Q: At what level do you sell the BI package? The business unit user who will be making use of the product and can possibly quantify the benefit or the C level exec based on the fact that this package should be used across all business units.You don’t sell soap … you sell cleanlinessYou don’t sell insurance … you sell securityYou don’t sell software packages … you sell solutionsShould almost always be a top down initiative (C-level) … Business units may resist because it provides transparency into their organization.
Q: How do you justify the cost of a BI package? The packages are rather expensive and it’s difficult to build an ROI.
Q: Once approved, what does the implementation plan look like? What preparation has to be done? How long does it typically take to implement?
Over 180 in our project with more being identified and added to the repository all the time.
Q: Is there a special organizational structure that needs to be created? Who defines the data elements to make sure that multiple users are reporting using the same definitions? For example, how do you get everyone to agree on the definition of Revenue?Executive and Subject Matter Governance Committee (see last slide)Executive SponsorProject ManagerStrongly suggest 3rd party facilitation on KPI
Q: Do you put the tool in the hands of the business user or do you reserve its use for a centralized group of specialists that understand the definitions of the data and can build the reports to be provided to the business user?Business Units (functional users) or Centralized (IT shop)
Q: Do you have any high level assessment of the various BI products in the market?
BI Presentation Nashville CIO Council
Nashville CIO Council (June 2011)<br />Discussion: Business Intelligence Initiatives<br />Thomas Danford<br />Tennessee Board of Regents<br />Business Intelligence Analytics and Reporting<br />1<br />
Discussion Items<br />At what level do you sell the BI package (C-level or business unit)?<br />How do you justify the cost of a BI package (ROI)?<br />What does the implementation plan look like?<br />Is a special organizational structure needed?<br />In who’s hands do you put the tools (functional or centralized)?<br />Assessment of BI products on the market?<br />About the TSU – TBR BI Initiative<br />Selected lessons learned<br />Questions & Discussion<br />2<br />
At what level do you sell Business Intelligence?<br />3<br />
How do you justify the cost (ROI)?<br />4<br />-- Numbers are for illustrative purposes only --<br />
Identify interdependencies and required implementation sequencing
Determine impact of future state KPI and reporting requirements and desired timing on current organization, processes, technology and data
Present consolidated roadmap, metrics design and related definitions to executive leadership</li></ul>Deliverables<br /><ul><li>Refined Future State KPIs with related definitions, measures, ownership and data mappings
Phase #3 (& Completion of Phase #2)<br />10<br />Implement<br />Project #n<br />Implement<br />Project #2<br />Implement<br />Project #1<br />. . .<br />On-going Governance<br />Executive and Subject Matter Expert Governance Committee<br />2 Universities, 5 Community Colleges, System Office<br />
Is a special organizational structure needed?<br />11<br />
In who’s hands do you put the tools?<br /><ul><li>Information needs to reach all levels of the organization
Data from lower levels must be transformed to upper levels</li></ul>LEADERSHIP:<br />Need visibility into progress towards goals and objectives<br />Performance data<br />MANAGEMENT:<br />Need timely trends, summaries, analytics of operations<br />Trend, summary data<br />Detailed data<br />STAFF:<br />Need detailed reports in many formats and ad-hoc access<br />12<br />
Assessment of BI products on the market?<br />13<br />
BI Tools<br />15<br />Source: http://bit.ly/jClHg3<br />
About the TSU – TBR BI Initiative<br />http://bit.ly/i9UUUc<br />Open Business Intelligence (BI) Initiative Background Information<br />BI Project KPI Inventory<br />Open BI KPI Examples<br />Open BI Project Status (from August 2010)<br />16<br />
Some Lessons Learned from TSU - TBR BI Project<br />BI brings transparency that can lead to pushback<br />Should be a strategic business initiative not an IT project<br />Projects are regarded as “important but not urgent”<br />Executive enthusiasm, support, and involvement are needed to be successful<br />Progress metrics/dashboards keep the project visible and on track<br />They are ongoing …<br />17<br />