1. Draft – For Discussion Purposes Only 1 Strategic Business Intelligence (SBI) Prepared and Presented By: Susan Romeo-Gilbert Practice Director Web Applications and Solutions Operations Group TELUS Communications Inc. TDWI Vancouver Chapter July 2009 Developing A Corporate Strategic Intelligence Framework (SIF) and Roadmap (Short Form)

2. Draft – For Discussion Purposes Only 2 Business Intelligence (BI) Defined “The processes, technologies and tools needed to turn data into information, information into knowledge and knowledge into plans that drive profitable business actions. BI encompasses data warehousing, business analytic tools and content knowledge management” (David Loshin, Business Intelligence: The Savvy Manager’s Guide, Addison Wesley, 2004) ■A Strategic BI FRAMEWORK: √Supports Decision Making at the Senior Executive level √Provides 360 o, Highly Integrated Views, of the Business √Designs for Efficiencies and Effectiveness √Adapts Technology to the Business Needs √Aides with Anticipation & Prediction of Events √Increases Corporate Agility √Facilitates Knowledge Capture, Exchange and Management √Associates Individuals with required skills √Provisions Education & Training to the Business

3. Draft – For Discussion Purposes Only 3 SBI Key Themes SBI Key Themes: ■SBI viewed as a Corporate Asset ■Identification of the VALUE of information to the business ■SBI initiatives driven by Corporate KPIs needs ■Provision of Analytic Services for Predictive, Prescriptive and Descriptive Analytics and Insight: –ability to uncover threats/opportunities, –root-cause analysis –complete customer views ■Allow executives the means to measure success and report against their Service and Strategic Plans Each Layer represents a grouping of tools, technologies and processes that cohesively provide a subset of functionality The fundamental purpose for the establishment of a SBI Framework is to allow the Business to work smarter and provide the ability to anticipate events, so that on a daily basis, there is proactive rather than reactive reasoning and action.

4. Draft – For Discussion Purposes Only 4 SBI = Continuous Improvement ■Most Organizations have the technological foundation. (Cost of Ownership) ■What then is next for the Business? (Business Benefits) Moving toward SBI Maturity - From what Organizations have, to where they want to be, has been brought about by: increasing system complexity, rising business expectations, cost-consciousness, and recent advances in technology. ■Today’s Questions usually raised by the by the Business are:  What does SBI mean to me?  What can SBI do for me?  What is the problem?  Why do we care?  We have the data, so why can we not get the results today?  Why are some complex questions difficult to answer today and What are we as an corporation doing about it?  Can you re-create the query in a timely manner?  What about lost-time dimension?

5. Draft – For Discussion Purposes Only 5 What Strategic Business Intelligence IS and IS NOT ■A SBI SYSTEM IS: –Support for Decision Making –Designed for Efficiencies –Adapts to the Business –Anticipates & Predicts Events –Optimizes Query & Response –Increases Corporate Agility ■ SBI DATA (From a Data Warehouse) IS: –Historical –Agreed-to Period Snapshots –Highly Integrated: 360 o Views –Subject or Needs Oriented –Detailed AND Summarized AND Derived ■A SBI SYSTEM IS NOT: –A Daily Transactional System –An Automated or Batched Systems –Designed for Efficiency –To Impose Structure to the Business –To React to Events –Optimized For Transactions ■SBI DATA (from a Data Warehouse) IS NOT: –Real Time Current –Continuously updated –Source Specific –Application Oriented –Detailed Only The fundamental purpose for the establishment of a Strategic BI (SBI) Framework is to allow the Business to work smarter, gain a competitive advantage and provide the ability to anticipate events, so that on a daily basis, there is proactive rather than reactive reasoning and action.

6. Draft – For Discussion Purposes Only 6 Executive Requirements Gathering Approach Facilitated Individual Interview Sessions Steering Committee Approval Business Area Heads Business Cases Multi-Phase, Multi-Year Strategy & Roadmap Analysis & Outcomes Needs Analysis Starts Here ■Discuss: –What needs are being met –What needs are not currently being met. –Vision/future needs. position for future state ■Identify: –Goals and Objectives –Most important issues –Priorities, as they are to be set with respect to: Short term strategies in view of business change drivers – 3 months to 1 year Long term strategies in view of business change drivers – 1 to 2 Years –Strategic Operation Control (SOC) - Daily View –Management Reports - Weekly, Monthly View –Trend/Strategic/Forecasting View – Months, Years

7. Draft – For Discussion Purposes Only 7 SBI Strategy Development Project Scope & Objectives Alignment of the Strategic Business Intelligence Framework The introduction of a large corporate System usually acts as the main catalyst to the establishment of a dedicated SBI Framework. The framework will create an umbrella for effective integration of various projects to allow extraction of pertinent information for executive level decision making, reporting and support. SBI has four PILLARS for Success:  Seamless Integration of Technology  Simplified Data Delivery  On-Demand Use  Closed Loop Feedback

8. Draft – For Discussion Purposes Only 8 Proposed Approach Step 1 Current Inventory Step 2 Value Definitio n Step 3 Deploym ent map Step 4 Measurem ent Criteria Step 5 Enhancement Targets Follow Forrester’s Best Practices and interrelated 5-step approach to creating a Business Intelligence Strategic Plan To provide the details about what SBI solutions exists today, how used, where located, how many business areas use these solutions. It is intended to demonstrate the complexity of the current data environment, as well as articulate the challenges that analysts have with providing integrated Strategic Business Intelligence. End-user assessment of and agreement on, the value related to specific functions associated with BI Solutions. To be used in calculations on ROI to access the Total Economic Impact (TEI) of the BI Solution To link BI functionality to corporate user usage mix (constituencies), rather than by individual departments, to determine overlaps and redundancies. Quantify the success of individual BI Solutions: It will form the starting point for determining the viability of current BI Solutions. These criteria will be subject to constant refinement. Comprehensive Look at BI Components: To outline the go- forward Project Management Plan with timelines for next-phase projects, technology, consolidation and new BI initiatives for the next 18 to 36 months. NOTE: Steps 1,2 & 3 will represent snapshots in time, whereas steps 4 & 5 will represent the roadmap and project plan for all aspects of SBI at the corporate level

9. Draft – For Discussion Purposes Only 9 Pulling it all together ■Develop A Cohesive SBI Strategy: Phase 1: Development of the SBI Strategy (6 months) Roadmap, staging and prioritizing of the implementation of the BI Framework Identification of how to efficiently consolidate access databases & spreadsheet silos created by operational level spin-offs and drifts Identification of Follow-on Projects, Project Quick Hits & Prototypes Governance Model Definition Phase 2: Building the Supporting Structure (3- 6 Months) Governance Business Processes Detailed Corporate KPI’s Creation & Maintenance Processes Identification Standards, Policy & Procedures Definition Phase 3: Delivery of Services ( 9-12 Months) Expanded Operational Data Warehouse SBI Tools – Integration Engines Business Users Communication & Education, Building Understanding and Feedback Loops Critical Analytical Services Groups Well Defined

10. Draft – For Discussion Purposes Only 10 Key Principles of the SBI Roadmap  Solid Foundation First build a solid Governance, Education & Communication foundation and incrementally build business capabilities on top of that foundation Build on existing main information system/application Do not reduce or compromise existing capabilities during the implementation timeframe  Over time, the Business Benefits increases as Costs and Delivery Times decrease. Cost Benefits Delivery Time Information Management Cost of Ownership WAVE 1 – Foundation Build: BI Governance, Education & Communication Models WAVE 2 – Solution Design, Build & Implementation WAVE 3 – Solutions & Services Expansion NOTE: Building the foundation will take the most time and cost Increasingly powerful business capabilities are built onto this foundation at a significantly lower cost The potential for benefits, significantly increases, as business capabilities continue to be built and layered on the foundation

11. Draft – For Discussion Purposes Only 11 Tomorrow’s SBI Vision Vision Get the C-Suite and Sponsors on Board Better Strategies & Plans Better Tactics & Decisions More Efficient Processes Greater Customer Satisfaction Greater Employee Satisfaction Greater Stakeholder Value