northwestern msit kpmg discussion document vfinal

ADVISORY

Northwestern University MSIT/KPMG DiscussionBusiness Intelligence in Today’s EnvironmentMay 2009

© 2009 KPMG LLP, a U.S. and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. KPMG and the KPMG logo are registered trademarks of KPMG International, a Swiss cooperative.

1

Introductions

Mitch SiewertSenior ManagerMidwest BI Champion

Mitch is a Senior Manager in KPMG’s Advisory Services practice with over 20 years of extensive functional and technical expertise. Mitch is a CPA and MBA with expertise in the CFO and Controller functions, Governance, Organization Strategic Alignment, Business Intelligence delivery, Statutory, Managerial and Performance Reporting, and Data Integration and Management.

George HaenischSenior ManagerMidwest BI ChampionGeorge has over 14 years of leadership and extensive technical expertise in Business Intelligence and Performance Management. He has also assisted clients with Financial and Operational Planning, Budgeting and Reporting, Data Warehousing, Enterprise Resource Planning, Enterprise Architecture, IT Strategy, Customer Relationship Management, Supply Chain Management, Service Oriented Architecture, and Application Development .


2

Agenda

• Today’s Environment• What is Business Intelligence (BI)?• If BI is so important, why is it so hard to get it right?• Critical Success Factors• Leading Practices• KPMG Framework• How do you assess your Organizational BI capabilities?• Vendor Landscape• Case Studies• BI Trends• Questions


3

Today’s Environment

1 Source: Accenture study of over 1,000 managers of large companies in the UK and US, January 20072 Source: IBM CFO Study, December 20053 Source: Bill Inmon, “Information Management: Charting the Course: Little White Lies,” DM Review, August 2001 4 Source: R Kaplan and D P Norton, “Creating the Office of Strategy Management”, Harvard Business Review, April 2005

Enterprises today are starved for information to manage their business

• “More than 50% of the information they [Managers] obtain has no value to them” 1

• 69% of all CFOs rank “Measuring/Monitoring Business Performance as their top priority 2

• “Data Warehousing projects have a 70-80% failure rate” 3

• “Organizations often fail to execute their strategy – failure rates may range from 60-90%.” 4


4

Gartner Predictions for Business Intelligence (2009)

“The economic crisis will reveal which enterprises have a sound information infrastructure and which do not”*

In 2009o Collaborative decision-making will emerge as a new product category that combines social software

with BI platform capabilities

By 2010

o 20% of organizations will have industry-specific analytic application delivered as software-as-a service

By 2012

o Business Units (not IT) will be held responsible for more than 40% of the total budget for BI projects

o More than 35% of the top 5000 global companies will make uninformed decisions due to underinvestment in information infrastructure and business-user tools.

o 1/3 of analytic applications applied to business processes will be delivered through large-grained application mashups

*Source: L. McKay, “Gartner Gives BI a High 5”, destinationCRM.com, February 2009


5

Who is Affected? How are They Affected?

Redundant data, multiple sourcesUser SecurityTechnology vs. Business requirement interpretationToo many controls over dataLack of planning & resources for coordinated BI strategy

CIO

CFOFragmented reporting Compliance (SOX etc.)Limited forecasting capabilitiesTimeliness in ReportingData IntegrityLack of robust analytics Spreadsheet dependencyRedundant data marts Ineffective KPIs

COOLack of insight on operations cost – big ‘hidden factory’Multiple Transaction SystemsLack of intelligent, automated customer support servicesUnable to monitor product landed costNot enough detail, need “drill-down” capabilities

CMOLack of agility in defining & managing marketing plans Lack of robust analyticsLack of customer relationship and intelligence managementWasted communication based on poor information

Critical functions often lack the data they need to make well

informed management decisions

Inadequate performance insightLack of data and information integrityCostly, manual reporting to get comprehensive view Risk of error and loss of economic valueWhat is BI?

CEO


6

Multiple Systems Supporting Multiple Functions

Enterprise Resource Planning Instances

Customer Relationship

Management Systems

Billing Systems

Contact Centers Unstructured Data 3rd Party Data

Financial Systems

Other Data Sources

Data is often available, but not integrated (or known)


7

Support for Decision Making

Business Intelligence improves decision making and business agility

Adds Business Value and Enhances Agility

Business Intelligence


8

What is Business Intelligence (BI)?



9

What is Business Intelligence (BI)?

“Business Intelligence is the capacity to acquire, correlate and transform data into insightful and actionable information through analytics, enabling an organization and its business partners to make better, more timely decisions.”

Business Intelligence (BI) is a business capability.


10

Types of Business Intelligence

Strategic BI Tactical BI Operational BIBusiness

FocusAchieve long-term business goals

Manage tactical initiatives to achieve strategic goals

Manage and optimize daily business operations

Primary Users Executives & business analysts

Executives, analysts & LOB leaders

Analysts, LOB managers, operational users & operational processes

Timeframe Months to years Days to weeks to months

Intra-day

Data Historical data Historical data Real-time, low latency & historical data

There are 3 main types of BI: Strategic, Tactical and Operational


11

Business Intelligence is More Than an IT Solution

Governance, like BI Competency Centers (BICC), help set BI standards and priorities, evangelize BI plans and capabilities, and train end-users.


12

If BI is So Important, Why is it So Hard to Get it Right?



13

Where Companies Struggle on BI Projects

Poor Planning, Scope Creep

Resource Constraints, Lack

of Funding

Limited Access to Data

Trying to Do Everything at Once

Data Issues (Data Quality, Standards)

Lack of Sponsorship, Organizational

Politics

Poor Choice of Technology

Inadequate User Involvement,

Adoption

There are a number of reasons that organizations struggle with BI projects


14

Critical Success Factors

• Today’s Environment• What is Business Intelligence (BI)?• If BI is so important, why is it so hard to get it right?• Critical Success Factors• Lessons Learned• KPMG Framework• How do you assess your Organizational BI capabilities?• Vendor Landscape• Case Studies• BI Trends• Questions


15

Critical Success Factors, continued

Timely InformationDelivery – Internal and External

Governance and Communication/Risk Management

Scalable, Cost-Effective Technical Architecture

Focus on Business Critical Processes

High Quality Data

Clear Linkage between Strategic Planning, Operational Planning,

and Budgeting

We have found the following to be critical success factors in BI/Business Performance Management engagements


16

Leading Practices



17

Leading Practices, continued

• Define your BI vision and roadmap upfront to determine the best overall solution• Adopt an integrated solution (planning, reporting, analytics, scorecards, modeling) that

best supports your performance management and BI process• Avoid the ‘Big Bang’ approach! • Engage the business users during the planning and selection phase• Ensure the solution and data architecture are scalable and flexible• Assessing a software vendor:

– Test Vendor candidates with real business scenarios and data sets– Ensure the vendor uses the best database and data transformation technology to

meet your business requirements

How do you avoid project failure?


1818

KPMG BI Framework



1919

KPMG Framework

In developing a BI vision and roadmap, frameworks help define and communicate the complex nature of BI initiatives.


20

How the Framework is Used

• Establish a starting point for common terms and definitions• Map concepts and initiatives to benchmark maturity• Gather and categorize findings by layer • Enable visioning sessions by focusing on specific framework components• Define roadmap projects to achieve the complete framework

Frameworks can be leveraged to:


21

How Do You Assess Your Organizational BI Capabilities?



22

How Do You Assess Your Organizational BI Capabilities?, continued

• Determine which layers in the framework need to be addressed• Conduct surveys and inventories for each layer to determine the current state

– Surveys of key stakeholders provide feedback on current capabilities/proficiencies and the importance of that capability to the future

– Inventories provide information on the systems and resources currently available and utilized in support of BI

• Determine gaps between current state and desired future state

DesignAnalyze ImplementPlan Maintain

An organizations BI capabilities should be assessed in the “Plan” phase of large-scale BI initiatives


2323

How Do You Assess Your Organizational BI Capabilities?, continued

Feedback in the surveys and inventories determine where along the BI capabilities spectrum organizations fall


24

How Do You Assess Your Organizational BI Capabilities?: Observations

Organizations with Immature BI Capabilities

Organizations with Mature BI Capabilities

Level of Analysis Provided

Static operational reports provided Analytical services provided

Focus of Analysis Focus on historical trends Focus on optimizing processes

Data Architecture Flexibility

Inflexible data architecture Flexible data architecture

Data ManagementOrganization

Multiple data silos Centralized data management (silos eliminated)

Project Success Rate

Projects fail as a result of poor data quality and overambitious scope

Projects successfully delivered to meet or exceed expectations

Alignment of Expectations

Divergence between expectations and results

BI team anticipates business requirements (proactive)

Organizational View of BI

BI activities seen as a cost center • High costs, small to negative ROI

BI activities seen as strategic• High ROI

Organizational BI maturity can be gauged according to specific criteria


2525

Vendor Landscape



26

BI TechnologyThe State of Enabling Technologies

Major themes that have arisen for BI software over the past 3 years:

Enterprise Scale Platform• Highly scalable to thousands of users• Localization• Enterprise technology interoperability (security,

standards, etc)

Pre-built Models• Industry based models for quick deployments• Functional models for organization specific needs

(i.e. Workforce Management and planning)• External reporting, and financial consolidation

Standards Based Components• XML, XBRL, BPRL, SOAP and SOA

Multi-faceted Applications• Drillable Dashboards, Scorecards, and Ad-hoc

reporting• Single entry points for access to all applications• Role base reporting portals

Technical Complexity• Increasing need for dedicated IT team• Large footprint of computing power• Multiple Complex technologies, and n-tier

architecture

Source Neutrality• Foundational data and metadata integration

platforms• Can retrieve data from any type of store or

unstructured source


27

BI Technology How Has the Vendor Landscape Changed?

$15 B in consolidations over the last 2 years:Market share was dominated in the BPM space by Hyperion, and Cognos. SAP Business Warehouse & BPS/CPS, Business Objects, and Microsoft's Analysis Services were a close second.We have interpreted what has happened:• Application Completeness Play• Toolset Play (blur between pure play and in-depth applications)

Vendor landscape is shrinking as a result of vendor consolidation


28

Case Studies



29

Client Case Studies Pharmaceutical Company (Global Health Sciences Company)

Client Background and ChallengeOur client was in the process of consolidating multiple global ERP platforms down to four regional instances.The key benefit of this initiative was increased business intelligence (BI) capabilities, providing transparency in reporting. In order to achieve this benefit, the client faced numerous challenges:• Lack of a comprehensive strategy for reporting across multiple ERP and other source systems• Lack of alignment between business and IT around enterprise business strategy• Maintenance, support and integration of:

– Multiple disparate Data Warehouses/Marts, and spread marts– Multiple disparate systems and separate reporting environments/strategies– Multiple enterprise application integration tools

• Master data not defined in a centralized fashion or at consistent levels• Inability to drill-down and through to the source data in transaction and operational data stores• Inability to seamlessly integrate supply chain data with financial data


30

Evolution of the Strategy

The establishment of the Global Health Sciences Company Global BI Framework and Strategy is the first element in the evolution to the end state

Global Framework

EstablishFoundation

ImplementBI Strategy

ProvideFeedback

Define the FutureIdentify the roadmap:• Assess current

state• Define conceptual

end-state • Define roadmap to

achieve

Prepare for SuccessBuild foundational elements including:• Architecture/tools• Resources/skill sets• Governance and

ownership• Change

Management

Empower UsersThink Big, Act Local• Tactical pilots

driving business results and early success

• On going implementations

EnhanceContinuous Improvement• Capture feedback• Analyze root

causes• Make course

corrections

CommunicateFoster interaction; inform end users of the goals, direction and available functionality of the BI program

Evangelize

Define VisionEstablish the vision:• Establish BI guiding

principles• Provide high-level

direction of BI environment (people, process, technology)


31

Executive SummaryGlobal BI Framework

A framework is used to communicate the various components of BI. This Global BI Framework is comprised of 6 layers, spanning business and technical areas.

• Create ubiquitous accessibility to integrated transparent information

• Alignment to Business Strategy• Standardization and simplification of

tools, processes and models• Empowerment of end-users, flexibility,

and easy of use• Plan, Govern, and Evangelize Success• Executive Sponsorship• Global standard template w/flexibility

both regionally and locally


32

Global BI FrameworkBusiness Strategy Alignment

Alignment of Business Intelligence to enterprise strategy will drive consistency through the organization.

Business Strategy Alignment

Model 1

Model 2

• BI initiatives will align with IT strategies, Business strategies, and Corporate Goals

• BI initiatives will be evaluated based on their alignment, both in-flight/planned and new initiatives

• ERP Transactional Reporting will be pulled directly from JDE; other reporting will be pulled from BI applications


33

Global BI Framework Governance

Governance provides oversight, direction, and accountability to the enterprise, this is facilitated through a Business Intelligence Competency Center (BICC)

• BICC formalizes BI oversight, governance, and prioritization of initiatives

• BICC supports end-users and promotes BI efforts to the organization

• BICC communicates member activity and data governance standards

• BICC to align with ERP governance while leverage existing knowledge

• BICC will have IT and business representation supported through executive sponsorship

• BICC will not centralize all resources

Model 3

Model 4

Governance


34

Global BI Framework Performance Mgmt Process and Reporting

Metrics and KPI's gauge strategic and operational performance; Building Blocks will foster data transparency through standard, regional, and local BI applications.

Performance Management process discipline provides aligned metrics for each level of the organization. This defines executive, management, analysis and operational metrics globally, regionally and locally.

• BI Applications ( or building blocks) which are used by all the regions are defined as “standard” BI applications

• Regional and local BI Applications will be defined based on the standard template

• Reconciliation occurs amongst all applications

Model 5

Model 6

Performance Mgmt Process and Reporting


35

Global BI FrameworkIntegrated Information Management

Integration Information Management is the process and technology that ensures the data foundation is trusted and traceable to the source.

• A Global BI Data Model will be determined at the global level

• Conformed dimensions transform data into global, regional and local information

• Aligned with the Global IT MDM initiative, the Master Data System feeds regional and global warehouses with ERP and non-ERP Master Data.

• Metadata is centralized into one Metadata Management application, providing both business and technical data references

• Global Metadata is managed at the global level; region specific metadata is managed at the regional level (including in-region local metadata)

Model 9

Model 10

Model 7 Model 8

Integrated Information Mgmt


36

Global BI FrameworkBusiness Intelligence Platform

The Business Intelligence Platform provides the right information in the right tool through the right channel.

• Aligns with and utilize the Global Information Platform (GIP)

• Global Health Sciences Company tool usage conforms to Global Health Sciences Company standards

Model 11

Model 12

Business Intelligence Platform


37

Global BI FrameworkInfrastructure Infrastructure

Model 13

Model 8

• Global data warehouse contains summary information from regional data warehouses

• Regional Warehouses contain detailed (transactional) level data from regional source systems

• Global and regional warehouses strive for daily data refresh and are in-sync at summary levels.

• The BI Data model is replicated into each regional warehouse

• Within the warehouse(s), data is organized by Subject Areas to support functional areas

Infrastructure delivers trusted, secure, integrated data infrastructure for analysis and decision making.


38

Infrastructure(“Data Warehouse Infrastructure”)

Business Intelligence Platform(“Tools”)

Integrated Information Management(“Data”)

Performance Management Processand Reporting (“Applications”)

Governance

Business Strategy Alignment

38

Client Case Studies: Global Health Sciences CompanyApproach: Establish BI Framework

Current complexity Future BI State

Alignment of MetricsFew Metrics defined, no alignment

BICCNo Global Governance

Some Regional Governance

Standard Building Blocks / ApplicationsNo Standard Applications

One single data model / MDM (Master Data Mgt)

Specific data models. Some Data Masters but not

for all

Standard tools already defined by GIP (Global Information

Platform)

Cognos understood as the standard, but not used in a

consistent way

4 Regional Data Warehouses1 Summary Global Data

Warehouse

No standards around data warehouse

Leverage

Leverage

Leverage

Complex environment and structure Organized simplified environment

The BI Strategy is based on a framework with 6 layers


3939

Client Case Studies: Global Health Sciences Company Approach: Create a Future State Vision

The regional template provides a consistent approach across the regions and a structure that can be leveraged in development. Below is the source to decision model for a typical region


4040

Client Case Studies: Global Health Sciences Company Approach: Create a Roadmap

Argentina

Q1 09 Q3 09 Q4 09 Q2 10Q2 09 Q1 10 Q3 10 Q4 10 Q1 11 Q2 11 Q3 11 Q4 11 Q1 12 Q2 12

ER

P CanadaAustralia

UCANAPAC

EU

Global Model Spain

Regional Model

LA

Building Blocks Enhancements

DW Enhancements

Data Model Combination

GDWBuild

DW Template

RDW- UCAN Dev

RDW- LA Dev

RDW- APAC Dev

RDW- EU Dev

Foun

datio

n

Global BuildingBlocks Dev

LA - Building Blocks Dev

UCAN –BuildingBlocks Dev.

APAC –BuildingBlocks Dev.

LA Interim Solution

EU -Building Blocks Dev.

BICC initiation

Sta

ndar

diza

tion

Gov

BICC /Data Gov Build out

BI Strategy Evangelization and Integration

RE APAC Interim Solution

Building Blocks Validation

Potential EU Interim Solution

UCAN Interim Solution

Implemen’n Plan

MDM & BI Coordination

BICC /Data Gov Management

BICC Roadshow

A roadmap serves as a guideline for when each element of a BI solution should be implemented


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Client Case Studies Pharmaceutical Company (Global Health Sciences Company International)

Client Outcomes• The end of the project was only the beginning of the journey. The client is now in the

process of implementing the ERP, as well as the BI components.• The BI strategy enabled the client to identify the proper stakeholders, and people

structure to understand how to extract value from the ERP consolidation.• It also enabled the unlocking of key data in the organization and modifying the culture to

become more decision oriented, rather than report focused.• The global nature of the project led to greater collaboration between all regions, and

fostered shared innovation across each region.• The enhanced visibility will be realized some time in 2011, however foundational

components and change agents have already set in.


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Client Case Studies Financial Services (Global Payment Transfer Company International)

Client Background and ChallengesOur client was in the process of implementing a new transaction system, as well as developing and data warehouse and reporting solution. The perceived benefits were standardized and more efficient business processes, improved standard reporting, and the ability to make better business decisions through the use of a global ad-hoc query tool.The challenges facing the client included:• Lack of a comprehensive strategy for reporting across multiple ERP and other source

systems• Highly customized, in process, Oracle implementation• Significant project leadership changes resulting in multiple project restarts• Implementation of a data warehouse and operational data store while simultaneously

implementing a new source system• No data warehouse experience, no experience with governance or change

management techniques• Highly leveraged to outside consultants (60+%)• Void in communication between business stakeholders and IT developers


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Client Case Studies: Global Payment Transfer CompanyApproach: Develop Reporting Change Management and Governance Process


4444

Client Case Studies: Global Payment Transfer CompanyApproach: Communicate Path to Data Governance Function

Data Steward

Data StewardCouncil (peer group)

SME’s/BA’s

Today12/4/08

Active now

Long-Term

Short –Term


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Client Case Studies: Global Payment Transfer CompanyApproach: Define BI Roles and Responsibilities

ROLE Business Data Users Business Data Stewards DW Reporting Governance Board

(RGB)Executive Sponsors

Primary Activities

Report/Data user, communicate needs/issues

Gatekeeper of the Department; Determine validity of requests, Qualify the need, escalate to RGB if

requirement outside existing DW

Review and prioritize requests/issues. Approve with Enterprise; Communicate changes; Manage Change

Set policy, ensure compliance, serve as

ultimate authority

• Adhere to established reporting and data usage policies

• Communicate reporting and data issues to assigned Data Steward; provide documentation as required

• Communicate business requirements to technical developers and be able to translate technical solutions to the business user community

• Serve as gatekeeper of the department which they represent; determine if user requests have business value and escalate to appropriate governing body as needed

• Identify and support technical resources in their area (data tools like – Report Studio and Query Studio users)

• Prioritize report and data requests within their departments

• Review and approve reports & queries submitted for publication within their departments

• Consistently interact and collaborate with Program Management, technical architects, developers and testing teams

• Assess and communicate impact of namespace changes on their departments

• Communicate upcoming changes to their departments

• Ensure users are compliant with MGI User Security policies and procedures

• Serve on the Data Stewardship Committee• Review access request by user constituency and

approve request, etc.

• Meet regularly to review change requests submitted by Data Stewards

• Prioritize incoming requests based on business need

• Identify if impact analysis needs to be done; assign tasks as needed

• Forward complete requests (following successful impact analysis) to MGI Compliance Council

• Approve or deny requests based on the reporting governance policy defined by Executive Sponsors

• Escalate requests to Executive Sponsors when a consensus cannot be reached or the change conflicts with existing policies

• Communicate request status, impact, and priority to all affected parties in accordance with the reporting communication policy

• Maintain central repository of requests and provide tracking statistics (i.e., total number of requests, number open, number approved, etc.)

• Approve or deny change requests escalated by Data Stewards and Reporting Governance Board

• Define/update enterprise reporting governance and communication policies

• Communicate policy changes to the RGB for impact analysis and communication to the enterprise

Role –Legend(see process flow)

A B C D

Res

pons

ibilit

ies


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Client Case Studies: Global Payment Transfer CompanyApproach: Develop Communication Plan

Timing/Frequency

Audience AudienceCount

(Guess)

Trigger Message Method/ Channel

Frequency Pre-Go Live Post-Go Live

Project Steering Committee

6 RGB Change Management metrics i. Performance Metricsii. Policy Changesiii. Status

Email (groundwork); Consensus work via team meetings

Weekly Regularly-scheduled team meetings (monthly)

n/a

All Stakeholders 25 Scope ChangeChange Management Processes & Procedures

i. Metricsii. Scope Changeii. Change Management Processes &

Meeting Ad-Hoc as required Scope Change n/a

Core Project Team 75 Project Status ReportTask-related detailsMilestonesDependencies

i. Project progressii. Task-related detailsiii. Milestonesiv. Dependencies

Team meetings, task-related meetings; Individual meetings; Task/review-specific email

Ad-Hoc as required Weekly (minimum)

Regularly-scheduled team meetings (daily, weekly, monthly); And as needed

Bi-monthly

DW Partners (Oracle Apps, Jaros, Cognos, legacy apps)

5 Scope changeBusiness process changeData element requestTable structure changesETL changes

i. Scope changeii. Business process changeiii. Data element requestiv. Table structure changesv. ETL changes

Meeting;

Email

Ad-Hoc as required As Required As Required

MGIDW Data Management

10 Project overview & progress i. Project overview & progress Email Ad-Hoc as required With each major milestone or at least every 3 months and with in 3 weeks of go

As Required

MGI – Cognos User Security

5 Project overview & progressProject deliverablesChanges to sensitive field list and data model changes depending on types of ???

i. Project overview & progressii. Project deliverablesiii. Changes to sensitive field list and data model changes depending on types of security implemented

Email Ad-Hoc as required Beginning 3 months before go live, as needed

As Required

MGI IT User Security (Privacy)

2 Project overview & progressCognos user rolesUser access permissions Project deliverable overview

i. Project overview & progressii. Cognos user rolesiii. User access permissions

Email Ad-Hoc as required Within 3 months of go-live and as needed

As Required

IT Service Center/Infrastructure (Help Desk/Network-LAN)

1 Specifics re: impact on workstations (new DLL's, Plug-Ins, etc.)Changes affecting helpdesk

i. Project deliverable overviewii. Specifics re: impact on workstations (new DLL's, Plug-Ins, etc.)iii. Changes affecting help desk Procedures

Email Ad-Hoc as required 3-to-5 weeks before go-live and prior to Query/Report Studio training

As Required

Pr o j ec t

summit


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Client Case Studies: Global Payment Transfer CompanyApproach: Develop Communication Plan, continued

Timing/Frequency

Audience AudienceCount

(Guess)

Trigger Message Method/ Channel

Frequency Pre-Go Live Post-Go Live

MGI Executive Committee 5 Policy presentation for approval i. Policy presentation for approval ESLT meeting Monthly As Required As Required

DW Users 250 Project overview & progressProject deliverablesAny changes visable to

i. Project overview & progressii. Project deliverablesiii. Any changes visible to users

Email Ad-Hoc as required With each major milestone, within three months of go-live, then as needed

As Required

General MGI Brief description with pointers to project page, demo site, “how to” page & ???

i. Brief description with pointers to project page, demo site, “how to” page & contact info

Newsletter Monthly Monthly Quarterly

SOx Advisory Council (Internal Audit)

5 Project overview & progressBusiness overview controlsApplication controlsAutomated controls affected

i. Project overview & progressii. Business process controlsiii. Application controlsiv. Automated controls affected by request (new or change)

Council Meeting;One-on-One meetings, EmailBoard/Council meeting

Ad-Hoc as requiredWeekly (minimum)

With each major change request or scope change

With each major change request

Governing Boards (RGB, ESC, Compliance)

5 Project overview (basic understanding, high level timeline)

i. Project overview (basic understanding, high level timeline)

Board/Council meeting Monthly Within 3 months of go-live, ad-hoc as required

With every change request

Data Steward Council 20 Project overview & progressPolicy design or changeEnterprise level changesEntity level control requirement considerations

i. Project overview & progressii. Policy design or changeiii. Enterprise level changesiv. Entity level control requirement considerations and/or changes

Data Steward Council meeting

Quarterly With each major milestone; Scope change; Enterprise Change Request; Every 3 months (minimum); More often during testing phases

With every change request

NGI

Gove r nance


4848

* Note: The timeline above is representative. The actual timeline will be based on the outcome of the current re-planning activities.

Client Case Studies: Global Payment Transfer CompanyApproach: Create a Roadmap


4949

Client Case Studies Financial Services (Global Payment Transfer Company)

Client OutcomesThis client is currently re-planning their BI implementation to create a solution that will provide both short- and long-term value.We provided this client with a strong foundation on which to build their BI strategy through the following:• Business requirements database and reports facilitated testing and traceability

between requirements and reporting, as well as enabled search and sort capabilities• Project timelines and risk identification provided project transparency for business

stakeholders• Established a solid knowledge base to support a BI environment


50

BI Trends



51

BI Trends,

Data VisualizationDefinition: The communication of information through graphical means. Historically, data visualization was achieved through executive dashboards with graphs and widgets, but it includes any graphic that conveys information.Benefits• Simplifies interpretation of data for

non-technical users• Enables efficient identification of trends

in performance over time• May emphasize points of concern for

management and enable timely responses

Source: Time Magazine


52

BI Trends, continued

Predictive AnalyticsDefinition: The use of business intelligence technologies to make predictions about future events based on current and historical data. Predictive Analytics is forward-looking. Common examples include the credit scoring system and insurance underwriting.Benefits• Enables proactive decisions instead

of only reacting to past events• Enables management to anticipate

negative events and lessen their impact on the business

• Improves effectiveness of marketing campaigns by predicting customer behavior and targeting appropriately


53


Social Media AnalyticsDefinition: The use of business intelligence technologies to identify, track, and participate in web conversations about a particular brand, product or issue, with emphasis on quantifying the trend in each conversation's sentiment and influence.Benefits• Enables tracking and participation in

web conversations about your product or service

• Attempts to quantify brand loyalty and public perception of your product

• Provides timely market research and insight for new product development

Source: Time Magazine


54




5555

Questions??

Questions


5656

The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity.Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date itis received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional adviceafter a thorough examination of the particular situation.

Contact

KPMG LLPSuite 1900303 E. WackerChicago, IL 60601

[email protected]

George HaenischSenior Manager, KPMG LLPAdvisory Services

Office (312) 665-2850Cell (630) 240-2130

KPMG

KPMG LLP, a Canadian limited liability partnership.

KPMG LLPSuite 1900303 E. WackerChicago, IL 60601

[email protected]

Mitch SiewertSenior Manager, KPMG LLPAdvisory Services

Office (312) 665-2804Cell (262) 707-8085

KPMG

KPMG LLP, a Canadian limited liability partnership.

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