Larry D Bob is a BI Architect at Boeing who manages the Enterprise Finance BI (EFBI) team. EFBI supports over 7,000 finance users with BI and data warehouse services. Larry had a realization that EFBI could be viewed as its own business, with BI services as products, finance users as customers, and the EFBI team as employees. He is now implementing a management dashboard to track key performance indicators and make EFBI a more data-driven organization. The initial analysis shows most KPIs will focus on internal business processes and customers.

1. Larry D Bob, BI Architect, Boeing

2. The Boeing Company
 World's largest aerospace company
 Over 170,000 employees in 70 Countries
 2012 Revenue $81.7B / Earnings $7.2B
Commercial Airplanes Defense, Space & Security

3. Enterprise Finance BI (EFBI)
Transforming Data into a
Trusted Strategic Asset for
Sustained Competitive Advantage

4. EFBI Stats
 BI and Data Warehouse Services
 Supporting over 7,000 Finance Users
 ~95 Teammates
 ~$30M Annual Budget

5. My Many Hats

6. Timing is Everything

7. Typical BI Scenario
Sales
Date
Customer
Products
Supplier
Location
Channel

8. Cost Management Scenario
Cost
Date
Business
Unit
Program
Cost Type
Dept
Account

9. Typical Extended BI Scenario
Sales
Date
Customer
Products
Supplier
Location
Channel
Social
Media
Interactions
Campaign
History
Network

10. Extended Cost Mgmt Scenario
Cost
Date
Business
Unit
Program
Cost Type
Dept
Account

11. Light Bulb Moment!
 EFBI is the “Company”
 BI and Data Warehouse Services Products
 Over 7,000 Finance Users Customers
 ~95 Teammates Employees
 ~$30M Annual Budget Sales

12. EFBI Extended BI Scenario
Sales
Date
Customer
Products
Supplier
Location
Channel
Social
Media
Interactions
Campaign
History
Network

13. BI, Inc.
 Manage EFBI Like a Business
 Make Data Driven Decisions
 Implement a Management Dashboard

14. Implementation
 Sell the idea
 Define the process
 Acquire resources
 Educate
 Build
 Monitor
Gather
Requirements
Prototype in
Tableau
Buiild
ETL, Tables,
BI Content
User
Acceptance
Move to
Production

15. Proposed KPI Groupings
Customer
Content
System
Health
Usage
Capacity
Processing
Change
Request
Employee
Financial

16. Current Status
 Management approval to proceed
 Process defined
 Resources allocated
 Summary requirements gathered
 First KPI requirements documented
 Starting data analysis / visualization

17. Early Insight
72%
14%
10%
4%
KPIs by Balanced Scorecard Category
Internal Business
Processes
Customer
Financial
Learning & Growth

18. Questions?
Contact me at: Larry.D.Bob@Boeing.com