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CP1222856-0. CP1222856-1 CP1222856-2 Rochester, Minnesota Scottsdale/ Phoenix Arizona Scottsdale/ Phoenix Arizona Jacksonville, Florida Research Education.

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Presentation on theme: "CP1222856-0. CP1222856-1 CP1222856-2 Rochester, Minnesota Scottsdale/ Phoenix Arizona Scottsdale/ Phoenix Arizona Jacksonville, Florida Research Education."— Presentation transcript:

1 CP

2 CP

3 CP Rochester, Minnesota Scottsdale/ Phoenix Arizona Scottsdale/ Phoenix Arizona Jacksonville, Florida Research Education Patient Care

4 CP

5 Who Has Business Intelligence CP Computerworld Article "Business Intelligence at age 17" Large companies (1,000 employees or more) Midsized companies ( employees) Small companies (1-99 employees) Business intelligence in place No business intelligence Business intelligence in place No business intelligence

6 Positive w/impact Positive w/no measurable impact Made better/still room to improve Negative results Business Intelligence Success Rate CP Computerworld Article "Business Intelligence at age 17" Percentages have been rounded Computerworld Article "Business Intelligence at age 17" Percentages have been rounded Very positive, measurable impact 1% 6% 36% 23%

7 CEO's Viewpoint of CIO's CP Laurie Orlov Analyst at Forrester Research Inc, report – "Happy CEO's Delusional about CIO Performance" Large firm CEO's viewpoint Characterize IT as offering proactive leadership Characterize IT as offering proactive leadership Portray IT's role as poor or mediocre Portray IT's role as poor or mediocre See IT as innovative only when pushed See IT as innovative only when pushed Generally not impressed with IT's ability to track and report assets Generally not impressed with IT's ability to track and report assets IT was effectively managing assets as part of its responsibility IT was effectively managing assets as part of its responsibility Large firm CEO's viewpoint Characterize IT as offering proactive leadership Characterize IT as offering proactive leadership Portray IT's role as poor or mediocre Portray IT's role as poor or mediocre See IT as innovative only when pushed See IT as innovative only when pushed Generally not impressed with IT's ability to track and report assets Generally not impressed with IT's ability to track and report assets IT was effectively managing assets as part of its responsibility IT was effectively managing assets as part of its responsibility 28% 34% 24% 54% 31%

8 Katzenbach Partners Recent Survey 37% Ignore rules 63% Sharing ideas is a waste of time 65% Rely on co-workers and themselves 28% Improved developer *productivity There is a disconnect between the formal business process flow and the real one the users have developed to get the job done.

9 90's WEB Evolution of Business Intelligence Business-IT Convergence Business (INFORMATION) Strategists' IT (DELIVER) Enablers' 80's PCs Spreadsheet processes Localized data extracts Mini server, Networks Broaden admin/support Greater insight Proliferation of data Expanding roles Data Mining 24x7, HTML, JAVA, ETL, Web services, OLAP, cookies, DW Performance management analytic strategies Aligned BI strategy, CoE & Best Practices, OBI Right-time Information Global access Web-base platforms Performance management, scorecard, data integration Expanded performance RFID in BI processes Firewalls/Sarbanes-Oxley 00's ALIGN 1987 CP

10 Business Intelligence Strategies CP Top criteria of CIO's and CEO's Performance Performance Functionality and TOC Functionality and TOC Speed of implementation Speed of implementation Scalability Scalability Top criteria of CIO's and CEO's Performance Performance Functionality and TOC Functionality and TOC Speed of implementation Speed of implementation Scalability Scalability

11 CP Strategy to Assets

12 Report: Chick production by hen The Chicken and the Egg New Business: Produce Chickens CP Business strategy: Successfully hatch chickens BI strategy: Monitor chick production per hen Business process: Fertilized egg = rooster + hen + amenities + duration of sunlight + correct temperature Hatched chick = hen + nest + fertilized eggs + incubation process Developed chicken = hen + chicks + amenities + correct temperature Business strategy: Successfully hatch chickens BI strategy: Monitor chick production per hen Business process: Fertilized egg = rooster + hen + amenities + duration of sunlight + correct temperature Hatched chick = hen + nest + fertilized eggs + incubation process Developed chicken = hen + chicks + amenities + correct temperature Data warehouse Elements: Hen Rooster Egg Amenities Feed Water Nest Daylight Temperature

13 Business strategy: Increase hatch chickens BI strategy: - Measure new chick production success rate compared to old process - Monitor chick production per hen Business process: Extend required light duration to 52 weeks Provide continuous appropriate heat conditions Fertilized egg = hen + amenities + artificial insemination + correct temperature Hatched chick = hen + nest + fertilized eggs + incubation process Developed chicken = hen + chicks + amenities + correct temperature Business strategy: Increase hatch chickens BI strategy: - Measure new chick production success rate compared to old process - Monitor chick production per hen Business process: Extend required light duration to 52 weeks Provide continuous appropriate heat conditions Fertilized egg = hen + amenities + artificial insemination + correct temperature Hatched chick = hen + nest + fertilized eggs + incubation process Developed chicken = hen + chicks + amenities + correct temperature Report: Chick production by hen Measure new process The Chicken and the Egg New Business: Produce Chickens CP Data warehouse Elements: Hen Egg Amenities Feed Water Nest Building Light Heat

14 Report: Hatched chick production Egg success rate The Chicken and the Egg New Business: Produce Chickens CP Business strategy: Global distribution of chickens BI strategy: - Measure cost per hatched chicken - Measure egg development success Business process: Procure eggs Ready equipment – incubator, brooder Hatched chick = service delivered fertilized eggs + artificial incubation process Developed chicken = chicks + amenities + artificial brooding process Business strategy: Global distribution of chickens BI strategy: - Measure cost per hatched chicken - Measure egg development success Business process: Procure eggs Ready equipment – incubator, brooder Hatched chick = service delivered fertilized eggs + artificial incubation process Developed chicken = chicks + amenities + artificial brooding process Data warehouse Elements: Egg (service delivery element) Incubator Brooder Building Heat Humidity Chick Amenities Feed Water

15 DW 1 Elements: Hen Rooster Egg Amenities Feed Water Nest Daylight Temperature DW 2 Elements: Hen Egg Amenities Feed Water Nest Building Light Heat DW 3 Elements: Egg (service delivery element) Incubator Brooder Building Heat Humidity Chick Amenities Feed Water Hatch Chickens Increase Production Global Distribution Evolving Process CP Business Strategy BI Strategy Business Processes Technology delivers Business information

16 Information Management Business intelligence and Data warehousing Dresner Advisory Services, LLC USERS Analytical Applications Query and Reporting Tools Dashboard Tools Statistical & Analytical Tools Data Mining Tools Dictionary/Semantic Layer ETL, DQ, DW Data Marts Corporate Data

17 Business Intelligence Components CP IT (DELIVER) IT (DELIVER) BUS. (INFORMATION) BUS. (INFORMATION) DW1DW1 DW2DW2 DW3DW3

18 Business Intelligence Components CP IT (DELIVER) IT (DELIVER) BUS. (INFORMATION) BUS. (INFORMATION) DW1DW1 DW2DW2 DW3DW3

19 Information Management Name:DECA Factor: 10 / 1 HECTO 10 / 2 10 / 2KILO 10 / 3 MEGA 10 / 6 10 / 6GIGA 10 / 9 TERA 10 / 12 PETA 10 / 15 YOTTA 10 / 24 EXA EXA 10 / 18 ZETTA 10 / 21 DM Review reports: By 2010 Data storage will be approaching 1 ZETTABYTE 1,000,000,000,000,000,000,000 Data growth rate averages about 30% per year

20 Modeling Techniques The Flow of Warehouse Data Modeling Deliverables Business Goals & Drivers Information Needs Source Composition Source Subjects Integrated Source Data Model (ERM) Source Data Files Source Data File Descriptions Source Data Structure Model Warehousing Subjects Business Questions Facts and Qualifiers Targets Configuration Implemented Warehousing Databases Staging, Warehouse & Mart ER Models Data Mart Dimensional Models Staging Area Structure Warehouse Structure Relational Mart Structures Dimensional Mart Structures Staging Physical Design Warehouse Physical Design Data Mart Physical Designs (relational & dimensional) Contextual Models Conceptual Models Logical Models Structural Models Physical Models Functional Models Triage © The Data Warehousing Institute Synergy

21 Web Applications PortalsB2B Performance Management CP Operational Business Intelligence (coarse grained) Legacy Operational Data Warehouse Web Repository Conventional Business Intelligence (fine grained) Business Process Flows Custom Business functions Based on Services Global integration of businesses Federated architecture Mechanically based approach Business Process Flows Custom Business functions Based on Services Global integration of businesses Federated architecture Mechanically based approach Performance management Process reusability Open-source 100% deployed Performance management Process reusability Open-source 100% deployed Object-Oriented Processes Dependent on binding data to processes Point-to-point and hub & spoke integration Manual driven approach Object-Oriented Processes Dependent on binding data to processes Point-to-point and hub & spoke integration Manual driven approach Reporting Analytics OLAP Data Mining Reporting Analytics OLAP Data Mining

22 1.It takes a lot of work to put together an SOA... and no one wants to clean up the associated mess that comes with it. Michael Meehan – Search SOA.com SOA can be Like a Thanksgiving Meal 2.Reuse, the next round of Web services you build are the IT equivalent of next week's turkey sandwiches and soups. You should be getting a lot of meals out of this feast. 3.Unless you find a way to spice it up or make it savory, SOA can be dry and a lot of people around the table may quickly lose interest. Also, too much SOA can put you to sleep. 4.An SOA project can bring together a lot of people you rarely see. In fact, you probably aren't sure you want to see some of them. 5.SOA can give rise to lots of interesting combinations, kind of like turducken (a chicken stuffed inside a duck stuffed inside a turkey). 6.Everyone offers up advice on how to cook up an SOA, but they always leave you with the distinct feeling that they aren't so sure these tips actually work. 7. Standards, on Thanksgiving the standards are turkey, mashed potatoes, gravy, stuffing and cranberry sauce. In SOA it's WS-* specifications and communication protocols. 8.You can undertake lots of small projects while you've got your SOA bird in the oven. 9.It takes a solid network and good communication to move all the food around a Thanksgiving table so that everyone gets to pick exactly what they want. In many ways, it's a service-oriented meal dependent on a loosely- coupled infrastructure. 10. Screw up your SOA and you'll never hear the end of it.

23 Business Intelligence Organization CP BI Sponsorship BI Program Oversight BI Project Team Enterprise/Department level Project Sponsorship & Management Office Requirements Development BI Project "XYZ" Service Level Agreement (consulting, doing, mentoring, coaching, training, etc) Coordinate Business Priorities & Projects to Tactical Objectives for BI Align Business Strategy Plan to Vision for BI Getting Data In (GDI) Getting Information Out (GIO) CoE Shared Services Admin

24 Business Intelligence Deployment CP Establish reports Ad-Hoc data query mechanisms Localized level of organized data Mini servers and segmented processes Heard about Business Intelligence Establish reports Ad-Hoc data query mechanisms Localized level of organized data Mini servers and segmented processes Heard about Business Intelligence Initial advance analytical processes Scorecards and dashboards Localized marts and data repositories Motivated by Business Intelligence-has some understanding Initial advance analytical processes Scorecards and dashboards Localized marts and data repositories Motivated by Business Intelligence-has some understanding Standardized metrics and alerts Enterprise Aligned business direction and support Enterprise data warehouse, portals and dashboards Center of Excellence Adopted Business Intelligence Best Practices Standardized metrics and alerts Enterprise Aligned business direction and support Enterprise data warehouse, portals and dashboards Center of Excellence Adopted Business Intelligence Best Practices Enterprise integration of business processes Use of certified services Established Business Performance Management technology and methodology SOA: Alignment of BI to BPM is achieved Enterprise integration of business processes Use of certified services Established Business Performance Management technology and methodology SOA: Alignment of BI to BPM is achieved

25 Where Do We Go From Here? CP

26 CP Scope of the enterprise needs to be defined. - all institutional department, business units - partners - associates - suppliers - web

27 CP Where Do We Go From Here? Business Intelligence 2.0 Location BI Pervasive BI Data Warehouse 2.0 Web 2.0 SaaS New licensing strategies Governance

28 CP Where Do We Go From Here? These are Changing Times IBM obtains Cognos IBM obtains Cognos Oracle acquires Hyperion Oracle acquires Hyperion SAP buys BO SAP buys BO BEA almost sold to Oracle BEA almost sold to Oracle

29 CP Where Do We Go From Here? Jonathan Wu, Nightsbridge Solutions

30 CP Business Intelligence: Chicken or the Egg Plan and Define, Plan and Define, Plan and Define

31 CP Reference Articles Web BI review - BI: the Chicken or the Egg by John Zeller, Computer World – Business Intelligence at age 17 with Howard Dresner by China Martens, Gartner Magic Quadrant for BI Platforms, Computerworld Executive Briefings; Mainstream BI Knightsbridge White Paper – Top 10 Trends in Business Intelligence for 2007 CXO America Article – will it be extinction for the enterprise software model; by Eric Kavanagh TDWI, DM Review – Back to Basics by Greg McMillan; DM Review – On-Demand Business Intelligence and Software as a Service Revolutionizing – Small to Medium-Sized Business by George O'Connor, TDWI – Putting the Business Back into BI; by David Wells, Forrester Research Inc.- Happy CEOs Delusional about CIO Performance by Laurie Orlov Analyst, Media Inc.- CIO Insight – A Valued Tool Still Has Unmet Potential by Ziff Davis, Business Intelligence Network – Technology or Business – the chicken or the egg part 1,2,3; by Bill Inmon, Books Performance Dashboards-Measuring, Monitoring, and Managing Your Business – by Wayne W. Eckerson BI Strategy-How to Create and Document – by Michael L. Gonzales and David L. Wells Web BI review - BI: the Chicken or the Egg by John Zeller, Computer World – Business Intelligence at age 17 with Howard Dresner by China Martens, Gartner Magic Quadrant for BI Platforms, Computerworld Executive Briefings; Mainstream BI Knightsbridge White Paper – Top 10 Trends in Business Intelligence for 2007 CXO America Article – will it be extinction for the enterprise software model; by Eric Kavanagh TDWI, DM Review – Back to Basics by Greg McMillan; DM Review – On-Demand Business Intelligence and Software as a Service Revolutionizing – Small to Medium-Sized Business by George O'Connor, TDWI – Putting the Business Back into BI; by David Wells, Forrester Research Inc.- Happy CEOs Delusional about CIO Performance by Laurie Orlov Analyst, Media Inc.- CIO Insight – A Valued Tool Still Has Unmet Potential by Ziff Davis, Business Intelligence Network – Technology or Business – the chicken or the egg part 1,2,3; by Bill Inmon, Books Performance Dashboards-Measuring, Monitoring, and Managing Your Business – by Wayne W. Eckerson BI Strategy-How to Create and Document – by Michael L. Gonzales and David L. Wells


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