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Analytics and BI Reference Architecture


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A reference architecture for Analytics and BI. Consisting of the following comprehensive views
1 - Reference - showing the component elements that make up a comprehensive technical architecture
2 - Service - A framework of Execution, Development and Operational services
3 - Realisation approach - a sketch of how organisations can begin implementation/growth
4 - Capabilities definitions - descriptions of the various capabilities required to deliver advanced analytics/BI
5 - An information value chain a la Porters value chain model
6 - CoE thoughts - some sketched ideas on the formation of a CoE for analytics

Published in: Business
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Analytics and BI Reference Architecture

  1. 1. Reference Architecture Page 0 Advanced Analytics BI Reference Architecture Language identity Word identity Categorisation Annotation Search Index / Catalog Extended Metadata and Facts Analytical Data Extract (from datawarehouse platform) Text analytics / Mining engine Linguistic analysis Enterprise Information Integration ECM Services Web logs Applications Production Operational Applications Financial Operational Applications Low Latency Data Bus Web usage feeds Market data feeds Social data feeds In Memory Database Stream analytics engine Aggregation services Channels MDM services Metadata services ECM services Data Marts OLAP Production CRM Applications Operational analytics User driven Dashboards, reporting planning Historic or timed Business performance presentation Business Process Integration – Near real time Optimisation action feeds alerts and notifications Information Discovery Provisioning Hadoop Redshift On premise EC2 Simple DB Dynamo DB Cloud Search Operations Development Sentiment analytics engine Batch Analysis Analytical processed data store (EDW) HDFS / Map ReduceNo SQLData Warehouse Perpetual Raw Perpetual Clean Machine Learning Visualisation tools
  2. 2. Information Capabilities Page 0 Advanced Analytics BI Reference Architecture Better decisions (with lower cost) are made regarding information improvements. Solution_vision Capability Why Design a series of attributes linked to the Information Vision and aligned to the leadership levels in the organisation to track and incentivise the right behaviours throughout the organisation.How Business leaders from across the organisation are measured on information stewardship, accountability, operating and enablement. Information Leadership A better set of information solutions through information programme enablement and alignment between initiative spend and business outcomes. Solution_vision Capability Why Create a very senior business committee to assign a definition to the word 'information' and to assess the 3-5 key vision statements that should be communicated across the organisation. These vision statements are not technical in nature but instead represent how everyone should treat data and information on a day-to-day basis. How A coherent business vision for information usage at AWE communicated throughout the functions and programmes sponsored at a senior executive level. Information Vision Lower cost solutions, more synergy between solutions and less rework in the future. Solution_vision Capability Why Create a governance board with the right 'hooks' into the organisation to help monitor and guide information and data projects.How A company-wide information design approach provides accelerators to leverage common ways of working, practice and systems across different parts of the AWE organisation. Information Design Authority A better set of information solutions through information programme enablement Solution_vision Capability Why Create an ongoing ability for the organisation to develop and maintain its information strategy with appropriate KPIs to monitor the linkage between the business strategy and the information strategy. Provide support for the business strategy by creating, maintaining and refreshing an information strategy which, in turn, is linked and underpinned by the IT strategy. How The business strategy will be underpinned by an information strategy (and associated projects) and there will be a single view of that strategy across AWE. Information Strategy The 'picture' of the organisation from a process improvement standpoint is more complete (as it includes data and information measurement). The feedback loop into the Information Project Portfolio is more clear. Solution_vision Capability Why Leverage the IJtPE (Improvement Journey to process excellence) to include information and data processes and measures. Also, develop a competency to use the measurement information to improve information.How People are measured on an agreed set of KPIs around system, data and information usage and project delivery to ensure alignment to the Information Vision and Strategy. Information Performance Measurement Reduction of variation of information processes in the business. Solution_vision Capability Why Create a centre of competence to help information process owners throughout the business document and implement information processes into the existing business processes.How A clear set of Information Management (IM) and business processes to manage information are available to implement to all parts of the business. Information Process Ownership and Definition Lower the risk of not keeping information in an organised way for long enough (or for too long). Define the information lifecycle that is linked to both the business strategy and information strategy and link the Information Lifecycle to the architecture principles executed by the information architecture competency. Information Lifecycle Strategy Why Solution_vision How Capability Fewer projects across the business are delivering the same or competing capabilities and diverging sets of results/ definitions. Solution_vision Capability Why Use the knowledge of the reporting systems to create a starting point of cuAWEent and upcoming projects. Deliver a 'sales message' to the functions (and sectors?) to create the engagement. Create a working network of people throughout the business who are implementing information projects and use that network to create a bottoms-up version of the portfolio. How A process to capture a single view of all information projects (with the right level of security access for sensitive projects) that is aligned to the information strategy and the process of communication and distribution of the 'list'. Information Project Portfolio Less rework of solutions and higher adoption of projects/systems (because of more consistent delivery) leading to less rework. Solution_vision Capability Why Create a consistent method for capturing requirements for information and data projects across the organisation and develop the associated KPIs to track the success of requirements delivery.How A consistent method and checklists for the group of people (who could be called the business analysts, as they are today) to coAWEectly capture all of the business requirements for new information capabilities. Information Requirements Capture Faster delivery of business needs Solution_vision Capability Why Integrate with the programme office to develop delivery methods suited to information and data projects, including more agile and flexible delivery with fewer gates.How A suite of information delivery methods (not a single one-size-fits-all method) is linked to risk assessment that Information projects can select based on business requirements for the project. Some projects can be delivered more quickly and with fewer s Information Project Delivery Methods People spend less time looking for information. Solution_vision Capability Why Integrate with the corporate communication team to create a reusable series of information communication mechanismsHow Best practices, new information sources, success stories, improvements, information repositories and 'the art of the possible' are regularly communicated from IT back to the business (and vice versa) Information Communication Competency Less turnover of key information staff (leading to less external hiring and re-training). Solution_vision Capability Why Create a set of information skills, mapped to roles, create standard annual objectives, assess people against the competency model, identify skills gaps and feed back through to the business, create a community of practice and monitor the success of cross-business meetings. How Link the skills required to manage information and data across cuAWEently disconnected parts of the business into a common competency model. E.g., an information architect sitting in one part of the business has the same skills - and objectives - as his Information Skills More business value per IT/Information delivery employee. Faster delivery of information requirements because of less backlog. A single place for business demand to be assessed along side the total Rolls-Royce ability to deliver information solutions (IT and business). Information Demand/Supply Management Why Solution_vision How Capability Information project delivery is less expensive and of a higher quality. Solution_vision Capability Why Create a definition of a set of services that support the information strategies and the mapping of the services to who can provide the services. Develop the governance model to monitor usage of the services and the KPIs to track the usage. How The matchmaker between business and IT need for an Information service and the supplier of that service. A monitoring technique of which business initiatives are using which services gives a view of the standardisation and completeness of solutions. All Information Bureau (Services Network) Reduced cost of ad hoc and standard reporting and other information needs through better visibility of the cost. Solution_vision Capability Why Consideration should be made towards the people, process, technology and governance aspects of developing such a capability in comparison to the value of good quality & timely informationHow A transparent cost estimate is provided to business 'requestors' of data and information. This is both for the implementation cost and the ongoing ownership cost. Managers throughout the business will understand the cost of populating, developing and ma Information Costing Better user adoption of systems, leading to a lower cost per user for information solutions. Solution_vision Capability Why Ensure user training isn't a barrier to using expensive AWE training systems.How A consistent set of processes and materials to provide both initial training for new systems and ongoing user training for current systems across AWE. Information Training Lower cost of support of information systems. Solution_vision Capability Why Work with the programme office to create a standard set of checklists and monitoring procedures to ensure that all information and data initiatives are transitioned into support in the best possible wayHow A consistent method and checklists for the group of people who deliver information capabilities to transition those capabilities into BAU in the best possible way. Information Transition-into-Service Reduce duplication of effort. Solution_vision Capability Why Understand the kills, interests and roles of people throughout the organisation and instil a framework to continually encourage the communities to meet and incentivise people to share ideas.How Industrialise the methods of getting people together on a regular basis and links of those communities to information repositories. Communities of Practice Lower costs due to system reimplementation. Solution_vision Capability Why Create a process to update the definitions and the processes to keep the model updated, aligned and governed.How All business expressions and data elements used within the business have a documented and understood definition which is easily accessible to all colleagues and with clear ownership and metrics to track the usage. Business Glossary (Enterprise Data Model) To make everyone in the organisation treat information and data as assets. Solution_vision Capability Why Catalogue and value key information and data sets and publish that valuation for information owners.How Show the contribution of each piece of data and information to the total value of information as a company. Information Valuation Use and re-use the best information tool and to share information easier and faster and cheaper. Solution_vision Capability Why Create a repository of information tools and associated licenses; create a strategy for toolset rationalisation; develop the skills to architect solutions based on the best possible tool; be able to provide support and guidance to the business and IT in selecting the right tool for the job. How A common strategic toolset satisfies the majority of business requirements and the toolset selection is industrialised to release the business from making these decisions without a holistic architectural view. Information Toolset Architecture Lower cost of system implantation and much less rework. Solution_vision Capability Why Create a competency to develop and own an enterprise data model.How A single enterprise data model for all objects. Data Model The number of system implementations is reduced through reuse of existing assets. Solution_vision Capability Why Work with the Technology Office to increase the scope of the cuAWEent information architecture function and their ability to work with projects in the business.How A clear link between the information strategy and the supporting information (data and document) architecture with a clear set of standards. Information Architecture Business decisions are more likely to be coAWEect and decisions can be made faster. Solution_vision Capability Why Create 'gurus' throughout the business with strong central support about new tools and techniques relating to information presentation.How Information is presented in high-quality, consistent ways across the business through sharing of best practices and architecting of presentation methods by data presentation experts. Information Presentation Improvement Information doesn't go missing or into the wrong hands. Solution_vision Capability Why Work with the corporate security function to improve their competency around information and data security.How A single, clear and robust security model is available to the entire business, linked with the data model and application architecture. Information Security The organisation spends less time about asking about the accuracy of the data and more time taking actions. Solution_vision Capability Why Create clear line of sight to the master data; the people monitoring the data use their business experience knowing the areas where things can go wrong to create the automated rules to determine the data quality. Also, create an agreed metric(s) to assess data quality and the governance processes to activate a response plan. How Data quality focuses on accuracy rather than IT loading compliance and the quality is proactively monitored and the accuracy (with notes about exceptions) is reported using a standard sets of data quality metrics. It is not about getting to 100% accuracy Data Quality Monitoring Better decisions are made. Solution_vision Capability Why Create the ability for the organisation to consistently do data cleansing without having to reinvent how to do it each time.How Data quality issues are proactively addressed in a consistent way across the business. Data Cleansing People spend less time finding the information they need Solution_vision Capability Why Use automated tools at the outset to locate information and create a team, with links to the enterprise data model, to classify the data at a subject-area level. Deliver the catalogue in a user-friendly format, including the possibility of searching for information. How What information is available and where it is stored across all parts of the business is clearly understood and can be made accessible to different parts of the business as necessary Information Cataloguing Lower cost of support. Solution_vision Capability Why Create a set of service lines, including a first line of support, for all information and data questions.How A formalised process for escalation of information issues frees up business time Information Helpdesk Improved decision making based on data insights, leading to financial benefits. Solution_vision Capability Why Create a community of practice and a common role description for a Data AnalystHow Bottom-up data analytics from the people in the organisation who are already doing similar jobs in a way that makes the senior parts of the organisation recognise the value of analytics. Data Analytics More accountability and alignment of business objectives to improve bottom-line. Solution_vision Capability Why There is one set of KPIs linked to business drivers.How Top-level KPIs (defined in the business strategy) are reflected in the lower-level KPIs of the organisation are tied to the information systems. KPI Cascading How Capability Why Information Architects delivers processes to semantically describe information to information workers, accelerated by using business data dictionary while engaging with rules and constraints, all monitored by completion measures to allowstandards owners t Solution_vision Information Metamodelling To make organisational knowledge widely available and highlight key learnings Solution_vision Capability Why A simple governance process to provide create once publish everywhere(COPE) paradigm for knowledge sharingHow An holistic manner for which knowledge is captured catalogued and published in an easy to consume manner Knowledge Management Architecture To enable organisational knowledge growth Solution_vision Capability Why Specialised serviceHow Librarians offareas of the IM estateer the specialist knowledge to collect together information into navagatable Information Curation To enable exploitation of data information Solution_vision Capability Why Through architectual practiceHow BI Architect delivers an enterprise wide definition of business data BI Architecture Capability definitions This document is a partial preview. 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