No single organizational initiative warrants preparation, planning and strategy more than the decision to invest in a Business Intelligence (BI) Program. Many organizations make BI one of their priorities because of the organization’s leadership direction. From a strategic perspective, information remains as one of the most valuable assets to an organization. True organizational responsiveness begins with an alignment of organizational strategy to a BI program. You will not want to miss this opportunity to understand the methodology needed to develop a BI Strategic Vision and Roadmap for your organization.

1. Preparing Your Own Strategic BI Vision & Roadmap
A Practical How-To Guide
Kevin O’Rourke
Director, Practice Leader, BI Solutions
TriCore Solutions

2. Preparing Your Own Strategic BI Vision and Roadmap: A Practical How-To Guide
​Presented by Kevin ORourke, TriCore Solutions
​​No single organizational initiative warrants preparation, planning and strategy more than the decision to invest in
a Business Intelligence (BI) Program. Many organizations make BI one of their priorities because of the
organization’s leadership direction. From a strategic perspective, information remains as one of the most valuable
assets to an organization. True organizational responsiveness begins with an alignment of organizational strategy
to a BI program. You will not want to miss this opportunity to understand the methodology needed to develop a BI
Strategic Vision and Roadmap for your organization

3. Business Intelligence Fundamentals1
Bringing It All Together5
Current State, Future State and Gap4
Business Requirements Definition3
BI Strategic V&R Methodology Overview2

4. Business Intelligence Fundamentals

5. People, process, and technology required to turn data into information and information
into knowledge and plans that drive effective business activity, gain business insight
and achieve competitive advantage.
Grass Roots – Business Intelligence Defined

6. How do our business constituents consume information?
 Summary, Detail, Summary to Detail?
 Analysis Chain?
 Functional Area or Enterprise View?
 Analysis driven?
 Ad hoc reporting, managed reporting, report publishing?
 Intraday, Daily, Weekly, Monthly, nPeriod?
 Graphical, List, Dashboard, Combination of?
BI Usage Drives Choices for Data Architecture and BI Product Mix

7. Supply Chain Finance
Sales &
Marketing
Global Services
Engineering &
Quality
Manufacturing
Daily Business Processes (workflow)
Performing Analysis (Why Did It Happen? What Will Happen?)
Effective BI platforms provide bi-directional access to organizational data;
MONITOR
What Just Happened?
Dashboards
Alerts
REPORT
What Happened?
Operational Reports
Exception Reports
Scorecards
ANALYZE
Why Did It Happen?
Operational Analysis
Business Analysis
PREDICT
What Will Happen?
Linear Regression
Affinity Analysis
What-if Forecasting
Real Time / Near-Real Time Data Historical Data (Data Warehouse / Data Marts)
Analytical Sophistication
75%
Reporting
Needs
20%
Reporting
Needs
5%
Reporting
Needs
User roles within an organization drive BI solution mix;
Actionable BI is Cross Functional

8. Activity and Performance Driven BI

9. Usage Profiles Collectively Determine Data Architecture

10. Usage Profiles Collectively Determine BI Product Mix

11. Understanding BI Platform Approach

12. BI Strategic V&R Methodology Overview

13. Top Down Approach

14. Bottom Up Approach

15. Using Facilitated Sessions to Determine Actionable BI

16.  Structured interview conducted by a BI Analyst;
 Functional or cross-functional sessions;
 Sessions 2 – 3 hours, can be iterative;
 Business-centric vs. technology-centric activity;
 Designed to provide BI Analyst insight on role-based actionable BI;
 Goal to understand actionable BI which is quantifiable;
 Business Function Area team roles and responsibilities;
▪ Determine Information Usage Profile for each business area group;
▪ Understand Key Measures and Informational (descriptive) data;
▪ Current report preparation requirements;
▪ Information Refresh and Delivery Requirements;
▪ Understanding of Data Quality, Data Availability;
▪ Understanding of business impact (business justification);
Facilitated Sessions to Understand Daily Decision Support

17. True cause-and-effect analysis
requires both lagging historic
measures and their associated
leading measures to be navigable
across business function areas;
Determining Root Cause in the Decision Making Process

18. Technical Feasibility
Information Collected:
 Measures & Dimensions
 KPI’s
 Analytical Pathways
 Benchmarks
 Subject Areas
 Measure Groupings
 Data Availability
 Data Reliability
 Business Sys Consistency
 Transformation Complexity
 Etc …

19. Technical Feasibility – Profiling Your Organization

20. The Cost of BI …Why Actionable BI is so Important (CapEx)

21. The Cost of BI …Why Actionable BI is so Important (Opex)

22. Current State, Future State and Gap

23. Current State
 Infrastructure
 Vendor Preferences
 Information Architecture
 BI Content Inventory
 BI Workflow Processes
 Available Documentation
 Governance Processes
 Organizational Readiness
Future State
 Capacity Planning
 Required Infrastructure
 Project Candidacy List
 Information Architecture
 BI Platform Mix
 Governance Processes
 Organizational Readiness
GAPAnalysis
Understanding GAP between your Current State and Future State

24. Bringing It All Together

25. Facilitated
Session Findings
Business Intelligence Strategic Roadmap
BI Strategic
Vision & Roadmap
Project Planning Views
(Costed)
Presentation
Materials

26. Thank you for the opportunity!
Kevin O’Rourke
Director, Practice Leader, TriCore Solutions