This document discusses data management and integration. It begins by defining data management as planning, controlling, and delivering data and information assets. It then contrasts the traditional system development lifecycle with the data lifecycle. The document proposes using agile methodology to transform the traditional lifecycle to better handle modern data integration demands. It provides an example of how agile components like story writing and estimation can be applied to a data integration project involving a new data source for an enterprise data warehouse.
Six Sigma is a data-driven methodology for improving business processes and products. It involves defining problems, measuring key aspects, analyzing data to find causes of defects, improving processes by addressing causes, and controlling processes to maintain improvements. Statistical tools are used throughout. The goal is to reduce variation and improve quality to meet customer requirements.
The document discusses using analytical tools like dashboards, drill downs, and automated alerts to support decision making for agencies. It addresses developing measures to track performance against strategic plans and establishing a review process with executives. Integrating disparate data sources into a central repository is needed to effectively manage large volumes of structured and unstructured data for improved decisions and performance management.
TrakSYSTM is a software system designed to help manage manufacturing operations and performance in real time. It does this through collecting data from different sources, enabling stakeholders to be involved interactively, performing advanced analytics, and facilitating intelligence-based decision making. TrakSYSTM aims to measurably improve manufacturing operations through leveraging existing infrastructure, facilitating regulatory compliance, and driving performance improvement methodically and quickly. It provides an application stack and methodology to manage all aspects of manufacturing operations through a unified configuration environment.
The document discusses integrating the PRINCE2 project management methodology with Six Sigma for data quality projects. It provides a framework mapping the Six Sigma DMAIC process (Define, Measure, Analyze, Improve, Control) phases to PRINCE2 project stages. The framework is intended to help financial institutions establish effective governance over data projects using a structured approach. The document includes diagrams illustrating how the various PRINCE2 roles and processes interact with the Six Sigma methodology.
Geometric’s PLM Implementation services provide the necessary framework for an organization ensuring that product information is available at the right time for the right function. We help customers to manage enterprise assets, standardize processes and ensure reusability while facilitating process adherence, collaboration and long term sustainability.
This document discusses a 3 phase approach to optimize retail sales operations through modular structures, processes and costs. [Phase 1 focuses on defining and optimizing processes to reduce costs. Phase 2 plans staff capacity by adapting structures and principles. Phase 3 implements optimized workforce planning tools to increase sales readiness while decreasing costs.] The toolbox and process maps coordinate elements across the phases to improve sales and lower financial costs in a sustainable way.
This document discusses data governance at Guide Dogs. It introduces data governance and defines it. It explains why data governance is important due to Guide Dogs' growing programs, systems, and locations. It describes how Guide Dogs is ensuring data is handled compliantly across the organization through a Data Governance Board. The board addresses issues, defines data elements, and agrees on data quality and security requirements. The document outlines where Guide Dogs is in implementing data governance and next steps around a "Data Day," privacy campaigns, and streamlining the board structure.
Enterprise Asset Management (EAM) solutions help large enterprises effectively manage critical organizational assets to improve corporate performance. Changes in the business environment have increased the importance of EAM. Integrating EAM with other systems like ERP allows companies to reduce costs, increase asset usage, and maximize returns. Infosys can help companies implement and customize EAM solutions to gain strategic and operational benefits.
Six Sigma is a data-driven methodology for improving business processes and products. It involves defining problems, measuring key aspects, analyzing data to find causes of defects, improving processes by addressing causes, and controlling processes to maintain improvements. Statistical tools are used throughout. The goal is to reduce variation and improve quality to meet customer requirements.
The document discusses using analytical tools like dashboards, drill downs, and automated alerts to support decision making for agencies. It addresses developing measures to track performance against strategic plans and establishing a review process with executives. Integrating disparate data sources into a central repository is needed to effectively manage large volumes of structured and unstructured data for improved decisions and performance management.
TrakSYSTM is a software system designed to help manage manufacturing operations and performance in real time. It does this through collecting data from different sources, enabling stakeholders to be involved interactively, performing advanced analytics, and facilitating intelligence-based decision making. TrakSYSTM aims to measurably improve manufacturing operations through leveraging existing infrastructure, facilitating regulatory compliance, and driving performance improvement methodically and quickly. It provides an application stack and methodology to manage all aspects of manufacturing operations through a unified configuration environment.
The document discusses integrating the PRINCE2 project management methodology with Six Sigma for data quality projects. It provides a framework mapping the Six Sigma DMAIC process (Define, Measure, Analyze, Improve, Control) phases to PRINCE2 project stages. The framework is intended to help financial institutions establish effective governance over data projects using a structured approach. The document includes diagrams illustrating how the various PRINCE2 roles and processes interact with the Six Sigma methodology.
Geometric’s PLM Implementation services provide the necessary framework for an organization ensuring that product information is available at the right time for the right function. We help customers to manage enterprise assets, standardize processes and ensure reusability while facilitating process adherence, collaboration and long term sustainability.
This document discusses a 3 phase approach to optimize retail sales operations through modular structures, processes and costs. [Phase 1 focuses on defining and optimizing processes to reduce costs. Phase 2 plans staff capacity by adapting structures and principles. Phase 3 implements optimized workforce planning tools to increase sales readiness while decreasing costs.] The toolbox and process maps coordinate elements across the phases to improve sales and lower financial costs in a sustainable way.
This document discusses data governance at Guide Dogs. It introduces data governance and defines it. It explains why data governance is important due to Guide Dogs' growing programs, systems, and locations. It describes how Guide Dogs is ensuring data is handled compliantly across the organization through a Data Governance Board. The board addresses issues, defines data elements, and agrees on data quality and security requirements. The document outlines where Guide Dogs is in implementing data governance and next steps around a "Data Day," privacy campaigns, and streamlining the board structure.
Enterprise Asset Management (EAM) solutions help large enterprises effectively manage critical organizational assets to improve corporate performance. Changes in the business environment have increased the importance of EAM. Integrating EAM with other systems like ERP allows companies to reduce costs, increase asset usage, and maximize returns. Infosys can help companies implement and customize EAM solutions to gain strategic and operational benefits.
The document discusses essential planning steps for small projects with limited budgets. It recommends thoroughly planning work at the lowest level using a work breakdown structure to capture all technical scope, resources, milestones, and descriptions. Automated tools should be used to consolidate this planning data and enable analysis of things like what work is being done at each organization. Maintaining accurate and up-to-date planning data is important for project management and cross-checks between elements like budget and schedule. Communication is also key when changes are made to planning processes or formats.
PCN Strategies is an IT professional services firm providing enterprise consulting services to government and commercial clients since 2003. With 60 professionals based in Washington DC, PCN specializes in business intelligence, project management, and enterprise networking. PCN combines big firm methodologies with a small firm culture to deliver flexible, innovative solutions across various industries and technology areas.
The Color of Money - Priortization of User TasksLen Conte
When migrating functionality from one platform to another (desktop to mobile) it can be difficult to understand which functionality should be the primary focus of initial release. We used the front-end of the CARD method (called the Big Picture) to gather tasks and affinitize them. We asked user surrogates to write down alll the tasks one per index card. We affinitized them in a collaborative session. We then went thru a validation and priotization exercise with a 10-12 customers (in the same room). We walked thru the tasks and had customers add/change/move the cards from the affinitization. We then prioritized tasks by importance and frequency. Finally we gave each customer 10 , $100 bills and had them pin their money to the tasks they felt we should migrate first. we then analyed the results in a grid using both priortization and dollars spent.
This document discusses faster and cheaper approaches to information governance. It suggests starting small with a tangible project that addresses an acute business problem. Use existing resources and focus on quick success metrics to prove value. Grow the initiative over time by publicizing results, establishing executive support, and developing a growth plan around key technologies like data quality, master data management and information lifecycle management. The goal is more effective yet lower cost information governance.
The FDA now defines process validation as “the collection and evaluation of data, from the process design stage throughout production, which establishes scientific evidence that a process is capable of consistently delivering quality products.” On-going process validation is therefore the most important practical outcome of any QbD program. This sessions helps make the connection between process validation and QbD and why QbD starts in process development and doesn’t end in manufacturing.
This document discusses IT governance and risk management practices. It outlines key aspects of IT governance including IT strategy committees, balanced scorecards, information security governance, and enterprise architecture. It also describes the components of a risk management program including identifying assets, analyzing risks through threat, vulnerability and impact assessments, and establishing a risk management process. The goal is to help organizations control IT from a strategic perspective, seek and manage risk, and ensure business needs are met.
The value reference model document provides a high-level overview of the components and services that contribute value within an organization. It outlines the key auxiliary services including IT services, financial and accounting services, quality assurance services, and organizational intelligence services. The document also maps the relationships between business services, human resource services, product development services, supply chain services, customer relations services, and the auxiliary services that support them. Finally, it breaks down several of the auxiliary services such as IT services into further sub-components and services.
Here are the key points about ERP:
- ERP stands for Enterprise Resource Planning. It is software that allows an organization to use a system of integrated applications to manage business processes like product planning, parts purchasing, maintaining inventories, interacting with suppliers, providing customer service, and tracking orders.
- SAP is one of the largest and most widely used ERP software providers. Their ERP system is called SAP R/3.
- SAP R/3 has integrated modules that allow companies to manage core business functions like finance, manufacturing, supply chain, project management, and human resources.
- Some common SAP modules include sales and distribution, materials management, production planning, financials, controlling,
This document provides an overview of 4iiii and the tools they offer for businesses. It discusses how 4iiii helps businesses define goals and measure key performance indicators to analyze processes and improve profitability through their DMAIC methodology. The document includes an example information process flow chart and simple business process map to illustrate how 4iiii captures and relates different sources of data to produce meaningful management information for decision making.
This document discusses business analytics and performance management solutions. It describes tools for predictive analysis, driver-based planning, financial planning, budgeting, forecasting, sales forecasting, financial consolidation, scenario building, strategic planning, decision making, dashboards, reporting, analysis, data integration, data modeling, querying, OLAP analysis, and KPIs. Case studies are provided for companies that have implemented these solutions.
The document provides an overview of NASA's policy for independent program reviews:
1. NASA policy mandates independent reviews at key decision points to validate programs' readiness and identify risks. This includes NPD 1000.0 requiring checks and balances like independent reviews.
2. The Standing Review Board process in NPR 7120.5 standardizes independent reviews across NASA. Reviews assess technical and programmatic status at life cycle milestones.
3. The SRB Handbook provides guidance for Standing Review Boards to apply review criteria consistently across programs in accordance with NASA's technical and program management requirements. It outlines the roles, processes, and expected work products for the reviews.
This document outlines a three-phase approach to developing a data warehouse and business intelligence initiative for Tennessee higher education institutions. Phase 1 involves strategic planning with Tennessee State University and consulting firm Deloitte. They will identify key performance indicators by interviewing leadership and analyzing documents. Phase 2 will architect and implement the data warehouse with additional institutions. Phase 3 will complete Phase 2 and implement ongoing governance. The goal is to enhance reporting and analytics capabilities with executive dashboards and strategic metrics.
Licenciado em Engenharia Física e Doutorado em Física Tecnológica pela Universidade de Coimbra. É cofundador, presidente e CEO da ISA – Intelligent Sensing Anywhere, S.A., empresa de base tecnológica pioneira e líder mundial em telemetria e gestão remota aplicada aos mercados do Oil & Gas, Energia, Ambiente e Saúde. É Professor Convidado da Universidade de Coimbra na área do Empreendedorismo e Inovação Tecnológica, tendo anteriormente sido responsável pela regência de disciplinas nas áreas da Física, Eletrónica, Instrumentação e Processamento Digital de Sinal em tempo real. Foi investigador na Faculdade de Ciências e Tecnologia da Universidade de Coimbra e perito avaliador da Agência de Inovação, do IAPMEI, da Academia i-Techpartner e da Comissão Europeia na área dos real time embedded systems e da eficiência energética.
The document discusses HP's IT Performance Suite, which includes Executive Scorecard (XS) and Enterprise Collaboration (EC). It focuses on using metrics to measure and improve IT performance across planning, building, and operating phases. The suite provides solutions for areas like financial management, security, application lifecycle management, and more to help organizations understand, execute systematically, and continuously improve business outcomes and IT.
This document summarizes a presentation on business process improvement. It discusses managing knowledge as an asset using the Deming cycle of plan-do-check-act. The presentation recommends standardizing business terminology and processes to promote a consistent way of doing business across contracts. An example process for optimizing routine maintenance is outlined with key steps such as identifying defects, scheduling work, and reviewing productivity results.
The document provides an overview of HP's IPG vertical approach to selling document workflow integration services. It discusses IPG's focus on specific vertical industries and identifying document-centric business problems. It also outlines the typical sales process, including conducting assessments, proofs-of-concept, and product implementations. Contact information is provided for IPG industry experts who can help with various sectors such as healthcare, financial services, and manufacturing.
CMMI High Maturity Best Practices HMBP 2010: CMMI® FOR SERVICES: INSIGHTS AND...QAI
CMMI® FOR SERVICES: INSIGHTS AND BEYOND
-Rajesh Naik
QAI.
presented at 1st International Collquium on CMMI High Maturity Best Practices 2010 held on May 21,2010 organized by QAI
This document discusses NASA's Earned Value Management (EVM) capability project. It outlines the overarching EVM requirements for NASA, including compliance with ANSI/EIA-748 guidelines. It describes NASA's development of a common EVM process and its testing on two pilot projects. The rollout plan and available EVM resources are also summarized. Maintaining the integrity of the EVM process through surveillance is highlighted as a key ongoing activity.
The document discusses the ERP implementation life cycle including the methodology, critical success factors, and critical failure factors. It describes the typical phases of an ERP implementation project including pre-implementation, implementation, and post-implementation. It also outlines some of the key challenges of implementing an ERP system such as change management, user adoption, and meeting expectations. Critical success factors include leadership commitment, effective project management, and training, while common critical failures include customization, high turnover, and poor testing.
This presentation was given at GRC Conference in Boston (October 2010) and explains the importance of measuring performance for real value. It goes into the world of metrics and balanced scorecards
The document discusses essential planning steps for small projects with limited budgets. It recommends thoroughly planning work at the lowest level using a work breakdown structure to capture all technical scope, resources, milestones, and descriptions. Automated tools should be used to consolidate this planning data and enable analysis of things like what work is being done at each organization. Maintaining accurate and up-to-date planning data is important for project management and cross-checks between elements like budget and schedule. Communication is also key when changes are made to planning processes or formats.
PCN Strategies is an IT professional services firm providing enterprise consulting services to government and commercial clients since 2003. With 60 professionals based in Washington DC, PCN specializes in business intelligence, project management, and enterprise networking. PCN combines big firm methodologies with a small firm culture to deliver flexible, innovative solutions across various industries and technology areas.
The Color of Money - Priortization of User TasksLen Conte
When migrating functionality from one platform to another (desktop to mobile) it can be difficult to understand which functionality should be the primary focus of initial release. We used the front-end of the CARD method (called the Big Picture) to gather tasks and affinitize them. We asked user surrogates to write down alll the tasks one per index card. We affinitized them in a collaborative session. We then went thru a validation and priotization exercise with a 10-12 customers (in the same room). We walked thru the tasks and had customers add/change/move the cards from the affinitization. We then prioritized tasks by importance and frequency. Finally we gave each customer 10 , $100 bills and had them pin their money to the tasks they felt we should migrate first. we then analyed the results in a grid using both priortization and dollars spent.
This document discusses faster and cheaper approaches to information governance. It suggests starting small with a tangible project that addresses an acute business problem. Use existing resources and focus on quick success metrics to prove value. Grow the initiative over time by publicizing results, establishing executive support, and developing a growth plan around key technologies like data quality, master data management and information lifecycle management. The goal is more effective yet lower cost information governance.
The FDA now defines process validation as “the collection and evaluation of data, from the process design stage throughout production, which establishes scientific evidence that a process is capable of consistently delivering quality products.” On-going process validation is therefore the most important practical outcome of any QbD program. This sessions helps make the connection between process validation and QbD and why QbD starts in process development and doesn’t end in manufacturing.
This document discusses IT governance and risk management practices. It outlines key aspects of IT governance including IT strategy committees, balanced scorecards, information security governance, and enterprise architecture. It also describes the components of a risk management program including identifying assets, analyzing risks through threat, vulnerability and impact assessments, and establishing a risk management process. The goal is to help organizations control IT from a strategic perspective, seek and manage risk, and ensure business needs are met.
The value reference model document provides a high-level overview of the components and services that contribute value within an organization. It outlines the key auxiliary services including IT services, financial and accounting services, quality assurance services, and organizational intelligence services. The document also maps the relationships between business services, human resource services, product development services, supply chain services, customer relations services, and the auxiliary services that support them. Finally, it breaks down several of the auxiliary services such as IT services into further sub-components and services.
Here are the key points about ERP:
- ERP stands for Enterprise Resource Planning. It is software that allows an organization to use a system of integrated applications to manage business processes like product planning, parts purchasing, maintaining inventories, interacting with suppliers, providing customer service, and tracking orders.
- SAP is one of the largest and most widely used ERP software providers. Their ERP system is called SAP R/3.
- SAP R/3 has integrated modules that allow companies to manage core business functions like finance, manufacturing, supply chain, project management, and human resources.
- Some common SAP modules include sales and distribution, materials management, production planning, financials, controlling,
This document provides an overview of 4iiii and the tools they offer for businesses. It discusses how 4iiii helps businesses define goals and measure key performance indicators to analyze processes and improve profitability through their DMAIC methodology. The document includes an example information process flow chart and simple business process map to illustrate how 4iiii captures and relates different sources of data to produce meaningful management information for decision making.
This document discusses business analytics and performance management solutions. It describes tools for predictive analysis, driver-based planning, financial planning, budgeting, forecasting, sales forecasting, financial consolidation, scenario building, strategic planning, decision making, dashboards, reporting, analysis, data integration, data modeling, querying, OLAP analysis, and KPIs. Case studies are provided for companies that have implemented these solutions.
The document provides an overview of NASA's policy for independent program reviews:
1. NASA policy mandates independent reviews at key decision points to validate programs' readiness and identify risks. This includes NPD 1000.0 requiring checks and balances like independent reviews.
2. The Standing Review Board process in NPR 7120.5 standardizes independent reviews across NASA. Reviews assess technical and programmatic status at life cycle milestones.
3. The SRB Handbook provides guidance for Standing Review Boards to apply review criteria consistently across programs in accordance with NASA's technical and program management requirements. It outlines the roles, processes, and expected work products for the reviews.
This document outlines a three-phase approach to developing a data warehouse and business intelligence initiative for Tennessee higher education institutions. Phase 1 involves strategic planning with Tennessee State University and consulting firm Deloitte. They will identify key performance indicators by interviewing leadership and analyzing documents. Phase 2 will architect and implement the data warehouse with additional institutions. Phase 3 will complete Phase 2 and implement ongoing governance. The goal is to enhance reporting and analytics capabilities with executive dashboards and strategic metrics.
Licenciado em Engenharia Física e Doutorado em Física Tecnológica pela Universidade de Coimbra. É cofundador, presidente e CEO da ISA – Intelligent Sensing Anywhere, S.A., empresa de base tecnológica pioneira e líder mundial em telemetria e gestão remota aplicada aos mercados do Oil & Gas, Energia, Ambiente e Saúde. É Professor Convidado da Universidade de Coimbra na área do Empreendedorismo e Inovação Tecnológica, tendo anteriormente sido responsável pela regência de disciplinas nas áreas da Física, Eletrónica, Instrumentação e Processamento Digital de Sinal em tempo real. Foi investigador na Faculdade de Ciências e Tecnologia da Universidade de Coimbra e perito avaliador da Agência de Inovação, do IAPMEI, da Academia i-Techpartner e da Comissão Europeia na área dos real time embedded systems e da eficiência energética.
The document discusses HP's IT Performance Suite, which includes Executive Scorecard (XS) and Enterprise Collaboration (EC). It focuses on using metrics to measure and improve IT performance across planning, building, and operating phases. The suite provides solutions for areas like financial management, security, application lifecycle management, and more to help organizations understand, execute systematically, and continuously improve business outcomes and IT.
This document summarizes a presentation on business process improvement. It discusses managing knowledge as an asset using the Deming cycle of plan-do-check-act. The presentation recommends standardizing business terminology and processes to promote a consistent way of doing business across contracts. An example process for optimizing routine maintenance is outlined with key steps such as identifying defects, scheduling work, and reviewing productivity results.
The document provides an overview of HP's IPG vertical approach to selling document workflow integration services. It discusses IPG's focus on specific vertical industries and identifying document-centric business problems. It also outlines the typical sales process, including conducting assessments, proofs-of-concept, and product implementations. Contact information is provided for IPG industry experts who can help with various sectors such as healthcare, financial services, and manufacturing.
CMMI High Maturity Best Practices HMBP 2010: CMMI® FOR SERVICES: INSIGHTS AND...QAI
CMMI® FOR SERVICES: INSIGHTS AND BEYOND
-Rajesh Naik
QAI.
presented at 1st International Collquium on CMMI High Maturity Best Practices 2010 held on May 21,2010 organized by QAI
This document discusses NASA's Earned Value Management (EVM) capability project. It outlines the overarching EVM requirements for NASA, including compliance with ANSI/EIA-748 guidelines. It describes NASA's development of a common EVM process and its testing on two pilot projects. The rollout plan and available EVM resources are also summarized. Maintaining the integrity of the EVM process through surveillance is highlighted as a key ongoing activity.
The document discusses the ERP implementation life cycle including the methodology, critical success factors, and critical failure factors. It describes the typical phases of an ERP implementation project including pre-implementation, implementation, and post-implementation. It also outlines some of the key challenges of implementing an ERP system such as change management, user adoption, and meeting expectations. Critical success factors include leadership commitment, effective project management, and training, while common critical failures include customization, high turnover, and poor testing.
This presentation was given at GRC Conference in Boston (October 2010) and explains the importance of measuring performance for real value. It goes into the world of metrics and balanced scorecards
Microsoft Business Intelligence Performance Management Dan Bulos_2011Mark Ginnebaugh
Dan Bulos, President of Symmetry Corporation discusses how to use Analysis Services to create a robust dashboard and scorecard application.
You Will Learn:
* Why a PM application is unique and how to design a solution
* How to create a “Spine” of metrics and KPIs to integrate data and targets into a coherent data design
* About different scoring methodologies
* How to create a KPI scoring engine within SSAS
* How to explain performance using visualizations
The document outlines an analytics workflow to understand client needs, collect and interpret data, and perform statistical modeling to generate actionable insights. Key steps include understanding requirements, auditing and preparing data, building models, testing insights, and rolling out solutions tailored to each client. The overall goal is to collect data, perform analysis, and deliver insights to help clients.
The document summarizes an ISM for Design & Delivery panel discussion with experts from IBM Rational and Tivoli. The panelists were Don O’Toole, Harish Grama, Dave Lindquist, Neeraj Chandra, and Wing To. They discussed how integrating service design, delivery, and management across the lifecycle can enable service innovation through improved visibility, control, and automation. Rational and Tivoli products were highlighted as delivering integrations that bridge gaps in service delivery and enable innovation. Process, people, and technology integration were said to lead to real business service improvements through early problem detection, reduced costs, and performance optimization.
InfosysPublicServices - Member Liability Estimator Solution | MLE ApplicationsInfosys
White Paper highlights Member Liability Estimation Solution a statistical model based framework & Web Based tool estimates the cost of care & member liability based on provider contact details. Know more on MLE Application offerings and Key features.
Our mission is: transforming data to reveal business and clinical insights. We accomplish this through our data management, business intelligence and analytics consulting services. We ensure that organizations have the proper tools, technology and processes to improve performance – relative to predefined critical success factors and key performance indicators – based on greater insight and analysis through analytics. We offer a framework for establishing an Analytics Center of Excellence within organizations to define roles and responsibilities and coordinate activities and tasks among key stakeholders. With emphasis on statistical analysis, forecasting, optimization, and simulation, analytics provides results that are predictive and prescriptive, injecting clarity and confidence in decision making and improving performance through situational awareness at all levels of the organization.
Through our past consulting engagements, we observed significant challenges and short-comings in how these organizations navigate such a data-rich environment in the pursuit of analytical excellence. Based on our assessment and evaluation, we develop a roadmap for establishing an information environment that enables stakeholders to improve clinical decision-making and performance (as related to quality, outcomes, cost and utilization) through data visualizations and advanced analytics. This roadmap accounts for both structured and unstructured data, and it includes provisions for controlled data access based on security and privacy policies. We manage the transition from on-premise to cloud-based data sources and leverage the cloud as an aggregation point for creating a Big Data analytics platform. We then perform an alternatives analysis of feasible solutions based on several factors, including: delivered capabilities, ease of implementation, performance, scalability, interoperability and integration with legacy systems, and functionality -- at a cost that maximizes ROI.
The document discusses a lecture on optimizing data for enterprise performance management (EPM). It covers understanding EPM data challenges, managing master data, and EPM products and solutions like performance applications, scorecards, dashboards, and key performance indicators. The lecture agenda includes an overview of the EPM workspace and applications, as well as challenges around financial consolidation, performance management, and business intelligence.
InfosysPublicServices - Member Switchover Solution | AnalysisInfosys
This white Paper outlines approach of Member Switchover Solution, Analysis, Features and Key Benefits. Some of the Features include Score Card Generation, Member Risk Modeling & Member Profitability Analysis.
This document outlines Oracle's product direction for driving management excellence through its EPM&BI solutions. It discusses Oracle's framework for achieving management excellence, which includes rationalizing management systems, integrating systems with operational systems, and sharing insights across the extended enterprise. The document also summarizes Oracle's capabilities for complete, open, and integrated performance management and business intelligence.
This document outlines Oracle's product direction for driving management excellence through its EPM&BI solutions. It discusses Oracle's framework for achieving management excellence, which includes rationalizing management systems, integrating systems with operational systems, and sharing insights across the extended enterprise. The document also summarizes Oracle's complete, open, and integrated capabilities for performance management and business intelligence.
Lean Six Sigma project management aims to streamline projects with higher predictability and lower variations than traditional project management. It focuses on eliminating waste and non-value-added steps through a DMAIC process of defining opportunities, measuring key metrics, analyzing processes, improving processes by eliminating sources of variation, and controlling performance. Lean Six Sigma projects emphasize continuous improvement through small experiments, empowered cross-functional teams, and a pull-based approach driven by customer demand.
Lean Six Sigma Project Management Oct11th2010[ (1)Arunima Thakur
Lean Six Sigma project management aims to streamline projects with higher predictability and lower variations than traditional project management. It focuses on eliminating waste and non-value-added steps through a DMAIC process of defining opportunities, measuring key metrics, analyzing processes, improving processes by eliminating sources of variation, and controlling performance. Lean Six Sigma projects emphasize continuous improvement through small experiments, empowered cross-functional teams, and a pull-based approach driven by customer demand.
The document discusses capacity planning, which is determining the production capacity needed by an organization to meet changing demands while meeting service level agreements. It outlines the overall capacity planning process, including identifying SLAs, analyzing current baseline capacity, forecasting future capacity needs, and adding capacity through lead, lag, or match strategies. The key steps discussed are identifying SLAs, analyzing current capacity, workload forecasting, performance modeling, and adding capacity as needed through a match strategy. Various capacity planning models and considerations are also mentioned.
Module 1 Information Management and Analytics FinalVivastream
This document discusses real-time analytics and attribution. It introduces Noah Powers, Patty Hager, and Suneel Grover who are experts in customer intelligence, analytics, and visualization. It then discusses modules on information management, analytics challenges, and the predictive analytics lifecycle. Finally, it discusses segmentation, customer profitability and lifetime value, and the value of understanding customer profitability.
Asset information management for design build r novak arc 2008ARC Advisory Group
This document discusses asset information management (AIM) for design-build projects from an owner-operator perspective. It outlines different design-build scenarios and activities that require asset information exchange. It also describes current constraints like different perspectives between owner-operators and engineering firms. The document argues that optimal design-build requires seamless transfer of asset information throughout the project lifecycle from concept to operational readiness. It also discusses the mixed adoption of 3D modeling among owner-operators.
Affordable Analytics & Planning IBM Cognos ExpressSenturus
Solution that delivers reporting, analysis, dashboard, planning, budgeting and forecasting capabilities at an affordable price. View the webinar video recording and download this deck: http://www.senturus.com/resources/affordable-analytics-and-planning/.
Watch this webinar if you are considering switching from spreadsheets to a business analytics system and searching for an affordable, easy-to-implement solution.
Senturus, a business analytics consulting firm, has a resource library with hundreds of free recorded webinars, trainings, demos and unbiased product reviews. Take a look and share them with your colleagues and friends: http://www.senturus.com/resources/.
Are you getting the real story when you ask about the status of your projects? Check out this presentation to see how you can accurate, current, actionable information about the projects you are managing.
Similar to Agile Data Management & Integration (20)
2. DEFINITION OF DATA MANAGEMENT
Data Management:
The business function of planning for,
controlling and delivering data and
information assets. This function
includes:
The disciplines of development,
execution, and supervision of plans,
policies, programs, projects,
processes, practices, that control,
protect deliver, and enhance the value
of data information assets.
--- DMBOK
DATA MANAGEMENT & INTEGRATION: BUSINESS
DILEMMAS 2
3. THE STORY OF TWO LIFECYCLES
SYSTEM DEVELOPMENT LIFECYCLE (SDLC)
Plan Analyze Design Build Test Deploy Maintain
DATA LIFECYCLE
Create & Maintain Archive &
Plan Specify Enable Purge
Acquire & Use Retrieve
Data is created or acquired, stored and maintained, used, and eventually purged.
As I‘m sure many businesses, SMB and Enterprise alike, agree, here’s where it gets
interesting. This is due to the dynamics of data, as it may be extracted, imported, exported,
validated, cleansed, transformed, aggregated, analyzed, reported, updated, archived, and
backed up, to name a few, prior to purging.
DATA MANAGEMENT & INTEGRATION: BUSINESS
DILEMMAS 3
4. HOW DO WE TRANSFORM THE TRADITIONAL LIFE CYCLE TO
HANDLE TODAY’S DATA INTEGRATION DEMANDS?
WAT E R F A L L
METHODOLOGY AGILE METHODOLOGY
DATA MANAGEMENT & INTEGRATION: BUSINESS
DILEMMAS 4
5. COMPONENTS OF AGILE
Story Writing
Estimation
APPLY TO DATA INTEGRATION
Release Planning LIFE CYCLE
KEYS ARE:
Sprint Planning 1. CADENCE
2. CALLABORATION
Metrics 3. COMMUNICATION
4. RISK MITIGATION
5. MINIMIZE DATA TIME TO
USE FOR THE BUSINESS
DATA MANAGEMENT & INTEGRATION: BUSINESS
DILEMMAS 5
6. HOW DOES AGILE APPLY TO DATA
INTEGRATION?
For the purpose of this presentation, I will be providing examples in
relation to an enterprise data warehouse (EDW). In this case, the
data sets are large, unstructured data which is referring to data that
does not fit well into relational database management systems
(RDMS).
DATA MANAGEMENT & INTEGRATION: BUSINESS
DILEMMAS 6
7. EXAMPLE: ADDING COMPLEX DATA FROM A NEW SOURCE
INTO THE ENTERPRISE DATA WAREHOUSE (EDW)
Below are process steps within an Iteration that integrates with the Agile Components and
the macro Data Integration Life Cycle
DATA GOVERNANCE (Meta Data and
Document Control)
Coding & Data
Requirements Data QA & System
Transformation Development /
Testing / Deployment
Profiling Rules & Coding
Validation
Mappings
Rework Rework
Rework
Rework
COMMUNICATION &
RISK MITIGATION
DATA MANAGEMENT & INTEGRATION: BUSINESS
DILEMMAS 7
8. HOW DO WE USE THE AGILE COMPONENTS WITH THE DATA INTEGRATION LIFE CYCLE?
• Story Writing
C Requirements
• Estimation
Story
Writing O
• Estimation
M • Release Planning
Data Profiling • Spring Planning
M
Estimation
U • Estimation
Coding & Data • Release Planning
N Transformatio
n Rules &
• Sprint Planning
Mappings
Release I
Planning
C • Release Planning
• Sprint Planning
Development /
A Coding
Sprint
Planning T
• Estimation
I QA & System
•
•
Release Planning
Sprint Planning
Testing / • Metrics
O Validation
Metrics
N
• Retrospective / Lessons Learned
Deployment • Continuous Improvement
DATA MANAGEMENT & INTEGRATION: BUSINESS
DILEMMAS 8
9. STORY WRITING
How does a team determine requirements?
Understand the business case / problem statement
Draw on team’s expertise to determine tables affected for new data source
Data Profiling can assist in determining database tables affected
Define all areas of the business affected – Define as Epic vs. Function vs. Task
Breakdown
Tools that can be used:
User Stories, Refer to Stakeholder Matrix, Card, User Conversations,
Confirmation (Consensus), Acceptance Criteria, System As A Whole Mentality
w/in Scope, What/Why/How Personas, Questionnaires, Observations, SMEs,
SPIOC Diagrams, Ishikaw Diagrams, RACI Matrix, to name a few
DATA MANAGEMENT & INTEGRATION: BUSINESS
DILEMMAS 9
10. EPIC STORY WRITING EXAMPLE (SIPOC) =>STORIES FOR LARGE DATA SETS
Define the Process
Who What is What STEPS are Included WHAT does the WHO are your
PROVIDES provided to in the Process today? customer primary
the input? START the (high level) receive? (Think of customers?
process? their CTQ’s)
S p lie
up r In u
pt P cs
ro es O tp t
u u C s mr
u to e
(Who) (Nouns) (Verbs) (Nouns) (Who)
Software / Hardware Requirements Cycle Time for Data to Third Party Extract
Regulations Use Recipients
Vendors
Source Input Customer/ Data Profiling Report Generation / Stakeholders (Internal /
Data Transportation &
Organization External Extracts External)
Security
Staff Training & Valid / Invalid Data to
Government Coding & Data Transformation Rules Regulators
Availability (Resources) the Warehouse
and Mappings
Internal Functions IDS, EDW, Data Mart / Metric Evaluation
Development / Coding Vendors
affected by data / SMEs Tables Effected
Data Analytics
Database Environment (Transactional / Mobile Device / Web
/ Platform(s) QA & System Testing / Validation Customers
Analytical)
Methodology & Risk Analysis
Standards Deployment
Process Project /
Program Management Testing Results and
Plans Evaluations
DATA MANAGEMENT & INTEGRATION: BUSINESS
DILEMMAS 10
11. ESTIMATION
Understand the assumptions and constraints
Make sure requirements are understood
Understand potential and known areas of rework
Use historical throughputs of similar projects
Estimations are not contracts – so have cultural flexibility with the team
Break down requirement(s) stories into tasks
Monitor backlogs throughout iteration => helps for sprint determination
Tools That Can Be Used:
Poker Planning, Historical Estimates, Velocities for Sprints, Forecasting as
a Range/Percentage (Short Term) for sprints and project durations,
Project Cost Estimations from Velocity Forecasting, Process Mapping,
Hypothesis Statements
DATA MANAGEMENT & INTEGRATION: BUSINESS
DILEMMAS 11
12. ESTIMATION EXAMPLE
Three Components:
■ Estimate Size of Stories = Defines Sprint
■ Measure Velocity For Each Iteration = Total Sprints Throughput
Iteration 1 Forecast:
■ Forecast Duration Predict using a Range
5
4 and a % using Project
3 backlog
ESTIMATION 2 - Derive Low Velocity
(STORY PTS.) 1 - Derive High Velocity
0 - Derive Average
TASK
Sprint 1
Sprint 2
Sprint 3
Sprint 4
Define fields to be Velocity
mapped (100)
- Forecast project
TASK Profile source to duration by # of
target data for sprints then convert to
mapping / coding
complexity SPRINT $/sprint then
$/iteration
DATA MANAGEMENT & INTEGRATION: BUSINESS
DILEMMAS 12
13. RELEASE PLANNING
Paradigm shift between traditional plan driven to agility driven from vision
and values.
Agile Levels: DI Vision, DI Roadmap, Go Live Plan, Iteration Plan, Daily
Commitment
Set iterations to fit DI Roadmap (usually 1 – 4 week timeframe); decrease
data to business use cycle times
Connects strategic vision to delivery approach (source to
target), Eliminates Waste (rework) / Lean, Eliminates Variation, Better
Decision Making, Improves Communication, Improves Morale
Release Planning/DI Planning leads to Roadmap, Plan, Backlog
Key Elements: Schedule, Estimates on Epics / Stories, Prioritized
Backlogs, Velocity of Team
Bottom Line to Tools: Complexity is Estimated, Velocity is
Measured, Duration is Derived
DATA MANAGEMENT & INTEGRATION: BUSINESS
DILEMMAS 13
14. RELEASE PLANNING PICTORIAL
RELEASE / DATA INTEGRATION PHASE 1
Iteration 1 Iteration 2 Iteration 3
RELEASE / DATA INTEGRATION PHASE 2
Iteration Iteration Iteration Iteration Iteration
4 5 6 7 8
DATA MANAGEMENT & INTEGRATION: BUSINESS
DILEMMAS 14
15. SPRINT PLANNING
● Determine and agree on the sprint and next sprint goals
● Determine required attendees, inputs and outputs
● Prioritized logs/backlogs and validate based on estimates
● Review and seek clarification of stories & tasks
● Define and estimate the work plan by breaking into tasks from user
stories
● Daily Standups
● Sprint Review and Demo Integration
● Retrospective / Lessons Learned
DATA MANAGEMENT & INTEGRATION: BUSINESS
DILEMMAS 15
16. EXPANDING ON SPRINT PLANNING ELEMENTS
● Participation
● Prioritized Backlog
● Presentation of Candidates Stories
● Agreeing On Sprint Goal
● Validation of Sprint Backlog Based on Team
Estimation of Stories
● Capacity Planning
● Defining and Estimating the Work Plan
● Daily Stand Up Meetings
● Sprint Review and Closeout
● Retrospective / Lessons Learned
DATA MANAGEMENT & INTEGRATION: BUSINESS
DILEMMAS 16
17. METRICS
● Derive measurements (Quantitative/Qualitative)
● Leading / Lagging measurements
● Metrics must be motivational and informative
● Determine whether tasks are done – either 100% complete or not complete
● Some agile metrics (going beyond common metrics):
■ Velocity – Sum of points delivered for each iteration / # of iterations
■ Burndown – Rate at which requirements are being delivered
■ Burnup – Project story points are being met – (i.e. scope)
■ Cumulative Flowcharts – The requirements are in respect to the lifecycle
over time (i.e. Not Started, In Progress, Pending Acceptance, Completed)
Leads to more accurate OLAP and/or OLTP for BI and Analytic results in
conjunction with the company’s business model and dynamic efforts
regarding data management strategic planning efforts.
DATA MANAGEMENT & INTEGRATION: BUSINESS
DILEMMAS 17
18. EXAMPLES OF AGILE METRICS - BURNDOWN
90
80
70
60
% COMPLETE 50
Ideal
40
30 Actual
20
10
0
1 2 3 4 5
Iterations
DATA MANAGEMENT & INTEGRATION: BUSINESS
DILEMMAS 18
19. QATesting Defects Pareto Chart
120%
100%
80%
Frequency
%
60%
Cumulativ e %
40%
20%
0%
Mapping Coding Target Meta Data Data Joins Data Type Foreigh Grouping Wrong SK
Domains Standards Key Value
Unclear Cause Lookup
DATA MANAGEMENT & INTEGRATION: BUSINESS
DILEMMAS 19
20. EXAMPLES OF AGILE METRICS - BURNUP
DATA MANAGEMENT & INTEGRATION: BUSINESS
DILEMMAS 20
21. EXAMPLES OF AGILE METRICS - ITERATION
If backlog is sized at 60 story
Points, using this velocity trend COST USING VELOCITY
The projected duration is:
Range:
Iteration - Duration Estimate
Low Velocity: 10 story points
High Velocity : 30 story points
Average Velocity: 20.5 story points 30
25
The team’s velocity ranged from
10 to 30 story points. 20
15 Estimate
60/10 = 6 sprints
10
60/30 = 2 sprints
5
Backlog will release between 2 and
0
6 sprints
Sprint 1 Sprint 2 Sprint 3 Sprint 4
Notice Sprints 1 and 2 have a high degree of story point variability, as If cost per sprint is $10,000 then iteration range prediction is:
the team is likely in the Forming/Storming team development stages.
Sprints 3 & 4 tend to be closer in story points, as the team begins to Low Estimate: (2 sprints)(10,000) = $20,000
High Estimate: (6 sprints)(10,000) = $60,000
attain the Norming/Performing team development status.
Avg. Estimate (2.9 sprints)(10,000) = $29,000
DATA MANAGEMENT & INTEGRATION: BUSINESS
DILEMMAS 21