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Chicago Business Objects User Group
August 22, 2014
Pat Saporito, SAP Global COE for Analytics
BI Strategy & BI Competency Center:
Keys to BI Success
© 2014 SAP AG. All rights reserved. 1
Agenda
Business & IT Challenges
The Importance of a BI Strategy
SAP BI Strategy Assessment Workshop
Role of a BICC
Additional Resources
Reality of the Internet of Everything
1 billion Facebook
users
4 billion YouTube views
per day
Data
doubles every 18 months
15 billion web-enabled
devices
5 billion in emerging
middle class
The impacts
Need Data &
Analytics –
Now!
IT Can’t
Support
User
Frustration
Doing More
With Less Less budget; higher
demand;
Self Service
Growth LOB & “rogue” BI
buying; higher TCO
Data Chaos More data silos;
less trusted in data;
more data
reconciliation
To the Business
To IT
© 2014 SAP AG. All rights reserved. 4
Enable Answers
on the Go
(Mobile)
Deliver Trusted Data
Discovery to All
(Self Service)
Get the most out of
your BI Investments
(Value)
Innovate Empower Optimize
Three Good Reasons to Upgrade to BI 4.1
© 2014 SAP AG. All rights reserved. 5
Path to 4.1 Upgrade Success
Corporate Strategy Alignment
Enterprise BI Strategy Assessment
Upgrade Migration Assessment
Upgrade Scope & Planning
Upgrade Execution
© 2014 SAP AG. All rights reserved. 6
Analytics Evolution
Raw
Data
Cleaned
Data
Standard
Reports
Ad Hoc
Reports &
OLAP
Agile Visualization
Predictive
Modeling
Optimization
What happened?
Why did it happen?
What will happen?
What is
the best that
could happen?
Us
er
En
ga
ge
me
nt
Maturity of Analytics Capabilities
Self Service BI
Generic
Predictive Analysis
Co
lle
cti
ve
In
sig
ht
© 2014 SAP AG. All rights reserved. 7
Rx for BI Success: BI Strategy + BI Competency Center
Understand Business Pains
Identify technology gaps
Focus on change management and
adoption
BI Strategy creates an information driven
culture:
www.sap.com/BIStrategy
BI Competency Center provides a sustainable
framework to execute the strategy and maintain it.
© 2014 SAP AG. All rights reserved. 8
Do you have a BI Strategy?
The BI Strategy consists of a BI architecture slide
IT is asking the business what reports they need
Step one is building a data warehouse
There are no metrics defined to measure progress
Do you have a formalized strategy and roadmap? Has it been communicated?
© 2014 SAP AG. All rights reserved. 9
Organizations Need a BI Strategy
Help align with business partners, formalize business
needs
Create prioritized roadmap for the enterprise of short,
medium and long term projects aligned with strategic
business goals delivering measurable results
Creating business justification for an enterprise scope
and end-to-end BI including data management
How does a BI strategy benefit IT?
Have departmental spend go further and contribute to
enterprise investments required
Departmental BI needs often involves needing data from
other groups. Remove limits of a departmental focus
through an enterprise-wide strategy
An enterprise BI approach provides a unified approach by
allowing everyone to “speak the same language”
How does a BI strategy benefit a LOB?
IT
Store Operations Merchandising
HR
Supply Chain
Marketing
Finance
Business Intelligence Strategy
© 2014 SAP AG. All rights reserved. 10
Building Blocks of a Rock Solid BI Strategy
SAP BI Strategy Framework
Objectives Business
Needs
Business
Benefit Technology Organization
Background and
Purpose
Current State and
History
BI Objectives and
Scope
Summary of BI
needs
Envisioned To-Be
State
Priorities and
Alignment
Value Proposition
of BI
Expected Benefits
– Future State KPI
Business Case
Information
Categories
Architecture and
Standards
BI Applications
Governance
Structure
Program
Management
Roadmap and
Milestones
Measurement
Education /
Training
Support
A BI Competency Center operationalizes an organization’s
BI Strategy. It is the “glue” that holds business and IT
together.
© 2014 SAP AG. All rights reserved. 11
© 2014 SAP AG. All rights reserved. 12
SAP’s BI Strategy Assessment Repeatable, Value-Based Methodology
Interactive discovery, prioritization, and recommendations for addressing business pains and
a successful enterprise BI strategy
Create high-level
summary of BI needs
by LOB and their
expected impact if
addressed
Assess existence of BI
Strategy,
completeness of
execution, and impact
if completed
Prioritize Gaps of
existing BI needs and
non-existent or poorly-
executed strategy
components
With prioritized gaps,
promote the benefits of
addressing the gaps
and map capabilities to
solve the business pain
Current BI Baseline Analysis
(Business Discovery)
BI Strategy & Execution Baseline
Gap Analysis BI Strategy
Recommenda-tions
Step 1 Step 2 Step 3 Step 4
© 2014 SAP AG. All rights reserved. 13
Step 1 – Business Discovery
Objective:
Create high-level summary of
BI needs by LOB and their
expected impact if addressed
BI Strategy & Execution Baseline Analysis Current BI Needs Baseline Analysis
© 2014 SAP AG. All rights reserved. 14
Step 2 – BI Strategy and Execution
Objective:
Assess existence of BI
Strategy definition,
completeness of execution,
and impact if completed for 5
key component areas:
Objectives
Business Needs
Business Benefit
Technology
Organization
BI Strategy & Execution Baseline Analysis BI Strategy & Execution Baseline
© 2014 SAP AG. All rights reserved. 15
Step 3 and 4 - BI Strategy Gap Analysis and BI
Strategy Foundation
Prioritized Gaps
Strategy Recommendation
Objective:
Prioritized gaps, benefits of addressing
the gaps and capabilities map to solve
business pain
© 2014 SAP AG. All rights reserved. 16
BI Strategy Workshop Agenda
Day Time Title Topics Presenter
1 9:00- 9:15 am Welcome & Intro 15 min. Introductions, Objectives Customer Sponsor, SAP
9:00 - 9:45 am Art of the Possible 30 min. SAP Analytics Vision – Collective
Insight
SAP
9:45 – 10:30 am BI Strategy, IT/BI Org
Structure, Initiatives,
Gaps/Issues
45 min. Current BI Strategy Existing BI/BICC initiatives & Org Gaps/Issues
Customer, SAP
10:45 – 11:45
BI Strategy & BICC
Role/Best Practices
60 min. BI Maturity Model BICC Capabilities/Org Structures,
Roles, Skills, Governance Model BICC Metrics, Scorecard
SAP Facilitator
12:00 – 1:00 60 min. Lunch
1:00 – 3:00 pm Business Interviews
(2 @ 60 min each)
120 min Current Pains Key Analytic Related Initiatives
SAP Facilitator
3:00 – 4:30 IT Interview
90 min Current Pains Current BICC Capabilities
SAP Facilitator
2 9:00 - 10:00 am Preliminary Gap
Assessment
60 min. Review and discuss initial findings
from Day 1
SAP Facilitator
10:15 – 11:15
am
Next Steps 60 min. Discuss next steps (org. structure,
priorities, resources, etc.)
SAP Facilitator
Customer
1:00 – 4:00 Optional
Workshop/Session
180 min Self Service, Predictive, Big Data,
BICC Workshop
SAP
© 2014 SAP AG. All rights reserved. 17
IT Driven BI
Governance
Requirements driven
from a limited
Executive group
KPIs/Analytics are
identified, but not
well used
KPIs/Analytics are
identified and
effectively used
KPIs/Analytics
used to manage the
full Value Chain
Business Driven BI
Governance
Evolving
Business Governance
with Competency
Center Developing
Enterprise-wide BI
Governance with
Business Leadership
Do not exist or are
not uniform
Exist and are
not uniform
Uniform, followed
and audited
BI “Silos” for
each Business
Some Shared BI
Applications
Consolidating and
Upgrading
Robust and flexible
BI architecture
Evolving effort to
formalize
BI & Analytics Maturity Model Levels of performance along the BI best practice framework
Level 1
Level 2
Level 3
Level 4 BI Maturity Stages
Information and
Analytics (Business
& KPI, ad hoc,
measurement)
Governance (Business
participation, self-
service, BICC)
Standards and Processes (BI
design/process, SLA,,
reuse, data ownership &
standards)
Application
Architecture (Multiple/disparate
systems, spreadsheets,
delivery)
© 2014 SAP AG. All rights reserved. 18
Partial Findings & Recommendations
Key Improvement Areas & Identified Projects Example
Develop/maintain a comprehensive BI strategy
including all LOBs (finance, purchasing, logistics;
possibly HR Payroll) and all stakeholders
Promote and disseminate the strategy so that
everyone is exposed to it and can articulate it
Move from Project to Program Focus
Investigate use cases for Dashboards
Develop self service and advanced BI strategy;
investigate use off service tools (Explorer, Web
Intelligence & Lumira; BW Query Developer).
Investigate use cases for Predictive.
Investigate use cases for Mobile BI
Review and address any issues with performance/
wait time
Develop/organize/redesign metadata structure to
streamline use and make objects easy to find
Implement more training for end-users and
developers
Enhance Data Governance for non-shared data
Appoint BI data stewards; populate end user data
dictionary tool
Develop/document BI data quality standards and make
them a part of projects as they are developed; leverage
existing general IT standards/programs
BI Strategy &
Governance
Analysis &
Presentation
BI Tools &
Technologies
Data
Sourcing
& Quality
Review existing resources to support BICC
BICC Formation/ BI Strategy Development
Select 6-8 week pilot to begin standing up BICC
Develop BICC scorecard/dashboard
Develop executive dashboards; leverage MSH
effort
Build taxonomy/metadata repository ID to
support analysis and presentation layer; review
architecture structure
Review quick win candidates for best high
impact/low effort projects
Conduct performance & architecture review
Improve organization & access to existing
metadata and reports; develop additional
metadata/analytic views
Include Self-Service BI training for
Distributed/Dept. BI Development teams
Define and make sanctioned data sources
known and available
Review/enable mappings between ECC &
BW
Information Layer Development (i.e. metric
definitions, dimensions, and other
information assets)
Improvement Areas Identified Projects
© 2014 SAP AG. All rights reserved. 19
BICC Evolution
Not a new concept, but has become more business focused
IT Driven BI Strategy
Engaged business and developing
business knowledge
Strong collaboration and
communication skills
Breadth of BI skills rather then depth
Influence-driven versus authority
Empathy and respect for users; BI
evangelist
Drove BI rationalization; engaged in
tool selection
Ability to look broadly at diverse
applications and business processes
Business Driven BI Strategy
Ability to find opportunities that
drive business value, including
diverse sourcing and delivery
models
Proven ability to foster user
interest and adoption; support
change management and culture
Innate personal interest in diverse
emerging trends and technologies
Proven experience in delivering
new business analytic initiatives
Ability to uncover, evaluate and
analyze the impact of disruptive
forces
2006 2014
© 2014 SAP AG. All rights reserved. 20
BICC/COE Responsibilities
Education &
Support
BI Program
Mgmt.
Data
Stewardship
Advanced
Analytics
Training,
Development &
Implementation
Intake &
Prioritization
Business
Metadata
Data
Preparation
Ad Hoc End
User Support
Ad Hoc
Develop. &
Prototyping
Quality
Assurance
Data Mining/
Text Mining/
Statistical
Modeling
Communication
Newsletters, &
User Groups
Requirements Data
Governance
Advanced
Visualization
BICC/ BI COE
“BICCs: Bringing Intelligence to the Business. Bill Hostmann, Gartner. BPM Magazine - Nov. 2007
© 2014 SAP AG. All rights reserved. 21
Common BI Competency Center Operational Models
BICC as an IT Department Virtual BICC
BICC as Part of Operations Distributed BICC
COO
CIO
ICC Department BICC
BICC
BICC
Division 1 Division 2 Division 3
Corporate
Division 1 Division 2 Division 3
Finance … Sales
© 2014 SAP AG. All rights reserved. 22
BICC Skills Requirements
Business + Analytics + IT
Business Needs
Business
Skills
Organization and Processes
Business Needs
Statistical and Process Skills
Governance, Administration
Tools, Infrastructure, Applications, Data
Standards &
Methods
Business Case &
Funding
BI Vision & Strategy
Program
Management
Solution/
Technology
Blueprint
User & Analytic
Skills
Policies &
Governance
Analytic
Skills
IT
Skills
BICC
© 2014 SAP AG. All rights reserved. 23
Executive Steering Group
Functional Working Group
Business Intelligence
Team
Individual Contributors
• Organizational commitment
• Allocates funding
• Manages/accepts risks
• Directs and ratifies direction
• Makes recommendations
• Manages operational effectiveness
• Directs strategy
• Provides operational support
• Manages information assets
• Supports user community
• Consults to governance body
• Champions change
• Provides input on direction
• Operational status
• Project pipeline
• Issues & risks
• Management review
• Funding
• Operational direction
• Executive support
• Project pipeline
• Sets priorities
• Implements policy
• Champions
change
• Provides input
• Champions
change
• Provides input
• Seeks input
• Manages issues and
risks
• Sets priorities
• Implements policy
• Reviews status
• Reports ROI
• Makes recommendations • Sets policy
• Sets priorities
• Accepts risk
• Sets direction
Baseline BI Governance & Interactions Model
© 2014 SAP AG. All rights reserved. 24
BI/BICC Strategy Map and Balanced Scorecard
Should Represent a Complete Program of Action
Strategy Map
Theme: Improve Decision Making Objective
• Reduce BI Infrastructure Costs
• Reduce Labor Costs of BI resources
Financial Lower BI
TCO
Standardize
on BI Tools
• Provide efficient & easier access to info
• Provide latest BI SW functionality - capabilities
Increase
Productivity of
Knowledge
Workers
Support
IT Service
Management
• Develop the necessary BI skills
• Develop lab environment for innovation
Learning
Knowledge
Management
Repository
Communicate
R&D BI Lab
Reduce
License
Fees
Provide cost-
effective
Innovative BI
Solutions
Training
Internal
Customers
• Improve 1st time incident resolution
• Develop Online Training Programs
• Improve tracking of BI support incidents
• Reduce number of Help Desk intake channels
Gain efficiency
through process
improvement
Balanced Scorecard
Measurement Target
• # of BI environments
• Annual BI Tool maintenance & support fees
• One
• < $75k
• End-User Satisfaction Survey
• # of Self-Service Knowledge Workers
• # of BI Services available
• % of 1st time incident resolutions
• Time to resolve BI incidents
• # of online BI training courses
• # of Help Desk intake channels
Measure
• # of repository entries
• Avg. Rating of entry
• Availability of BI lab configuration
• 50 per month
• 4 out of 5
• 95.999%
• 60%
• 4 hours
• 10 intro, 5 advanced
• (2) – 800#, Online entry
• 85% Favorable
• 250
• 15 Services
Action Plan
Initiative Budget
• Online User Survey Project
• BOE Upgrade
• $5k
• $350k
• BI-specific Education Program
• BI Incident Management improvement Program
• Service Desk Reengineering Program
• $150k
• $150k
• $200k
• Repository incentive program
• Configure BOE Lab environment
• $50k
• $100k
Execute
• BI Tool Consolidation Project
• Coterminous SW License negotiations
• $150k
• 1 FTE Supply Mgt (80 hrs.)
© 2014 SAP AG. All rights reserved. 25
• Name and support a high-level executive sponsor
• Make sure your strategy is strategically aligned and business driven
• Assess current vs. future capabilities needed
• Build capabilities needed using a strategy roadmap and support with a BICC
• Anticipate & plan for Change Management & Culture Shift
BI Success Best Practices Summary
© 2014 SAP AG. All rights reserved. 26
Additional SAP BI Strategy Support Capabilities
BI Strategy Best Practices Workshop
BI Strategy Assessment & Workshop
BI Maturity Model & BI Benchmarks
Data Governance Best Practices Workshop
Strategic Advisory Services
ASUG/Business Objects User Groups
© 2014 SAP AG. All rights reserved. 27
New! Information Governance Model + Self-Assessment
Information Governance model:
• Expand your approach to solving information problems, so you aren’t
caught in endless cycles of “keeping the lights on”.
Self-assessment:
• Highlight what good looks like for key organizational and
technology components, including which to target.
Information as an Asset Roadmap
• Map your funded, information-heavy projects to
strategic EIM initiatives.
Result:
• A vetted, reviewed, and focused plan for your information
strategy!
Get the tools here: http://scn.sap.com/community/enterprise-information-
management/blog/2014/07/08/new-information-governance-model-from-sap
© 2014 SAP AG. All rights reserved. 28
Additional Resources: BI Success Web Site
Link
Don’t miss our
new BI
Strategy
ebook!
Appendix
© 2014 SAP AG. All rights reserved. 30
Getting Started: Self-Service Online Assessment Option
www.sap.com/bistrategy
A self-service online assessment tool that will help you identify business challenges
across your organization
Note: Covers business pains only, not the BI Strategy Baseline Assessment.
© 2014 SAP AG. All rights reserved. 31
IT Driven BI Governance
Requirements are driven from a
limited Executive group
KPIs and Analytics are
identified, but not well used
KPIs and Analytics are identified
and effectively used
KPIs and Analytics are used to
manage the full Value Chain
Business Driven BI Governance
Evolving
Business Governance with
Competency Center Developing
Enterprise-wide BI Governance
with Business Leadership
Do not exist or are not uniform BI Processes and standards may be
documented
Verbal SLA's in place; no formal and
regular update/negotiation process
Little to moderate reuse of
information
Initial efforts to standardize master
data
Occasional executive interest in data
when considering major initiatives
Exist and are not uniform
Uniform, followed and audited
BI “Silos” for each Business
Some Shared BI Applications Consolidating and Upgrading
Robust and flexible BI architecture
Not standardized or linked to
business needs
Few Operational reports with little
business benefit
Historical reporting. Information
reliant on lagging indicators
No Value KPIs
Weak to moderate business
ownership of requirements
Multiple sets of KPIs and information
requirements often conflict
Generic KPIs are not business
optimized
Value measurement is coincidental
Strong business ownership of
requirements
Common set of rationalized KPIs and
information requirements
Business relevance of every metric
validated
Value is tracked and reported
Ad-hoc report development in place
Strong business ownership of
requirements
Increased use leading indicators for KPIs
and analytics
Collaborative development of
requirements across the value chain
Robust ad-hoc analytics and information
availability (structured and unstructured)
Technology-centric organization
and implementations
No/little business participation in
projects
Weak end-user skills. No employee
or manager self service
No BI competency center
Data access limited to few key
individuals
Low to moderate participation of
Business in BI governance
Considering a competency center
Weak to moderate end-user skills.
Some core group of super-users
Employee Self Service partially used
Manager Self Service not in place
Proliferation of data access through
Excel
High Business Ownership of BI Activities
All BI activities guided by business goals
Business case and ROI for BI projects
Moderate end-user skills with “pockets”
of strong users. No lack of super-users
ESS fully adopted; MSS partly adopted
BICC is new or developing
Security and Authorizations becoming
uniform
Enterprise participation on all
developments
Governance includes feedback
mechanisms from the full value chain
ESS and MSS fully adopted
BI competency center is mature
Standard support across the enterprise
High security and authorization
No service level agreements
(SLA’s)
Design, development and
management processes are
informal
High use of generic BI objects or
heavily customized development
No reuse of data or information
Non-standardized master data
Data ownership is undefined or
conflicting
Evolving effort to formalize BI process and standards are
documented but not always followed
Informal governance group which is
mainly responsible for issue resolution
Written SLA's in place, but no formal and
regular update process
Moderate to heavy reuse of information.
Master data standardized to large extent
Each major data area has a senior
champion who drives data
standardization and quality
BI Process and standards are
documented, followed and audited
Formal governance board in place for
strategy and direction
Written SLA's in place with formal and
regular update/negotiation process
Heavy reuse of information
Master data is fully standardized
Ownership and responsibility is
established for all data elements used
by the business
Significant variances between BU’s
Limited access to information
Users get what IT gives
Ad-hoc patches & Upgrades
No enterprise standardization
Minimal documentation
Variances between BU’s with
multiple BI systems
Heavy reliance on spreadsheets and
data manipulation
Planned migration to better
landscapes
Documented plans for patches and
upgrades
Shared documentation
Initial attempts at implementing a Global
Enterprise Data Warehouse (either
logical or physical)
Spreadsheets are used selectively
Central tech support
Patches up-to-date
System consolidation planned and / or
implemented
Global Enterprise Data Warehouse
implemented
BI platform viewed as a strategic enabler
for Business
Ability for high-speed analytics
Robust and user-friendly presentation
layer
High reliability of delivery to local,
regional and global business needs
BI & Analytics Maturity Model Levels of performance along the BI best practice framework
Level 1
Level 2
Level 3
Level 4 BI Maturity Stages
Information and
Analytics (Business
& KPI, ad hoc,
measurement)
Governance (Business
participation, self-
service, BICC)
Standards and Processes (BI
design/process, SLA,,
reuse, data ownership &
standards)
Application
Architecture (Multiple/disparate
systems, spreadsheets,
delivery)
Thank You!
Pat Saporito
Sr. Director, Global COE for Analytics
(201) 681-9671
Twitter: @patsaporito
Linkedin: patriciasaporito
Author of Applied Insurance Analytics
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