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CBIG Event June 20th, 2013. Presentation by Albert Khair. “Emerging Trends in BI& Analytics - Organizing for Success".
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CBIG Event June 20th, 2013. Presentation by Albert Khair. “Emerging Trends in BI& Analytics - Organizing for Success".


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Join Albert for his presentation which will focus on key emerging trends in Business Intelligence (BI) and Analytics. He will identify ways in which an enterprise can organize capacities for …

Join Albert for his presentation which will focus on key emerging trends in Business Intelligence (BI) and Analytics. He will identify ways in which an enterprise can organize capacities for successfully leveraging continually advancing tools and technologies in the Analytics space with the goal of developing and deploying optimal business value in the most effective and efficient manner. Lexmark International achieved operational excellence and order of magnitude efficiencies in reporting performance and user satisfaction by integrating data from various functional silos with disparate BI standards into SAP HANA (High Performance ANalytic Appliance) and then leveraging BusinessObjects BI 4.0 for meeting complex BI analytics, report development, and end-user requirements.

N. Albert Khair is a Business Intelligence, Enterprise Architecture and Data Warehousing expert and has worked in Information Technology (IT) for more than 25 years and is currently employed by Lexmark International headquartered in Lexington, Kentucky. Albert’s work experience within the continental U.S. and abroad spans both public and private sectors, including government, insurance, consulting, airlines and high-tech electronics industries. Albert's functional areas of focus include: Oracle ERP, SAP ERP, SAP NetWeaver, SAP BusinessObjects BI4.0, Supply Chain, Finance, Sales and Distribution, SAP BW, SAP HANA/RDS. Albert has been published in Information Week, a magazine for business and technology managers, and has presented at SAP Insider and ASUG (Americas SAP Users Group) at their national and regional conferences.

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  • 1. 1 > Emerging Trends in Business Intelligence and Analytics: Organizing for Success N. Albert Khair Lexmark International Cincinnati Business Intelligence Group (CBIG)
  • 2. 2 > What we will cover … • Business Intelligence vs. Business Analytics • The Lexmark Experience • Implementing SAP HANA at Lexmark • Organizing for Success • Wrap-up
  • 3. 3 > Yogi Berra: “If you don't know where you are going, any road will take you there.”
  • 4. 4 > Business Intelligence vs. Business Analytics
  • 5. 5 > Business Intelligence vs. Analytics Business Intelligence Business Analytics
  • 6. 6 > Analytics Factory ◊ Data (Databases, Files, Apps, Documents, Sensors, Email, Web, EDI, etc.) Information (Data Warehouses, Data Marts, ETL, Search Indexing, etc.) Delivery (Web, Mobile, Desktop, Email, etc.) Action (Decisions, Plans, Offers, Actions, Updates, etc.) Insights (Alerts, Trends, Patterns, Anomalies, Exceptions, etc.) Analysis (Reports, Dashboards, OLAP, Visualization, Search, Analytics, etc.) Data People People Data Information Processing Loop Insight Processing Loop People Process Technology
  • 7. 7 > BI / BA Analysis Tools and Techniques
  • 8. 8 > Operational Benefits from Investments in Business Intelligence and Analytics 75% 60% 56% 55% 54% 50% 50% 47% 42% 36% 35% 27% 5% 6% Improving the decision-making process (e.g. quality/relevancy) Speeding up the decision-making process Better align resources with strategies Realizing cost efficiencies Don’t know Other Sharing information with external users (e.g. customers and suppliers) Maintaining regulatory compliance Synchronizing financial and operational strategies Producing a single, unified view of enterprise-wide information Improving organization’s competitiveness Responding to user needs for availability of data on a timely basis Sharing information with a wider internal audience (e.g. casual users) Increasing revenues Source: Computerworld/SAS Which of the following key benefits does your organization currently derive or would expect to derive from business analytics software?
  • 9. 9 > The Experience
  • 10. 10 > About Lexmark International  Global company  Focused provider of printing and software solutions  $3.8B 2012 revenue Industry Coverage
  • 11. 11 > Analytics Bridges IT – Business “Dysfunctionality Gap”
  • 12. 12 > BI Maturity at Lexmark Level 1 Nascent Level 2 Immature Level 3 Metrics-Lite Level 4 BI-Biased Level 5 Leveraged Level 6 Entrenched BI Maturity Continuum: The Albert Khair “NIMBLE-18” Model No BI Awareness Widespread Use of Personal Productivity Tools Disjointed Data Enclaves Sporadic IT Engagement IT-Generated Reports Application Silos with Pockets of Automation Information Incoherence across Enterprise BI CoC in Place Limited Data Centralization and Consolidation Master Data Awareness BI Best Practices and Standards in Place BI Aligned with Business Focus Faster Time to Insight Metrics & KPIs Drive BI Governance Self- Service BI BI COE in Place Enterprise BI Drives all Business Initiatives & Plans © Rudimentary Awareness of Metrics LEXMARK
  • 13. 13 > Advance BI / BA Paradigm via Incremental Delivery Revaluation BI Initiative Solution Deployment Change Management Business Focus Strategic Alignment Incremental Value Delivery Paradigm Target High-Value BI Pain Points Obtain Business Buy-in Align with Corporate Objectives Ensure Business Readiness Implement Deliverables Add Value via Ongoing Monitoring
  • 14. 14 > Unified IT Solutions Architecture at Lexmark Data Source & Application Layer Semantic & Enrichment Layer Information Delivery & Presentation Layer Governance & Collaboration Layer Maturity & Best Practices Layer Process&ActivityLayer Strategy&RoadmapLayer Organization (Roles & Responsibilities) Layer SAP ECC SAP SLT Siebel Usage Orion LSP External / Unstructured Data SAP BW SAP HANA OBIEE Teradata (TD) Enterprise mLDM (a.k.a. CPDB) Other OBIABOBJ BEx TD Warehouse Miner Other (Portal, etc.) Tools & Technology Governance COE / CoC Performance Mgmt. Programs Self-Service BI Development & Delivery Subject Matter Expertise (SME) Development Industry Standards & Best Practices BI Maturity – From “Rows & Columns” to Analytics Systematize & Promote the New BI Paradigm Enterprise KPI & Metrics Management Mobility Master Data Management (MDM) Layer
  • 15. 15 > Critical Drivers for Analytics Solutions Engine LXK Business PROBLEM (To Resolve) LXK Business OPPORTUNITY (To Leverage) LXK I.T. INITIATIVE (To Add Value) BusinessAlignment/ BusinessArchitecture TechnicalAlignment/ TechnicalArchitecture Reporting Perspectives / Time Horizons Historical Analysis Realtime Analysis Snapshot Analysis Predictive Analytics Looking backwards to track trends Monitoring activity as it happens (OLTP, etc.) Showing performance at a single point in time Using past performance to predict future performance Data Movement Data Governance Data Presentation Cannonical / WebMethods Data Stage Interface Architecure SFTP Business Config. Mgmt EDI / GXS AS2 VAN Data Management & Storage EDW / Teradata Group Vendor Mgmt BI CoC Business Drivers Partner Mgmt Data Insight Data Quality Data Hygiene Data Profiling Governance & Control Data Integration Data Architecture Data Taxonomy Data Modeling Data Architecture Physical DBA Logical DBA Governance & Control Enterprise Data Warehouse Staging Database Enterprise Data Repository Vendor Mgmt BI CoC Partner Mgmt IT Arch Group Project Mgmt IT Acct Mgmt KPI Management Strategic Use of BI BI Dev. / Governance BI Best Practices BI Maturity BO User Support BO Config & Upgrade BO Security & Admin BOBJ Infrastructure Support SAP / Siebel COE BI Guidance Management Analytics Operational Analytics Vendor Mgmt Project Mgmt DI CoC Partner Mgmt Vendor Mgmt Project Mgmt MDM CoC Partner Mgmt
  • 16. 16 > Analytics Solutions Governance Interaction Business SME Analytics Solutions SME Source System Functional / Configuration SME Required during Scoping Requirements Functional Design User Test Sign-off Required part-time during Scoping Requirements Functional Design Technical design Integration test Required throughout the project lifecycle “This is what can be done in BI and Analytics” “This is what has been configured in the source system” “This is the requirement”
  • 17. 17 > SMEs Required in Analytics Solutions Projects Corporate Memory Reports & Analytics Needs Information Technology Business Units Data Stewards: Quality & Integrity Single Version of Truth Better Decision Making Infrastructure & Applications Data Governance & Custody Analytics Solutions Group (ASG) Manage BI & Analytics Change Define BI & Analytics Vision Establish Best Practices and Standards Develop User Skills Organizational GovernanceManage Methodology Leadership
  • 18. 18 > Determining Analytics Return on Investment (ROI) Visualization Design Patterns Data Design Patterns Metrics Framework What data is available? What is the cost of acquiring new data compared to the benefit to the business? Of all the possible metrics we can display, which are the most critical to business? Who are the audience and consumers of the analytics being developed? What are the visualization constraints? What specific benefits will accrue from the consumption of the analytics? Can we actually develop what we are designing in the time and with the funds, resources and skillsets we have available or have been allocated?
  • 19. 19 > Analytics Solutions Operational Engagement Model Executive Steering Committe Funtional Working Group Individual Contrubutors Analytics Solutions Group Seeks input Manages issues and risks Sets priorities Implements policy Consults to governance body Champions change Provides input on direction Organizational commitment Allocates funding Manages/accepts risks Directs and ratifies direction Provides operational support Manages information assets Supports user community Makes recommendations Manages operational effectiveness Directs strategy Champions change Provides input Champions change Provides input Sets policy Sets priorities Accepts risk Sets direction Reviews status Reports ROI Makes recommendations Operational status Project pipeline Mitigation of issues and risks Management review Reviews status Makes recommendations
  • 20. 20 > Implementing SAP HANA at
  • 21. 21 > Evolving Lexmark SAP BI Reporting Framework SAP (ECC, BPC, APO, etc.) SAP BW (v. 7.0) SAP (ECC, BPC, APO, etc.) SAP BW (v. 7.3) HANA Teradata (EDW) BEx Query BEx Query BusinessObjects BI 4.0 SAP Portal / BI 4.0 LaunchpadSCPM Prior SAP – BI Environment Projected SAP – BI Environment Pre-July 2012 Mid 2012 Late 2012 – 2013 RDS / SLT / BODS Crystal / ABAP
  • 22. 22 > What is SAP HANA In-Memory Technology? HANA Database Technology TREX (Text Retrieval and Extraction) Search Engine HANA Studio: Suite of Tools Data Modeling HANA Appliance: Partner* Certified Hardware Delivery Replication Tools Data Transformation Tools HANA Application Cloud: Cloud-based Infrastructure Existing SAP applications rewritten to run on HANA Low-cost In-Memory Main Memory (RAM) Multi-core processors providing multi- engine query processing Rapid Data Access via Solid- State Drives P*Time (Menlo Park Transact in Memory, Inc.) OLTP RDBMS Technology MaxDB RDBMS from Nixdorf via Software AG for persistence & data backup Current Competitors Microsoft Parallel Data Warehouse (Microsoft) Active Enterprise Data Warehouse (Teradata) Exadata Database Machine (Oracle) Exalytics In-Memory Machine (Oracle) Greenplum Data Computing Appliance (EMC) Netezza Data Warehouse Appliance (IBM) Vertica Analytics Platform (HP) Current Hardware Partners Cisco Dell Fujitsu Hitachi Hewlett- Packard (HP) IBM NEC SAP HANA In-Memory Technology
  • 23. 23 > SAP HANA High-Level Architecture Leverage SAP BOBJ BI platform to extract data from SAP HANA SAP HANA Studio Real-Time Data Replication (SLT) SAP BusinessObjects Data Services (BODS) Calculation and Planning Engine Row and Column Storage SAP HANA SAP HANA Database Other Data Sources Other Query Tools / Products SQL BICS SQL MDX Use SLT and/or BODS to extract, load and transform data into SAP HANA Obtain query results in real-time Empower SAP NW Business Warehouse with SAP HANA SAP Business Suite SAP NetWeaver BW SAP BusinessObjects Tools / Products
  • 24. 24 > HANA Landscape Options RDBMS RDBMS SAP ERP SAP ERP HANA 1.0 SP2 SAP NW BW Non-SAP RDBMS HANA1.0SP2HANA1.0SP3 RDBMS SAP NW BW BWA SAP NW BW HANA 1.0 SP3 SAP HANA 1.0 is an appliance-to- appliance integration facility/tool/ platform (e.g. integrating with SAP ECC) Primary Benefit: Increase the performance of transactional reporting SAP HANA 1.0 replicates/loads data using replication/ETL tools (e.g. SLT, BODS, etc.) SAP HANA 1.0 SP3 is the primary persistence for SAP NW BW7.3 SP5 All functionality of HANA 1.0 is part of HANA 1.0 SP3 All features of SAP NW BW are supported by SAP HANA 1.0 SP3
  • 25. 25 > SAP HANA System Landscape Excel SAP BusinessObjects BI Clients SAP BusinessObjects BI 4.0 SAP Business Application Repository SQL MDX BICSSAP HANA Studio Admin.&Modeling Authentication Content Mgmt. synch Replication Agent (SLT) ERP 6.0 Database Server SAP HANA Engine Replication Agent (SLT) JDBC ODBC ODBO SQL DBC SAP HANA
  • 26. 26 > HANA Installation and BusinessObjects Integration ECC HANA SLT BO BI 4.0.X Prod / Non-Prod Dell R910 256Gb HANA Solution Studio / Client Rev. 37 Prod / Non-Prod Cisco UCS 77 ECC Tables Replicated to date (including FAGLL03) Decide on a suitable installation type dependent on the existing system landscape Install the SAP LT Replication Server (SLT) Configure connection between source system(s) - RFC connection for SAP sources / DB connection for non-SAP sources) - and the SLT system Configure the target SAP HANA system with the SLT system Setup data replication using the SAP HANA In-Memory studio Integrate HANA Modeling Studio / Database with BusinessObjects Enterprise (BOE) modules – infrastructure-to- infrastructure setup Report against HANA using BOE/BOBJ tools: Explorer, Dashboard, WEB-I, Crystal, Analysis, etc. Report against HANA using non-BOE productivity tools (e.g. Visual Intelligence) HANA SLT Installation & BOBJ Integration: EIGHT-Step Process
  • 27. 27 > How HANA SAP Landscape Transformation (SLT) Works DB Trigger Logging Tables Read Modules Application Tables Source System Application Tables SLT System (NW 7.02) SAP HANA System WRITE Modules Controller Modules RFC Connection Database Connection  SLT component is installed in a separate system.  This 3-tier approach is leveraged when the source system is not compliant with the required technical prerequisites of SLT.  For data replication from SAP sources, it is recommended to keep the productive SLT instance on a SAP separate system.
  • 28. 28 > Presenting SAP HANA Data Via BI4.0 BEx Analyzer/ Voyager (“Pioneer”) BEx Analyzer/ Voyager (“Pioneer”) Web Intelligence Web Intelligence ExplorerExplorerExplorer Executive LOB Management Analysts Crystal Reports Crystal Reports Static XcelsiusXcelsius SEARCH & EXPLORATION OLAP AD-HOC Query & Reporting DASHBOARDS ENTERPRISE REPORTING InteractivityDynamic Low-Touch Information Consumers High-Touch Information Experts BEx Analyzer/ Voyager (“Pioneer”) BEx Analyzer/ Voyager (“Pioneer”) Web Intelligence Web Intelligence ExplorerExplorerExplorer Executive LOB Management Analysts Crystal Reports Crystal Reports Static XcelsiusXcelsius SEARCH & EXPLORATION OLAP AD-HOC Query & Reporting DASHBOARDS ENTERPRISE REPORTING InteractivityDynamic Low-Touch Information Consumers High-Touch Information Experts © SAP AG 2009. All rights reserved. / Page 1 Business Warehouse AcceleratorBusiness Warehouse Accelerator SAP BWSAP BW Non-SAP (Feb 2010)Non-SAP (Feb 2010) Advanced Analysis New Capabilities At Lexmark Dashboard BO Suite of Tools Application Tables SAP HANA System
  • 29. 29 > Organizing for Success
  • 30. 30 > Analytics Solutions Governance Models “Centralized” “Hybrid-Synergistic” “Autonomous” Degree of Enterprise InfluenceHIGH LOW BusinessInputLOWHIGH BusinessInputLOWHIGH Model Properties Characteristics Design Authority Business Authority Build Implementation Support & Maintenance Operations Single design and build team using highly structured global templates Single implementation protocol using a common system or frame of reference Governance templates are tightly controlled/managed Mandated synergies Global design authority maintains standards across all geographies (NA, EMEA, LAD, APG) Multiple build and implementation teams share knowledge and resources Coordinated (virtual) support team è Lexington, Kolkata Encourages synergies Multiple and redundant design, build and implementation teams Multiple design, build and implementation templates Little or no sharing of knowledge or skills Encourages diversity Synergies are often non- existent
  • 31. 31 > Analytics Governance Model: Current State at Lexmark “Autonomous Development – Centralized Deployment” Model Properties Design Authority Business Authority Build Implementation Support & Maintenance Operations This current Governance structure at Lexmark is based on a dichotomous development-deployment model: the development authority vests almost exclusively with the lines of business (LOB) and only the deployment aspects leverage shared IT resources. Characteristics Functional and application- specific design and build teams Tightly controlled design and build templates Little or no sharing of knowledge or skills in design/build phases Global synergies at deployment stages only Development is tightly tied to siloed business budgets Almost complete business ownership of applications
  • 32. 32 > Analytics Governance Models: “As-Is” vs. “To-Be” Current BI Model “Hybrid-Synergistic” BusinessInputLOWHIGH BusinessInputLOWHIGH Model Properties Design Authority Business Authority Build Implementation Support & Maintenance Operations
  • 33. 33 > Applying the “Hybrid” Governance Model “Hybrid-Synergistic” Application: Semi-autonomous and hybrid Lines of business focus Operational guidance Highly leveraged shared processes and resources Core design based on template(s) Several-to-many installations Generally enforceable common rules or guidelines Some local flexibility Characteristics: Ideal for enterprises moving, or have moved, along the journey to globalization by focusing on cross-divisional, cross-functional and cross-regional synergies Enterprises where lines of business (divisions, segments, profit centers, sectors, etc.) have common products, customers, vendors, processes, or they interact in the same Supply Chain model(s) IT budgets are used to encourage corporate business agenda Common issues encountered: Who owns/drives the common agenda across divisions/ regions/etc.? (CFO, CIO, Business, IT?) Constant oversight required to guard against divergence and to push toward synergy Are the synergies real, practical and repeatable ... or only apparent, superficial and academic?
  • 34. 34 > Proposed Analytics Solutions Group (ASG) at Lexmark Lexmark Proposed Solutions Architecture Ecosystem: Required Roles and Skillsets Lexmark BI – Analytics CoC Executive Business Unit Support EPM Lead Visualization Architect KPI Analyst BI Program Manager BI Project Manager BI Operations Manager Application Security Specialist Business Application Owners LOB Operations Analyst BI Tool Specialist Business Analyst Data Steward Quality Assurance BI Applications APP APP APP Enterprise Security SAP Business Objects BI Development Roles Siebel OLTP/ OBIEE BI Development Roles SAP BW / ECC / HANA / BWA BI Development Roles Education Lead Training & Education Education Coordinator Content Specialist Training Specialist OCM Coordinator Solutions Architect Lead Information Architect BI / DW DBA Data Analyst Data Integration Specialist Data Modeler Metadata / Masterdata Coordinator(s) Data Quality Lead LOB LOB LOB LOB LOB LOB Sales & Mktg Srvc & Support Finance Supply Chain Dev & Mfg Human Resources ??? Legend Dedicated Business / Corporate Non-Dedicated IT Business Hybrid (IT – Business) PROTOTYPING (e.g POCs) Prototyping Projects (e.g. POCs) Data Scientist Data Mining Specialist Statistical Modeler Business Architect Technical Architect BI Advanced / Predictive Analytics BI Traditional Solutions Track
  • 35. 35 > Executive Sponsorship: Two Alternatives Director of Analytics CFOC – Suite Director of BI CIO Traditional IT Business Analysis Business Functions Business Analysis Business Functions Business Analysis Business Functions Sales Marketing Etc. BI Role BI Role BI Roles Analytics Role Analytics Role Analytics Role Director of Analytics CFOC – Suite Director of BI CIO Traditional IT Business Analysis Business Functions Business Analysis Business Functions Business Analysis Business Functions Sales Marketing Etc. BI Role BI Role BI Roles Analytics Role Analytics Role Analytics Role Option #1: Lexmark Analytics Solutions Group (ASG): Headed by CFO Option#2: LexmarkAnalytics SolutionsGroup(ASG): HeadedbyCIO
  • 36. 36 > Your Turn! How to contact me: N. Albert Khair
  • 37. 37 > Got Paradigm Shift?