cp1222856-0. cp1222856-1 cp1222856-2 rochester, minnesota scottsdale/ phoenix arizona scottsdale/...
TRANSCRIPT
CP1222856-1
CP1222856-2
CP1222856-3
Rochester,MinnesotaRochester,Minnesota
Scottsdale/Phoenix Arizona
Scottsdale/Phoenix Arizona
Jacksonville,Florida
Jacksonville,Florida
Research
Education
Patient Care
CP1222856-4
Who Has Business Intelligence
CP1259624-2
Computerworld Article 10-23-2006 "Business Intelligence at age 17"Computerworld Article 10-23-2006 "Business Intelligence at age 17"
75%
25%
Large companies (1,000 employees or more)Large companies (1,000 employees or more)
51%
49%Midsized companies(100-999 employees)Midsized companies(100-999 employees)
56%
44%Small companies(1-99 employees)Small companies(1-99 employees)
Business intelligence in placeNo business intelligenceBusiness intelligence in placeNo business intelligence
Positive w/impactPositive w/impactPositive w/impactPositive w/impact
Positive w/no measurable Positive w/no measurable impactimpactPositive w/no measurable Positive w/no measurable impactimpact
Made better/still room Made better/still room to improveto improveMade better/still room Made better/still room to improveto improve
Negative resultsNegative resultsNegative resultsNegative results
Business Intelligence Success RateBusiness Intelligence Success Rate
CP1259624-3
Computerworld Article 10-23-2006 "Business Intelligence at age 17"Percentages have been roundedComputerworld Article 10-23-2006 "Business Intelligence at age 17"Percentages have been rounded
Very positive, Very positive, measurable impactmeasurable impactVery positive, Very positive, measurable impactmeasurable impact
1%1%
6%6%
36%
23%
CEO's Viewpoint of CIO'sCEO's Viewpoint of CIO's
CP1259624-4
Laurie Orlov Analyst at Forrester Research Inc, report 02-09-2007 – "Happy CEO's Delusional about CIO Performance"Laurie Orlov Analyst at Forrester Research Inc, report 02-09-2007 – "Happy CEO's Delusional about CIO Performance"
Large firm CEO's viewpointLarge firm CEO's viewpoint
• Characterize IT as offering Characterize IT as offering proactive leadershipproactive leadership
• Portray IT's role as poor or Portray IT's role as poor or mediocremediocre
• See IT as innovative only See IT as innovative only when pushedwhen pushed
• Generally not impressed with Generally not impressed with IT's ability to track and report IT's ability to track and report assetsassets
• IT was effectively managing IT was effectively managing assets as part of its assets as part of its responsibilityresponsibility
Large firm CEO's viewpointLarge firm CEO's viewpoint
• Characterize IT as offering Characterize IT as offering proactive leadershipproactive leadership
• Portray IT's role as poor or Portray IT's role as poor or mediocremediocre
• See IT as innovative only See IT as innovative only when pushedwhen pushed
• Generally not impressed with Generally not impressed with IT's ability to track and report IT's ability to track and report assetsassets
• IT was effectively managing IT was effectively managing assets as part of its assets as part of its responsibilityresponsibility
28%
34%
24%
54%
31%
Katzenbach Partners Recent Survey 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 There is a disconnect between the formal business process flow and the real one the users have process flow and the real one the users have
developed to get the job done.developed to get the job done.
90's WEB
Evolution of Business IntelligenceEvolution of Business Intelligence
Business-IT ConvergenceBusiness-IT Convergence
Business (INFORMATION)
Strategists'
Business (INFORMATION)
Strategists'
IT (DELIVER) Enablers'
IT (DELIVER) Enablers'
80's PCsSpreadsheet processesLocalized data extractsSpreadsheet processesLocalized data extracts
Mini server, NetworksBroaden admin/supportMini server, NetworksBroaden admin/support
Greater insightProliferation of dataExpanding rolesData Mining
Greater insightProliferation of dataExpanding rolesData Mining
24x7, HTML, JAVA, ETL, Web services, OLAP, cookies, DW
24x7, HTML, JAVA, ETL, Web services, OLAP, cookies, DW
Performance management analytic strategiesAligned BI strategy, CoE & Best Practices, OBIRight-time Information Global access
Performance management analytic strategiesAligned BI strategy, CoE & Best Practices, OBIRight-time Information Global access
Web-base platformsPerformance management, scorecard, data integrationExpanded performanceRFID in BI processesFirewalls/Sarbanes-Oxley
Web-base platformsPerformance management, scorecard, data integrationExpanded performanceRFID in BI processesFirewalls/Sarbanes-Oxley
00's ALIGN
1987
CP1259624-5
Business Intelligence StrategiesBusiness Intelligence Strategies
CP1259624-6
Top criteria of CIO's and CEO'sTop criteria of CIO's and CEO's
• PerformancePerformance
• Functionality and TOCFunctionality and TOC
• Speed of implementationSpeed of implementation
• ScalabilityScalability
Top criteria of CIO's and CEO'sTop criteria of CIO's and CEO's
• PerformancePerformance
• Functionality and TOCFunctionality and TOC
• Speed of implementationSpeed of implementation
• ScalabilityScalability
CP1259624-7
Strategy to AssetsStrategy to Assets
Report:Chick production by hen
The Chicken and the EggNew Business: Produce Chickens
The Chicken and the EggNew Business: Produce Chickens
CP1259624-8
Business strategy: Successfully hatch chickensBI 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 chickensBI 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 warehouseData warehouse
Elements:HenRoosterEggAmenities
FeedWaterNest
DaylightTemperature
Business strategy: Increase hatch chickensBI 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 chickensBI 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 henMeasure new process
The Chicken and the EggNew Business: Produce Chickens
The Chicken and the EggNew Business: Produce Chickens
CP1259624-9
Data warehouseData warehouse
Elements:HenEggAmenities
FeedWaterNest
Building Light Heat
Report:Hatched chick productionEgg success rate
The Chicken and the EggNew Business: Produce Chickens
The Chicken and the EggNew Business: Produce Chickens
CP1259624-10
Business strategy: Global distribution of chickensBI 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 chickensBI 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 warehouseData warehouse
Elements:Egg (service delivery element)IncubatorBrooderBuilding
HeatHumidity
Chick AmenitiesFeedWater
DW 1DW 1
Elements:HenRoosterEggAmenities
FeedWaterNest
DaylightTemperature
DW 2DW 2
Elements:HenEggAmenities
FeedWaterNest
Building Light Heat
DW 3DW 3
Elements:Egg (service delivery element)IncubatorBrooderBuilding
HeatHumidity
Chick AmenitiesFeedWater
Hatch ChickensHatch Chickens
Increase ProductionIncrease Production
Global DistributionGlobal Distribution
Evolving ProcessEvolving Process
CP1259624-11
Business Strategy Business Strategy BI Strategy BI Strategy
Business Processes Business ProcessesTechnology delivers
Business information
Information ManagementInformation ManagementBusiness intelligence and Data warehousingBusiness intelligence and Data warehousing
Dresner Advisory Services, LLC - 2007
USERS
Analytical Applications
Query and Reporting
Tools
Dashboard Tools
Statistical & Analytical
Tools
Data Mining Tools
Dictionary/Semantic Layer
ETL, DQ, DWData Marts
Corporate Data
Business Intelligence ComponentsBusiness Intelligence Components
CP1259624-14
IT(DELIVER)
IT(DELIVER)
BUS.(INFORMATION)
BUS.(INFORMATION)
DW1
DW2
DW3
Business Intelligence ComponentsBusiness Intelligence Components
CP1259624-14
IT(DELIVER)
IT(DELIVER)
BUS.(INFORMATION)
BUS.(INFORMATION)
DW1
DW2
DW3
Information ManagementInformation Management
Name:Name: DECADECA
Factor:Factor: 10 / 1 10 / 1
HECTOHECTO
10 / 210 / 2
KILOKILO
10 / 310 / 3
MEGAMEGA
10 / 610 / 6
GIGAGIGA
10 / 910 / 9
TERATERA
10 / 1210 / 12
PETAPETA
10 / 1510 / 15
YOTTAYOTTA
10 / 2410 / 24
EXAEXA
10 / 1810 / 18
ZETTAZETTA
10 / 2110 / 21
DM Review reports:DM Review reports:
By 2010 Data storage will be approaching By 2010 Data storage will be approaching 1 ZETTABYTE1 ZETTABYTE
1,000,000,000,000,000,000,0001,000,000,000,000,000,000,000
Data growth rate averages about Data growth rate averages about 30%30% per year per year
Modeling TechniquesModeling TechniquesThe Flow of Warehouse Data Modeling DeliverablesThe 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
StructuralModels
Physical Models
Functional Models
Triage
© The Data Warehousing Institute
Synergy
WebApplicationsPortals B2B
Performance ManagementPerformance Management
CP1259624-12
Operational Business Intelligence
(coarse grained)
Operational Business Intelligence
(coarse grained)
LegacyLegacy OperationalOperational DataWarehouse
DataWarehouse
WebWeb RepositoryRepository
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
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 11-19-07
SOA can be Like a Thanksgiving MealSOA 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.
Business Intelligence OrganizationBusiness Intelligence Organization
CP1259624-15
BI Sponsorship BI Sponsorship
BI Program Oversight BI Program Oversight
BI Project Team BI Project Team
Enterprise/Department level Project Sponsorship &
Management Office
Enterprise/Department level Project Sponsorship &
Management Office
Requirements Requirements Development Development
BI Project "XYZ" BI Project "XYZ"
Service Level Agreement (consulting, doing, mentoring,
coaching, training, etc)
Service Level Agreement (consulting, doing, mentoring,
coaching, training, etc)
Coordinate Business Priorities & Projects to Tactical Objectives for BI
Coordinate Business Priorities & Projects to Tactical Objectives for BI
Align Business Strategy Plan to Vision for BI
Align Business Strategy Plan to Vision for BI
Getting Data In(GDI)
Getting Data In(GDI)
Getting Information Out(GIO)
Getting Information Out(GIO)
CoE CoE
Shared Services AdminShared Services Admin
Business Intelligence DeploymentBusiness Intelligence Deployment
CP1259624-16
• 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
Where Do We Go From Here?Where Do We Go From Here?
CP1259624-17
CP1259624-19
Scope of the enterprise needs to be defined.
- all institutional department, business units - partners - associates - suppliers - web
CP1259624-20
Where Do We Go From Here?Where Do We
Go From Here?Business Intelligence 2.0
Location BIPervasive BI
Data Warehouse 2.0
Web 2.0
SaaS
New licensing strategies
Governance
Business Intelligence 2.0 Location BIPervasive BI
Data Warehouse 2.0
Web 2.0
SaaS
New licensing strategies
Governance
CP1259624-20
Where Do We Go From Here?Where Do We
Go From Here?
‘‘These are Changing Times’These are Changing Times’‘‘These are Changing Times’These are Changing Times’
• IBM obtains CognosIBM obtains Cognos• IBM obtains CognosIBM obtains Cognos
• Oracle acquiresOracle acquires Hyperion Hyperion• Oracle acquiresOracle acquires Hyperion Hyperion
• SAP buys BOSAP buys BO• SAP buys BOSAP buys BO
• BEA almost sold toBEA almost sold to Oracle Oracle• BEA almost sold toBEA almost sold to Oracle Oracle
CP1259624-21
Where Do We Go From Here?Where Do We
Go From Here?
Jonathan Wu, Nightsbridge Solutions - 2001
CP1259624-22
Business Intelligence: Chicken or the Egg
Business Intelligence: Chicken or the Egg
Plan and Define , Plan and Define, Plan and DefinePlan and Define , Plan and Define, Plan and Define
CP1259624-23
Reference ArticlesReference ArticlesWeb
• BI review - BI: the Chicken or the Egg by John Zeller, 06-2007
• Computer World – Business Intelligence at age 17 with Howard Dresner by China Martens, 10-23-2006
• Gartner Magic Quadrant for BI Platforms, 01-26-07
• 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, 12-2006
• DM Review – Back to Basics by Greg McMillan; 11-2002
• DM Review – On-Demand Business Intelligence and Software as a Service Revolutionizing – Small to Medium-Sized Business by George O'Connor, 01-2007
• TDWI – Putting the Business Back into BI; by David Wells, 04-2006
• Forrester Research Inc.- Happy CEO’s Delusional about CIO Performanceby Laurie Orlov Analyst, 02-2007
• Media Inc.- CIO Insight – A Valued Tool Still Has Unmet Potentialby Ziff Davis, 10-2005
• Business Intelligence Network – Technology or Business – the chicken or the egg part 1,2,3;by Bill Inmon, 10-2007
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, 06-2007
• Computer World – Business Intelligence at age 17 with Howard Dresner by China Martens, 10-23-2006
• Gartner Magic Quadrant for BI Platforms, 01-26-07
• 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, 12-2006
• DM Review – Back to Basics by Greg McMillan; 11-2002
• DM Review – On-Demand Business Intelligence and Software as a Service Revolutionizing – Small to Medium-Sized Business by George O'Connor, 01-2007
• TDWI – Putting the Business Back into BI; by David Wells, 04-2006
• Forrester Research Inc.- Happy CEO’s Delusional about CIO Performanceby Laurie Orlov Analyst, 02-2007
• Media Inc.- CIO Insight – A Valued Tool Still Has Unmet Potentialby Ziff Davis, 10-2005
• Business Intelligence Network – Technology or Business – the chicken or the egg part 1,2,3;by Bill Inmon, 10-2007
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