dama-mn bicc presentation v2 print · business intelligence competency centers dama - mn november...

Hitachi Consulting

Business Intelligence Competency Centers DAMA - MN

November 19, 2008

Inspiring Your Next Success!®

Hitachi Consulting

Speaker Profiles

Mark Albers, Director, Hitachi Consulting

National BIPM (Minneapolis, MN)

Enterprise Data Warehouse Team

17+ years of BIPM Experience

[email protected]

Inspiring Your Next Success!®Inspiring Your Next Success!®

Copyright 2007 Hitachi Consulting All Rights Reserved, Proprietary and Confidential, For Discussion Purposes Only

2

Scott Farris, Vice President, Hitachi Consulting

National BIPM (Dallas, TX)

Focused on BI Competency Center Services

15 years of BIPM Experience

8 years focused on BICC

[email protected]

Hitachi Consulting

Agenda

Business Intelligence Competency Centers (BICC)

Why do I need one?

» How does it relate to EIM?

What is it?



3

What is it?

How do I build one?

» Multi-phase Approach � The Journey

» BI Engine � The Gears

Getting Started

Hitachi Consulting

About Hitachi Consulting

We are the consulting services arm of Hitachi Ltd., the 23rd largest company in the world with $84B in revenue and 1,300 subsidiaries.

We are a global consulting firm with operations in North America, Western Europe, Japan, India and Southeast Asia. We have over 1,500 consultants in 17 offices.

Our client base includes nearly 30% of the Fortune 100.



4

Our client base includes nearly 30% of the Fortune 100.

20% of our Practice focuses on Business Intelligence and Performance Management (BIPM).

Dallas HQ

Major Industry Programs

Food & Beverage /

CPG

IndustrialManufacturing

High Techand

Software

Communicationand

Content

Service Offerings

Strategy &OrganizationalEffectiveness

BusinessIntelligence /PerformanceManagement

(BIPM)

Customer &ChannelSolutions

Supply ChainSolutions

EnterpriseApps &

Technology

Hitachi Consulting

Hitachi Consulting’s core is built from quality acquisitions, careful integration, and profitable organic growth.

November 1999

Hitachi, founded in 1910, makes a strategic decision to enter the IT services market in the U.S.

Acquires WaveBend Solutions, the IT consulting arm of 90 year old firm BDO Seidman, LLP.

23 partners and more than 350 consultants from Arthur Andersen LLP, join the Company

July 2002July 2001

Hitachi Consulting acquires Aspirity, a Business Intelligence consulting firm.

April 20041000+

Acquires Navigator, a Business Intelligence consulting firm.

February 2006



5

November 1999

Hitachi acquires the IT consulting business of Grant Thornton, LLP, founded in 1924.

Acquires Tactica, a Dallas-based IT consulting firm.

November 2000

July 2001

November 2001 May 2003

The Company is re-branded as:

August 2005

April 20041000+Employees

Hitachi Consulting acquires Dove Consulting, a Strategy and Organization Effectiveness consulting firm.

February 2006

Hitachi Consulting

Why do I Need a BICC?


Hitachi Consulting

BICC and EIM Collide



7

Hitachi Consulting

Sound Familiar?

“Should I be able to see SSN and other personal

“How many systems do we

have that capture customer data?”

”How many Product Hierarchies do we

need?”

“Why does the same product has different SKUs depending on country?”


other personal information?”

“Why does a branch show up in

multiple geographies?”

“What is the distance between two airports?”

“How many seats are available in an aircraft?”

“Who owns customer?”


8

Hitachi Consulting

Common Reality

The business struggles to gain access to the information it needs

Silos of information resulting in conflicts in data accuracy

BI investments not delivering expected impact

Maintenance and licensing costs are high due to an overly broad tools footprint

Information Maturity Model

Timeliness

Accuracy

Detail

Source Systems

Predictive Value

Accountability

Interactivity

Target Audience

infrequent

unreliable

macro

financial -only

lagging

centralized

reporting

employees

real-time

reliable

micro

integrated

leading

decentralized

analysis, modeling

customers,

suppliers &

Lower Value Higher Value



9

Existence of shadow BI groups within the business compensating for lack of capabilities

High level of business analyst / staff headcount

A majority of analysis performed retroactively vs. proactively

Data/reporting environment that is difficult to navigate

Frequent confusion around business metrics (definitions, alternate sources, conflicting measures, etc.)

suppliers &

investors

Lagging Average Leader

T A

D

S

PA

I

TA

T A

D

S

PA

I

TA

T A

D

S

PA

I

TA

T A

D

S

PA

I

TA

T A

D

S

PA

I

TA

T A

D

S

PA

I

TA

T A

D

S

PA

I

TA

T A

D

S

PA

I

TA

T A

D

S

PA

I

TA

Hitachi Consulting

The Dilemma

Many of the challenges faced when implementing enterprise-wide Business Intelligence and Data Warehouse solutions are truly enterprise in nature

However Enterprise Information Management (EIM) and its relationship to a BICC can be complex and confusing


complex and confusing

Implementing enterprise initiatives at times is daunting and fraught with risk

So what do you do?


10

Hitachi Consulting

Decision Point

Solve for BI Only Solve for the

Not an Easy Decision


Some Enterprise initiatives (MDM, Data Governance) can be incubated in the BICC

However a BI program can get weighted down attempting to solve for the Enterprise

BI Only Solve for the “Enterprise”

> Easier to accomplish because it is within the scope of BI ownership

> However the effort will be another silo’d solution


11

Hitachi Consulting

EIM Will Become Even More Relevant!

• Organizations would experience a three-fold increase in data content and application quality issues (0.7 probability). Information integrity will continue to be, of significant concern for most organizations in the foreseeable future.

Data Explosion

Complex Information Lineage


• Approximately 50% of all new IT projects fail to meet their original business objectives. A root cause is the lack of a common understanding among key stakeholders of the specific project objectives

• Due to growing legal and compliance pressure, Gartner estimates that by 2012, 25% of the companies in highly regulated industries will create and staff positions in accounting, human resources, compliance and audit, and legal, that deal explicitly with the management of information via technology

Information Dependence

Gartner


12

Hitachi Consulting

Challenges with Enterprise Scope

• Enterprises have multiple stakeholders that deal with same information to meet various objectives

Multiple Stakeholders

• Enterprises may have multiple producers of information; in some cases they may even attempt to produce the same information with little or no success

Multiple Producers


• Enterprises have multiple consumers that sort through, in some cases the same information, incorporating assumptions based conflict-resolutions

Multiple Consumers

• Enterprises deal with multiple technology/architectural barriers and often spend resources in information exchanges/integrations that may not add significant information content

Multiple Technologies & Architectures

• Alignment of various businesses within an Enterprise to meet common objectives may be limited by diversities in both business processes and priorities

Causing Misalignment


13

Hitachi Consulting

Challenges with Information and Data

• Information needed to manage business goals on a daily basis is often dynamic simply due to nature of enterprises

Dynamic Information

• Many analysts may attempt to create, in some cases, the same information to meet business objectives

You do not know what you do not know


• May presuppose intent and semantics, and hence may limit context for information consumption

Structure of Data

• Context of structured information is often provided by unstructured information

Structured & Unstructured

• Lineage gets complex with contextual unstructured information

Transparency of Information


14

Hitachi Consulting

What is Enterprise Information Management?

� Organizations and information workers today and in the future need contextual

information with origins in the form of both structured and unstructured data.

� EIM encompasses the management and delivery of both structured and

unstructured data – delivering contextual information to the enterprise regardless

of form, source or platform.

� EIM requires a melding of the disciplines of content and knowledge management,

data architecture, enterprise search and information integration.


data architecture, enterprise search and information integration.

EIM is an integrative discipline for structuring, describing and governing information assets regardless of organizational and technological boundaries, to improve operational efficiency, promote transparency and enable business insight. --Gartner


15

Hitachi Consulting

Enterprise Information Management FrameworkD

ata

Go

ve

rna

nce

Da

ta G

ove

rna

nce

Pro

gra

m G

ove

rna

nce

Pro

gra

m G

ove

rna

nce


Da

ta G

ove

rna

nce

Da

ta G

ove

rna

nce

Business Processes and Data Collection SystemsBusiness Processes and Data Collection Systems

Pro

gra

m G

ove

rna

nce

Pro

gra

m G

ove

rna

nce


16

Hitachi Consulting

Business Intelligence and Performance Management

Performance Managementfor the Enterprise

BISolutionsfor Finance

BISolutionsfor IT

BISolutions

for Sales/Mktg

BISolutionsfor HR

BISolutions

for Operations


> BICC: Making Enterprise Information Delivery a Reality

» BI Strategy – WHAT, HOW, WHO

• Multi-year Plan and Roadmap

• Architecture and Technology

• Organization / Methodology / Governance

• Enterprise Information Management

» BI Competency Leadership

Business Intelligence Competency Center (BICC)


17

Hitachi Consulting

EIM Issues that Impact the BICC

EIM Topic Real BICC Issue/Opportunity

1 Data GovernanceWhat customer number and hierarchy should be used in the customer conformed dimension?

2 Master Data ManagementIf we use common project identifiers we could combine both structured information (status, budget) with


2 Master Data Management both structured information (status, budget) with unstructured information (project docs, contracts).

3 Data Architecture

Should data be modeled and standardized across Enterprise systems such as data sources, applications, EDW and Data Marts so that data and information exchanges are consistent?

4Data Quality / Profiling / Auditing

Should this data quality issue be corrected in the source or via ETL into the EDW?


18

Hitachi Consulting

EIM Issues that Impact the BICC Con’t

EIM Topic Real BICC Issue/Opportunity

5 Master Data ManagementHow will Master Data be leveraged across operational and analytic environments

6 Data SecurityA user sees Social Security numbers in the Data Warehouse and Data Mart databases but is restricted from


seeing that data in the transaction system.

7 Metadata Management

Business – Business Information Directory (BID) to store definitions, calculations and source of informationTechnical – Tracking lineage to find all instances of an incorrect customer number assignment

8 Data IntegrationShould we load data into the EDW the same way we load data to our data hub? What is the data integration strategy (EAI, EII, ETL)?


19

Hitachi Consulting

BI Maturity Model

Executive Sponsorship

and

establishing a

Business Intelligence Competency Center

(BICC)

Executive Sponsorship

and

establishing a

Business Intelligence Competency Center

(BICC)



20

89% of organizations surveyed were at either level 2 or 3 (30% were at Level 2 and 59% were at Level 3)

are imperative to achieving strategic and pervasive BIare imperative to achieving strategic and pervasive BI

Source: Gartner (April 2007)

Hitachi Consulting

What is a BICC?


Hitachi Consulting

What is a BICC?

A BICC is:

» Enterprise in Scope

» Holistic – People, Process & Technology

» Strategic – Aligned with the Key Themes within the Company

» Internally Lead

» Responsible for meeting both Business and IT Needs

» Focused on Building the Business Intelligence Capability



22

» Focused on Building the Business Intelligence Capability

» Above All about Leadership

A BICC is NOT JUST:

» Technology

» Center of Excellence

» Organizational Model

» Standards and Guidelines

» A BI Project

Hitachi Consulting

The Core BICC Concepts

2. There are things you do to SUPPORT PRODUCTION BI SOLUTIONS, such as:

» Support of Data Load processes

• Execute / Monitor ETL Jobs

» Support of BI Platforms

• HW / OS

• Software Maintenance and Upgrades

1. There are things you do to DEVELOP NEW BI SOLUTIONS, such as:

» Add Subject Areas to the Data Warehouse and build the ETL to load data to these subject areas

» Build a Data Mart and that ETL processes to load the Data Mart

» Build a Cube

» Build some Reports and OLAP Views

» Deliver all of this to the users



23

This about Doing things

• Troubleshoot / Fix ETL issues

• Minor Enhancements of ETL jobs

» Help end users

• Answer questions

• Add new users and manage security

• Help users use and understand the applications

• Make minor enhancements to Reports and Views

This about providing Leadership so that the “Doing” get’s done right

• Software Maintenance and Upgrades

• Monitor Performance and Usage

3. There are things you do to LEAD THE ACTIVITIES ABOVE, such as:

» WHAT – Plan, Prioritize and Fund the activities above

» WHO – Organize people in order to effectively do the activities above

» HOW – Optimize the way that all of the activities above are done

Hitachi Consulting

Organizational Model

> Competency

Benefits:• Increased productivity• Standards adherence• Faster skills development (mentoring)• Higher quality data & solutions• Reduced Cost

Competency Center

Best PracticesStandards

CoordinationSequencing

Methodology complianceProject Mgr

Technical Architect

Strategy

Technical Architecture*

Program ManagementProject Mgr

Technical Architect

Competency Center Leverage Model



24

> Competency Center is comprised of seasoned BI staff with the mission of setting strategy & standards, leading & mentoring project teams

> Roles are actively engaged in delivery (not pure ivory tower)

*roles most likely to remain permanentImplementation Project XImplementation Project 1

Data CleansingService Scheduling

Data Sourcing

BI Styles & StandardsBI Tools SelectionUser ExperienceLook and Feel

Data structuresHierarchiesMeasures

Business rulesBusiness processesMetric definitions

StandardsArchitecture compliance

Technical Architect

Business Analyst

Technical Architecture*

Business Alignment*

BI/EDW Data Modeler

Technical Architect

Business Analyst

BI/EDW Data Modeler

ETL Developers

BI Developers

Web Developers

ETL Developers)

Data Architecture*

BI Tools Architecture*

Test / QA Test / QA

UI Architecture

ETL Architecture

Hitachi Consulting



25

Hitachi Consulting

How do I Build a BICC?


Hitachi Consulting

Key Concepts

Communication and Marketing

Sustaining, Leveraging and Fine Tuning, WHAT, HOW, WHO

Implementing, Exercising and Strengthening

WHAT, HOW, WHO

Adaptable Best Practices

Release 0

Stabilization

and Air Cover

Defining and Deciding

WHAT, HOW, WHO

Making the Turn Hitting StrideUp & RunningDiagnostic

Change

LeadershipCurrent Reality

Future Vision

Gap Closing Roadmap

Tactical Projects

Solution

Development

Strategic Initiatives (in multiple releases)Point Solutions

Out of Context




WHAT, HOW, WHO


Release 0

Stabilization

and Air Cover


WHAT, HOW, WHO


Change


Future Vision

Gap Closing Roadmap

Tactical Projects

Solution

Development

Strategic Initiatives (in multiple releases)Point Solutions

Out of Context

The BI EngineA Multi-phased Approach

WHAT

WHO

HOW



27

External and Internal Leadership Mix

TBDInternal Leadership Self Sufficiency

External and Internal Leadership Mix TBD

Current StateTeam Management

New Applications

New Infrastructure

Cost Reduction

Excellent Customer Service

Proactive

Old and New Applications

Old and New Infrastructure

Cost Control

Good Customer Service

Reactive / Proactive

Old Applications

Old Infrastructure

Cost Visibility

Minimum Customer Service

Reactive

Baseline

Support





New Applications

New Infrastructure

Cost Reduction


Proactive



Cost Control



Old Applications

Old Infrastructure

Cost Visibility


Reactive

Baseline

Support

The GearsThe Journey

WHO

Hitachi Consulting

The Journey to Creating a BICC

Cap

ab

ilities

Strategy LinkageEnterprise

Bre

ad

th o

f Imp

act

Predictive/ Actionable

Cross-Divisional

Integration & Insight

Divisional

BI Vision

Achieving world class Business Intelligence requires a Journey…



28

Success on this Journey requires much more than just technology:

» Business sponsorship and commitment

» Discipline towards and focus on the future vision

» Building the processes capable of delivering and sustaining execution

» Invest in resources in order to bring in and implement best practices

Cap

ab

ilities

Bre

ad

th o

f Imp

actBasic Functionality Departmental

At First Over Time

Time

Current

State

Hitachi Consulting

Leading Change

ChangeLeadership

Diagnostic Making the Turn Up & Running Hitting Stride


Current Reality

Future Vision

Gap-Closing Roadmap


WHAT, HOW, WHO


WHAT, HOW, WHO

Sustaining, Leveraging and Fine Tuning

WHAT, HOW, WHO


As a first step, gaps between

The foundation of the new

The processes, approaches and

Once the Enterprise Information



29

gaps between current

processes and skills and the

future vision are identified and

gap closing plans incorporated into

a roadmap.

of the new Business

Intelligence environment is

established, based on best

practices.

approaches and skills are

implemented and through repeated

use the organization starts to burn them into

the culture.

Information Management

organization has the best practices

routinely being used, the ownership of those practices is

transitioned to client personnel.

Hitachi Consulting

Communication and MarketingCommunication and MarketingCommunication and Marketing

Sustaining, Leveraging and Fine Sustaining, Leveraging and Fine Sustaining, Leveraging and Fine TuningTuningTuning

WHAT, HOW, WHOWHAT, HOW, WHOWHAT, HOW, WHO

Implementing, Exercising and Implementing, Exercising and Implementing, Exercising and StrengtheningStrengtheningStrengthening


Adaptable Best PracticesAdaptable Best PracticesAdaptable Best Practices

Release 0Stabilization

Defining and Defining and Defining and DecidingDecidingDeciding

WHAT, HOW, WHAT, HOW, WHAT, HOW, WHOWHOWHO


ChangeChangeChangeLeadershipLeadershipLeadership

Current RealityCurrent RealityCurrent Reality

Future VisionFuture VisionFuture Vision

GapGapGap---Closing RoadmapClosing RoadmapClosing Roadmap

SolutionDevelopment

Strategic Initiatives (in multiple releases)Point SolutionsOut of Context

Developing Solutions



30

Stabilizationand Air Cover Tactical Projects

Development Out of Context

This type of change program will not necessarily stop or slow down ongoing projects while it takes shape. There will be some point solutions required by the business that must continue “status quo” in the interim. Further into the program, the focus turns to enterprise-level (more strategic) initiatives within the context of a corporate BI strategy.

Open toBuy

PMMGrocery

Dashboards Phase One

GM/DrugOwn Brand

PricingSupplyChain

GlobalSourcing

Dashboards Phase Two

PharmacyManuf., Transportation,and Operational areas

FinancialRecon.

Product Sales

Ind. CostAdders

RGC

Customer

Manuf.

Space / Assort

Transp

PharmacyAd Promo

Phase One

Phase Two

Phase Three

Phase Four

Pricing /Ad Loss

Inventory

Cost Event Vendor

Budget Org.

Geog.

Billing Location

Hitachi Consulting







Release 0Release 0Release 0StabilizationStabilizationStabilization








SolutionSolutionSolution Strategic Initiatives (in multiple releases)Strategic Initiatives (in multiple releases)Strategic Initiatives (in multiple releases)Point SolutionsPoint SolutionsPoint Solutions

Support



31

StabilizationStabilizationStabilizationand Air Coverand Air Coverand Air Cover Tactical ProjectsTactical ProjectsTactical Projects

SolutionSolutionSolutionDevelopmentDevelopmentDevelopment

New Applications

New Infrastructure

Cost Reduction


Proactive



Cost Control



Old Applications

Old Infrastructure

Cost Visibility


Reactive

BaselineSupport

Strategic Initiatives (in multiple releases)Strategic Initiatives (in multiple releases)Strategic Initiatives (in multiple releases)Point SolutionsPoint SolutionsPoint SolutionsOut of ContextOut of ContextOut of Context

The Baseline Support function is transformed over the course of the program, moving from a reactive “fire-fighting” model to a proactive “best practices” model that supports the new enterprise applications and infrastructure. Unit cost of support per application reduces over time.

Hitachi Consulting







Release 0Release 0Release 0StabilizationStabilizationStabilization








SolutionSolutionSolution Strategic Initiatives (in multiple releases)Strategic Initiatives (in multiple releases)Strategic Initiatives (in multiple releases)Point SolutionsPoint SolutionsPoint Solutions

Team and Talent Management



32

External and Internal Mix TBD

Internal Self SufficiencyExternal and Internal Mix TBDCurrent StateTeam Management

StabilizationStabilizationStabilizationand Air Coverand Air Coverand Air Cover Tactical ProjectsTactical ProjectsTactical Projects

SolutionSolutionSolutionDevelopmentDevelopmentDevelopment

New ApplicationsNew ApplicationsNew Applications

New InfrastructureNew InfrastructureNew Infrastructure

Cost ReductionCost ReductionCost Reduction

Excellent Customer ServiceExcellent Customer ServiceExcellent Customer Service

ProactiveProactiveProactive

Old and New ApplicationsOld and New ApplicationsOld and New Applications

Old and New InfrastructureOld and New InfrastructureOld and New Infrastructure

Cost ControlCost ControlCost Control

Good Customer ServiceGood Customer ServiceGood Customer Service

Reactive / ProactiveReactive / ProactiveReactive / Proactive

Old ApplicationsOld ApplicationsOld Applications

Old InfrastructureOld InfrastructureOld Infrastructure

Cost VisibilityCost VisibilityCost Visibility

Minimum Customer ServiceMinimum Customer ServiceMinimum Customer Service

ReactiveReactiveReactive

BaselineBaselineBaselineSupportSupportSupport

Point SolutionsPoint SolutionsPoint SolutionsOut of ContextOut of ContextOut of Context

The team leading the change program can leverage external expertise initially and then assume ownership of all roles during the Transition Phase.

Hitachi Consulting




WHAT, HOW, WHO


Release 0

Stabilization


WHAT, HOW, WHO


Change


Future Vision

Gap Closing Roadmap

Solution Strategic Initiatives (in multiple releases)Point Solutions

The Journey



33





Stabilization

and Air Cover Tactical Projects

Solution

Development

New Applications

New Infrastructure

Cost Reduction


Proactive



Cost Control



Old Applications

Old Infrastructure

Cost Visibility


Reactive

Baseline

Support

Point Solutions

Out of Context

Hitachi Consulting




WHAT, HOW, WHO


Release 0

Stabilization


WHAT, HOW, WHO


Change


Future Vision

Gap Closing Roadmap

SolutionStrategic Initiatives (in multiple releases)

Point Solutions

Cost / Benefit View

Benefit

Co

st

/ B

en

efi

t



34


Internal Leadership Self SufficiencyExternal and Internal Leadership Mix TBDCurrent StateTeam Management

Stabilization

and Air Cover Tactical Projects

Solution

Development

New Applications

New Infrastructure

Cost Reduction


Proactive



Cost Control



Old Applications

Old Infrastructure

Cost Visibility


Reactive

Baseline

Support

Point Solutions

Out of Context

Cost

Program Timeframe

Co

st

/ B

en

efi

t

Hitachi Consulting

Successfully progressing through the Journey can increase delivery of what matters.

Strategic Projects

Before Improvements

Strategic Projects

AfterImprovements

Inv

estm

en

t in

Eff

ort

an

d $

• Strategic investments will increase as % of total spend

• Strategic projects help the business “move the needle” on important company initiatives

Strategic Investment vs. Tactical Spend



35

Tactical Efforts

Baseline Support

Tactical Efforts

Baseline Support

Time

Inv

estm

en

t in

Eff

ort

an

d $

• Baseline as a % of total spend may decrease slightly, even as the number of new strategic solutions is increasing

• Baseline efforts are what is needed to “keep the lights on”

• Tactical efforts decrease significantly as a % of total spend

• Maintain enough to be flexible to users most urgent needs

Hitachi Consulting

The Gears

The Gears Represent the three Major Activities of the BICC Throughout the Journey

» What

• The Work to be Done

• The Expenditures

• Ongoing Prioritization Process

» Who



36

» Who

• Organization Structure / Reporting Change

• Roles and Responsibilities

• Talent Management

• Skills Optimization

• Recruiting

» How

• Common Methods and Processes

• Data Management, Data Governance

• Architecture & Technologies

• BI Methodology and Best Practices

Hitachi Consulting

Tuning the Gears

WHATActivities / Deliverables:

• Planning the work

• BI Solution Multi-Year Roadmap

• BI Solution Implementation Plan

• EDW Subject Area Implementation Plan

• BI / EDW Foundation Implementation Plan

• Planning expenditures

• AOP / Budget / Forecast

• HW / SW Investments

HOWActivities / Deliverables:

• Data Management Architecture, Strategy, Processes, Best Practices, Standards

� DW / DM Data Architecture

� Enterprise Data Model

� Data Augmentation

� Master / Hierarchy Data Management

� Data Quality: Profiling and Cleansing

� Data Security / Privacy

� Metadata Management



37

• HW / SW Investments

• Internal / External Labor

• Ongoing Prioritization Process and Sponsorship

� Change Data Capture

• Tool Selection, Positioning, Implementation, Best Practices, Standards

• Back End Tools: DBMS, ETL, Profiling, Cleansing, Master Data, etc.

• Front End Tools: Reporting, OLAP, Mining, Dashboard, Scorecard

• Styles of Computing

• BI Methodology / Processes / Governance

• Implementation Methodology

• Production Monitoring

• Change Management

• BI / Business Partnership

• Data Governance/Stewardship

• PMO / Technical Review Processes

WHOActivities / Deliverables:

• Organization structure design

• BI Supply Chain Definitions

• Roles and Responsibilities Definitions

• Talent Management

• Skills Optimization

• Recruiting

Hitachi Consulting

Getting Started


Hitachi Consulting

Readiness AssessmentWhat to evaluate before attempting “enterprise”

� Business Need / Business Case

» Is the need compelling? Or is it technology in search of a home?

» Does the corporate funding model cause silo'd solutions?

» Most individual projects do not produce enough benefit to justify “enterprise” solutions.


� Executive Support and Sponsorship

» Do executives understand and acknowledge the pain points?

» Has the executive level been burned by past enterprise projects?

» What is their appetite for spending $$ and political capital?

» Does “enterprise” adversely impact executive incentives?


39

Hitachi Consulting

� Sentiment of the troops

» Are people energized to solve for the enterprise?

» Are they incented to do so?

� Presence of “Shadow IT”

» How many “shadow IT” teams & initiatives exist

Readiness Assessment Con’tWhat to evaluate before attempting “enterprise”


» How many “shadow IT” teams & initiatives exist that need to be corralled?

� Technology Footprint

» Do multiple disparate systems, technologies and architectures exist that would need to be included?

» How stable and agile are these systems?

» Does an Enterprise Data Model exist?


40

Hitachi Consulting

Additional Tools

Don’t Boil the Ocean!

Don’t Boil the Ocean!

Know the Players!Know the Players!

Identify


Determine Manageable Critical Mass

Identify

Assess

Work


41

Hitachi Consulting

Don’t Boil the OceanDetermining Manageable Critical Mass

Determining the right size for enterprise initiatives requires:

» Aligning to Major Themes, Initiatives and Strategies

» C-Level pain point

Deliver in Iterations- Success Cycle

» Little bit of Trust/Scope -> Initial Results -> More Trust and More Demand ->

Scope that is too small

The optimal scope

Enterprise

Scope

Enterprise


> More Trust and More Demand -> Larger, more significant Results ->

» Etc.

Need to deliver in a timely manner to critical projects

Finding the “right” amount of scope somewhere between doing nothing and doing it all

Scope

The optimal scope has critical mass to ensure the realization of the strategy

Scope

Enterprise

However including everything is too aggressive & risky

Enterprise


42

Hitachi Consulting

Know the PlayersSuperdelegates

Do You know who this is?


Who are your Superdelegates?


43

Hitachi Consulting

Know the PlayersAdvocate or Barrier

Once identified, each superdelegates’ support should be assessed

A simple method:

Advocate and Evangelist

• Good early adopters who can help sell the concepts and help build momentum

• Sometimes are too agreeable

• The most important group – “Diamond in the rough”


Then each superdelegate must be “worked” and reassessed periodically

Healthy Skeptic • The most important group – “Diamond in the rough”• Will help identify the critical issues / problems / pitfalls• Usually the eyes and ears of key executives

Barrier• Give them a chance to become Healthy Skeptics• Then mitigate, contain and escalate• Don’t expect buy-in or even support from everyone


44

Hitachi Consulting

Getting Started


Copyright © 2000-2006 iSixSigma LLC – All Rights Reserved

Reproduced with Permission of iSixSigma.com

Hitachi Consulting

Diagnostic Framework

In order to diagnose how effectively the BI Delivery Engine is providing what’s necessary to support enterprise’s information needs, a holistic evaluation framework should be used. The framework is comprise of seven key component :

1. Strategy—are the high-level linchpins clearly described?

2. Process—are core processes effective and efficient?

3. Metrics—is the right mix of measures utilized?

4. Data—is the data required to support decision-making Architecture

WHATWHAT

WHOWHO

HOWHOW



46

4. Data—is the data required to support decision-making available?

5. Applications—does software enhance core processes?

6. Architecture—is the correct infrastructure in place?

7. People—are human and organizational capital appropriate?

Each of these components should be assessed from the standpoint of the overall business and the technology function. This approach helps bridge gaps that often undermine business initiatives that are heavily dependent on technology.

Architecture

Strategy

Metrics

Process

Data

Applications

People

A Framework for Assessing Strategic Readiness of an BICC

Hitachi Consulting

Diagnostic Framework – Key Concepts

Architecture

StrategyApplications

Strategy

� Alignment

� Roadmap

� Vision

People

� Accountability

� Business Alignment

� Communication

� Leadership

� Organization

� Roles & Responsibilities

� Skills

Architecture

� Functionality

� Integration

� Performance

� Reliability

� Security

� Systems Mgmt.



47

Process

Metrics

Data

People

Applications

� Accessibility

� Breadth

� Business Alignment

� Functionality

� Ownership

� Usability

�

Process

� Decision Rights

� Change Management

� Funding

� Methodology

� Policies & Procedures

� Prioritization

� Project Management

� Standards & Guidelines

Metrics

� Acceptance/Usage

� Actionable/Influence

� Appropriateness

� Balance

� Linkage

� Measurability

Data

� Consistency

� Footprint

� Granularity

� Integration

� Metadata

� Predictive Value

� Timeliness

� Visibility

� Skills

� Teamwork

Hitachi Consulting

BI Diagnostic Approach

ConsensusBuilding

Interview Final

Project Phases

Statement ofFuture VisionStatement ofFuture Vision

Gap-Closing RoadmapGap-Closing Roadmap

% of Time

100%

Current RealityAssessmentCurrent RealityAssessment

ProjectPlanningProjectPlanning

ProjectWrap-upProjectWrap-up

Architecture

StrategyApplications



48

Sponsor“Gate”

Sponsor“Gate”

Sponsor“Gate”

InformationGathering

Synthesis

InterviewScheduling,Logistics,

Etc.

FinalDeliverable Packaging/Presentation

Time

Time Spent

on KeyActivities

0%

Strategy

Process

Metrics

Data

Applications

People

Hitachi Consulting

In Summary

In order to achieve strategic and pervasivebusiness intelligence it is imperative that a Business Intelligence Competency Center is established.



49

Establishing a BICC requires:

C-Level Support

Strong BI Leaders

Understanding the relationship of the BICC to the EIM strategy

A Multi-phased Approach

Focusing on the What, Who and How

Delivering Value through BI Solutions

Hitachi Consulting

BIPM Best Practices



50

Hitachi Consulting

Funding Concepts

▲ Maximize

strategic

tactical

resources consumed

▼ Squeeze

Funding Strategy Over Time

� EIM Initiatives

� BI Applications

� EDW

▬ Stabilize


Investments in what matters most

� BI Applications

� EDW

� EIM Initiatives

baseline

resources consumed

time

▬ Stabilize

� EIM Ongoing Processes

� Platform Support

� Baseline Support

ExpenseTypes

Cost of Doing Business

� EIM Ongoing Processes

� Platform Support

� Baseline Support


51

Hitachi Consulting

Funding Approach 1Fund BI/DW/EIM as part of an overall Business and IT Funding Model

Corp. Budget$

CorporateStrategy

Cross Functional

Business Priorities

IT Budget$

IT PrioritiesIT

StrategyC

onstra

ins

Cascades

Influences


BI Project 1$$$

BI Project 2$$

BI Project 3$$$$

EIM $

Platform Support $

Baseline Support $

BI/DW/EIM Budget$

BI/DW/EIM PrioritiesBI/DW/EIM Strategy

EDW $

Prioritization Counciland BI/DW/EIM Team Leadership

> Benefits

» Funding is rationalized with all other Business and IT expenditures

» IT and BI/DW/EIM Funding tied to cross-functional business priorities

» Most efficient funding method

» 1 pool of $ is easier to manage

> Challenges

» Requires Business, IT, BI/DW/EIM sponsors to be tightly coordinated


52

Hitachi Consulting

Funding Approach 2Business groups pool money to Fund BI/DW/EIM “On the Side”

BI/DW/EIM Budget$

BI/DW/EIM Priorities

Constra

ins

SalesMarketing Operations Finance HR

Prioritization Council

P, $ P, $ P, $ P, $ P, $


BI Project 1$$$

BI Project 2$$

BI Project 3$$$$

EIM $

Platform Support $

Baseline Support $

$

EDW $

Prioritization Counciland BI/DW/EIM Team Leadership

> Benefits

» 1 pool of $ is easier to manage

» Funding tied to cross-functional business priorities

> Challenges

» Requires Business sponsors to be tightly coordinated

» BI/DW/EIM activities and funding are not necessarily aligned to other IT activities


53

Hitachi Consulting

Funding Approach 3Siloed funding by Business groups

Constra

ins

> Benefits

» Business sponsors view this as easier to understand / manage

» Still better than “shadow” BI

> Challenges

» Funding is not tied to cross-functional business priorities

» BI/DW/EIM Activities are not necessarily aligned between the

BI Project 1 BI Project 2 BI Project 3

P, $ P, $ P, $


EIM $

Platform Support $

Baseline Support $

EDW $

necessarily aligned between the different funding silos

» EDW, EIM, and Support end up being funded through complicated allocation scheme or de-emphasized

» Business sponsors may try to dictate HOW and WHO

» BI/DW/EIM activities and funding are not necessarily aligned to other IT activities

» May encourage drift back to “shadow” BI

» Missing funding for support of previous projects that are now baselined

BI Project 1$$$

BI Project 2$$

BI Project 3$$$$


54

Hitachi Consulting

Funding Approach 4Hybrid – Siloed and Pooled Funding

Constra

ins

> Benefits

» “Overhead” activities (EIM and Support) funded once – reduces allocation complexity

» Still better than “shadow” BI

> Challenges

» Determining who should fund “overhead”

» EDW is funded through complicated BI Project 1 BI Project 2 BI Project 3

P, $ P, $ P, $$


EIM $

Platform Support $

Baseline Support $

EDW $

» EDW is funded through complicated allocation scheme or de-emphasized

» BI Application Funding is not tied to cross-functional business priorities

» BI Activities are not necessarily aligned between the different funding silos

» Business sponsors may try to dictate HOW and WHO

» BI activities and funding are not necessarily aligned to other IT activities

» May encourage drift back to “shadow” BI

BI Project 1$$$

BI Project 2$$

BI Project 3$$$$


55

Hitachi Consulting

Symptoms of Data Governance and Quality Issues

• Data integrity issues are at the core of many business process concerns in organizations

• Most controls are manual and require significant labor to reconcile information

• Routine operating activities spawn many inconsistencies and errors

• End user lack of confidence in the quality of the data, resulting iterative checking and

• Numerous copies of similar data across the enterprise (e.g. “multiple versions of the truth”)

• Limited ability to understand the current state of the data quality, trends and business impact (in risk, labor and cost)

• Inconsistent data controls; mostly reactive when issues are found downstream

• Limited insight into whether data stores are the “source of record” or “source of errors”

• No clear line of sight of data ownership, data

Common Symptoms Business Impact


56

of the data, resulting iterative checking and re-checking information for errors

• No clear line of sight of data ownership, data quality stewardship or accountability

• Lack of consistent, repeatable data integration

• Enterprise Data Quality and Data Governance structure, supporting data steward roles and responsibilities within process areas for data quality issue identification and remediation

• Enterprise Data Quality definitions, metrics and measurement to provide visibility into Data Quality across the organization

• End-to-end Data Quality processes and tools, including data profiling and cleansing / remediation

• Repeatable controls analysis, implementation strategy and architecture for use across the organization

Necessity for preventive Data Quality Controls and Data Governance


56

Hitachi Consulting

Data Governance Framework

Data Governance will improve quality, consistency, usability, security and availability of an organization’s data through the following components



57

Hitachi Consulting

Business Intelligence and Data Warehouse Vision

“Enterprise Visibility”

Develop and support One comprehensive approach to providing key information to company leaders and managers across the Enterprise

» Provide clear concise measurement on the performance of the organization

» Minimize duplication of effort

» Streamline data collection and reporting processes

» Drive a leveraged, cost effective solution

» Encompass automation & standardization of information, metrics, & reporting via role-based


» Encompass automation & standardization of information, metrics, & reporting via role-based portals

� Give Leaders and managers the information they need to run the business via role based Dashboards

Rationale – A solid basis for understanding the performance of the organization is required to achieve company objectives.

» Visibility from the top of the organization to the operational/transactional level» Focus on growth, productivity, cost and quality» Improved decision making leads to improved bottom line


58

Hitachi Consulting

Deliver information through Role-based Dashboards

Single-Point of Access

Role-Based Dashboards


Masked Data

� Common integrated data for reporting� One source of truth across roles� Leveraged infrastructure� Economies of Scale – reuse across roles


59

Hitachi Consulting

BI / DW Architecture

Consolidation

Data Governance & Information Management

Strategy Alignment Charter Organizational Structure Process Execution Stewardship and Accountability

• Source of Truth

• Domain Value Mapping

• Master Data Management

• Data Lineage

Integration

Customer Data

Pro

cess &

C

on

tro

l

Collection

Operational

• Authoritative Source

• Data Validation & Audit

• Quality Management Control

• Reference Code Mgmt

• Data metadata

• Source of Truth

• Domain Value Mapping

• Information Retention Policy

Enterprise

Delivery

• Privacy Right Controls

• Information Access Controls

• Reporting Hierarchies

• Enterprise Metric Definition

Reporting Po

rtal / In

form

atio

n V

iew

s


Master Data Management

Customer Data Integration

OperationalData Stores

Master Data Management Tools

Data

Arc

hit

ectu

re

& A

pp

s

Operational

Transactions

External

ERP, Operational Apps

Data Profiling / Data Quality Tool

Authentication and Authorization

EAI, SOA

EnterpriseData Warehouse

ETL

Data Enrichment

Reporting

Analysis

Data Mining

Po

rtal / In

form

atio

n V

iew

s

InformationCatalog

ToolsMetadata

Unstructured Other Methods


60

Hitachi Consulting

Data Marts and EDW

Data Marts & Cubes

• Data from multiple Subject Areas

• Only has data or level of detail needed to support specific analytic requirements for the given user role

• Structured for simple, fast queries

HR AnalyticsExecutives Customer Analytics Product Analytics

Common Reference Data and Hierarchies

Operational Analytics


Operations• Inventory• Supply Chain• Manufacturing• Distribution• Projects

Human Resources• Assignments• Resource Pools• Qualifications• Training• Salaries• Compensation• Recruiting• Performance

Sales / Marketing• Opportunities• Pipeline• Win/Loss• Forecast• Campaigns• Promotions• Sales Targets• Competitor Info• Market Info

Customer• Orders• Customer

Service

Financial• Revenues• Adjustments• Expenses• Budget/Forecast• Prices• Purchasing• Billing• Shipping

Enterprise Data Warehouse

• Data organized by Subject Areas

• Lots of detail

• Structured for Enterprise Wide Integration

Common Reference Data and Hierarchies

• Products/Services• Human Resources• Organizations

• Time• Locations• Channels

• Customers• Industries / Types• Geography / Regions

Internal Sources External Sources


61

Hitachi Consulting

Data Integration in the Data Warehouse


ETL

The primary goal of a data warehouse is to provide a consistent, clean integrated data store. This is achieved through several design and development techniques:

1. Integrated Data Model

Source Systems

SourceSystem

eee

fff

ggg

3. Data Value / Format Translations

ETL

1) Mask“AA-A”

2) IF Null

EE-E

FF-F


Mapping Table

Source System

aaa

bbb

ccc

ETL

2. Data Value MappingETL

XX

YY

ZZ

ggg

<>

2) IF Null “ZZ-Z”

FF-F

GG-G

ZZ-Z

Source System 1

ID-1 John Smith Chicago

4. Specialized Cleansing / Merging

ETL

Source System 2

ID-A Jon Smyth Chicago

IDA1 John Smith Chicago

CleansingMatchingMerging

aaa XX

bbb YY

ccc ZZ


62

Hitachi Consulting

Data Augmentation

In successful data warehouses, some of the highest impact data often comes from outside the organization.


End CustomerSupplier

SupplierPricing and Inventory

DemographicInfo

CreditInfo

Other Activity

• Publicly available – often industry specific. Examples:

• US DOT has data for airlines

• ERCOT has data for Utilities in Texas

• Data Brokers. Examples:

• HarteHanks

• D&B

• Equifax

• Experian

• Acxiom

• InfoUSA

• LexisNexis

• ChoicePoint

• Trade Dimensions


Competitor

CompetitorFinancials

CompetitorActivity

Distributor

Retailer

Sell Thru Data

Sell Thru DataRetailer

InventoryOrders &Forecast

• InfoUSA

• Peopleclick

• Suppliers or Customers. Example:

• WalMart RetailLink

• In some cases, you will need to do the integration, in others this may be handled by the data provider

• Integration challenges

• data formats

• key structures

• timing

• accessibility

• Trade Dimensions

• Spectra

• A.C. Nielsen

• IRI

• Reuters


63

Hitachi Consulting

Enterprise Data Model

Enterprise Data Model

5. Define the Logical Model

� subject areas and entities

� keys - unique business keys

� relationships and hierarchies

� data usage, granularity, historical duration

� attribute definitions and domains

2. Data requirements

� metrics and calculations

� primary data entities and relationships

� dimensions to view the data “by”

� amount of history

� need for storing changed versions of data rows

� level of granularity needed

1. Business Functional Requirements:

� reporting and analysis requirements

� historical data lookup or research needs

� marketing automation needs

� data mining needs


4. Source data analysis

� using a Data Profiling tool, determine the actual data contents and relationships in the sources

� define change data capture the approach

� understand slowly changing dimensions

3. Non-Functional Requirements

� system availability and uptime requirements

� backup and recovery requirements

� accuracy / reconciliation requirements

� data refresh requirements

� security requirements

� performance requirements

� level of granularity needed


64

Hitachi Consulting

Master Data

Data Marts and OLAPEnterpriseDataWarehouse

SourceSystems

ETL ETL

Benefits- Better decisions – enterprise-wide- Less information disagreements- Improves flexibility to business changes

- Less effort to develop and maintain over time

Principles- Master and reference data is needed throughout- Needs to be managed in a common / consistent way- Is often the cause of disagreements over “the numbers”- Includes hierarchies which are critical for analysis- Achieved through custom development and / or vendor provided tools

Scorecard

OLAP Analysis

Query


ETL ETL

Master DataManagementApplication

Master / ReferenceData Store

• View• Enter• Update• Approve

• Push to sources• Merge or pull

from “source of record”

• Push to EDW, Marts and OLAP Cubes

Data Mining

Reporting

Dashboard

Query

Data Stewards


65

Hitachi Consulting

Master Data

Typical Master Data Subject Areas include

» “People”

• Customers

• Suppliers

• Partners

• Employees and Organization Structures


» “Places”

• Locations

• Geographies

• Territories

» “Things”

• Products

• Services

• Financial Chart of Accounts

• Other Operational Entities


66

Hitachi Consulting

Data Quality

Data Cleansing

» Using special purpose cleansing tools and ETL to translate “bad” data values to “good” data values

Data Profiling

» As part of a source data analysis activity, “profile” the data to make sure you really understand the actual data Content and


sure you really understand the actual data Content and Relationships in addition to it’s structure

Data Quality “Firewall” and Monitoring

» Implement processes to prevent “bad” data from being used for reporting, or if you use it mark it as being of lesser quality

» Create reports to shine a spotlight the lesser quality data and monitor the quality over time


67

Hitachi Consulting

Data Profiling

• Data analysis will be done at some point in the project whether planned or unplanned.

• The goal is to discover issues early in the project lifecycle to facilitate an appropriate and cost efficient remedy.

� issues found late are more costly because re-designing, re-coding, re-testing is harder than designing correctly upfront

� finding issues early also

define design build test deploy

unplanned / reactive

increasing number of discovered data issues

more

lessdata

issues


� finding issues early also increases user confidence and trust in the solution

• Data analysis using a Data Profiling tool should be conducted in the project definition (analysis-requirements) phase and conducted by the source system analyst role

• Source analysts roles could be staffed with ETL developers or data modelers

planned / proactive

Project Lifecycle

define design build test deploy

more

lessdata

issues

decreasing number of discovered data issues

Project Lifecycle


68

Hitachi Consulting

Data Profiling Roles / ResponsibilitiesTo efficiently and effectively use a Data Profiling tool in projects, activities and deliverables must be defined for each phase of the Project LifecycleDefine and Design phases are treated as one phase since the data profiling activities and deliverables are the same.

A Data Profiling tool would not typically be used during the Deploy phase since all project activities identified should actually be completed prior to deploying the application.

Data profiling primarily addresses tools and processes for data discovery however it can be used for data verification such as audits, reconciliation and adherence to specifications and requirements.

Data profiling should be optional for data verification due to the inefficiencies it introduces in that scenario. For example in a scheduled ETL job, data quality checks are a better


Define/Design Build Test Deploy

Up & Running

Data Profiling Analyst

Data Loading ��

Technical Source Analysis ��

Business Analysis ��

Business User ��

in that scenario. For example in a scheduled ETL job, data quality checks are a better method to identify issues and then to notify support.

Summary of Project Roles and Responsibilities by Phase


69

Hitachi Consulting

Data Security

Data Marts and OLAPEnterpriseDataWarehouse

SourceSystems

Recommendations- Adopt a central authentication approach to manage IDs and PWs - using standard tools on the market

- Adopt a central authorization approach that pairs groups of users to groups of BI / DW objects (tables, reports, cubes etc.) – using a custom solution

- Enact stewardship processes and responsibilities to ensure business accountability for data security

Issues- All tools used have their own security management capabilities

- Needs to be managed in a common / consistent way

- Very hard to know who has access to what information

- Increases risks of information getting into the wrong hands

- Time consuming / error prone / manual process

Scorecard

OLAP Analysis


AuthenticationApplication

ETL

AuthenticationInfo

AuthorizationApplication

BI / DWAuthorization Info

• View• Enter• Update• Approve

Data Mining

Reporting

Dashboard

Scorecard

• Send GRANT statements to Relational databases

• Send other Access Control statements to other BI tools

ETL

Admin User Input

Query

Data Stewards


70

Hitachi Consulting

Business Intelligence Competency Centers DAMA - MN

November 19, 2008


Presenters:

Mark Albers, Director, Hitachi Consulting

[email protected]

Scott Farris, Vice President, Hitachi Consulting

[email protected]

Hitachi Consulting

Appendix

BICC Change Leadership Case Studies


Hitachi Consulting

BICC Case Study 1

Client is a leading U.S. based airline who has consistently delivered profitable results through difficult periods in the transportation market

Business Challenge

• Business Leaders felt the information delivery productivity and efficiency was not where it should be

• The IT organization was experiencing execution issues in their ability to deliver meaningful and valuable BI results to their business customers



73

Solution

• Hitachi conducted a Business Intelligence Diagnostic and quickly identified the root causes of the delivery issues. Namely:

• Siloed Organization structure• Poor Partnership with the Business• Inadequate Governance and Prioritization of activities• Unclear, Inconsistent, Inadequate Technology and Data

Architectures• Unclear, Inconsistent or non-existent Methodologies

• Hitachi utilized its Diagnostic Framework in order to gain a complete view of the client’s current capabilities and develop a vision for the future

• The end product was a roadmap and strategy for addressing these issues in a holistic, multi-phase strategy

Business Benefits

• Through joint execution on the delivered roadmap (combined internal & Hitachi Consulting team), the client was able to:

• Centralized and restructured the BI organization in IT• Reset the strategic direction for BIPM across organization• Dramatically improved internal customer satisfaction for

BI/information delivery• Shape and drive innovation in the management,

governance, prioritization processes and delivery methodologies

• Shape and drive innovation in the Data and Technology architectures

• Demonstrate improved efficiency, effectiveness and ROI across EDW / BI investments

Hitachi Consulting

BICC Case Study 2

Client is a leading global IT Professional Services provider based in the U.S. who is currently working to transform their business operations to be able to deliver more efficiently and effectively.

Business Challenge

• Business Leaders, driving a multi-year transformation of how services are delivered to customers, need better information to support strategic decision making

• The IT organization, who recognized they were not positioned well to deliver enterprise BI solutions to these business customers, sought to create a centralized BI organization



74

Solution

• Hitachi Consulting conducted a Business Intelligence Roadmap engagement, utilizing its Diagnostic Framework, to develop the strategy for this new BI team and recommend the steps needed to achieve this vision

• Recommendations related to:• Organization structure and Methodology• Technology and Architecture• Governance processes• Application and Data Subject Area implementation plans

• Hitachi Consulting is now currently engaged by this client and is leading the execution of the plans provided in the roadmap

Business Benefits

• Through joint execution with Hitachi Consulting and client personnel the client has made significant progress in their journey to a world-class enterprise BI capability:

• Established centralized IT team focused exclusively on BI and EDW implementation and support

• Delivered multiple releases of the EDW and strategic BI applications using the new “way” of doing things

• Significantly improved internal customer satisfaction for BI/information delivery

• In the areas where BI solutions have been implemented, significant business benefits are being realized due to the improved decisions now possible

• “Shadow” BI spend is being reduced• Demand is increasing for more BI applications to be

provided using this new “way”

dama-mn bicc presentation v2 print · business intelligence competency centers dama - mn november...

Documents