building a bi team - download.101com.comdownload.101com.com/pub/tdwi/images/preview_building_a_bi...

This course book preview is provided as an opportunity to see the quality of the course material and to help you determine if the course matches your needs. The preview is provided in a PDF form that cannot be printed. This preview shows selected pages that are representative of the entire course book. The pages shown are not consecutive. The page numbers as they appear in the actual course material are shown at the bottom of each page. All table-of-contents pages are included to illustrate all of the topics covered by the course.

Jennifer L. HayCareer Guide

[email protected]

© 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


[email protected]

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



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 Structures Management

ProjectsPeople

CustomersProducts

Planning

Control

Organizing

Execu

tion

ProjectsPeople

CustomersProducts

Planning

Control

Organizing

Execu

tion



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



Successful Teams What is “Success”?

Finance Process

CustomerLearning/Growth

Strategyand

Vision

Finance Process

CustomerLearning/Growth

Strategyand

Vision



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


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


[email protected]

This page intentionally left blank.

Individual Team Members Building a BI Team


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


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



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


share results


share decisions

coordinate actions

share decisions

coordinate actions

planning analysis design construction support deliveryplanning analysis design construction support delivery



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



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.



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



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


[email protected]



Personality and Preferences Thinking Styles



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



Organization and Responsibilities Preferences Work Environment



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


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


[email protected]

Healthy Teams Building a BI Team


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



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


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



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?


Module 5

What’s Next?

Topic Page

Summary 5-2

References and Resources 5-4


[email protected]

What’s Next? Building a BI Team


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?


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


[email protected]



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)



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)



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

dex

Val

ue

average skill level

average interest level

high

med

ium

high

med

ium

high

med

ium

low

low

high

med

ium

low

none

none

low

none

none

high

high

med

ium

med

ium

low

low

high

med

ium

none

none low

high

med

ium

none low

none

5nonenone

10lownone

10nonelow

15mednone

20highnone

20lowlow

20nonemed

25nonehigh

30medlow

40highlow

40lowmed

50lowhigh

60medmed

75medhigh

80highmed

100highhigh

skills index value

average interest

level

average skill level

5nonenone

10lownone

10nonelow

15mednone

20highnone

20lowlow

20nonemed

25nonehigh

30medlow

40highlow

40lowmed

50lowhigh

60medmed

75medhigh

80highmed

100highhigh

skills index value

average interest

level

average skill level

Ski

lls In

dex

Val

ue

average skill level


high

med

ium

high

med

ium

high

med

ium

low

low

high

med

ium

low

none

none

low

none

none

high

high

med

ium

med

ium

low

low

high

med

ium

none

none low

high

med

ium

none low

none

5nonenone

10lownone

10nonelow

15mednone

20highnone

20lowlow

20nonemed

25nonehigh

30medlow

40highlow

40lowmed

50lowhigh

60medmed

75medhigh

80highmed

100highhigh

skills index value

average interest

level

average skill level

5nonenone

10lownone

10nonelow

15mednone

20highnone

20lowlow

20nonemed

25nonehigh

30medlow

40highlow

40lowmed

50lowhigh

60medmed

75medhigh

80highmed

100highhigh

skills index value

average interest

level

average skill level

Ski

lls In

dex

Val

ue

average skill level


high

med

ium

high

med

ium

high

med

ium

low

low

high

med

ium

low

none

none

low

none

none

high

high

med

ium

med

ium

low

low

high

med

ium

none

none low

high

med

ium

none low

none

5nonenone

10lownone

10nonelow

15mednone

20highnone

20lowlow

20nonemed

25nonehigh

30medlow

40highlow

40lowmed

50lowhigh

60medmed

75medhigh

80highmed

100highhigh

skills index value

average interest

level

average skill level

5nonenone

10lownone

10nonelow

15mednone

20highnone

20lowlow

20nonemed

25nonehigh

30medlow

40highlow

40lowmed

50lowhigh

60medmed

75medhigh

80highmed

100highhigh

skills index value

average interest

level

average skill level

building a bi team - download.101com.comdownload.101com.com/pub/tdwi/images/preview_building_a_bi...

Documents