Warehousing Working Group, Athens

April 15, 2010

Federated
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Pros

Cons

Very close to the business   Delivery fit-forpurpose   Can be virtualised
 

Can lack an overall architecture   Can result in duplication
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ETIS Business Intelligence & Data Warehousing Working Group, Athens

April 15, 2010

Successful Governance - Federated
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 

Global Manufacturer
  Key

Roles

  CEO

aligns entire business along well defined business processes and appoints process owners   CIO aligns entire IT organisation to the processes
  Major
  Tight

Outcomes

alignment and integration of Business Process, Operational & BI systems   Each process has BI systems that exactly meet their needs   No global data warehouse
ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010

BICC
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Pros

Cons

Close to the business   Cohesive technical architecture   Can be virtualised
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Can be difficult to set up in some companies   Can become detached from IT and the Business   Virtual teams often drift apart
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April 15, 2010

ETIS Business Intelligence & Data Warehousing Working Group, Athens

Successful Governance - BICC
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 

European Retailer
  Key
  IT   BI

Roles
run by Chief Technology Officer (CTO)
 

Controls all operational systems Controls all BI systems

run by Chief Information Office (CIO)
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  Major
  A

Outcomes

BICC run at the executive level   Every business function engaged and committed to using BI

ETIS Business Intelligence & Data Warehousing Working Group, Athens

April 15, 2010

Governance Deployment
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 

Develop the vision, strategy and priorities for business intelligence

 

Establish the organisational framework that
  Will

work within your organisation   Is cost-effective in delivering business intelligence   Makes effective use of the policy and procedures   Can resource the roles and responsibilities   Does not become an end unto itself

ETIS Business Intelligence & Data Warehousing Working Group, Athens

April 15, 2010

Maintaining Governance
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 

Once deployed governance must
  Manage

the on-going development for on-time on budget development   Ensure that there is sufficient on-going funding   Deliver value for money   Adapt to change in the business priorities and the organisational structure   Evolve in such a way as to always be an invisible support rather than a visible obstruction
ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010

Finally remember …
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Good governance is about creating an environment that delivers value-for-money solutions that meet the business need.   Developing documentation, processes and formality without a positive organizational culture where understanding, discipline and skill are regarded as virtues in teams that have leaders with strong technical skills, initiative, communications skills and personal authority will not deliver the required value.
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ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010