BI Presentation Nashville CIO Council

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Invited speaker to lead discussion on business intelligence initiatives.

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  • 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?
  • Source: ETLtool.com
  • Source: businessintelligencetoolbox.com
  • BI Presentation Nashville CIO Council

    1. 1. 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 />
    2. 2. 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 />
    3. 3. At what level do you sell Business Intelligence?<br />3<br />
    4. 4. How do you justify the cost (ROI)?<br />4<br />-- Numbers are for illustrative purposes only --<br />
    5. 5. What does the implementation plan look like? <br />5<br />Implement<br />Project #n<br />Legend<br />(A Phased Approach)<br />Phase 1<br />Phase 2<br />Phase 3<br />Architecting & Implementation Planning<br />BusinessRequirements<br /> and<br />Strategy<br />Implement<br />Project #2<br />Implement<br />Project #1<br />InitiateProject<br />. . .<br />Reqmts<br />Design<br />ImplementationPlan<br />On-going Governance<br />Business<br />Value<br />Roadmap<br />Implementation<br />Roadmap<br />Data<br />Applications<br />Technology<br />Business/process<br />
    6. 6. Objective and Approach – Phase #1<br />6<br />Objective: Enhance organizational operations and management reporting capability by identifying executive and departmental key performance indicators (KPIs)<br />High Level As-Is Analysis<br />To-Be Vision<br />Gap Analysis & Roadmap<br />Activities<br /><ul><li>Refine data collection approach and schedule interviews with Executive Leadership (pre-kickoff)
    7. 7. Submit data collection request (pre-kickoff)
    8. 8. Organize and kick-off project
    9. 9. Conduct key stakeholder alignment meeting
    10. 10. Meet with and interview President and Executive Leadership
    11. 11. Identify current KPIs by department/function
    12. 12. Establish current and desired requirements/priorities
    13. 13. Identify pain points and critical path
    14. 14. Review existing reports and documentation</li></ul>Deliverables<br /><ul><li>Current State assessment (KPIs , gap analysis and process capability)
    15. 15. Interview key findings and observations</li></ul>Activities<br /><ul><li>Conduct Visioning Workshop with Executive Leadership
    16. 16. Establish Executive Dashboard Vision and priorities
    17. 17. Develop initiative write-ups including:
    18. 18. Key metric definition, calculation, and ownership
    19. 19. Data dimensions and frequency
    20. 20. Currently being used or future use metric
    21. 21. Document overall changes to process, technology and data
    22. 22. Finalize framework for prioritizing KPIs and related initiatives</li></ul>Deliverables<br /><ul><li>Future State Capability Vision
    23. 23. Future State KPIs with related definitions, measures, ownership and data mappings
    24. 24. Information and data assessment
    25. 25. Initial Reporting Requirements</li></ul>Activities<br /><ul><li>Define key initiatives to achieve desired future state capabilities
    26. 26. Finalize KPI and reporting priorities
    27. 27. Identify interdependencies and required implementation sequencing
    28. 28. Determine impact of future state KPI and reporting requirements and desired timing on current organization, processes, technology and data
    29. 29. 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
    30. 30. Executive dashboard design
    31. 31. Future State strategic roadmap containing:
    32. 32. Implementation considerations and high level plan
    33. 33. Critical reporting requirements definition</li></li></ul><li>KPI Repository Methodology<br />7<br />Executive Leadership Interviews<br />Organizational Documents/Plans<br />Research<br />Academic Master Plan<br />Strategic Plan <br />Facilities Master Plan<br />Academic Integrity Committee Report<br />Departmental SLAs<br />Diversity Plan<br />Low-Producing Programs Status<br />External Report Listing<br />Departmental Strategic Plans<br />University website<br />Other University Dashboards<br />SACS – 2008 Principles of Accreditation<br />NACUBO – Performance Measurement Toolkit<br />NCAA.com<br />US News & World Reports<br />IPEDS<br />Tennessee Higher Education – Profile and Trends<br />President<br />Vice Presidents<br />Associate VPs<br />Institutional Research<br />Deans<br />Department Chairs<br />Directors<br />Key Performance Indicator Repository<br />Through this process the key performance metrics are identified<br />
    34. 34. Phase #1 – Partnership in Strategic Planning<br />8<br />BusinessRequirements<br /> and<br />Strategy<br />InitiateProject<br />Business<br />Value<br />Roadmap<br />
    35. 35. Phase #2 – Partnership in Architecting<br />9<br />Architecting & Implementation Planning<br />Reqmts<br />Design<br />ImplementationPlan<br />Implementation<br />Roadmap<br />Tennessee Board of Regents<br />
    36. 36. 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 />
    37. 37. Is a special organizational structure needed?<br />11<br />
    38. 38. In who’s hands do you put the tools?<br /><ul><li>Information needs to reach all levels of the organization
    39. 39. 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 />
    40. 40. Assessment of BI products on the market?<br />13<br />
    41. 41. ETL Tools<br />14<br />Source: http://bit.ly/jY6JHw<br />
    42. 42. BI Tools<br />15<br />Source: http://bit.ly/jClHg3<br />
    43. 43. 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 />
    44. 44. 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 />
    45. 45. Questions & Discussion (and thanks for coming)<br />18<br />http://www.slideshare.net/tsdanford<br />http://www.linkedin.com/in/tdanford<br />http://twitter.com/tdanford<br />tdanford@tbr.edu<br />

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