business intelligence for dummies

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INTRODUCTION

• Getting the most out of your roadmap

• Selecting the degree of centralization

• Getting a laser-focused plan

• Analyzing your solution’s degree of coupling

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WHAT A ROADMAP IS (AND ISN’T)

Statement of overall business problem(s) and the specificscope of the solution. Business perspective of the solution — for example, whatinformation needs your system will meet that it wasn’t meetingbefore. Initial financial analysis, including ROI projections. Current condition of the organization’s informationinfrastructure —including a discussion of where all the relevantdata is being housed and what condition it’s in. High-level review of hardware requirements, emphasizing anynew platforms you may need to implement.

Discussion of existing and new software that will be utilized forthe BI solution. General make-up of project team and division ofresponsibilities. A section on risks, constraints, and assumptions that lays out

where things can go wrong, as well as the known limits of theBI implementation.B U S I N E S S I N T E L L I G E N C E F O R D U M M I E S 4

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A COUPLE QUESTION

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HOW TO CHOOSE

Organizational culture

• Autocratic• Entrepreneurial

Organizational Structure

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BI ARCHITECTURE ALTERNATIVES

How and where will the data be maintained?

What will the integration schedule be?

What tools will sit on which desktops — throughoutthe organization?

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ARCHITECTURE EVALUATION

Hardware

Data Management

End User Tools

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OTHER SOLUTION ELEMENTS

Operating systems

Network protocols

Server hardware

Primary database vendor

Data Warehouse and Extract, Transform, and Load(ETL) processes

The kinds of front-end BI tools you absolutely musthave

The kinds of front-end BI tools that would be niceto have

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QUESTION ASKED DURING PLANNING PHASE

Which solution components work well together? And which don’t? What infrastructure is currently in place and does ithave spare capacity?

Does the company have existing relationships withsome of the target vendors?

THE SHORT LIST

The goal is to produce a short list of architecturealternatives that satisfy all of your bare minimumrequirements, and hopefully supply some nice-to-have features as well.

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EXAMINING COSTS FOR EACH ALTERNATIVE

Keep your eyes forexpenses such as

SoftwareLicense

Hardwareacquisition

cost

Service andmaintenance

cost

Training andsupport cost

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LOOKING AT TECHNOLOGICAL RISK

Software has unknown bugs thatpupate and hatch at inopportune times.

Software doesn’t perform as promisedby the vendor

Products don’t work together as well asprojected.

Some examples of risk associated with IT implementation are

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MAKING YOUR DECISION

Verify YourInformation

Revisityour

criteria

Get a new

Perspective

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DEVELOPING A PHASED, INCREMENTALBI ROADMAP

Deciding Where to Start

Easy todeliver

HighestValue

LeastRisky

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DEVELOPING A PHASED, INCREMENTALBI ROADMAP

KeepingScore

• Prepare a score card with key variables• Rate them in order to decide your priorities

Deciding What

ComesNext

• Move ahead according to previously made decision• Review and refine the deliverables from the previous

stage

PlanningFor

Contingencies

• Cost Overflow• Technological Risk• High Human resource turnover• Loss of project sponsor

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DEVELOPING A PHASED, INCREMENTALBI ROADMAP

Dealing withmoving targets

• Tiny changes in your scheme could impactyour plan.

• Insignificant updates can have big impacton your project.

Leaving timefor periodic“architectural

tune- ups”

• A BI system is a constantly evolvingorganism

• You need to updated or in easier term tuneup the system from time to time.

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