business intelligence analysis - the key to organisational and business success
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Cavin GriffithsExecutive: Business IntelligenceTelkom SA Limited16th May 2007
Business Intelligence Analysts: The key to BI success
VALUE FROM IT
• GARTNER, CIO INSIGHT & SA Journal of Information Management all place the exploration and exploitation of information in the company as top priorities for CIO’s.
• BI – should eliminate guessing and ignorance in organisations by leveraging the masses of data collected and captured in organisations every day.
• IT management should have the integration of data and information from a variety of sources to support business opportunities as priority.
• Focus must move from Information technology to information management, analysis and decision support. (More and more outsourcing of operations anyway)
Slide 2
Reportingapplications
RULES & CULTURE
KNOWLEDGE
INFORMATION
DATA
Trends &Patterns
Implement& use
Human mind Experience
Plans, processes, system changes
Analyticaltools
Datawarehouse
Lessons Learned in BI
• There is no solution out the box.• BI is a culture• BIA can drive the importance of BI in the
organisation through value adding – process, system and pinpointing problem areas and bottlenecks.
Slide 4
Success of the BIA depends on
• The right people – 5 I’s• Top level Management buy in• Structure and actions– must support strategy and
business plan. – In essence – Revenue, cost and customer service.
Slide 5
Points to remember
• You get what you measure• Every measure creates a behaviour – good or bad• “First look where people walk before you build a
road”
Slide 6
HOW ACHIEVED IN TELKOM
• Truth test• Data quality – trash• Example of BIA involvement in DSL environment• Reports data and results drive process changes
Slide 7
Measure
Purpose
Target
Who measures?
Source of data
the data?Who acts on
Notes
Frequency
Relates to
Formula
What do they do?
How to Design MeasuresHow to Design Measures
TRUTH TEST.TRUTH TEST.
Neely, A. D., Mills, J. F., Gregory, M. J., Richards, A. H., Platts, K. W., & Bourne, M.C.S., (2001), Getting the measure of your business, Cambridge University Press, Cambridge
The truth test
The focus test
The consistency test
The clarity test
The access test
The “so what” test
The cost test
The timeliness test
The gaming test
Is the measure definitely measuring what it’s meant to measure?
Is the measure only measuring what it’s meant to measure?
Is the measure consistent whenever or whoever measures?
Is any ambiguity possible in interpretation of the results?
Can the data be readily communicated and easily understood?
Can, and will, the data be acted upon?
Is it going to be worth the cost of collecting and analysing the data?
Can the data be analysed soon enough so that action can be taken?
Will the measure encourage any undesirable behaviours?
Test the Measures You Test the Measures You design...design...
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Cavin GriffithsExecutive: Business IntelligenceTelkom SA
Thank -you
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