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Jennifer L. HayCareer Guide
© Jennifer L. Hay i
Building a BI Team
Building a BI Team
ii © Jennifer L. Hay
Copyright 2009 by Jennifer L. Hay
All rights reserved. No part of this document may be reproduced in any form, or by any means or
medium without permission from the author and copyright holder.
Building a BI Team
© Jennifer L. Hay iii
TAB
LE O
F C
ON
TEN
TS
Module 1 Team Basics………………………………………… 1-1
Module 2 BI Teams……………………………………………… 2-1
Module 3 Individual Team Members…………………………... 3-1
Module 4 Healthy Teams………………………………………… 4-1
Module 5 What’s next?............................................................ 5-1
Appendix A Assessment Worksheets…………………………… A-1
Appendix B BI Roles and Responsibilities Matrix...…………… B-1
Appendix C References…………………………………………...... C-1
Building a BI Team Team Basics
© Jennifer L. Hay 1-1
Module 1
Team Basics
Topic Page
Team Defined 1-2
Components of a Team 1-6
Team Structures 1-16
Successful Teams 1-24
Kinds of Teams 1-28
Jennifer L. HayCareer Guide
Team Basics Building a BI Team
1-16 © Jennifer L. Hay
Team Structures Leadership
Strategyand
Vision
FinancialMetrics
ProcessMetrics
CustomerMetrics
Learning/GrowthMetrics
Strategyand
Vision
Business Leadership
Strategyand
Vision
FinancialMetrics
ProcessMetrics
CustomerMetrics
Learning/GrowthMetrics
Strategyand
Vision
Business Leadership
People LeadershipPeople Leadership
Technical Leadership
Knowledge
Data
Action
Outcome
Information
Technical Leadership
Knowledge
Data
Action
Outcome
Information
Knowledge
Data
Action
Outcome
Information
Building a BI Team Team Basics
© Jennifer L. Hay 1-17
Team Structures Leadership
Defining leadership can be a challenge. It’s an abstract concept without tangible structure. Leaders can be described as having a vision of where to go and how to get there. They have the extraordinary ability to get people to buy-in to their plans. Many leaders are seen as charismatic because they bring an emotional attachment — respect, trust, confidence, belief — they create a willingness to follow and a desire to contribute to the leader’s vision.
Leaders take ownership of something—a process, an activity, a decision, a problem, an opportunity—and move it from abstract to concrete so that it becomes real for those who follow.
Why do people follow?
• Business leadership – Leaders can be respected for their business knowledge and their prominence in the business community. Their power and control of industry fascinates people.
• Technical leadership – Leaders can be respected for their technical innovation and their ability to create the, as yet, unimaginable.
• People leadership – Both business and technical leaders need people leadership. Without people, their vision will exceed capabilities.
NOTES
Team Basics Building a BI Team
1-18 © Jennifer L. Hay
Team Structures Management
ProjectsPeople
CustomersProducts
Planning
Control
Organizing
Execu
tion
ProjectsPeople
CustomersProducts
Planning
Control
Organizing
Execu
tion
Building a BI Team Team Basics
© Jennifer L. Hay 1-19
Team Structures Management
Management is the activity of getting people to work together to get things done. Management provides the necessary structure that makes achieving goals possible.
Good management provides an equal balance between getting the job done and the interests of those who do the work. If work is given the priority then management can’t keep good people. If too much focus and priority is given to people’s interests then the work won’t get done.
Management contains four major components.
• Planning — defining the desired results/deliverables, determining the schedules, estimating necessary resources
• Organizing — defining the roles and responsibilities of each team member
• Controlling — monitoring activities and results/deliverables, and resolving problems. Ensuring that people do their job, follow the rules, and are accountable for their actions.
• Execution — making sure things get done.
NOTES
Team Basics Building a BI Team
1-24 © Jennifer L. Hay
Successful Teams What is “Success”?
Finance Process
CustomerLearning/Growth
Strategyand
Vision
Finance Process
CustomerLearning/Growth
Strategyand
Vision
Building a BI Team Team Basics
© Jennifer L. Hay 1-25
Successful Teams What is “Success”?
BALANCED VIEW Success has many dimensions whether its sports, business, teamwork or whatever area it may be. Team leaders and team sponsors try to gain consensus through discussion and negotiation as to what success means to them. The consensus is one part of their success. Another part of their success is the buy-in of the team. Buy-in cannot be dictated. It must be discussed, understood and agreed to. Agreeing can be described as accepting the expectations, contributions, and rewards.
The Balanced Scorecard measures four aspects of performance that are vital to a healthy organization: finance, customer, process, and learning and growth. Visually it is illustrated as quadrants of a 2x2 matrix. The purpose of the scorecard is to ensure that an organization’s measures are reasonably balanced and not excessively biased toward any one quadrant. The organization maintains this balance by having goals in each of the quadrants.
This balanced view of an organization can also be applied to teams. Every team should have goals in all four of the quadrants. At any given time one quadrant may be more important than the others, but over time balance of all four quadrants maintains a healthy team.
NOTES
Building a BI Team BI Teams
© Jennifer L. Hay 2-1
Module 2
BI Teams
Topic Page
Variety in BI Teams 2-2
Scope of Responsibilities 2-4
Range of Skills 2-12
Teamwork 2-20
Team Charter 2-24
Jennifer L. HayCareer Guide
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Individual Team Members Building a BI Team
2-4 © Jennifer L. Hay
Scope of Responsibilities BI Program Teams
Program Team Characteristics
measured by impactenable services and capabilitiesguide technology evolutionwork to achieve organizational goalschange agentspan multiple and overlapping projectsmore focus on business capabilitynever endingenterprise-wide
Program Team Characteristics
measured by impactenable services and capabilitiesguide technology evolutionwork to achieve organizational goalschange agentspan multiple and overlapping projectsmore focus on business capabilitynever endingenterprise-wide
Building a BI Team Individual Team Members
© Jennifer L. Hay 2-5
Scope of Responsibilities BI Program Teams
Program teams are different from the other types of teams. This type of team has a longer life span and is continuous in nature with no defined end point.
Leadership management is particularly important for this type of team due to the change in team dynamics. Employment spans for technical employees has become shorter in recent years and this has increased the frequency with which members join and leave the team.
New people coming into the team effect team dynamics. There is the challenge of getting them up to speed on their individual responsibilities and also ensuring that they understand and commit to their responsibilities as a team member. New team members can also bring opportunity to hear new and fresh ideas.
A leaving team member impacts the other members’ ability to fulfill their responsibilities. These impacts can be either positive or negative depending on the circumstances surrounding the leaving member. The departure of a ‘deadbeat’ member releases the negative energy and allows the other members to refocus on their objectives. There are characteristics that distinguish a program team from the other types of teams. They are distinct in that they:
• have shallow but broad responsibility across the entire organization • enable new and improved business capabilities. The success of their efforts is less
tangible. • shape and guide organization in best practices within the industry • work to achieve organizational goals. They work at a high level of abstraction. • value business capability more than technical capabilities. Their focus is on providing a
business solution. A BI Center of Excellence is an example of a BI program within an organization. Centers of Excellence are based upon a clearly articulated BI vision which links BI strategy to the goals and objectives of the organization. NOTES
Individual Team Members Building a BI Team
2-12 © Jennifer L. Hay
Range of Skills IT Skills Versus BI Skills
Source: Collaborative Analytics-An Emerging Practice, www.b-eye-network.com/wells © David L. Wells. Reprinted with Permission
planning analysis design construction support delivery
Information Technology – Linear
planning analysis design construction support deliveryplanning analysis design construction support delivery
Information Technology – Linear
Business Intelligence – Collaborative
share data
communicate
share results
validate conclusions
share decisions
coordinate actions
planning analysis design construction support delivery
Business Intelligence – Collaborative
share data
communicate
share data
communicate
share results
validate conclusions
share results
validate conclusions
share decisions
coordinate actions
share decisions
coordinate actions
planning analysis design construction support deliveryplanning analysis design construction support delivery
Building a BI Team Individual Team Members
© Jennifer L. Hay 2-13
Range of Skills IT Skills Versus BI Skills
Information Technology projects progress in a linear fashion. After completing a phase, the team moves on to the next phase. They don’t return to a previous phase unless major issues arise.
Business intelligence projects move through the same phases but the progress is iterative. As the project passes through each phase, the BI team works collaboratively with the business –communicating, validating conclusions, and coordinating actions – to ensure the desired results.
IT works well for business processes because the projects can be clearly defined. BI works very differently because it binds business and information technology together in an inseparable way. It needs skills different than those used in Information Technology.
Example: An IT team working in payroll can understand and be able to calculate gross pay, net pay, employer deductions and contributions, etc. An IT team working in order processing can understand and calculate bill to, ship to, out-of-stock, shipping cost, etc. This is their level of understanding how the business works. They work with the business processes.
Businesses work in the abstract. They work in an environment of unrelenting change, much of it beyond their control.
Example: A BI team has an understanding of the cause and effect relationships that can exist in a business. They know the difference between marketing and sales and how marketing affects sales and how sales affects marketing. They understand the relationships between events; NOTES
Individual Team Members Building a BI Team
2-22 © Jennifer L. Hay
Teamwork Working Environment
Cooperation
Collaboration
data modeler creates logical
data model
database developer creates physical
model and implementsdatabase
hand-off to developer
data modeler creates logical
data model
database developer creates physical
model and implementsdatabase
hand-off to developer
It becomes difficult to
distinguish when one
role ends and the other
begins.
Building a BI Team Individual Team Members
© Jennifer L. Hay 2-23
Teamwork Working Environment
Teams typically structure themselves to work in a cooperative environment. In this type of structure each team member works alone on their individual tasks. They’ll keep others updated on their status and communicate any changes to scope or resources so that each team member knows the tasks which are part of the overall project. The team members only work directly together during the time it takes to hand-off their deliverable to the other team member. The relationship could be described as working cooperatively on distinctly different pieces of the project.
In BI teams, each team member works collaboratively with other members. It becomes difficult to distinguish where one job role begins and the other leaves off.
Example: A data modeler creates a logical data model and hands it off to the database developer to create the physical model by implementing the database.
Team work best in a collaborative environment. In this type of structure the team works together on the same piece. The team shares responsibility for the whole project by working collaboratively on the final product earlier in the cycle.
Example: Before creating the logical data model, the data modeler meets with the database administrator (DBA) to discuss the model including data structures and data elements. The modeler does not just inform the DBA of the project but makes the DBA a participant in designing the logical model. In turn, the data modeler becomes a participant in designing the database. NOTES
Building a BI Team Individual Team Members
© Jennifer L. Hay 3-1
Module 3
Individual Team Members
Topic Page
Self Inventory 3-2
Motivation 3-4
Skills Inventory 3-6
Talents Inventory 3-8
Personality and Preferences 3-10
Organization and Responsibilities Preferences 3-12
Jennifer L. HayCareer Guide
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Individual Team Members Building a BI Team
3-10 © Jennifer L. Hay
Personality and Preferences Thinking Styles
Building a BI Team Individual Team Members
© Jennifer L. Hay 3-11
Personality and Preferences Thinking Styles
HOW I THINK Are you a thinker or a doer?
Do you prefer words or numbers?
Do you prefer language to be clear and simple or abstract and conceptual?
HOW I ACT Do you prefer to lead or to follow?
Do you prefer to work in a team or work solo?
Are you careful and methodical or do you like to take risks?
HOW I WORK Do you like to plan? Organize? Design? Build? Operate? Optimize? Repair? Service?
Do you prefer to organize and manage or to build and implement?
Do you prefer to plan and design or to troubleshoot and repair?
NOTES
Individual Team Members Building a BI Team
3-12 © Jennifer L. Hay
Organization and Responsibilities Preferences Work Environment
Building a BI Team Individual Team Members
© Jennifer L. Hay 3-13
Organization and Responsibilities Preferences Work Environment
KINDS OF RESPONSIBILITIES Do you prefer a program, project or operations environment?
Do you prefer working in an environment where focuses on strategy?
Do you prefer working on tactical objectives where the projects have defined start and end dates and are generally short in duration?
Do you prefer working in an operations environment where the projects are generally very short-term and have a small scope? KINDS OF ORGANIZATIONS Do you prefer working in the public or private sector?
Do you prefer large organizations over smaller ones?
Do you prefer an organization that has a structured environment or do you prefer an organization that is more agile?
Do you prefer working with people or processes? NOTES
Building a BI Team Healthy Teams
© Jennifer L. Hay 4-1
Module 4 Healthy Teams
Topic Page
Team Focus 4-2
Competency 4-4
Skills 4-6
Team Dynamics 4-8
Sustaining the Healthy Team 4-14
Jennifer L. HayCareer Guide
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Healthy Teams Building a BI Team
4-2 © Jennifer L. Hay
Team Focus Vision and Commitment
Data
Information
Knowledge
Insight
Create a vision
Share a vision
Commit to a vision
Vision
ForesightHelp others to
commit to a vision
Building a BI Team Healthy Teams
© Jennifer L. Hay 4-3
Team Focus Vision and Commitment
Leaders.
• Create a vision – Through discussion and interaction, the team can create a vision for how they will work together. The process of creating the vision helps each team member to contribute and experience ownership of the vision.
• Share the vision – Once team members buy-in to the vision they’ll want to share their thoughts and opinions with others. Each team member becomes a spokesperson for the vision inside and outside of the team.
• Commit to the vision – Each day team members need to make a commitment to having a strong and healthy team. The commitment is a common goal that is shared by everyone on the team and is considered to be a critical element of their success. Commitment moves beyond buy-in to build, stay-in and prevent check-out.
• Help others commit to the vision – As team members and circumstances change, the need to understand and clarify the vision will be necessary on an ongoing basis.
NOTES
Healthy Teams Building a BI Team
4-4 © Jennifer L. Hay
Competency Internal and External Perceptions
self
perc
eptio
n
peer
per
cept
ion
cust
omer
perc
eptio
n
team
per
cept
ion
InternalPerception
ExternalPerception
QUALIFIED
CAPABLE
EFFECTIVE
EFFICIENT
perceiving: the process of using the senses to
acquire information about the surrounding
environment or situation
impression: an attitude or understanding based
on what is observed or thoughtEncarta Dictionary
Perception
perceiving: the process of using the senses to
acquire information about the surrounding
environment or situation
impression: an attitude or understanding based
on what is observed or thoughtEncarta Dictionary
Perception
Building a BI Team Healthy Teams
© Jennifer L. Hay 4-5
Competency Internal and External Perceptions
Perceptions are not facts about the work but they have to the power to determine the success or failure of BI initiatives. Unlike typical IT initiatives, BI results are less tangible and are often open to interpretation. It is difficult to determine the specific value of a BI program when perceptions change from person to person and day to day.
Internal Perceptions:
Self perception – Do I think I’m competent to do the job that is expected of me?
Peer perception – Do I think that other team members are competent to do the jobs that are expected of them?
External perceptions
Team perception – Is the team perceived as being competent by other teams? Do other team members want to be part of our team?
Customer perception – Are we perceived by your customers as being competent? Do they value what we provide?
Criteria upon which perceptions are based.
Qualified – Do I/we have the knowledge to do the job? Example – If college graduates understand the concepts and theory of BI systems but don’t have practical experience then they are qualified to do the job..
Capable – Are I/we able to apply our knowledge and experience to complete assignments?. Example - If we have knowledge and experience providing business solutions then we are capable of doing the job
Effective – Do my//our efforts provide value to our customers? Example – If we build dashboards and scorecards that use metrics that are of interest and value to the organization then we are perceived as being effective. What we do makes a difference.
Efficient – Do I/we use our resources well? Example – If the organization expects 90 day project cycles that produce results and we stay within these parameters we are perceived as being efficient with the resources we have.
NOTES
Building a BI Team What’s Next?
© Jennifer L. Hay 5-1
Module 5
What’s Next?
Topic Page
Summary 5-2
References and Resources 5-4
Jennifer L. HayCareer Guide
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What’s Next? Building a BI Team
5-2 © Jennifer L. Hay
Summary What Will You Do?
What Do You Do With This Information If You Are:
The Manager
A Leader in the Team
Just Another Team Member
A Customer Who Depends on the Team
What Do You Do With This Information If You Are Part Of:
A New Team
An Established and Dysfunctional Team
An Established and Average Team
A Really Good Team
Building a BI Team What’s Next?
© Jennifer L. Hay 5-3
Summary What Will You Do?
It’s easy to hear things in a class and then quickly forget them once you’ve returned to your busy live. For that reason, I’d like you to take several minutes to reflect on how the information you’ve heard today might impact you and your team. Make a list of 5 things you’ll do when you return to your office so that you can share with others in the class.
Here are some summary items to take with you.
• A BI team needs different skills and knowledge than traditional IT team. Both business and technical skills are important to the team.
• Creating a charter, however informal, lends structure to your team. Discussion and acceptance of authority, accountability, measurement, and roles and responsibilities ensures better working relationships and a more successful team.
• Consider where you are and where you want to be by using assessment as a way to learn more about ourselves and your other team members.
• Value what you bring to the team. And value what others bring as well.
NOTES
Building a BI Team Assessment Worksheets
© Copyright 2009 by Jennifer L. Hay. This document may not be reproduced in any form without written permission from the author.
Building a BI Team
Assessment Worksheets
Jennifer L. HayCareer Guide
Building a BI Team Assessment Worksheets
© Copyright 2009 by Jennifer L. Hay. This document may not be reproduced in any form without written permission from the author.
1. MOTIVATION ASSESSMENT – OPPORTUNITY
Select the rating that best describes the kinds of opportunities that you seek for each of the ten motivators listed below. Mark each rating, and then calculate the score for each row as the rating value multiplied by two. Then sum the row scores to obtain your overall opportunity motivation index.
motivator for example
prim
ary
reas
on
seco
ndar
y re
ason
min
or
influ
ence
not
impo
rtant
a plu
s in
my
curre
nt jo
b
scor
e =
ratin
g x 2
LEARNING an environment of abundant learning opportunities where learning is encouraged 5 4 3 2 1
CONTRIBUTION a job with responsibility where I can make contributions 5 4 3 2 1
USE OF SKILLS a more demanding role that challenges me to use all of my skills and abilities 5 4 3 2 1
VALUES an organization that aligns with my personal values and philosophy 5 4 3 2 1
GROWTH an employer that offers many career paths and actively participates in career planning 5 4 3 2 1
INTERESTS a chance to work in a field that I find interesting and intriguing 5 4 3 2 1
INNOVATION a culture of creative teams doing new and inventive things 5 4 3 2 1
PARTICIPATION a work environment where my ideas are heard, valued, and make a difference 5 4 3 2 1
VARIETY a fast-paced environment with a high degree of diversity in the kinds of work 5 4 3 2 1
TECHNOLOGY a work environment that embraces, acquires, and uses cutting-edge technology 5 4 3 2 1
Opportunity Motivation Index (sum)
Building a BI Team Assessment Worksheets
© Copyright 2009 by Jennifer L. Hay. This document may not be reproduced in any form without written permission from the author.
2. SKILLS INVENTORY – Page 1 of 3 Rate both skill and interest level for each item listed below.
skill level interest level score (multiply) high med. low none high med. low none
Budget & Schedule Management 5 4 2 1 4 3 2 1
Business Case Development 5 4 2 1 4 3 2 1
Business Measurement 5 4 2 1 4 3 2 1
Business Requirements Gathering 5 4 2 1 4 3 2 1
Capacity Planning 5 4 2 1 4 3 2 1
Cost/Benefit Analysis 5 4 2 1 4 3 2 1
Data Cleansing 5 4 2 1 4 3 2 1
Database Design 5 4 2 1 4 3 2 1
Database Optimization 5 4 2 1 4 3 2 1
Design of Charts & Graphs 5 4 2 1 4 3 2 1
Dimensional Data Analysis & Design 5 4 2 1 4 3 2 1
Disaster Recovery Planning 5 4 2 1 4 3 2 1
Entity Relationship Modeling 5 4 2 1 4 3 2 1
Marketing & Communications 5 4 2 1 4 3 2 1
Metadata Management 5 4 2 1 4 3 2 1
Organizational Vision & Leadership 5 4 2 1 4 3 2 1
Performance Management & Tuning 5 4 2 1 4 3 2 1
Priority & Conflict Management 5 4 2 1 4 3 2 1
Processing Design 5 4 2 1 4 3 2 1
Programming 5 4 2 1 4 3 2 1
Project Planning 5 4 2 1 4 3 2 1
Prototyping 5 4 2 1 4 3 2 1
Relational Database Systems 5 4 2 1 4 3 2 1
Resource Allocation & Management 5 4 2 1 4 3 2 1
Software Installation & Configuration 5 4 2 1 4 3 2 1
Source/Target Mapping 5 4 2 1 4 3 2 1
Star Schema Design 5 4 2 1 4 3 2 1
Statistical Analysis 5 4 2 1 4 3 2 1
Systems Design 5 4 2 1 4 3 2 1
Team Leadership 5 4 2 1 4 3 2 1
Technical Design 5 4 2 1 4 3 2 1
Technology Evaluation & Selection 5 4 2 1 4 3 2 1
Testing 5 4 2 1 4 3 2 1
UML Modeling 5 4 2 1 4 3 2 1
User Interface Design 5 4 2 1 4 3 2 1
BI Skills Index (sum of score column / 7)
Building a BI Team Assessment Worksheets
© Copyright 2009 by Jennifer L. Hay. This document may not be reproduced in any form without written permission from the author.
2. SKILLS INVENTORY – Page 2 of 3 Interpreting the Skills Index: • If your skills index is 75 or greater your career plan is likely to focus on using the skills that you have to
create career opportunities that best respond to your career change motivators. • If your skills index is in the range of 60 – 74 your career plan should achieve a balance between acquiring
new skills and use of existing skills. • If your skills index is in the range of 40 – 60 your career plan should focus primarily on the steps to
acquire new skills in your areas of interest. • If your skills index is below 40, then BI may not be the best career choice for you.
Ski
lls In
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Val
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average skill level
average interest level
high
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skills index value
average interest
level
average skill level
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skills index value
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average interest
level
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