Selecting BI Tool - Proof of Concept - Андрій МузичукIgor Bronovskyy
A large number of tools and techniques have been developed over the years to support managerial decision making. Thus process of selecting appropriate BI tool turns to be an issue. Implementing and deploying a BI initiative can be lengthy, expensive and failure pron. The Proof of concept method can be used by stakeholders to avoid unnecessary losses.
In the presentation, the description of Proof of Concept method is provided based on the example of selecting among Microsoft stack, MicroStrategy and Business Object Bi tools. The example includes above mentioned technologies overview, reports modeling process, reports development process, report integration in SharePoint, performance testing as well as the decision making model and summary for final tools selection.
How to implement measurements to drive valueOMNINET USA
Slides belonging to a BrighTalk presentation given by David Smith, president of Micromation.
How to Implement Measurements to drive value
Improve the "Business of IT" by using a measurement framework and metrics that matter most.
Metrics are important to management. What's not measured cannot be managed. But what should be measured, why and how?
If you're experiencing any of these symptoms, then this session is for you:
• not sure what to measure
• not sure how to measure
• IT metrics don't seem to support business goals
• too busy fighting fires to become more proactive
• measure too many things already
• business/IT goals not measured
• priorities focus on noise vs. what's important
• customer complaints drive improvements
• efficiency, effectiveness, quality not well understood
• reduced visibility resulting in loss of control
• not sure who needs what level of detail
Learning Objectives:
Metrics validate your IT strategy and vision; provide direction with targets and metrics; justify changes with a means to gauge value-realized; signal when to intervene with corrective actions.
Hear case studies and examples that help you improve alignment, meet compliance and drive service excellence.
Learn the secrets of how measurement frameworks works and take away a roadmap with actionable steps. Let's get IT started.
Balance Sheet (Financial) ConsolidationDhiren Gala
There is always a challenge to close the accounting books quickly & publish the statutory balance sheets with profit and loss accounts statement or for that matter internal financial MIS for monthly quarterly or yearly. There are various challenges when there are group of companies, local subsidiaries, international subsidiaries, branches, strategic business units, sister concerns, joint ventures, merger, acquisitions, investment companies, SPV’s etc. data to be consolidated in single financial report.
CFO team is always under pressure to publish quarterly, half yearly and yearly statements based on Indian GAAP or US GAAP or IFRS or any other formats of publishing data. There are challenges to map and consolidate data from multiple entities, multiple accounting period and multiple currencies. Finance team lead by CFO works days and weeks on multiple spreadsheets to arrive a final statement. While doing this exercise finance team faces several challenges.
Technology can also be a barrier to close books faster. Companies that use desktop spreadsheets to manage their accounting, closing takes about 25% longer to get it done. If the company is still busy closing its books, it can and should do better. We help companies CLOSE YOUR BOOKS FASTER WITH ACCURACY AND EXTENSIVE ANALYTICS.
1KEY Financial Consolidation software is a complete data warehouse model with standard statutory reporting requirements for publishing financial statements and with extensive analytical reports. It provides financial managers the ability to rapidly close and report financial results, meet global regulatory requirements, reduce compliance costs and provide confidence in the numbers.
Accelerate closing cycle and improve the quality of data – remove the pain of consolidation of financial management & reporting cycle. Organizations that are able to close their books quickly & deliver faster & more accurate information can gain a competitive advantage in a rapidly changing market. Provide financial managers the ability to rapidly close & report financial results, meet global regulatory requirements, reduce compliance costs with trust in numbers.
CLOSE BOOKS – Faster | Error Free | with Extensive Analytics is the strategic and exclusive Financial Technologies event that presents the challenges, solutions for Financial Consolidation from industry thought leaders in an interactive knowledge-sharing environment.
Selecting BI Tool - Proof of Concept - Андрій МузичукIgor Bronovskyy
A large number of tools and techniques have been developed over the years to support managerial decision making. Thus process of selecting appropriate BI tool turns to be an issue. Implementing and deploying a BI initiative can be lengthy, expensive and failure pron. The Proof of concept method can be used by stakeholders to avoid unnecessary losses.
In the presentation, the description of Proof of Concept method is provided based on the example of selecting among Microsoft stack, MicroStrategy and Business Object Bi tools. The example includes above mentioned technologies overview, reports modeling process, reports development process, report integration in SharePoint, performance testing as well as the decision making model and summary for final tools selection.
How to implement measurements to drive valueOMNINET USA
Slides belonging to a BrighTalk presentation given by David Smith, president of Micromation.
How to Implement Measurements to drive value
Improve the "Business of IT" by using a measurement framework and metrics that matter most.
Metrics are important to management. What's not measured cannot be managed. But what should be measured, why and how?
If you're experiencing any of these symptoms, then this session is for you:
• not sure what to measure
• not sure how to measure
• IT metrics don't seem to support business goals
• too busy fighting fires to become more proactive
• measure too many things already
• business/IT goals not measured
• priorities focus on noise vs. what's important
• customer complaints drive improvements
• efficiency, effectiveness, quality not well understood
• reduced visibility resulting in loss of control
• not sure who needs what level of detail
Learning Objectives:
Metrics validate your IT strategy and vision; provide direction with targets and metrics; justify changes with a means to gauge value-realized; signal when to intervene with corrective actions.
Hear case studies and examples that help you improve alignment, meet compliance and drive service excellence.
Learn the secrets of how measurement frameworks works and take away a roadmap with actionable steps. Let's get IT started.
Balance Sheet (Financial) ConsolidationDhiren Gala
There is always a challenge to close the accounting books quickly & publish the statutory balance sheets with profit and loss accounts statement or for that matter internal financial MIS for monthly quarterly or yearly. There are various challenges when there are group of companies, local subsidiaries, international subsidiaries, branches, strategic business units, sister concerns, joint ventures, merger, acquisitions, investment companies, SPV’s etc. data to be consolidated in single financial report.
CFO team is always under pressure to publish quarterly, half yearly and yearly statements based on Indian GAAP or US GAAP or IFRS or any other formats of publishing data. There are challenges to map and consolidate data from multiple entities, multiple accounting period and multiple currencies. Finance team lead by CFO works days and weeks on multiple spreadsheets to arrive a final statement. While doing this exercise finance team faces several challenges.
Technology can also be a barrier to close books faster. Companies that use desktop spreadsheets to manage their accounting, closing takes about 25% longer to get it done. If the company is still busy closing its books, it can and should do better. We help companies CLOSE YOUR BOOKS FASTER WITH ACCURACY AND EXTENSIVE ANALYTICS.
1KEY Financial Consolidation software is a complete data warehouse model with standard statutory reporting requirements for publishing financial statements and with extensive analytical reports. It provides financial managers the ability to rapidly close and report financial results, meet global regulatory requirements, reduce compliance costs and provide confidence in the numbers.
Accelerate closing cycle and improve the quality of data – remove the pain of consolidation of financial management & reporting cycle. Organizations that are able to close their books quickly & deliver faster & more accurate information can gain a competitive advantage in a rapidly changing market. Provide financial managers the ability to rapidly close & report financial results, meet global regulatory requirements, reduce compliance costs with trust in numbers.
CLOSE BOOKS – Faster | Error Free | with Extensive Analytics is the strategic and exclusive Financial Technologies event that presents the challenges, solutions for Financial Consolidation from industry thought leaders in an interactive knowledge-sharing environment.
Gathering And Documenting Your Bi Business RequirementsWynyard Group
Business requirements are critical to any project. Recent studies show that 70% of organisations fail to gather business requirements well. What is worse is that poor requirements can lead a project to over spend its original budget by 95%.
Business Intelligence and Performance Management projects are no different. This session will provide a series of tips, techniques and ideas on how you can discover, analyse, understand and document your business requirements for your BI and PM projects. This session will also touch on specific issues, hurdles and obstacle that occur for a typical BI or PM project
• The importance of business requirements and a well defined business requirements process
• Understanding the difference between a “wish-list” or vision and business requirements
• The need and benefits of having a business traceability matrix
Start your BI projects on the right foot – understand your requirements
Presented during the High Performance Marketing Conference 2012, organized by Accenture on February 9th 2012.
This presentation was given by Roy Scheerder of KLM, and looks at how KLM implemented it's multi-channel customer care program.
This is a presentation I gave at the October 2007 Enterprise Architectures Conference. The presentation covers approache sto developing multi-year roadmaps for implementing business strategy.
Business Process Analytics Unlocking the Power of Data and Analytics: Transfo...Capgemini
According our 2012 survey with the the Economist Intelligence Unit, one of the biggest impediments to effective decision making using big data is a shortage of skilled analysts. Capgemini’s BPO Analytics solution can help fill this gap with a centrally-operated managed service that provides the expertise and tools to analyze and interpret trends within and across business processes. We have a team of professionals with both analytical skills and domain expertise along with a flexible, multi-purpose technology platform to convert multiple sources of unstructured data into one structured view. This combination provides clients with a centralized function for transforming vast amounts of data into meaningful insights.
Learn about critical IT Service Management challenges and engage with featured Gartner Analyst, Jarod Greene, and FrontRange Director of Product Marketing, Craig Ledo. Walk away with actionable advice that will enable you to maximize efficiencies with reduced cost and complexity.
This webinar takes an in-depth look at the evolution of IT Service Management (ITSM), current trends and where the technology is going. Hear how flexible deployment options (on-premise, cloud or hybrid - combining on-premise and cloud) and the need for a single solution that meets your needs at every level of ITSM maturity is critical to helping your organization maximize operational efficiencies, reduce IT Costs and improve service quality and compliance.
Watch the full webinar: http://www.brighttalk.com/webcast/8533/57723
Beyond Project and Portfolio Management, Identifying other high value perform...Dave Healey
Microsoft’s rich technology platform makes it the perfect toolset for organizing, integrating and automating business processes and systems to drive improved organizational performance. Yet it remains poorly understood and significantly underutilized as an enabler of business strategy, value creation and ongoing process improvement.
Through a number of real-world case studies this session will demonstrate a consistent, comprehensive and repeatable approach to improving the performance of your clients organizations with the Microsoft stack, helping you
- Discover more opportunity in existing accounts,
- Improve utilization of resources, and
- Strengthen your trusted partner relationship.
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.
Business Capability-centric Management of Services and Business Process ModelsWassim Derguech
With the advent of Industry 4.0, more and more companies are actively working on digitising their assets (i.e., services, processes, etc.) for better control, collaboration, modularity, analysis, etc. By 2020 more than 80% of companies will have digitised their business processes and value chains. This creates more services and processes, making their indexing, discovery, configuration, etc. more challenging. Thus, digitising assets needs a data model to describe them together with algorithms for indexing, discovery and configuration.
This thesis details a concept model for describing the business capability of services and business processes from a functional perspective in terms of what do they achieve together with related business properties. Furthermore, this work proposes the aggregation, indexing, discovery and configuration of services and business processes using the concept of business capability.
Gathering And Documenting Your Bi Business RequirementsWynyard Group
Business requirements are critical to any project. Recent studies show that 70% of organisations fail to gather business requirements well. What is worse is that poor requirements can lead a project to over spend its original budget by 95%.
Business Intelligence and Performance Management projects are no different. This session will provide a series of tips, techniques and ideas on how you can discover, analyse, understand and document your business requirements for your BI and PM projects. This session will also touch on specific issues, hurdles and obstacle that occur for a typical BI or PM project
• The importance of business requirements and a well defined business requirements process
• Understanding the difference between a “wish-list” or vision and business requirements
• The need and benefits of having a business traceability matrix
Start your BI projects on the right foot – understand your requirements
Presented during the High Performance Marketing Conference 2012, organized by Accenture on February 9th 2012.
This presentation was given by Roy Scheerder of KLM, and looks at how KLM implemented it's multi-channel customer care program.
This is a presentation I gave at the October 2007 Enterprise Architectures Conference. The presentation covers approache sto developing multi-year roadmaps for implementing business strategy.
Business Process Analytics Unlocking the Power of Data and Analytics: Transfo...Capgemini
According our 2012 survey with the the Economist Intelligence Unit, one of the biggest impediments to effective decision making using big data is a shortage of skilled analysts. Capgemini’s BPO Analytics solution can help fill this gap with a centrally-operated managed service that provides the expertise and tools to analyze and interpret trends within and across business processes. We have a team of professionals with both analytical skills and domain expertise along with a flexible, multi-purpose technology platform to convert multiple sources of unstructured data into one structured view. This combination provides clients with a centralized function for transforming vast amounts of data into meaningful insights.
Learn about critical IT Service Management challenges and engage with featured Gartner Analyst, Jarod Greene, and FrontRange Director of Product Marketing, Craig Ledo. Walk away with actionable advice that will enable you to maximize efficiencies with reduced cost and complexity.
This webinar takes an in-depth look at the evolution of IT Service Management (ITSM), current trends and where the technology is going. Hear how flexible deployment options (on-premise, cloud or hybrid - combining on-premise and cloud) and the need for a single solution that meets your needs at every level of ITSM maturity is critical to helping your organization maximize operational efficiencies, reduce IT Costs and improve service quality and compliance.
Watch the full webinar: http://www.brighttalk.com/webcast/8533/57723
Beyond Project and Portfolio Management, Identifying other high value perform...Dave Healey
Microsoft’s rich technology platform makes it the perfect toolset for organizing, integrating and automating business processes and systems to drive improved organizational performance. Yet it remains poorly understood and significantly underutilized as an enabler of business strategy, value creation and ongoing process improvement.
Through a number of real-world case studies this session will demonstrate a consistent, comprehensive and repeatable approach to improving the performance of your clients organizations with the Microsoft stack, helping you
- Discover more opportunity in existing accounts,
- Improve utilization of resources, and
- Strengthen your trusted partner relationship.
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.
Business Capability-centric Management of Services and Business Process ModelsWassim Derguech
With the advent of Industry 4.0, more and more companies are actively working on digitising their assets (i.e., services, processes, etc.) for better control, collaboration, modularity, analysis, etc. By 2020 more than 80% of companies will have digitised their business processes and value chains. This creates more services and processes, making their indexing, discovery, configuration, etc. more challenging. Thus, digitising assets needs a data model to describe them together with algorithms for indexing, discovery and configuration.
This thesis details a concept model for describing the business capability of services and business processes from a functional perspective in terms of what do they achieve together with related business properties. Furthermore, this work proposes the aggregation, indexing, discovery and configuration of services and business processes using the concept of business capability.
A Comprehensive, industry-agnostic, multi-purpose Supply Chain Management functional area business capability model. Visit: https://www.ciopages.com/store/supply-chain-management-business-capability-model/
A Mapping of Current Vendor Solutions to the EMMM Business Capability ModelReal IRM
Application Portfolio Management in Mining
Application Classification Model Development
Using the Classification Reference Model
EMMM Business Capability Model Mapping
Meet our speakers and download this presentation(and more) at http://www.realirm.com/about-us/speakers-forum
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
Don't be scared, level zero in a capability map is just a way to structure the map so that we have a consistent way of communicating. It's really not that important if all you wish todo is create an excellent set of capabilities for your business. However if you are intent on changing the foundation of your business then level zero is absolutely imperative to get right. Capabilities and capability maps are not organization structures, they do however serve as a powerful instrument when one need to create an organization architecture, in fact they are best thought of as organizing structures.
Enterprise Business Analysis Capability - Strategic Asset for Business Alignm...Alan McSweeney
Introducing the concept of Enterprise Business Analysis as a strategic resource to achieve business and IT alignment. Alignment means being able to draw a straight Line from business strategy through to delivered and operational solutions implemented to respond to businessn. Business and IT Alignment requires more than just relationship management – it requires actual engagement by IT with the needs of the business.
Introduction To Business Architecture – Part 1Alan McSweeney
This is the first of a proposed four part introduction to Business Architecture. It is intended to focus on activities associated with Business Architecture work and engagements.
Business change without a target business architecture and a plan is likely to result in a lack of success and even failure. An effective approach to business architecture and business architecture competency is required to address effectively the pressures on businesses to change. Business architecture connects business strategy to effective implementation and operation:
• Translates business strategic aims to implementations
• Defines the consequences and impacts of strategy
• Isolates focussed business outcomes
• Identifies the changes and deliverables that achieve business success
Enterprise Architecture without Solution Architecture and Business Architecture will not deliver on its potential. Business Architecture is an essential part of the continuum from theory to practice.
Business intelligence systems are also unable to deal with market volatiles. Infosys' business analytics offerings provide the processes, tools and expertise to extract the most from information investments description.
Business intelligence initiatives are too often IT oriented.
These initiatives started with all good intentions but somewhere down the road, business focus is lost and technology pushes the initiative forward. This paper givves an introduction of Business Intelligence from a business perspective. http://www.logica.com/
Microsoft Dynamics NAV iBuild™ seamlessly integrates all departments of a company to enhance productivity and maximize efficiency while maintaining a familiar and user friendly environment.
Microsoft Dynamics NAV iBuild™ centralize your critical estimating, sales, project management, workforce management, and financial information to help you better control budgets, schedules, operations, customer relationships, and the profitability… it is also easy to customize, learn, and implement. It includes a fully customizable reporting module.
This presentation was given by James Jameson, Business Unit Executive, Business Process & Decision Management, Growth Markets, at Impact 2012 in Mumbai on the 1st of June.
Chris Coan The Strategically Aligned Performance Management Solution
Aligning BI investments and the bottom line nw
1. Aligning BI Investments and The Bottom-Line
The Role of Business Requirements
Nancy Williams, VP
DecisionPath Consulting
nancy.williams@decisionpath.com
Copyright DecisionPath Consulting 2011 — All Rights Reserved
2. The BI Information Paradigm
Business
Business Business Business
Measurement
Information Decisions Actions
& Analysis
In the Context of Business Processes
Management Customer Operating Processes,
Processes, e.g. Processes, e.g. e.g. Manufacturing,
Planning, Budgeting, Marketing, Sales, Order Fulfillment,
Controlling Customer Service Billing
Business Intelligence and
Equals Business Results $$$
Copyright DecisionPath Consulting 2011 — All Rights Reserved 2
3. Repositioning the Value of Information
Traditional Reporting Business Intelligence
• Static and Retrospective • Interactive, both Forward-looking and
Retrospective
• Frequently single system • Cross-system, cross-functional view;
operational view strategic, tactical, operational
• Not necessarily actionable or • Actionable — purpose is enabling improved
decision-oriented business performance
• No special data architecture or • Leverages special “data pre-positioning”
tools required approaches and tools to simplify analysis by
end-users
Copyright DecisionPath Consulting 2011 — All Rights Reserved 3
4. Legacy Information Requirements Paradigm
The Report “Order-Taking” Model
Individual Business Users Report Writers
Specify Data, Sort Order, Format
Usually Little if Any Business Context
Copyright DecisionPath Consulting 2011 — All Rights Reserved 4
5. Achieving BI: The New Information
Requirements Paradigm
What business information do we need?
For what business measurement & analyses?
In support of which key business decisions?
That impact which core business processes?
To deliver how much business value?
Via what changes to people, processes, and
technology?
Copyright DecisionPath Consulting 2011 — All Rights Reserved 5
6. The Information Paradigm Shift : Common
Approaches That Haven’t Delivered
Data Dumping Big Bang
Focus on Technology Focus on Reports/KPIs
Copyright DecisionPath Consulting 2011 — All Rights Reserved 6
7. BI Maturity and Business Requirements:
Stage 3
Greater Changed Information Usage
Value New BI Business Requirements Approach Paradigms
Creation Across Enterprise
to Leverage BI
Stage 2
New BI Business Requirements Approach Changed Information Usage
Paradigms in One or More
Value Creation
Functions to Leverage BI
Business
Stage 1
No Change to Information Legacy Business Requirements Approach
Usage Paradigms
Stage 0
No DW / BI Experience
BI Maturity Greater Maturity
Copyright DecisionPath Consulting 2011 — All Rights Reserved 7
8. Changing The Paradigm: Pain vs. Gain
Stage 3
Greater Changed Information Usage
Value Information Used Across Enterprise to
Paradigms
Creation Measure and Manage Business Performance
Across Enterprise
to Leverage BI
Stage 2
New Information Assets- From Reporting
Changed Information Usage
to Analysis and Action
Paradigms in One or More
Value Creation
Functions to Leverage BI
Business
Stage 1
No Change to Information Improved Reporting
Usage Paradigms
Stage 0
Status Quo
No DW / BI Experience
BI Maturity Greater Maturity
Copyright DecisionPath Consulting 2011 — All Rights Reserved 8
9. BI Maturity- Where Are You?
Where Do You Want To Go?
High
Degree of Data Integration
Integration
Medium th igm
ow
Integration Gr arad
sire d ag
eP
De Us ity
on r
ati Matu
orm I
Inf her B
Low in ig
nge H
Integration C ha
Reporting Analysis Prediction
Performance Measurement Performance Analysis Performance Forecasting
(WHAT?) (BASIC WHY?) (COMPLEX WHY? WILL? )
Level of Analytic Capability
Copyright DecisionPath Consulting 2011 — All Rights Reserved 9
10. Repositioning Business Roles and Responsibilities
Legacy Requirements BI Requirements
• Data oriented specifications • “As-Is” versus“To-Be” information
capabilities linked to business goals and
objectives
• Requirements oriented around • Requirements oriented around projects that
individual reports/projects that provide new information capabilities that
provide access to data subjects support improved business performance
• Little if any business • Strong alignment with business strategy and
context/business case business processes
• Project or individual data • Interviews/facilitated sessions, active
specification, little business business oversight
involvement
Copyright DecisionPath Consulting 2011 — All Rights Reserved 10
11. High-Impact BI Requires Alignment
Business – centric BI
Alignment
Copyright DecisionPath Consulting 2011 — All Rights Reserved 11
12. Using BI to Meet Business Goals
Operating Purchasing Manufacturing Distribution Service
Processes
Business
Intelligence: Customer
• Business information Processes Service Marketing Sales
• Business analysis
• Decision support
Management Finance Human Planning
Processes Resources
Copyright DecisionPath Consulting 2011 — All Rights Reserved 12
13. Delivering the Right Information the Right Way
Different BI Tool Capabilities for Different Purposes and Users
BI Capabilities and Tools Aligning BI for User Needs
Do we have the right pricing
Do we have the right pricing
strategy to optimize the
strategy to optimize the
Types of Business Intelligence (BI) Related Tools & Techniques balance between risk and
balance between risk and
return? How has pricing
return? How has pricing
Execs and Senior impacted sales and margins?
impacted sales and margins?
What happened (or is Reports, Dashboards, Alerts, Management
happening right now)? OLAP
What happened,
Scorecards, Reports, Alerts
as related to goals? For which channels and
For which channels and
products are sales declining?
products are sales declining?
OLAP, Data Mining, Advanced Why?
Why?
Why did it happen?
Visualization
Middle Management,
Analysts, Power Users
Forecasting, Predictive
What do I expect to happen?
Modeling, Data Mining
Which of my customers are
Which of my customers are
What do I want to happen? Planning, Scorecards not meeting account-level
not meeting account-level
sales goals? What are their
sales goals? What are their
order patterns?
order patterns?
Front Line Users
Copyright DecisionPath Consulting 2011 — All Rights Reserved
Decisioning Tiers 13
14. BI Pathway Approach to Requirements
Roadmap Phase Deliver & Impact Phases
Program Management
Leverage BI for
Leverage BI for
Create a BI
Create a BI Develop BI
Develop BI Execute BIBI
Execute BI
Execute BI
Execute
Assess BI Risk
Assess BI Risk Business BI
Leverage BI
Leverage
Business
Strategy
Strategy Roadmap
Roadmap Projects BI
Execute BI
Execute
Projects
Projects
Projects BI Leverage BI
Leverage BI
for Business
for Business
Execute
Projects BI
Execute
Projects Results
Results
for Business
for Business
Results
Results
Projects
Projects Results
Results
…
Specify Assess Determine Reduce Risks, Capture
Business Needs Risks How to Proceed Optimize Costs Planned ROI
Aligning BI Investments with the Bottom Line Achieving Business
Value
Copyright DecisionPath Consulting 2011 — All Rights Reserved 14
15. Aligning BI Investments for Business Impact
Time-boxed BI Planning Effort
Create a BI
Create a BI Develop BI
Develop BI
Assess BI Risk
Assess BI Risk
Strategy
Strategy Roadmap
Roadmap
Define Data
Define Data
BI Alignment &
BI Alignment &
BI Opportunity Portfolio
BI Opportunity Portfolio Architecture &
Architecture &
Governance Risk
Governance Risk Technical Strategy
Technical Strategy
BI Business Case
BI Business Case BI Delivery Risk
BI Delivery Risk BI Source Data Analysis
BI Source Data Analysis
Define Prioritized BI
Define Prioritized BI
BI Requirements
BI Requirements BI Business Adoption
BI Business Adoption Portfolio, Program Plan
Portfolio, Program Plan
Definition
Definition Risk
Risk & Roadmap
& Roadmap
Define BI Performance
Define BI Performance
Measurement Program
Measurement Program
Copyright DecisionPath Consulting 2011 — All Rights Reserved 15
3-4
16. BI Requirements and Roadmap Effort
Optimal:
Time-boxed BI Program Level
Requirements
Risky: Risky:
Limited, Project-level “Big Bang” Program-level
Requirements Effort Requirements Effort
Copyright DecisionPath Consulting 2011 — All Rights Reserved 16
17. BI Opportunity Checklist
Opportunity n Opportunity Checklist:
What business goals and strategies are in focus?
As is definition:
What information is currently available to support
these business goals and strategies
What business questions can’t be answered and why
is this a problem?
To be definition:
What type of BI capability (provide name) is needed?
How will this BI capability address the business
problem?
What specific business questions need to be
answered?
What business improvement opportunities can be
realized through using this BI capability?
How does this help achieve business goals and
strategies?
How will performance improvements be measured?
Copyright DecisionPath Consulting 2011 — All Rights Reserved 17
18. Developing the BI Opportunity Portfolio
What specific BI project opportunities exist to deliver business value?
High Revenue Supply Chain
Management Analysis
High Risk /
Plums
Business Impact
Reward
Customer
Service Anal. Category
Inventory
Management Management
Easy Wins Why Do It?
Low
Low Risk High
Copyright DecisionPath Consulting 2011 — All Rights Reserved 18
19. Prototyping the BI Application
User Profiles Usage Scenarios Delivery Methods
Business Process:
Customer Service -
Order Fulfillment
Execs and Senior Manage customer relationships
Management Business Activity This data use… Leads to this information…
Dashboards, Scorecards
Look at order fill rate by One set of customers are lower than the
customer average
Business Scenario Compare to target fill rate and We are not meeting target fill rates for these
explore year to date trends customers and service levels have dropped
Explore the orders by product Identify common traits for lower order fill
and location rates (similar products, shipping location,
Middle Management, etc)
Analysts, Power Users Offer promotions to retain these customers
Business Decisions Correct cause of lower fill rates (underestimated sales Reports
forecast, manufacturing problem, distribution center backlog)
Knowledge Workers, How will they use the
Casual Users information? OLAP, Ad-Hoc Query
Who will use the How should the
information? information be
delivered?
Copyright DecisionPath Consulting 2011 — All Rights Reserved 19
20. From BI Opportunity to Bottom Line Results
Copyright DecisionPath Consulting 2011 — All Rights Reserved 20
21. Critical Success Factors- BI Maturity and Business Impact
• Executives embrace the new information paradigm
• Belief amongst business sponsors that information provides competitive
advantage
• BI is positioned as a business initiative; new requirements approaches
are used that identify and explicitly align new BI capabilities that will
support/enable business goals and strategies
• BI is incorporated in supporting/changing business processes to support
optimal business performance
• The BI team is viewed as strategic, has a “seat at the table”, and is
actively involved in a business partnership on an ongoing basis
Copyright DecisionPath Consulting 2011 — All Rights Reserved 21