Bi ecm a_shotgun_wedding

BI & ECM  A Shotgun Marriage?"Independent. Detailed. Practical. Speciﬁc advice. Best-practice approaches. The Real Story.! Alan Pelz-Sharpe! Twitter: @realstorygroup ! aps@realstorygroup.com !

Real Story Group: IntroductionAnalyze strengthsand weaknessesof the tools....andvendorsAdvise on successfultechnology selection Buyer s Advocate, IndependentCopyright © 2011 Real Story Group www.realstorygroup.com

Why Measure •  We need to control our business - otherwise our business will control us •  The only way we can control our business is to adjust our operations to meet pre-determined standards - the basis of the standards and means of control is business information •  Hence to be able to control an organisation one needs information regarding performance standards and actual performance •  Having the correct information (data) is essential to measure performance and expectations accuratelyCopyright © 2011 Real Story Group www.realstorygroup.com

Why Measure? cont •  Managers within the business need to decide on: –  What information they will need –  How they will gather that information –  How they will use the information –  How they will respond to the information •  To repeat - having the right information is essential, therefore managers will have to decide on which (to use): –  Standards –  Measurements –  Metrics •  Measuring business performance is the key to controlling productivity, efficiency and profitabilityCopyright © 2011 Real Story Group www.realstorygroup.com

Measure to…. •  Find out how you are using your resources (effectively or not?) •  Monitor Trends •  Find out the causes of errors and ongoing problems •  Identify areas for improvement •  Monitor progress •  Provide information to set realistic goalsCopyright © 2011 Real Story Group www.realstorygroup.com

Feed-Forward •  Controls that attempt to identify and prevent problems before they occur –  Sometimes known as Preventative Controls •  Focuses on the resources that come into the organization: Human, Data, Financial etc •  For example: Scanning documents correctly at source and extracting data from the scanned image - will likely prevent many more complex issues down the lineCopyright © 2011 Real Story Group www.realstorygroup.com

Concurrent •  Controls that monitor ongoing activities •  Relying heavily on performance standards, rules and regulations •  Monitoring where possible in real time •  For example: BPM dashboards that monitor ongoing business processes - down to task and instance levelCopyright © 2011 Real Story Group www.realstorygroup.com

Feedback •  Controls that focus on the organizations output –  Sometimes called Output Control •  Feedback controls typically measure: –  Financials –  Output Quality •  Financial measurements to ensure profitability etc •  Quality inspections of produced goods - or alternatively customer satisfaction •  (Feedback controls are the most common of the three)Copyright © 2011 Real Story Group www.realstorygroup.com

Feedback Control Model Feedback Build Set Measure Compare Take Strategic Performance Actual Performance Corrective Goals Standards Performance To Standard Action FeedbackCopyright © 2011 Real Story Group www.realstorygroup.com

Establishing a Feedback Loop 1.  Relate feedback to individuals 2.  Make the feedback an obligation 3.  Encourage positive and negative feedback 4.  Use continuous feedback for continous improvement 5.  Avoid the old proverb no news is good news 6.  Encourage customer complaints 7.  Give responsibility to take immediate action Source: H. James HarringtonCopyright © 2011 Real Story Group www.realstorygroup.com

 Types of Measurement  Data"

Attribute Versus Variable •  Attribute •  Variable –  Were there any errors? –  How many errors per batch? –  Is the group over –  What is the size of the budget? variance between budget –  Was the work and spend? completed on time? –  What was the variance between the planned completion date and the actual completion date?Copyright © 2011 Real Story Group www.realstorygroup.com

Attribute Versus Variable •  Example: 10,000 Credit Card Applications are expected to be processed per week: 3500 3000 10% 2500 2000 Processed Processed Not Processed Approved 1500 Rejected 90% Not Processed 1000 500 0 1 2 3 4 5 6 7Analysis using attribute data Analysis using variable dataCopyright © 2011 Real Story Group www.realstorygroup.com

Effective Measurements •  Timeliness –  Time taken to find information –  Time taken to respond to query –  Time taken to complete a task or process •  Accuracy –  Correct version of document –  Number of errors –  Number of changes to document –  Number of customer complaintsCopyright © 2011 Real Story Group www.realstorygroup.com

Efficiency Measurements •  Throughput –  How many cases processed –  How many documents scanned •  Utilization –  How many manhours per transaction –  Server utilization % •  Cost reduction –  Cost per completed transaction –  Time to complete a form –  How much time on non-value added stepsCopyright © 2011 Real Story Group www.realstorygroup.com

Using Data to Increase Efficiency - Reporting •  Summarizing measurement output (statistics) is a powerful way to quickly focus on problem areas - making a mass of data intelligible •  By summarizing and pulling information together in a digestible format we can enhance decision making, provide insight into complexity and reduce riskCopyright © 2011 Real Story Group www.realstorygroup.com

Estimated Documents in eMail Systems 1.6E+09 1.4E+09 1.2E+09 1E+09 800000000 600000000 400000000 200000000 0 Documents in Exchange Documents in PST Files Total number of documents in eMail: 1,464,193,395Copyright © 2011 Real Story Group 30 www.realstorygroup.com

Estimated Documents in Shared Folders 1.4E+11 1.2E+11 1E+11 8E+10 6E+10 4E+10 2E+10 0 Documents in Shared Files Documents in Exchange Documents in PST Files Total number of documents: 33,318,534,175Copyright © 2011 Real Story Group 31 www.realstorygroup.com

•  Search is still not Business Intelligence. As much as search vendors have been claiming that theyre moving into BI, and as much as new search vendors are starting to claim their software actually does BI, integrates with BI, or provides BI, search software still is not BI software. A keyword search, a faceted search, or even an executive dashboard may indicate performance, but thats not the same as actually measuring your key performance indicators.Copyright © 2011 Real Story Group www.realstorygroup.com

Thank you! •  Please visit our web site: realstorygroup.com –  One-on-one analyst advice –  Vendor/product evaluations –  Analyst advisory papers –  Webinars –  Education courses Download a free research sample: www.realstorygroup.com/Sample Follow us on Twitter: @realstorygroup Contact me at aps@realstorygroup.comCopyright © 2011 Real Story Group www.realstorygroup.com

Bi ecm a_shotgun_wedding

by QuestexConf

Accessibility

Upload Details

Usage Rights

Statistics