Agile Business Intelligence


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Agile Business Intelligence

  1. 1. Agile Methods – A New Model Less Time, Less Cost, Way Better Results! Donald Jackson Vice
  2. 2. Agile BI AgendaA Business Imperative  Big Data  Leverage Mobile platforms  Deliver Analytics fasterMethodology  Maturity Model  Agile MethodologyInformation Factory  Onshore resources at Offshore price; better
  3. 3. Business Intelligence • Leader in Agile Business Intelligence • Leader in Information Factory Services • Leader in Mobile Business IntelligenceICC applies Agile principles to BusinessIntelligence development to cost-effectivelydeliver BI solutions that drive businessstrategies. ICC proprietary and confidential
  4. 4. ICC Business Intelligence Group Information Data Data Delivery Architecture & Integration Practice Governance Practice Practice • Requirements Definition • Data Modeling & • Process Modeling • Business Modeling Architecture • ETL / EAI Methods • Requirements • Requirements • Prototyping • Metadata • Data Integration Gathering Gathering • EII Methods • Governance • Data AcquisitionSkills • Proposal • Proposal • OLAP / Reporting • Master Data Mgmt • Balancing Controls Writing Writing • JAD Facilitation • BPM • SQL Programming • Metadata • Metadata • Project Management • Change Mgmt • Electronic Data Interchange • Data Modeling • Data Quality • Data Mining • Database • Object Oriented Programming • BPM & CRM • BI Tool Implementation Development • Quality Engineering • Data Quality • XML & Script Programming Data Modeler Business Analysts Metadata Specialist ETL Specialist Roles ID Specialist Data Architect EAI Specialist Information Delivery Architect Integration Architect Data Warehouse Architect Project Manager
  5. 5. Agile BI – Data Tsunami Big Data Increased user expectations for more detailed analyses for longer periods Data redundancy A just in case mentality, fueled by concerns over corporate compliance Unstructured data from the Internet
  6. 6. ICC proprietary and
  7. 7. Agile BI Mobile Provide your data in context, anytime,
  8. 8. Agile BI ROIBy delivering smaller and more frequent iterations, reusablecode is used and the ROI can be seen quickly.
  9. 9. Agile BI ROI ETL Jobs per Day 3.82 4.00 3.00 Productivity increased by 66% from 3.50 Sprint 2 to Sprint 4 3.00 2.31 2.50 2.00 Jobs per Day 1.50 Efficiency 1.0070% 66% 0.5060% 0.0050% Sprint 2 Sprint 3 Sprint 440%30% Efficiency 30%20%10% 0%0% Sprint 2 Sprint 3 Sprint 4
  10. 10. Agile BI Discussion Which came first: the Chicken or the Egg? Operational Systems Operational DataThe answer: they are interrelated and codependent A parallel question in business would be:
  11. 11. Agile BI Discussion Which comes first: - the business vision or data architecture?Business Vision Data Architecture Sales Analysis  Data Strategy Customer Service Analysis  Data Governance Dimensional P&L  Data Inventory Marketing Segmentation  Data Quality Single View of Customer  Data Warehouse The truth: they are interrelated and
  12. 12. Agile BI As-Is Process The business is busy We have got to start somewhere… So let’s look at the transactional systems, the source data and our ETL processes ETL Operational Systems Operational
  13. 13. Agile BI Standard ModelsComplex and focus primarily on building the data warehouse
  14. 14. Agile BI Status Quo Manual, Paper Based, Slow, Error  Automated, Online, Reusable, Accessible, G Prone overned, Self-documented delivered in weeks!
  15. 15. Agile BI Method Focus on Purpose • Who – is the intended audience for using the dashboards and reports? • How – will the information be used? • What – are the expected benefits? • When – is the information available for use? • Where – will the decisions be made from? • Why – will the users want to use a new interface?
  16. 16. Agile BI Features Business-Driven Approach  Adapt to Changing Market Conditions  Align with Flexible Business Initiatives  Ability to Minimize Risk – Prototype then build – Limit Scope – Deliver in 10 – 12 Week Cycles – Employ Iterative and Incremental
  17. 17. Agile BI Model Dashboards OLAPSummarization Detail Reports and Queries
  18. 18. Agile BI Business
  19. 19. Information Delivery Model Business Information Portals Source Systems Sales + GP +++ OI --+- AAAA 00.25 Data Transformation CCCC 005 Plane Hrs Until Data 15AA 25 .25 15BB 35 .42 Warehouse 22X2 100 .45 22X 0 0 Details: Dimensional Models / 15AA – 255 – 35 XX Data Marts / 22X – 255 – 25 RLS OLAP Cubes Data Repository Information DeliveryQuality Content built from Source Systems Requirements Driven from the Business Consistent Data Meaning Throughout
  20. 20. Agile BI As-Is ProcessInefficient, labor intensive process without automationUse Case Manual rekeying? Cube Reports User Documentation Analysis &in Excel or Word Manual rekeying?by Business Analyst Business Object by OLAP Developer Reporting Definition by Report Developer by Business Analyst Manual rekeying? Manual rekeying? Manual rekeying? in Excel or Word Entity Relationship Tables by Solution Architect Diagram in SQL In SQL Data Models in ERWin by DBA ETL Documentation by Data Modeler By DBA Manual rekeying? In Word or Visio Manual rekeying? ETL Modules ETL Test Scripts Data in PowerCenter Manual rekeying? Movement by ETL Developer in Excel or Operations & Quality Quality Center Documentation in Word Source Data Requirements Analysis Design Build Test Deploy
  21. 21. Agile BI AcceleratorUse Case Manual rekeying? Cube Business Objects Reports User Documentation Analysis &in Excel or Wordby Business Analyst Business Object Definition Manual rekeying? Cognos by OLAP Developer by Report Developer by Business Analyst Reporting Auto- generated in Excel or Word Entity Relationship Manual rekeying? Tables MicroSoft Manual rekeying? Manual rekeying? by Solution Architect Diagram in SQL MicroStrategy In SQL Data Models in ERWin by Data Modeler by DBA Manual rekeying? OBIEE ETL Documentation By DBA In Word or Visio ICC ETL Modules Manual rekeying? ETL Test Scripts Data in PowerCenter Manual rekeying? Movement Auto- by ETL Developer DataStageOperations in Excel or Quality Center & Quality generated Documentation Informaticain Word SSIS Source Data Requirements Analysis Design Build Test Deploy
  22. 22. Agile BI Path Forward Build a prototype Talk to the customer  Document their business  Develop a menu of services Cook to orderHow would you like  Leverage model-driven architectureyour eggs?  Maximize reusable components  Deliver new stuff every 12 weeksOver easy,Scrambled orPoached?
  23. 23. Agile BI Enterprise Executive Management • Financial Performance • Risk Management • Compliance Management Finance Marketing Sales Customer Service• Income Statement • Market Opportunities • Sales Results • On-Time Delivery• Drill-down Variance • Competitive Positioning • Customer/Product Profitability • Information, Complaint, and Claims• Operational Plan Variance • Product Life Cycle Management • Sales Tactics • Service Benchmarks• Cash Flow/Working Capital • Pricing • Sales Pipeline • Service Value• Balance Sheet • Demand Generation • Sales Plan Variance• CapEx/Strategic Investments• Treasury Shared Data – Conformed Dimensions Product Development Operations Human Resources Information Technology• Product & Portfolio Innovation • Purchasing and Procurement • Organization and Staffing • Business Value Map• Product Development Milestones • Production and Capacity • Compensation • IT Portfolio Management• Market & Customer Feedback • Inventory Management • Talent and Succession • Project/SDLC Management • Distribution and Logistics • Training and Development • IT Vendor Management • Cost & Quality Management • Benefits • IT Compliance Management • Process Efficiency
  24. 24. Agile BI Method We have a receivables Do we know if it is isolated problem approaching $50M. to an operating company? - CEO … or a service area? - COO Is it getting worse over time? What are the reasons customers are not paying? - VP Customer
  25. 25. Agile BI Value
  26. 26. Agile BI MethodSMEs Business Interview Business Terms Notes Questions Dimensions and Measures BI OLAP Model(s) Solution
  27. 27. Agile BI Method Do we know if it is isolated to We have a anoperating receivables company? … or a problem approaching $50M. - CEO service area? - COO Is it getting worse over time? What are the reasons customers are not paying? - VP Customer
  28. 28. Agile BI Maturity
  29. 29. Agile BI 3 Perspectives DevelopmentPerspective Executive Project Lifecycle Budget Manage Resources Create Deliverables Focus Control Monitor Progress Implement Solutions Product Backlog Sprint Backlog Release BacklogAgile/Scrum (Themes/Goals) (Stories/ (Story Features/ Questions) Deliverables &WPs) Sprint 0 Sprints 1 - n Duration 1 to 3 days 2 to 4 weeks 10 to 12 week releases (5 to 6 two-week Sprints) Business Goals / Objectives Consensus Data Modeling Facts Qualifier Matrix BI / Reporting BI / Reporting (FQM) ETL Tools FQM to Source Matrix DBMS Data Quality DBMS Preliminary DQ Assessment Data Profiling Testing Estimating Model Story Generation Utility Story Management Utility Business Model Databases / Cubes High Level Estimate Business Terms Business DefinitionsOutcomes Prototype ETL Data Profiles Release Roadmap 11 Story Cards Dashboards & Reports Sprint Roadmap
  30. 30. Agile BI Maturity Model Iteration 1- n Time to Value: 12 – 16 weeks Solution Scoping Design DevelopmentJustification Initiate Implement 1 2 3 16 Business Enterprise Project 15 Project Case Infrastructure Planning Implementation Evaluation Assessment EvaluationProduct Backlog Sprint Release Define Final Begin Proceed Commit Accept Close Accept Gate Gate Gate Mini-Gates within each Sprint Gate
  31. 31. Agile BI Maturity ModelMaturity Levels The Maturity Model involves the following aspects: Key Process Maturity Levels: A 5-Level process maturity continuum - Areas where the uppermost (5th) level is a notional ideal state where Goals processes would be systematically managed by a combination of process optimization and continuous process improvement. Key Process Areas: A Key Process Area (KPA) identifies a cluster of related activities that, when performed collectively, achieve a set of goals considered important. Goals: The goals of a key process area summarize the states that must exist for that key process area to have been implemented in an effective and lasting way. The extent to which the goals have been accomplished is an indicator of how much capability the organization has established at that maturity level. The goals signify the scope, boundaries, and intent of each key process area.
  32. 32. Agile BI Maturity Model ABI Maturity Levels 1 2 3 4 5 Optimized Defined Architected Implemented Integrated (Continuous) Roles Alignment Formation Cross Functional GrowthPeople Responsibilities Dynamics Execution Cohesive Learning Competencies Measures Results Accountable Improvement Goals Workflows Release Streamlined LeanProcess Deliverables Artifacts Sprints Production Cost Effective Measurements Signoffs Acceptance Support Valuable Tool Patterns Installed Shared ReusablePlatform Technique Templates Maintained Connected Configurable Framework Standards Supported Conformed Maximized
  33. 33. Agile BI Productivity 0 1 2 3 4 5 Current State Defined Architected Implemented Integrated Optimized Combined PeopleSpeed Platform Velocity Process Quality
  34. 34. Questions?
  35. 35. Information Factory Features  Job creation in the USAData Integration o Located in the Midwest EAI o Increased visibility into the project status o Ability to adapt to changing project priorities ERP ESB  High Performance Teams ensures quality ETL o Senior industry veterans guiding the process o Deliverable focused MDM o Consistent project standards and documentation Conversions o 0% defect guarantee Migrations  Cost effective o Outcome based pricing o On-time delivery
  36. 36. Information Factory References “I highly recommend the ICCOhios Largest IT Service Firm Hits Gold with Agile Data Information Factory Process forWarehousing(TM) Method Factory development approach that ICC utilizes is one up projects requiring quick ramp“The Information“Within 2 distinct projects, ICC consistently has displayed ICCthe best I have ever come across. Theyand additional staffing.”firm of has been a very valuable partner in helping to go the extra mile, and a are us technical creativity, willingnessthe only consultingInformation Control Corporation (ICC), ableAdditionally,Tripp – a systemic, IT that I have usedtrends and truly been Ohios largestpractice Sr. Manager define industry that have future needs. to put in privately-owned IT Michael Agilehave provided commitment toits our facultyand ETL development.” true opportunities ensuring that CAH reaches the project they project approach fordoubledfor development speed and nearlyservices company, recently Business Intelligence toeliminated programmingsuccessfully,its business intelligence services has learn about new and immergingfor on by welcoming budget. ICC goals defects areas time and within us to their facility and by encouraging our of Abercrombie & Fitch an ever-division by converting its data warehousing in areasEIT and shown matured in their knowledge CAHJerry Bisaha – with industryability Brands operations to Scrum-based Director BI Limited to navigate the organization and provide involvement improving groups involvedmethodology, as outlined in Ceregenics book “Agile Data Warehousing.” like Business Intelligence in the greater Columbus area.” effective communication. “Ceregenics, Ralph Hughes, MA, PMP, CSM can be contacted, Ohio UniversityThom Luce – Professor Heath Director, Enterprise IT Liddy & Chair or via Core R/3 Applications, 37
  37. 37. Information Factory Success Company Project Technologies Used IDP1 IDP2 DAP1 DAP2 DIP1 DIP2Abbott Nutrition Customer Profitability Data mart Consensus Cognos InformaticaAbbott Nutrition Oracle to Cognos Report Consensus Cognos ConversionAEP SDLC Review and Emissions SSRS SQL Server SSAS SSIS POCAffinion Group Shopping Data Mart - Actuate Cognos 8 Oracle 9 Informatica ReplacementGrange Insurance MicroStrategy vs. Microsoft Microsoft BI Microsoft BI AssessmentLimitedBrands Financial Data Warehouse MicroStrategy Teradata InformaticaLimited Stores MicroStrategy BI Assessment MicroStrategyMettler Tolodo Field Services Analysis Microsoft BI Consensus SQL Server SSAS PrototypeNationwide Childrens Grant Summary Prototype Microsoft BI Consensus SQL ServerHospitalNationwide Insurance GSRM Galaxy Data Warehouse MicroStrategy Teradata DashboardsNetJets Business Objects Migration and Consensus Business Objects Oracle Erwin BODI Data WarehouseOSF Financial Reports CognosOPERS Government Relations Data Mart Consenus Performance SQL Server SSAS SSIS PointPMI Business Objects SSRS SQL ServerA&F DataStage / QualityStage DataStage QualityStage development with ICC Information FactoryAffinion Group Membership Analytical Cubes Cognos 8 PowerPlayVictorias Secret Direct Financial Data Warehouse MicroStrategy Teradata
  38. 38. Agile BI Productivity “The secret of getting ahead is getting started. The secret of getting started is breaking your complex overwhelming tasks into small manageable tasks, and then starting on the first one.” …Mark
  39. 39. Information Factory Scrum Scrum is based on a "Sprint," which is a 30-day period focused on a specific deliverable.1.Product backlog is determined2.Backlog is prioritized3.10 day sprint is commenced4.Daily standup meetings are directed by the Scrum Master5.Product is delivered
  40. 40. Information Factory Team Product Owner: responsible for the features of the product to be worked on, as well as the release date. They are responsible for prioritizing the product work backlog.Product Owner (Client) Scrum Master: acts as the project manager, and is responsible for shielding the team from outside interferences. They also lead task assignment and daily stand up meetings with the team. Scrum Master Scrum Team: consistent group of people with core BI experience in DataStage, Informatica and other tools. The team is self organizing and tasks are assigned based on availability and capability. The IF Scrum Team Architect Developers Sr. QA Analyst
  41. 41. Agile BI
  42. 42. Information Factory Offshore
  43. 43. Information Factory Math Problem Price = Rate x Efficiency + OverheadRate ≠ Price Rate Calculate total team avg. hourly cost including expenses Efficiency = Velocity * Quality Scrum/Agile Methodology Auto-generated code Library of reusable components Quality Test first development Focus on reducing the number of defects or re-work Overhead On-site Project Coordinator, Business Analyst
  44. 44. Information Factory What IF?“IF differentiates itself from legacy development “Information Factory; professional end-to- “A collective ofprocesses exceptional data integration end delivery of through nimble,and offshoreat adaptive practices solutions due to our intelligent minds extremely competitive rates” functioning as oneaccountability, quality and delivery times. unit” cohesiveThe fact that IF is located onshore means face to “Robust and flexible processesface checkpoints, quality alevels that have never been implemented in cost efficient andseen before, we have thefactory like setting.” highly optimized results to prove it, anddelivery times that match or exceed any otherproposed solution.”
  45. 45. Questions?