CP1222856-1

CP1222856-2

CP1222856-3

Rochester,MinnesotaRochester,Minnesota

Scottsdale/Phoenix Arizona

Scottsdale/Phoenix Arizona

Jacksonville,Florida

Jacksonville,Florida

Research

Education

Patient Care

CP1222856-4

Who Has Business Intelligence

CP1259624-2

Computerworld Article 10-23-2006 "Business Intelligence at age 17"Computerworld Article 10-23-2006 "Business Intelligence at age 17"

75%

25%

Large companies (1,000 employees or more)Large companies (1,000 employees or more)

51%

49%Midsized companies(100-999 employees)Midsized companies(100-999 employees)

56%

44%Small companies(1-99 employees)Small companies(1-99 employees)

Business intelligence in placeNo business intelligenceBusiness intelligence in placeNo business intelligence

Positive w/impactPositive w/impactPositive w/impactPositive w/impact

Positive w/no measurable Positive w/no measurable impactimpactPositive w/no measurable Positive w/no measurable impactimpact

Made better/still room Made better/still room to improveto improveMade better/still room Made better/still room to improveto improve

Negative resultsNegative resultsNegative resultsNegative results

Business Intelligence Success RateBusiness Intelligence Success Rate

CP1259624-3

Computerworld Article 10-23-2006 "Business Intelligence at age 17"Percentages have been roundedComputerworld Article 10-23-2006 "Business Intelligence at age 17"Percentages have been rounded

Very positive, Very positive, measurable impactmeasurable impactVery positive, Very positive, measurable impactmeasurable impact

1%1%

6%6%

36%

23%

CEO's Viewpoint of CIO'sCEO's Viewpoint of CIO's

CP1259624-4

Laurie Orlov Analyst at Forrester Research Inc, report 02-09-2007 – "Happy CEO's Delusional about CIO Performance"Laurie Orlov Analyst at Forrester Research Inc, report 02-09-2007 – "Happy CEO's Delusional about CIO Performance"

Large firm CEO's viewpointLarge firm CEO's viewpoint

• Characterize IT as offering Characterize IT as offering proactive leadershipproactive leadership

• Portray IT's role as poor or Portray IT's role as poor or mediocremediocre

• See IT as innovative only See IT as innovative only when pushedwhen pushed

• Generally not impressed with Generally not impressed with IT's ability to track and report IT's ability to track and report assetsassets

• IT was effectively managing IT was effectively managing assets as part of its assets as part of its responsibilityresponsibility

Large firm CEO's viewpointLarge firm CEO's viewpoint

• Characterize IT as offering Characterize IT as offering proactive leadershipproactive leadership

• Portray IT's role as poor or Portray IT's role as poor or mediocremediocre

• See IT as innovative only See IT as innovative only when pushedwhen pushed

• Generally not impressed with Generally not impressed with IT's ability to track and report IT's ability to track and report assetsassets

• IT was effectively managing IT was effectively managing assets as part of its assets as part of its responsibilityresponsibility

28%

34%

24%

54%

31%

Katzenbach Partners Recent Survey 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 There is a disconnect between the formal business process flow and the real one the users have process flow and the real one the users have

developed to get the job done.developed to get the job done.

90's WEB

Evolution of Business IntelligenceEvolution of Business Intelligence

Business-IT ConvergenceBusiness-IT Convergence

Business (INFORMATION)

Strategists'

Business (INFORMATION)

Strategists'

IT (DELIVER) Enablers'

IT (DELIVER) Enablers'

80's PCsSpreadsheet processesLocalized data extractsSpreadsheet processesLocalized data extracts

Mini server, NetworksBroaden admin/supportMini server, NetworksBroaden admin/support

Greater insightProliferation of dataExpanding rolesData Mining

Greater insightProliferation of dataExpanding rolesData Mining

24x7, HTML, JAVA, ETL, Web services, OLAP, cookies, DW

24x7, HTML, JAVA, ETL, Web services, OLAP, cookies, DW

Performance management analytic strategiesAligned BI strategy, CoE & Best Practices, OBIRight-time Information Global access

Performance management analytic strategiesAligned BI strategy, CoE & Best Practices, OBIRight-time Information Global access

Web-base platformsPerformance management, scorecard, data integrationExpanded performanceRFID in BI processesFirewalls/Sarbanes-Oxley

Web-base platformsPerformance management, scorecard, data integrationExpanded performanceRFID in BI processesFirewalls/Sarbanes-Oxley

00's ALIGN

1987

CP1259624-5

Business Intelligence StrategiesBusiness Intelligence Strategies

CP1259624-6

Top criteria of CIO's and CEO'sTop criteria of CIO's and CEO's

• PerformancePerformance

• Functionality and TOCFunctionality and TOC

• Speed of implementationSpeed of implementation

• ScalabilityScalability

Top criteria of CIO's and CEO'sTop criteria of CIO's and CEO's

• PerformancePerformance

• Functionality and TOCFunctionality and TOC

• Speed of implementationSpeed of implementation

• ScalabilityScalability

CP1259624-7

Strategy to AssetsStrategy to Assets

Report:Chick production by hen

The Chicken and the EggNew Business: Produce Chickens

The Chicken and the EggNew Business: Produce Chickens

CP1259624-8

Business strategy: Successfully hatch chickensBI strategy: Monitor chick production per hen

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

Business strategy: Successfully hatch chickensBI strategy: Monitor chick production per hen

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

Data warehouseData warehouse

Elements:HenRoosterEggAmenities

FeedWaterNest

DaylightTemperature

Business strategy: Increase hatch chickensBI strategy: - Measure new chick production success rate compared to old process

- Monitor chick production per hen

Business process:

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

Developed chicken = hen + chicks + amenities + correct temperature

Business strategy: Increase hatch chickensBI strategy: - Measure new chick production success rate compared to old process

- Monitor chick production per hen

Business process:

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

Developed chicken = hen + chicks + amenities + correct temperature

Report:Chick production by henMeasure new process

The Chicken and the EggNew Business: Produce Chickens

The Chicken and the EggNew Business: Produce Chickens

CP1259624-9

Data warehouseData warehouse

Elements:HenEggAmenities

FeedWaterNest

Building Light Heat

Report:Hatched chick productionEgg success rate

The Chicken and the EggNew Business: Produce Chickens

The Chicken and the EggNew Business: Produce Chickens

CP1259624-10

Business strategy: Global distribution of chickensBI strategy: - Measure cost per hatched chicken

- Measure egg development success

Business process:

Procure eggs

Ready equipment – incubator, brooder

Hatched chick = service delivered fertilized eggs + artificial incubation process

Developed chicken = chicks + amenities + artificial brooding process

Business strategy: Global distribution of chickensBI strategy: - Measure cost per hatched chicken

- Measure egg development success

Business process:

Procure eggs

Ready equipment – incubator, brooder

Hatched chick = service delivered fertilized eggs + artificial incubation process

Developed chicken = chicks + amenities + artificial brooding process

Data warehouseData warehouse

Elements:Egg (service delivery element)IncubatorBrooderBuilding

HeatHumidity

Chick AmenitiesFeedWater

DW 1DW 1

Elements:HenRoosterEggAmenities

FeedWaterNest

DaylightTemperature

DW 2DW 2

Elements:HenEggAmenities

FeedWaterNest

Building Light Heat

DW 3DW 3

Elements:Egg (service delivery element)IncubatorBrooderBuilding

HeatHumidity

Chick AmenitiesFeedWater

Hatch ChickensHatch Chickens

Increase ProductionIncrease Production

Global DistributionGlobal Distribution

Evolving ProcessEvolving Process

CP1259624-11

Business Strategy Business Strategy BI Strategy BI Strategy

Business Processes Business ProcessesTechnology delivers

Business information

Information ManagementInformation ManagementBusiness intelligence and Data warehousingBusiness intelligence and Data warehousing

Dresner Advisory Services, LLC - 2007

USERS

Analytical Applications

Query and Reporting

Tools

Dashboard Tools

Statistical & Analytical

Tools

Data Mining Tools

Dictionary/Semantic Layer

ETL, DQ, DWData Marts

Corporate Data

Business Intelligence ComponentsBusiness Intelligence Components

CP1259624-14

IT(DELIVER)

IT(DELIVER)

BUS.(INFORMATION)

BUS.(INFORMATION)

DW1

DW2

DW3

Business Intelligence ComponentsBusiness Intelligence Components

CP1259624-14

IT(DELIVER)

IT(DELIVER)

BUS.(INFORMATION)

BUS.(INFORMATION)

DW1

DW2

DW3

Information ManagementInformation Management

Name:Name: DECADECA

Factor:Factor: 10 / 1 10 / 1

HECTOHECTO

10 / 210 / 2

KILOKILO

10 / 310 / 3

MEGAMEGA

10 / 610 / 6

GIGAGIGA

10 / 910 / 9

TERATERA

10 / 1210 / 12

PETAPETA

10 / 1510 / 15

YOTTAYOTTA

10 / 2410 / 24

EXAEXA

10 / 1810 / 18

ZETTAZETTA

10 / 2110 / 21

DM Review reports:DM Review reports:

By 2010 Data storage will be approaching By 2010 Data storage will be approaching 1 ZETTABYTE1 ZETTABYTE

1,000,000,000,000,000,000,0001,000,000,000,000,000,000,000

Data growth rate averages about Data growth rate averages about 30%30% per year per year

Modeling TechniquesModeling TechniquesThe Flow of Warehouse Data Modeling DeliverablesThe Flow of Warehouse Data Modeling Deliverables

• Business Goals & Drivers• Information Needs

• Source Composition• Source Subjects

• Integrated Source• Data Model (ERM)

• Source Data Files

• Source Data File Descriptions

• Source Data Structure Model

• Warehousing Subjects• Business Questions• Facts and Qualifiers• Targets Configuration

• Implemented Warehousing Databases

• Staging, Warehouse & Mart• ER Models• Data Mart Dimensional Models

• Staging Area Structure• Warehouse Structure• Relational Mart Structures• Dimensional Mart Structures

• Staging Physical Design• Warehouse Physical Design• Data Mart Physical Designs

(relational & dimensional)

Contextual Models

Conceptual Models

Logical Models

StructuralModels

Physical Models

Functional Models

Triage

© The Data Warehousing Institute

Synergy

WebApplicationsPortals B2B

Performance ManagementPerformance Management

CP1259624-12

Operational Business Intelligence

(coarse grained)

Operational Business Intelligence

(coarse grained)

LegacyLegacy OperationalOperational DataWarehouse

DataWarehouse

WebWeb RepositoryRepository

Conventional Business Intelligence

(fine grained)

Business Process Flows• Custom Business functions • Based on Services• Global integration of businesses• Federated architecture• Mechanically based approach

Business Process Flows• Custom Business functions • Based on Services• Global integration of businesses• Federated architecture• Mechanically based approach

• Performance management

• Process reusability• Open-source• 100% deployed

• Performance management

• Process reusability• Open-source• 100% deployed

Object-Oriented Processes• Dependent on binding data to

processes• Point-to-point and hub &

spoke integration• Manual driven approach

Object-Oriented Processes• Dependent on binding data to

processes• Point-to-point and hub &

spoke integration• Manual driven approach

• Reporting• Analytics• OLAP• Data Mining

• Reporting• Analytics• OLAP• Data Mining

1. 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.

Michael Meehan – Search SOA.com 11-19-07

SOA can be Like a Thanksgiving MealSOA can be Like a Thanksgiving Meal

2. 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.

3. 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.

4. 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.

5. SOA can give rise to lots of interesting combinations, kind of like turducken (a chicken stuffed inside a duck stuffed inside a turkey).

6. 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.

7. Standards, on Thanksgiving the standards are turkey, mashed potatoes, gravy, stuffing and cranberry sauce. In SOA it's WS-* specifications and communication protocols. 8. You can undertake lots of small projects while you've got your SOA bird in the oven.

9. 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 loosely-coupled infrastructure.

10. Screw up your SOA and you'll never hear the end of it.

Business Intelligence OrganizationBusiness Intelligence Organization

CP1259624-15

BI Sponsorship BI Sponsorship

BI Program Oversight BI Program Oversight

BI Project Team BI Project Team

Enterprise/Department level Project Sponsorship &

Management Office

Enterprise/Department level Project Sponsorship &

Management Office

Requirements Requirements Development Development

BI Project "XYZ" BI Project "XYZ"

Service Level Agreement (consulting, doing, mentoring,

coaching, training, etc)

Service Level Agreement (consulting, doing, mentoring,

coaching, training, etc)

Coordinate Business Priorities & Projects to Tactical Objectives for BI

Coordinate Business Priorities & Projects to Tactical Objectives for BI

Align Business Strategy Plan to Vision for BI

Align Business Strategy Plan to Vision for BI

Getting Data In(GDI)

Getting Data In(GDI)

Getting Information Out(GIO)

Getting Information Out(GIO)

CoE CoE

Shared Services AdminShared Services Admin

Business Intelligence DeploymentBusiness Intelligence Deployment

CP1259624-16

• Establish reports• Ad-Hoc data query mechanisms• Localized level of organized data• Mini servers and segmented processes

Heard about Business Intelligence

• Establish reports• Ad-Hoc data query mechanisms• Localized level of organized data• Mini servers and segmented processes

Heard about Business Intelligence

• Initial advance analytical processes• Scorecards and dashboards• Localized marts and data repositories

Motivated by Business Intelligence-has some understanding

• Initial advance analytical processes• Scorecards and dashboards• Localized marts and data repositories

Motivated by Business Intelligence-has some understanding

• Standardized metrics and alerts• Enterprise• Aligned business direction and support• Enterprise data warehouse, portals and

dashboards• Center of Excellence

Adopted Business Intelligence Best Practices

• Standardized metrics and alerts• Enterprise• Aligned business direction and support• Enterprise data warehouse, portals and

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

• Enterprise integration of business processes• Use of certified services• Established Business Performance

Management technology and methodology

SOA: Alignment of BI to BPM is achieved

Where Do We Go From Here?Where Do We Go From Here?

CP1259624-17

CP1259624-19

Scope of the enterprise needs to be defined.

- all institutional department, business units - partners - associates - suppliers - web

CP1259624-20

Where Do We Go From Here?Where Do We

Go From Here?Business Intelligence 2.0

Location BIPervasive BI

Data Warehouse 2.0

Web 2.0

SaaS

New licensing strategies

Governance

Business Intelligence 2.0 Location BIPervasive BI

Data Warehouse 2.0

Web 2.0

SaaS

New licensing strategies

Governance

CP1259624-20

Where Do We Go From Here?Where Do We

Go From Here?

‘‘These are Changing Times’These are Changing Times’‘‘These are Changing Times’These are Changing Times’

• IBM obtains CognosIBM obtains Cognos• IBM obtains CognosIBM obtains Cognos

• Oracle acquiresOracle acquires Hyperion Hyperion• Oracle acquiresOracle acquires Hyperion Hyperion

• SAP buys BOSAP buys BO• SAP buys BOSAP buys BO

• BEA almost sold toBEA almost sold to Oracle Oracle• BEA almost sold toBEA almost sold to Oracle Oracle

CP1259624-21

Where Do We Go From Here?Where Do We

Go From Here?

Jonathan Wu, Nightsbridge Solutions - 2001

CP1259624-22

Business Intelligence: Chicken or the Egg

Business Intelligence: Chicken or the Egg

Plan and Define , Plan and Define, Plan and DefinePlan and Define , Plan and Define, Plan and Define

CP1259624-23

Reference ArticlesReference ArticlesWeb

• 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, 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 Performanceby Laurie Orlov Analyst, 02-2007

• Media Inc.- CIO Insight – A Valued Tool Still Has Unmet Potentialby 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

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, 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 Performanceby Laurie Orlov Analyst, 02-2007

• Media Inc.- CIO Insight – A Valued Tool Still Has Unmet Potentialby 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