Organizing for BI and Big Data in the 21st Century Timo Elliott, SAP SESSION CODE: 0903 презентация

SAP
SESSION CODE: 0903

cross-functional organizational team that has defined tasks, responsibilities, roles and skills for supporting and promoting the effective use of Business Intelligence across an organization

Note that Gartner says that “Competency Centers” have a bad reputation, and now recommends “Business Analytics Team”…

has a BICC
(but beware of correlation and causation)
Organizations With A BICC see:
Increased usage of Business Intelligence (74%)
Increased business user satisfaction (48%)
Better understanding of the value of BI (45%)
Increased decision-making speed (45%)
Decreased staff costs (26%)
Decreased software costs (24%)

Survey conducted by BetterManagement.com, 2010

2012i

future

needs
More external data
Speed of change

Increased business frustration
Increased IT frustration

Gartner

on average, that 45% of the data business people use resides outside of the enterprise BI environments.
An astonishingly miniscule 2% of business decision-makers reported using solely enterprise BI applications.
This is undoubtedly connected to 76% of business respondents indicating they continue to resort to spreadsheets and other homegrown BI applications to analyze BI data. ”
Source: Forrester

amount or more of homegrown applications

between IT and business users in a self-service BI delivery model.
Few BI programs have been able to find a workable balance between business user empowerment and governance with self-service data discovery.

Top-down BICC

Bottom-up Self-service

Trusted information
Efficient reuse

Too report-driven

Flexibility
Speed
Experimentation

solution around 2000 together with the first SAP implementations

years the company saw several shifts in its BI user group
The shifts seem to happen with shorter and shorter intervals

external consultants the company ran a small three month project to determine current vs. desired
Did the team really understand the users and their needs?
Was the reporting in the central system a true picture of overall reporting activity?
Did management have an accurate overview of reporting activities?
How should the team involve management in prioritizing and setting strategic directions?
Was the team perceived as a help or a bottleneck?
Where could the team really make a difference?
What were the new requirements in terms of speed, flexibility and simulation? 

“I can recommend this exercise. I know a lot of departments who work with BI think they know their users, what they’re doing, and what they’re needs are – but unless you’ve done a real investigation of this, I would challenge you that you will find stuff you didn’t know existed.”
BI Manager, Scandinavian Manufacturing Company

management team. The main findings were:

discovery
Training required
Business and analytics skills

“Doing visualization is really cool… but if you apply the wrong graphs to the data you will not get a very good result…. Some of my employees have had to actually take a course in visualization, just to be able to challenge the business.”
BI Manager, Scandinavian Manufacturing Company

Enterprise BI
Business Intelligence was:
Standardized
Repeatable
Clearly understood across the company
Regular, well-communicated releases
Jointly agreed between Business and IT
Facilitates the business areas planning and scheduling of report requests
A steering group of senior management
Majority business leaders with strong representation from IT
Clear measurements to follow up performance
Usage and user feedback

to get new reports, and could take six months. Business movers ended up buying their own tools.
Multiple iterations
Multiple iterations required, communications degrading. Local BI teams able to be more consultative and collaborative.
Lack of accountability
Some things that should have been done locally were being delegated to central IT. Gut-based decision making was taking over.

Good: Agility, happier business users

Bad: Higher costs, no holistic view, no economy of scale, fragmented BI tool landscape, lost business opportunities from not having a global view

speedboat? 

Moving to an agile strategy
Learn from the business. BI is something that brings up emotions. Found a lot of good practice in the business as well as bad.
The unofficial BI was more agile and more cost-efficient: Creating the reports close to the action, leaner process, no handovers, more niche tools that met their requirements. 
Had to find a new balance between control and autonomy/freedom. 

Strategy
Single version of the truth
Standardized
Trusted
Secure
Agile development
Cost effective
Business driven

Developer

Prototyping
Business-driven
Secure, strong BI governance

Intuitive
Fast development
Cover all analytic needs

BI Expert

Agile BI

Up-to-date suite of tools + pragmatic exceptions

New Role

New Process

New Tools

Need

Solution

platform 
Getting the BI experts: Looked for best fit, then trained
Some areas didn’t feel they had the competences
“Hypercare" handholding on first reports
First report more expensive, but now just a few days instead of four to five weeks —after six months, saving of 40% in the development time
New four-step process
Initiate, mock up, finalize, industrialize — two week cycles
Corporate “wikipedia” for documentation
Guide towards solutions rather than “tools”

like mushrooms in the dark
Learn from the business — There is a lot of good practice that should be adopted
Report development is highly iterative — traditional IT dev processes didn’t work
Build a broad BI competence — Turning business information into insight should be considered a core competence
A fragmented BI tool strategy will add cost and jeopardize the holistic view of BI 
The business will always require new capability — stay current! Be two years ahead of the business, we were two years behind
It will take time to build BI experts — Start now 

of information silos, tools
Lots of “institutional knowledge”
Change Ahead
Needed omni-channel approach/“products”
Required new integrated, business-focused analytics approach
New executive team and “digital native” IT

of the business
Tool independent
Launched new “service bureau” approach
Strong executive support
Analytics driven locally, best-practice shared centrally
“Own the problem, not the solution” (“Can we access this tool, please?”)
Collection of “agile services”
Community-driven, using internal social networking

the meeting until a decision is made
Based on the experiences of a large US retailer

business partner that really embraces technology and wants to do really cool stuff with you. Someone who has a vision, but doesn’t come to you and say, ‘We want you to use this product to do this.’ They come to you with a problem and they want to work together to figure out how to solve it.

Instead of a scenario in which Business and IT play separate, traditional provider-versus-user roles everybody has to combine efforts to jointly explore and learn — and everybody has to compromise!

IT, Analysts, Business Leaders, Execs
Presentations of successes best practices
Invite external speakers
Virtual communities
Leverage internal social tools for people to share information
Community-driven BI content
Community self-policing
Act as BICC eyes and ears to discover projects, opportunities
Social mechanisms to ensure the “right behaviors”
Ensure support at all levels
Not just executives — middle and users

combines processes, methodologies, organizational structure, tools, and technologies that enable strategic, tactical, and operational decision-makers to be more flexible and more responsive to the fast pace of customer, business, and regulatory requirements changes.
First and foremost, business-driven agile enterprise BI is about flexible organizational structures

customer through early and continuous delivery of analytics
Welcome changing requirements, even late in development. Agile processes harness change for competitive advantage.
Deliver working projects frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and analytics staff must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

Delivered, used analytics is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity — the art of maximizing the amount of work not done — is essential.
The best architectures, requirements and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Adapted from: http://agilemanifesto.org/

“gatekeeper” to “air traffic controller”
Bring “shadow BI” under umbrella of BICC — but retaining local links
Co-locate “central” staff in business units whenever possible
Invest in appropriate tools and skills
Less reporting, more exploration
“Agency” philosophy
Business chooses you because you are the best option, not because they “have to”
Leverage unique knowledge of cross-functional opportunities

Bureau
Expert recommendations of best technologies to use, when
Sandbox Environments
Environments that let business experiment on their own
Innovation Opportunities
Workshops (e.g., Design Thinking) to uncover new opportunities
Analysis Validation
Trust, but verify…

skills that aren’t always part of the staff hiring process
Sell the sizzle
Use dashboards, scorecards, maps and other visual applications/tools
Analytics is “white hot,” so sell it
Celebrate success
Pick a first initiative and make it a business success
Identify evangelists from the initiative and have them sell the success

BI Self Assessment : www.sap.com/bistrategy SAP BI Strategy Playlist on YouTube: Link

BI News: www.sap.com/BINews

Blogs on BI Strategy
http://scn.sap.com/docs/DOC-30479
http://scn.sap.com/docs/DOC-30480
http://scn.sap.com/community/business-intelligence/blog/2012/12/07/bi-strategy-bicc-a-key-element-to-your-bi-program
http://scn.sap.com/community/business-intelligence/blog/2012/11/07/bi-strategy-bi-competency-centers-take-center-stage-again
http://blogs.sap.com/analytics/2013/03/27/driving-value-from-your-business-intelligence-program-define-track-and-measure-success/

enough
Self-service BI is a wonderful business opportunity
If done right, can dramatically improve business agility and IT/Business alignment
But it requires new cultures and ways of working
You’re no longer in charge — and everybody has to compromise
Provide what the business needs, not necessarily what they want
Service-oriented approach, but the “customer is not always right”
Community is the essential pillar
No one person or team can do this alone —build momentum and listen to feedback
Look for opportunities to simplify
It’s not about technology, but the right technology can help agility
Keep up momentum and success
Look out for teaching opportunities, and market success widely and often

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SESSION CODE: 0903

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