Transcript Document

CP1222856-0
CP1222856-1
Rochester,
Minnesota
Scottsdale/
Phoenix
Arizona
Jacksonville,
Florida
Patient Care
Research
Education
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Who Has Business Intelligence
Large companies
(1,000 employees or more)
Midsized companies
(100-999 employees)
Small companies
(1-99 employees)
75%
25%
49%
51%
44%
56%
Business intelligence in place
No business intelligence
Computerworld Article 10-23-2006 "Business Intelligence at age 17"
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Business Intelligence Success Rate
Very positive,
measurable impact
Positive w/impact
36%
Positive w/no measurable
impact
Made better/still room
to improve
Negative results
23%
6%
1%
Computerworld Article 10-23-2006 "Business Intelligence at age 17"
Percentages have been rounded
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CEO's Viewpoint of CIO's
Large firm CEO's viewpoint
• Characterize IT as offering
proactive leadership
• Portray IT's role as poor or
mediocre
• See IT as innovative only
when pushed
• Generally not impressed with
IT's ability to track and report
assets
• IT was effectively managing
assets as part of its
responsibility
28%
34%
24%
54%
31%
Laurie Orlov Analyst at Forrester Research Inc, report 02-09-2007 –
"Happy CEO's Delusional about CIO Performance"
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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
process flow and the real one the users have
developed to get the job done.
Evolution of Business Intelligence
Business-IT Convergence
Performance management
analytic strategies
Aligned BI strategy, CoE
& Best Practices, OBI
Right-time Information
Global access
Greater insight
Proliferation of data
Expanding roles
Data Mining
Spreadsheet processes
Localized data extracts
Business
(INFORMATION)
Strategists'
00's ALIGN
90's WEB
Web-base platforms
Performance management,
scorecard, data integration
Expanded performance
RFID in BI processes
Firewalls/Sarbanes-Oxley
24x7, HTML, JAVA,
ETL, Web services,
OLAP, cookies, DW
1987
80's PCs
Mini server, Networks
Broaden admin/support
IT
(DELIVER)
Enablers'
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Business Intelligence Strategies
Top criteria of CIO's and CEO's
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Performance
Functionality and TOC
Speed of implementation
Scalability
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Strategy to Assets
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The Chicken and the Egg
New Business: Produce Chickens
Business strategy: Successfully hatch chickens
BI strategy: Monitor chick production per hen
Data warehouse
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
Elements:
Hen
Rooster
Egg
Amenities
Feed
Water
Nest
Daylight
Temperature
Report:
Chick production by hen
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The Chicken and the Egg
New Business: Produce Chickens
Business strategy: Increase hatch chickens
BI strategy: - Measure new chick production
success rate compared to old process
- Monitor chick production per hen
Data warehouse
Business process:
Elements:
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
Hen
Egg
Amenities
Feed
Water
Nest
Building
Light
Heat
Developed chicken = hen + chicks +
amenities + correct temperature
Report:
Chick production by hen
Measure new process
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The Chicken and the Egg
New Business: Produce Chickens
Business strategy: Global distribution of chickens
BI strategy: - Measure cost per hatched chicken
- Measure egg development success
Data warehouse
Business process:
Procure eggs
Ready equipment – incubator, brooder
Hatched chick = service delivered
fertilized eggs + artificial incubation process
Developed chicken = chicks + amenities +
artificial brooding process
Elements:
Egg (service delivery
element)
Incubator
Brooder
Building
Heat
Humidity
Chick Amenities
Feed
Water
Report:
Hatched chick production
Egg success rate
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Evolving Process
Business Strategy
BI Strategy
Business Processes
Technology delivers
DW 2
DW 1
Elements:
Hen
Rooster
Egg
Amenities
Feed
Water
Nest
Daylight
Temperature
Elements:
Hen
Egg
Amenities
Feed
Water
Nest
Building
Light
Heat
DW 3
Elements:
Egg (service delivery
element)
Incubator
Brooder
Building
Heat
Humidity
Chick Amenities
Feed
Water
Global Distribution
Increase Production
Hatch Chickens
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Information Management
Business intelligence and Data warehousing
USERS
Analytical Applications
Query and
Reporting
Tools
Dashboard
Tools
Statistical &
Analytical
Tools
Data Mining
Tools
Dictionary/Semantic Layer
ETL, DQ, DW
Data Marts
Corporate
Data
Dresner Advisory Services, LLC - 2007
Business Intelligence Components
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D
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2
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IT
(DELIVER)
BUS.
(INFORMATION)
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Business Intelligence Components
BUS.
(INFORMATION)
IT
(DELIVER)
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D
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2
D
W
3
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Information Management
Data growth rate averages about 30% per year
Name:
DECA HECTO KILO MEGA GIGA TERA PETA
Factor:
10 / 1
10 / 2
10 / 3
EXA
ZETTA YOTTA
10 / 6 10 / 9 10 / 12 10 / 15 10 / 18 10 / 21 10 / 24
DM Review reports:
By 2010 Data storage will be approaching 1 ZETTABYTE
1,000,000,000,000,000,000,000
Modeling Techniques
The Flow of Warehouse Data Modeling Deliverables
• Business Goals & Drivers
• Information Needs
• Source Composition
• Source Subjects
• Integrated Source
• Data Model (ERM)
• Source Data Structure
Model
• Source Data File
Descriptions
• Source Data Files
Synergy
Triage
Contextual
Models
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Warehousing Subjects
Business Questions
Facts and Qualifiers
Targets Configuration
• Staging, Warehouse & Mart
• ER Models
• Data Mart Dimensional Models
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Staging Area Structure
Warehouse Structure
Relational Mart Structures
Dimensional Mart Structures
• Staging Physical Design
• Warehouse Physical Design
• Data Mart Physical Designs
(relational & dimensional)
• Implemented
Warehousing Databases
Conceptual
Models
Logical
Models
Structural
Models
Physical
Models
Functional
Models
© The Data Warehousing Institute
Performance Management
Web
Applications
Portals
• Performance
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management
Process reusability
Open-source
100% deployed
• Reporting
• Analytics
• OLAP
• Data Mining
Legacy
Operational
Business Intelligence
(coarse grained)
Conventional
Business Intelligence
(fine grained)
Operational
Data
Warehouse
B2B
Business Process Flows
• Custom Business functions
• Based on Services
• Global integration of businesses
• Federated architecture
• Mechanically based approach
Object-Oriented Processes
• Dependent on binding data to
processes
• Point-to-point and hub &
spoke integration
• Manual driven approach
Web
Repository
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SOA can be Like a Thanksgiving Meal
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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.
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.
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.
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.
SOA can give rise to lots of interesting combinations, kind of like turducken
(a chicken stuffed inside a duck stuffed inside a turkey).
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.
Standards, on Thanksgiving the standards are turkey, mashed potatoes,
gravy, stuffing and cranberry sauce. In SOA it's WS-* specifications and
communication protocols.
You can undertake lots of small projects while you've got your SOA bird in
the oven.
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 looselycoupled infrastructure.
Screw up your SOA and you'll never hear the end of it.
Michael Meehan – Search SOA.com 11-19-07
Business Intelligence Organization
BI Project "XYZ"
Align Business Strategy Plan to
Vision for BI
BI Sponsorship
Coordinate Business Priorities &
Projects to Tactical Objectives for BI
BI Program Oversight
Getting Data In
(GDI)
Enterprise/Department level
Project Sponsorship &
Management Office
CoE
Shared Services Admin
Service Level Agreement
(consulting, doing, mentoring,
coaching, training, etc)
Getting Information Out
(GIO)
BI Project Team
Requirements
Development
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Business Intelligence Deployment
• Initial advance analytical processes
• Scorecards and dashboards
• Localized marts and data repositories
• Standardized metrics and alerts
• Enterprise
• Aligned business direction and support
• Enterprise data warehouse, portals and
Motivated by Business Intelligence-has
some understanding
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
• Establish reports
• Ad-Hoc data query mechanisms
• Localized level of organized data
• Mini servers and segmented processes
Heard about Business Intelligence
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Where Do We Go From Here?
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Scope of the enterprise needs to be
defined.
- all institutional department, business units
- partners
- associates
- suppliers
- web
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Where Do We
Go From Here?
Business Intelligence 2.0
Location BI
Pervasive BI
Data Warehouse 2.0
Web 2.0
SaaS
New licensing strategies
Governance
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Where Do We
Go From Here?
‘These are Changing Times’
• Oracle acquires
Hyperion
• SAP buys BO
• BEA almost sold to
Oracle
• IBM obtains Cognos
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Where Do We
Go From Here?
Jonathan Wu, Nightsbridge Solutions - 2001
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Business Intelligence:
Chicken or the Egg
Plan and Define , Plan and Define, Plan and Define
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Reference Articles
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,
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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 Performance
by Laurie Orlov Analyst, 02-2007
Media Inc.- CIO Insight – A Valued Tool Still Has Unmet Potential
by 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
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