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Claudia Imhoff Intelligent Solutions, Inc. October 18, 2011
President and Founder, Intelligent Solutions, Inc.
Practice Principal, Enterprise Information Solutions, HP
• BICC Introduction • Organization of the BICC • Getting Started
Traditional Approach to BI Projects • Assemble a team of developers • Build a data warehouse or data mart for specific project. department. or function • Buy reporting or multidimensional tool to use • Disassemble the team upon project’s completion • What’s wrong with this? 5 .
inconsistencies.Traditional Approach to BI Projects • Each project re-invents the wheel • • • • Duplicate ETL and data quality processing Duplicate requirements gathering Duplicate data storage Redundant access and development tools • Lessons learned in one project are not shared • • • • • • Intricacies of integration and data quality lost Tool expertise not shared Leads to short cuts. incompatibility Causes silo’d and incompatible BI systems throughout Wasted efforts to “reconcile” differences High development costs for BI environment 6 .
Strategic Approach is Needed • Convert to a program – not project – mentality • Create dedicated groups • BICC for getting data in and getting information out • Manage BI projects. technologies in coordinated fashion • Centers become repositories of BI-related: • • • • Skills Best practices Application standards Processes • Promotes sharing of BI resources in enterprise • Maximize your investments! 7 . people.
all have the goals of: • Creating an integrated.What are Competency Centers? • A permanent. cross-functional team that • Enables enterprise to coordinate & complement all BI projects • Ensures BI environment is optimally constructed. enterprise-wide BI environment • To deliver analytics and analytic results to business communities 8 . and used throughout the enterprise • No matter what you call them. performing.
Agenda • BICC Introduction • Organization of the BICC • Getting Started 9 .
Inc. and BI Research 10 .BI Architecture Governance Infrastructure Management Tactical BI BI Delivery Workbench Center of Excellence Operational BI Operational Data Store Internal Data Data Warehouse Data Integration and Aggregation Metadata External Data Operational Data Data Marts Strategic BI Quality Management Application Management Metadata Management Courtesy of Intelligent Solutions.
BICC Consists of Two Halves Integration Availability Quality Getting Information Out Getting Data In Capability Usability Security 11 .
BICC: Getting Data In Integration Availability Quality Getting Information Out Getting Data In Capability Usability Security 12 .
and BI Research 13 .BICC: Getting Data In Tactical BI Operational BI Operational Data Store Internal Data Data Warehouse Data Integration and Aggregation Metadata External Data Operational Data Strategic BI Courtesy of Intelligent Solutions. Inc.
BICC: GDI – Primary Role • Focuses on technical issues of data integration and data quality • Develops standard BI and data management systems • Ensures that high quality detailed data is available • Validates quality expectations and data with business users • Proliferates specialized skills. processes and technology for complete data integration • Permits quick ramp up • Is more cost efficient • Maintains data integration and data quality expertise 14 .
BICC: GDI – Key Technological Features • High Performance • Data must be loaded efficiently and in a timely manner • Data must then be further processed for data delivery process • Particularly important for right time BI • High Reliability • Integration processes must not fail • High Flexibility • Changes always occur and GDI technology must accommodate an evershifting environment 15 .
BICC: GDI – Key Technological Features • High Scalability • Increasing data volumes may become a barrier to BI otherwise • Low Maintenance • Easy to use integration tools • Easy to learn • Good technical metadata 16 .
BICC: GDI – Best Practices • Create one centrally located GDI team • Generally located within IT department • Ensures operational systems expertise and sharing of knowledge • Establish culture of reuse • Reuse data mappings to operational systems • Reuse ETL code • Reuse enterprise data model for each subject area • Develop data quality expertise • Consistent quality processes and responses • Reuse of data quality technology 17 .
broker. EII) Data quality (profiling.BICC: GDI – Best Practices • Determine standard set of data integration and data quality technologies • • • • Middleware (e.. file transfer. standardization) Best of breed or full service vendor… – Establish technical meta data repository • Ensure its accuracy • Ensure its availability to GIO Center and business users • Develop mechanisms to handle emergency situations • Develop process to handle accelerated requirements • Develop process to handle an “end run” from GIO team 18 .g. cleansing.. ETL.g. gateway) Data integration (e.
BICC: Getting Information Out Half Integration Availability Quality Getting Information Out Getting Data In Capability Usability Security 19 .
and BI Research 20 . Inc.BICC: Getting Information Out Tactical BI BI Delivery Workbench Operational BI Operational Data Store Data Warehouse Data Integration and Aggregation Metadata Data Marts Strategic BI Courtesy of Intelligent Solutions.
dashboards. other data delivery mechanisms (portals) • Ensure that new data requirements are communicated back to the GDI team • Communicate any data quality problems to GDI team and business community • Develop experts within business units for gathering and delivering BI needs and requirements 21 .BICC: GIO – Primary Role • Act as a bridge between business community using BI and IT developers creating the GIO environment • Focus on understanding business needs & collaboration • Translate them into specifications for reports.
operational data. locations. reports. etc. applications. • Seamless interface • Be able to integrate with BI.BICC: GIO – Key Technological Features • Flexibility • Presentation of analytic results must accommodate multiple skill sets. and external data • BI architecture fades into the background • Easy to use • Can easily move from activity to activity • Results from one activity feed into next step in process 22 . technologies • Easily incorporates new data.
BICC: GIO – Best Practices • Establish expertise in business access to BI environment • Mobile workers? • Virtual Workers? • High level execs or hands on. detailed analysts? • Maintain expertise about business community’s usage patterns and procedures • Ensure data security / privacy • Determine standard set of data access technologies • • • • Reporting and querying OLAP Mining Exploration 23 .
BICC: GIO – Best Practices • Can have more than one GIO team • Set up LOB GIO teams to be assigned to and respond to specific functional or departmental needs • Coordinate these teams via program management • Establish culture of reuse • Reuse standard reports and report formats • Reuse data mart data views and dimensions • Establish business meta data repository (may be in same repository as GDI team’s) • Ensure its accuracy • Ensure its availability to GDI team & business users 24 .
BICC: GIO – Best Practices • Communicate what is needed (requirements-wise) to GDI team • Establish formalized. please! • Determine mitigating processes – handling exceptions • Create mechanisms to handle data quality and reconciliation issues 25 . efficient ways to share information • Establish issues resolution mechanisms • Determine “right time” data needs – precisely • Determine action if data is not immediately available • No end runs back to operational systems.
Agenda • BICC Introduction • Organization of the BICC • Getting Started 26 .
ROI • Need for executive sponsorship • Need for collaboration between business units.Getting Started • Educating need for BICC • What is its purpose? • What are its roles and responsibilities? • How will it change the organization and BI processes? • Communicate the challenges. benefits. and show tangible and intangible benefits • Get funding for the program • Funding for program management function • Funding for first BICC project 27 . between executives and lower level employees • Need to reduce costs. between IT and business.
business – and share it throughout the enterprise • Reduce cost of overall environment • Improve utilization of BI throughout enterprise 28 .BICC Benefits • Increase likelihood of successful projects – or reduce risk of failure • Not only preserve but exploit technological investments • Better understand and support business community’s BI needs • Hang on to BI expertise – concepts. technological.
BICC Organization: If You Have Strong Centralization • BICC responsible for all BI-related activities • • • • • • Program and project management Technology selection Data integration and quality processing Business requirements gathering BI applications Maintenance and future enhancements 29 .
BICC Organization: If You Have Strong Decentralization • BICC responsible for limited activities • Project plan templates • Standards for: – Nomenclature – Data models (entities and attributes) – ETL programming • May supply: – Resources for specialized skills – Program coordination – Data stewardship coordination Note: You may have a combination of both types… 30 .
• • • • Greater executive support is needed Greater resistance should be anticipated Communications becomes more critical Conformity is more likely to occur 31 .Authority Suggest Dictate • As the authority level increases.
• Expertise requirements increase • Training skills become more critical 32 . • BICC staffing level becomes more critical • BICC work may become critical path – As consulting role increases.Role Consult Perform • As the participation role increases.
and BICC must support business priorities 33 .10 Mistakes • Mistake 1: Failing to Establish Authority and Governance • Renders BICC rudderless and ineffective • Need a cross-functional body with executive-level membership • Mistake 2: Failing To Define a Clear BICC Charter • Given BICC variations. drivers. & goals provide context for BI. you get turf wars or “under-laps” – Mistake 3: Lack of Business Alignment • Technical issues are frequently visible so BICC must be careful to avoid focusing on these solely • Business strategies. need clear charter & mission explicitly describing what BICC will (& will not) do • Without these.
business becomes frustrated with lack of progress • BICC will be viewed as obstacle to be avoided 34 .10 Mistakes • Mistake 4: Ignoring the Enterprise’s Culture • Consider existing levels of cooperation between business units. gaps in activities. and not living up to its billing • Mistake 6: Inappropriate Staffing Skills & Resources • If BICC is understaffed or staffed with inexperienced resources. chaotic. and strength of governance committee • Mistake 5: Unclear Roles and Responsibilities • Creates potential for redundant roles. historic technology funding / cost allocation methods. relationships between IT and business. and frustrated personnel • Worse it may be perceived that BICC is inefficient.
more potential for differing standards. underlapping) processes 35 . BICC team members are not aware of satisfaction levels. and over-lapping (or worse. conflicting definitions.10 Mistakes • Mistake 7: Inadequate Communications • Without these interactions. strengths and weaknesses of existing environment. and benefits being received • Mistake 8: Failing to Publicize and Promote Best Practices and Procedures • More people involved. lack of documentation.
and may requires redundant data marts • Mistake 10: No Emergency or Appeal • Will be situations when business must have data. analytic. or application created unexpectedly • If BICC refuses to consider request or deal with emergency. then business will find another way like an end-run around BICC 36 . increases software licensing costs. requires additional training courses. report.10 Mistakes • Mistake 9: Lack of Technology Control • Lack of tool standards limits portability of applications & people. limits collaboration.
All Rights Reserved 37 .Thank you! Claudia Imhoff Intelligent Solutions Copyright © 2011.. Intelligent Solutions. Inc.
Payback in 20 months Cost savings: – – – • • $1.HP ENTERPRISE INFORMATION SOLUTIONS CUSTOMER SOLUTIONS Blue Cross Blue Shield of Kansas City • • Approach Develop enterprise information roadmap Establish a Center of Excellence: – – Customer problem • IT and business in one organization Governance and data stewardship Respond to growing competitive pressure from national rivals Reduce medical and administrative costs Implement an integrated enterprise data warehouse • • • • • Build integrated EDW Results Enable critical health management program Major improvements in patient care ROI of 332%.4M medical $980K outsourcing $90K gross margin • 38 ©2011 HP Confidential Laureate for the 2011 Computerworld Honors Program .
backroom. salesfloor and frontend Improve ability to monitor and manage thousands of stores • • Build rich interactive dashboards and provide ad-hoc reporting capability • Create summary reports and detail store level report • Results Reduced scorecard and dashboard development and implementation time from 11 months to 3 months Improved efficiency gains across the BI portfolio and better coordination between IT and Business Organization wide intelligence Unified analysis platform Lower IT support costs • Eliminate non-compliancy by providing detailed coverage information and actual-to-plan scheduling performance • 39 ©2011 HP Confidential • • • .HP ENTERPRISE INFORMATION SOLUTIONS CUSTOMER SOLUTIONS National Retailer • • Approach BI strategic roadmap for supplying specific business value Customer problem • BICC for growing analytical capabilities of business users Speed development of BI scorecards and dashboards inventory.
com .Contacting Speakers • If you have further questions or comments: Claudia Imhoff firstname.lastname@example.org@hp.com Christopher Carney christopher.
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