1. Which SAP BI App will be most successful for 2011?
Dec 29, 2010
Global Comments on BI Valuenomics
Topic: BI Valuenomics - The story of meeting business expectations in business intelligence
www.bivaluenomics.blogspot.com
SAP : BI Valuenomics is an excellent book. I enjoyed it so much we bought 10 copies and are giving it to our customers
USA: We are making BI Valuenomics a must read for all people associated with BI. Our business loves the book; our IT feels it provides a solution to teaming for success
Austria: I was little surprised that the problem is a lot bigger than I expected :). Thank you it is very interesting but I received it this morning so I we will maybe have an interesting discussion - but your investigation matches our experience here in Europe too.
Canada: I wish we have this book three years ago. we could have saved a minimum of 4 to 6 million dollars. This matches very closely with our experience
Australia: Why could you not have published this book two years ago. We could have avoided so many headaches
Chile: This book reads like the BI implementation at our company. By the way it we depended on the technology solution and it was a sheer disaster
France: I am a Business leader and I understood every page I read. Thank you for writing this great book. I am making this a mandatory read for all of our business stakeholders as you have advised.
If you have read it send me your comments, send it to bivaluenomics@bidatabridge.com
Hari Guleria
www.bivaluenomics.blogspot.com
SAP : BI Valuenomics is an excellent book. I enjoyed it so much we bought 10 copies and are giving it to our customers
USA: We are making BI Valuenomics a must read for all people associated with BI. Our business loves the book; our IT feels it provides a solution to teaming for success
Austria: I was little surprised that the problem is a lot bigger than I expected :). Thank you it is very interesting but I received it this morning so I we will maybe have an interesting discussion - but your investigation matches our experience here in Europe too.
Canada: I wish we have this book three years ago. we could have saved a minimum of 4 to 6 million dollars. This matches very closely with our experience
Australia: Why could you not have published this book two years ago. We could have avoided so many headaches
Chile: This book reads like the BI implementation at our company. By the way it we depended on the technology solution and it was a sheer disaster
France: I am a Business leader and I understood every page I read. Thank you for writing this great book. I am making this a mandatory read for all of our business stakeholders as you have advised.
If you have read it send me your comments, send it to bivaluenomics@bidatabridge.com
Hari Guleria
BI VALUENOMICS now on mobile devices
BI Valuenomics is now Mobile enabled. So mark this on your mobile devices and coem and link up
Nov 2, 2010
Customer just spoke out the two most important things for a BW success
At the Orlando Reporting and Analytics conference a customer just spoke about the two most important things that make a BI successful.
1) The first is to have a solid BI Strategy
2) The second is total Business participation
Is that a conincidence
This is BI Valuenomics from radio VOE (Voice of Experience)
1) The first is to have a solid BI Strategy
2) The second is total Business participation
Is that a conincidence
This is BI Valuenomics from radio VOE (Voice of Experience)
Sep 11, 2010
Despite the crunch BI market grew in 2009
In 2008 the global BI market was at $8.8 billion. In 2009 it grew by 4.2 percent to $9.3 Biillion.
Based on the current stats that 45% of BI initiatives do not achieve 'business expectations' as the time of Go-live and that it costs companies anywhere from 3 to a 100 times more to fix a BI problem after 'Go-Live'
And, if all other things remain constant then in 2008 we mutually wasted $3.96 Billion, and in 2009 we may have collectively wasted $4.185 Billion.
In 2010 BI also got relegated from its long standing #1 priority of 1,527 global CIO's to #5. However, every CIO's interviewed by the author still agrees that Reports, Analytics and Informatics remain a critical business requirement in every enterprise.
Gartner stats on September 8, 2010 that Meeting Business Expectations' or Business Value Attainment is still an elusive enigma for most BI initiatives. The quote:-
“After decades of investments in IT, many organizations still feel that its ability to generate true business insight that can elevate that organization's capability to compete in its chosen market(s) is not as effective as it could and should be. Business intelligence, analytics, pattern recognition, and "smart" solutions are the new vocabulary of IT's value; new IT-related initiatives that don't fit within this framework will be increasingly less attractive to enterprises that are not interested in more "IT for IT's sake," but are laser-focused on "IT for the business' sake."
We call this the road to 'Business Value Attainment'
--------
Table 1
Worldwide BI, Analytics and Performance Management Revenue Estimates for 2009 (Millions of U.S. Dollars)
SAP dominated the market but was the only player with a negative growth.
Company 2009 Market Share 2008 2008 Market Share 2009-2008 Growth
SAP 2,084.1 22.42, 096.1 23.4 -0.6
Oracle 1,351.1 14.5 1,284.0 14.4 5.2
SAS Institute 1,324.6 14.2 1,286.6 14.4 3.0
IBM 1,135.6 12.2 996.5 11.1 14.0
Microsoft 739.1 7.9 681.5 7.6 8.5
MicroStrategy 295.0 3.2 280.0 3.1 5.4
Other Vendors 2,392.4 25.7 2,322.3 26.0 3.0
Total 9,321.9 100.0 8,946.9 100.0 4.2
Based on the current stats that 45% of BI initiatives do not achieve 'business expectations' as the time of Go-live and that it costs companies anywhere from 3 to a 100 times more to fix a BI problem after 'Go-Live'
And, if all other things remain constant then in 2008 we mutually wasted $3.96 Billion, and in 2009 we may have collectively wasted $4.185 Billion.
In 2010 BI also got relegated from its long standing #1 priority of 1,527 global CIO's to #5. However, every CIO's interviewed by the author still agrees that Reports, Analytics and Informatics remain a critical business requirement in every enterprise.
Gartner stats on September 8, 2010 that Meeting Business Expectations' or Business Value Attainment is still an elusive enigma for most BI initiatives. The quote:-
“After decades of investments in IT, many organizations still feel that its ability to generate true business insight that can elevate that organization's capability to compete in its chosen market(s) is not as effective as it could and should be. Business intelligence, analytics, pattern recognition, and "smart" solutions are the new vocabulary of IT's value; new IT-related initiatives that don't fit within this framework will be increasingly less attractive to enterprises that are not interested in more "IT for IT's sake," but are laser-focused on "IT for the business' sake."
We call this the road to 'Business Value Attainment'
--------
Table 1
Worldwide BI, Analytics and Performance Management Revenue Estimates for 2009 (Millions of U.S. Dollars)
SAP dominated the market but was the only player with a negative growth.
Company 2009 Market Share 2008 2008 Market Share 2009-2008 Growth
SAP 2,084.1 22.42, 096.1 23.4 -0.6
Oracle 1,351.1 14.5 1,284.0 14.4 5.2
SAS Institute 1,324.6 14.2 1,286.6 14.4 3.0
IBM 1,135.6 12.2 996.5 11.1 14.0
Microsoft 739.1 7.9 681.5 7.6 8.5
MicroStrategy 295.0 3.2 280.0 3.1 5.4
Other Vendors 2,392.4 25.7 2,322.3 26.0 3.0
Total 9,321.9 100.0 8,946.9 100.0 4.2
Value Props, BVA and meeting business expectations
Value Proposition is defined as an analysis and quantified review of the benefits, costs and value that an organization can deliver to customers and other constituent groups within and outside the organization. The value proposition unfortunately so far is measured by a simple P&L formula where value=benefit/cost.
The creation of value is a strategic endeavor.
Unfortunately there are too many players with their own value drivers that influence the overall value proposition game, mostly in their favor.
Most BI projects are measured with the traditional manufacturing and technology value benefits based on the experience of knowledge workers created by the principles laid down from Taylor (industry); Ford (assembly line) and Deming (JIT manufacturing).
With the advent of the new Information era, currently dominated by the likes of Google, Yahoo and the new MS Bing some of the traditional processes simply burst at the seams. Add to this the traditional manufacturing/ construction project management techniques still practiced in project management and we have spaghetti of legacy processes with which we are trying to drive modern value parameters.
Most of these principles were based on the traditional sales techniques of an society that was dominated with a single, or few knowledge workers defining assumed values. Parts of the impact of these processes are evident in the aftermath left by the financial crisis of October 2008 or 10/08 and the various industries that were dominated by traditional knowledge workers.
In marketing we measure customer value as the total benefits that a vendor promises that a customer will receive in return for a customer’s payment.
In BI the result of this traditional knowledge based decision has been reported by Gartner, AMR, Forrester and even Business Week clearly identifying that Business Intelligence is not meeting business expectations. Taking a deeper dive on we find total spend on BI in 2008 at $8.8 billion.
By September 8, 2010 Gartner still reports that Quote “After decades of investments in IT, many organizations still feel that its ability to generate true business insight that can elevate that organization's capability to compete in its chosen market(s) is not as effective as it could and should be. Business intelligence, analytics, pattern recognition, and "smart" solutions are the new vocabulary of IT's value; new IT-related initiatives that don't fit within this framework will be increasingly less attractive to enterprises that are not interested in more "IT for IT's sake," but are laser-focused on "IT for the business' sake."
In other words 'Without Business in Business Intelligence, BI is Dead' (Gartner 2010)
The modern information era will now get dominated by the marketing concepts and ‘Business Value Attainment’ processes that changes the ownership of BI processes from knowledge workers to Business Value Workers.
The focus of this new breed of Business Value Workers is elimination of knowledge for the sake of knowledge, or IT for the sake of IT, but the true measure of BVA, or meeting business expectations.
Business Value Attainment is the new mantra for BI success
It should not come as a surprise to read that 92% of BI projects are declared successful in week 1 of go-live and only 55% of them remain so by week 10.
One of the key reasons for this is a fundamentally defective manner in which we manage BI projects, based on the CFO technique of construction project audits. Look around in any projct room and we only see charts measuring cost, tasks and time. So it should not come as a surprise that at time of go-live we meet all these requirements 92% of the times and declare the project a success.
However, 8-10 weeks down the line we hit the wall of ‘Business Expectations’ and bang the successful IT project suddenly has to face the reality of not meeting expected business value. In 45% of the case it fails.
Some assume that this may be higher but then that is playing into conspiracy theories. Looking back we find very few projects that actually measure and report on ‘business expectations’ from the start of the project with the same intensity as they do cost, time and scope. Infact if we look at all the project management training from PMP or PMI to programs from MS projects, to other IT project management application and business expectations simply does not exist. Try this one out - go look for ‘Business Expectations’ or anything resembling that aspect of a BI project and dont be surprised when you dont find it there..
That ladies and gentlemen is the reason we do not achieve business expectations is because we never planned, measured, audited or reported it throughout the BI project lifecycle. Nice surprise....
So the question is ‘How does one alter the BI processes to safeguards enterprise BI investments’ - Install the BVA pronciples and processes into your BI Project processes.
Conclusion
Value is a many faceted subjective mirror where each partner sees only the reflection of their own value drivers that overshadows all else.
Business Value on the other hand is an objective methodology of measuring Informatics ‘defects’ in an empirical manner that eliminates the traditional value based smoke and mirrors.
Action Item: One measure that can be implemented next Monday by any executive is ‘Give me a list of total reports, analytics and informatics available in each BI/DW environment and then let users select ones that they can use today without any further changes’ that is BVA.
The creation of value is a strategic endeavor.
Unfortunately there are too many players with their own value drivers that influence the overall value proposition game, mostly in their favor.
Most BI projects are measured with the traditional manufacturing and technology value benefits based on the experience of knowledge workers created by the principles laid down from Taylor (industry); Ford (assembly line) and Deming (JIT manufacturing).
With the advent of the new Information era, currently dominated by the likes of Google, Yahoo and the new MS Bing some of the traditional processes simply burst at the seams. Add to this the traditional manufacturing/ construction project management techniques still practiced in project management and we have spaghetti of legacy processes with which we are trying to drive modern value parameters.
Most of these principles were based on the traditional sales techniques of an society that was dominated with a single, or few knowledge workers defining assumed values. Parts of the impact of these processes are evident in the aftermath left by the financial crisis of October 2008 or 10/08 and the various industries that were dominated by traditional knowledge workers.
In marketing we measure customer value as the total benefits that a vendor promises that a customer will receive in return for a customer’s payment.
In BI the result of this traditional knowledge based decision has been reported by Gartner, AMR, Forrester and even Business Week clearly identifying that Business Intelligence is not meeting business expectations. Taking a deeper dive on we find total spend on BI in 2008 at $8.8 billion.
By September 8, 2010 Gartner still reports that Quote “After decades of investments in IT, many organizations still feel that its ability to generate true business insight that can elevate that organization's capability to compete in its chosen market(s) is not as effective as it could and should be. Business intelligence, analytics, pattern recognition, and "smart" solutions are the new vocabulary of IT's value; new IT-related initiatives that don't fit within this framework will be increasingly less attractive to enterprises that are not interested in more "IT for IT's sake," but are laser-focused on "IT for the business' sake."
In other words 'Without Business in Business Intelligence, BI is Dead' (Gartner 2010)
The modern information era will now get dominated by the marketing concepts and ‘Business Value Attainment’ processes that changes the ownership of BI processes from knowledge workers to Business Value Workers.
The focus of this new breed of Business Value Workers is elimination of knowledge for the sake of knowledge, or IT for the sake of IT, but the true measure of BVA, or meeting business expectations.
Business Value Attainment is the new mantra for BI success
It should not come as a surprise to read that 92% of BI projects are declared successful in week 1 of go-live and only 55% of them remain so by week 10.
One of the key reasons for this is a fundamentally defective manner in which we manage BI projects, based on the CFO technique of construction project audits. Look around in any projct room and we only see charts measuring cost, tasks and time. So it should not come as a surprise that at time of go-live we meet all these requirements 92% of the times and declare the project a success.
However, 8-10 weeks down the line we hit the wall of ‘Business Expectations’ and bang the successful IT project suddenly has to face the reality of not meeting expected business value. In 45% of the case it fails.
Some assume that this may be higher but then that is playing into conspiracy theories. Looking back we find very few projects that actually measure and report on ‘business expectations’ from the start of the project with the same intensity as they do cost, time and scope. Infact if we look at all the project management training from PMP or PMI to programs from MS projects, to other IT project management application and business expectations simply does not exist. Try this one out - go look for ‘Business Expectations’ or anything resembling that aspect of a BI project and dont be surprised when you dont find it there..
That ladies and gentlemen is the reason we do not achieve business expectations is because we never planned, measured, audited or reported it throughout the BI project lifecycle. Nice surprise....
So the question is ‘How does one alter the BI processes to safeguards enterprise BI investments’ - Install the BVA pronciples and processes into your BI Project processes.
Conclusion
Value is a many faceted subjective mirror where each partner sees only the reflection of their own value drivers that overshadows all else.
Business Value on the other hand is an objective methodology of measuring Informatics ‘defects’ in an empirical manner that eliminates the traditional value based smoke and mirrors.
Action Item: One measure that can be implemented next Monday by any executive is ‘Give me a list of total reports, analytics and informatics available in each BI/DW environment and then let users select ones that they can use today without any further changes’ that is BVA.
Sep 10, 2010
The quest for meeting business expectations in BI
BVA is the engineered process of Business Value Attainment.
Many BI implementations pursue a path of technology as the ultimate solution, very much like during the early industrial era management thought that machines would solve every manufacturing problem on the planet.
The general maturity of a new technological era falls at around 15-20 years, and we are right now at that exact cusp point where some of us are questioning the concept of technology being the total solution in providing BI answers.
Some companies are violently realizing that their 12 to 14 million dollars and blind faith in technology as the solution provider did not meet business expectations. Such companies are scattered across continents and platforms.
There are three major problems with BI projects that do not provide expected business value.
The first being that there is still the unmet expectations of business reports, analytics and informatics
The second is the investors and shareholders
The third is that it costs anywhere from 3 to 100 times more to fix a problem after ‘Go-Live’ than if it is planned and fixed in the initial phases.
Semiconductor manufacturer spent 12 million dollars only to realize that from an IT and Budget perspective the project was a big success. However, 6-8 weeks down the line only to realize that from a business perspective it was not so. Same thing happens to a major mining company and then still another. Together we wasted over $3.5 billion in 2008 alone and it is time we increased the ROI on BI investments to be better than .55 of initial investment (measured in business satisfaction)
(remember it will take a minimum of 2x more to reach the original goal and meet initial expectations, not counting the anxieties and trauma in the interim period)
Many BI implementations pursue a path of technology as the ultimate solution, very much like during the early industrial era management thought that machines would solve every manufacturing problem on the planet.
The general maturity of a new technological era falls at around 15-20 years, and we are right now at that exact cusp point where some of us are questioning the concept of technology being the total solution in providing BI answers.
Some companies are violently realizing that their 12 to 14 million dollars and blind faith in technology as the solution provider did not meet business expectations. Such companies are scattered across continents and platforms.
There are three major problems with BI projects that do not provide expected business value.
The first being that there is still the unmet expectations of business reports, analytics and informatics
The second is the investors and shareholders
The third is that it costs anywhere from 3 to 100 times more to fix a problem after ‘Go-Live’ than if it is planned and fixed in the initial phases.
Semiconductor manufacturer spent 12 million dollars only to realize that from an IT and Budget perspective the project was a big success. However, 6-8 weeks down the line only to realize that from a business perspective it was not so. Same thing happens to a major mining company and then still another. Together we wasted over $3.5 billion in 2008 alone and it is time we increased the ROI on BI investments to be better than .55 of initial investment (measured in business satisfaction)
(remember it will take a minimum of 2x more to reach the original goal and meet initial expectations, not counting the anxieties and trauma in the interim period)
Aug 10, 2010
BI Valuenomics now in Print
BI Valuenomics is now available in Print.
Google [ISBN, 9781449080198] to find / buy the book
Purchase :
Authorhouse: http://www.authorhouse.com/Bookstore/ItemDetail.aspx?bookid=67931
Amazon: http://www.amazon.com/Bi-Valuenomics-Business-Value-Delivered/dp/1449080197/ref=sr_1_1?s=books&ie=UTF8&qid=1281822219&sr=1-1#_
Blog: http://bivaluenomics.blogspot.com to the book blog
Book Title: BI Valuenomics – The story of meeting Business Expectations in Business Intelligence
The first Business Intelligence book written from the ground up for Business Users with an actionable roadmap to ‘Meeting Business Expectations in BI initiatives’, it is agnostic of platform or technology but dealt with the fundamentals of DW and BI.
Initial Reader comments:- (All from the back cover of the book)
“Gartner identified the enigma to BI Success. Hari provides a clear roadmap to attain it”
“This book hits the bull’s-eye on the main challenge facing corporate BI today, ...from being technology centric to business driven with a BI strategy thought process…”
“Perfectly timed, surgically focused insights . Just when we were lost in our BI investments Hari shows us the Business focused path out of the confusion”
“Every C level executive focused on a positive ROI from BI needs to read this book, it will BI ensure success…”
I look forward to your comments and clarifications.
Best Regards
Hari Guleria
Author of BI Valuenomics
(408) 835-9552
Google [ISBN, 9781449080198] to find / buy the book
Purchase :
Authorhouse: http://www.authorhouse.com/Bookstore/ItemDetail.aspx?bookid=67931
Amazon: http://www.amazon.com/Bi-Valuenomics-Business-Value-Delivered/dp/1449080197/ref=sr_1_1?s=books&ie=UTF8&qid=1281822219&sr=1-1#_
Blog: http://bivaluenomics.blogspot.com to the book blog
Book Title: BI Valuenomics – The story of meeting Business Expectations in Business Intelligence
The first Business Intelligence book written from the ground up for Business Users with an actionable roadmap to ‘Meeting Business Expectations in BI initiatives’, it is agnostic of platform or technology but dealt with the fundamentals of DW and BI.
Initial Reader comments:- (All from the back cover of the book)
“Gartner identified the enigma to BI Success. Hari provides a clear roadmap to attain it”
“This book hits the bull’s-eye on the main challenge facing corporate BI today, ...from being technology centric to business driven with a BI strategy thought process…”
“Perfectly timed, surgically focused insights . Just when we were lost in our BI investments Hari shows us the Business focused path out of the confusion”
“Every C level executive focused on a positive ROI from BI needs to read this book, it will BI ensure success…”
I look forward to your comments and clarifications.
Best Regards
Hari Guleria
Author of BI Valuenomics
(408) 835-9552
Aug 2, 2010
What OLAP to use with SAP BW
Just came out of a meeting where the Houston based customer needs to make a OLAP delivery decision. They have been using BW for the last 3 years and are now migrating to Business Objects OLAP.
Decision 1 whether to stay with BEx reporting or move it all to BO
My recommendations:
1. There are many reports that are best run via the BW.
a. Where performance is bad the customer had a BW Accelerator installed.
b. I disagree with SAP’s recommendations that there is no modeling required for BW Accelerator
i. BW Accelerator is a very expensive appliance and modeling can decrease BW footprint anywhere
from 20 to 60%. This means reduction of blades by 20 to 60%, or being able to put 20 – 60% more
cubes into the same number of blades.
ii. The first choice should be to model for performance. We demonstrated increasing some DSO reports
performance from 517 seconds to under 20 seconds in under 2 days of automated modeling. This is
with no BWA or any hardware changes.
2. There are many reports that run more efficiently in Business Objects
a. Core strength is Ad-Hoc capabilities
b. Second core strength is Remote query capabilities
c. Selection is critical
d. Use Xcelsius for standalone visualization
e. Use WebI for remote query capabilities and ad-hoc reporting
f. Use Crystal Reports for fixed pixel reporting and fixed format reporting
The key once again is that OLAP deployment must not be simply a technology decision but that of business needs with OLAP becoming a competitive service provider to meet business needs.
Decision 1 whether to stay with BEx reporting or move it all to BO
My recommendations:
1. There are many reports that are best run via the BW.
a. Where performance is bad the customer had a BW Accelerator installed.
b. I disagree with SAP’s recommendations that there is no modeling required for BW Accelerator
i. BW Accelerator is a very expensive appliance and modeling can decrease BW footprint anywhere
from 20 to 60%. This means reduction of blades by 20 to 60%, or being able to put 20 – 60% more
cubes into the same number of blades.
ii. The first choice should be to model for performance. We demonstrated increasing some DSO reports
performance from 517 seconds to under 20 seconds in under 2 days of automated modeling. This is
with no BWA or any hardware changes.
2. There are many reports that run more efficiently in Business Objects
a. Core strength is Ad-Hoc capabilities
b. Second core strength is Remote query capabilities
c. Selection is critical
d. Use Xcelsius for standalone visualization
e. Use WebI for remote query capabilities and ad-hoc reporting
f. Use Crystal Reports for fixed pixel reporting and fixed format reporting
The key once again is that OLAP deployment must not be simply a technology decision but that of business needs with OLAP becoming a competitive service provider to meet business needs.
1st Published Book is now in my hands
The first printed book is now in my hands and the full-blown publish date is but a week or two away at the maximum. The only component with 1 change is the cover.
BI Valuenomics is the first BI book written only for the business in the BI environment. Business executives, business owners, business analysts and business users.
One business owner promised to read the book with a question “..but I may not understand it..”
My answer to her was as follows “You should be able to understand and relate to almost every page. This book has no technical content and it is agnostic of any technology or platform. It is an actionable roadmap for business stakeholders, that every reader should be able to understand” If a business stakeholder cannot understand a page then I have failed in that page”. My 19 year old son, currently studying management could understand almost every page in the book.
The book will be available in the coming week or two and I will then send everyone the link to the publisher site.
Welcome to the world of ‘Meeting Business Expectations in BI’
For clarifications send email to bivaluenomics@bidatabridge.com
BI Valuenomics is the first BI book written only for the business in the BI environment. Business executives, business owners, business analysts and business users.
One business owner promised to read the book with a question “..but I may not understand it..”
My answer to her was as follows “You should be able to understand and relate to almost every page. This book has no technical content and it is agnostic of any technology or platform. It is an actionable roadmap for business stakeholders, that every reader should be able to understand” If a business stakeholder cannot understand a page then I have failed in that page”. My 19 year old son, currently studying management could understand almost every page in the book.
The book will be available in the coming week or two and I will then send everyone the link to the publisher site.
Welcome to the world of ‘Meeting Business Expectations in BI’
For clarifications send email to bivaluenomics@bidatabridge.com
May 30, 2010
How Many BI's can you pile before information
I recently ran into a case where we found 3 BI's one on top of the other to deliver some imformation. Sure would love to hear from your sides as to how many you have actually found / handled .
sedn to bivaluenomics@bidatabridge.com
sedn to bivaluenomics@bidatabridge.com
May 26, 2010
Chapters of BI Valuenomics
Contents
Prologue 13
Introduction 15
The 2010 Gartner report on global BI 23
Gartner’s 2010 magic quadrant 30
So what should BI plan to Improve? 33
Who stole my BI Business expectations? 36
Crime identification 37
The Tangential Findings 46
How some BI Projects are Run Today 51
‘As-Is’ BI Project decision Flow 51
The Story of Business Intelligence 64
The Way BI Projects should be Run 72
Who should own BVA in a BI Project 85
The BI – BVA Goal 86
The world of the Information Consumer 90
Initial Self Analysis 95
BI Maturity Matrix 97
BI Fault Tree Analysis 99
BVA in BI 101
Business Focused BI Framework 106
The Mirage of BI Success 110
The Economics of Efficiency 112
How decisions impact BI Projects 116
Team Dynamics and BI Projects 125
Can Executive Thinking get Delusional 130
Redefining BI project Success 135
Personal success definition- Type 1 137
BI success definition- Type 1 139
BVA success definition- Type 2 141
BVA Success measurement 142
When to implement BI 149
IT Project Cycles 149
Concurrent ERP & BI Go-Live 150
BI implemented subsequent to the ERP 153
The value of Business Value Attainment 159
Selling approach 166
Marketing Approach 166
Gartner’s Key Findings 172
Gartner’s Recommendations 2 173
Building a sustainable BI BVA roadmap 174
The BVA Blink moment 176
The 360 degree BI Initiative 178
A simple definition of a data warehouse 191
Building a ‘Social Value Engine’ in BI? 197
The macro BI Strategy Environment 203
The three cornerstones of BI - BVA 209
Business Participation 209
BI Strategy 210
Hallmarks of a BI strategy 213
Enterprise BI Cookbook 218
Architecture, Modeling & Standards in BI 222
BI Architecture 224
Business case: 226
1 - Business Architecture 226
2- Information Architecture 228
3- Data Quality Architecture 230
4- Technical Architecture 233
5 – Functional Architecture 236
6- Information Delivery Architecture 238
7- FEDW 239
8- FEDW 241
Caution: Building a BI on top of a BI 242
BI Modeling 245
Manual modeling: 249
Automated modeling: 250
Modeling for Business Value 260
Evolving from Data to Information Modeling 265
BI Standards 269
Contribute to the Social BI Capital 272
Key stakeholders of a BVA Kaizen Workshop 276
IPod and the art of Project Management 285
Traditional Project Management 285
The BVA BI Project management method 289
The IPod approach to BI Projects 294
‘Spanking New’ Information Revolution 299
Dawn of Information Acceptance 311
Start with BI BVA concepts 318
Enterprise ownership of BI 328
Core BI Competency 331
The ‘Key Success Factor’ for a FEDW BI 337
Business Ownership 341
Documented & Communicated Best Practices 341
Prioritized report delivery without distractions 341
Capital allocation in BI Project 344
About CA 346
Higher performance, lower costs: 349
What contributes to BI Failure 350
Is BI Prone to Recession? 357
Data, Information and Intelligence 358
The Hot BI Issues of tomorrow 365
The Value of the Business Value Owner 368
The Business Value Productivity Worker 371
The principles of TBVM 372
TBVM Impact on Costs 374
Differentiate Between Value & BVA 376
Roadmap to BI-BVA 378
Information consumers 378
Leverage the Strengths of the Triad 379
Five key BVA BI deployment questions 381
Information Consumer Requirements 383
Your Business Value Owner’s profile 386
The IDCM’s Methodology 388
TBVM Quality methods 389
Readying for the BVA harvest 393
CAB & BI Business Value 394
From Knowledge to Value Workers 399
The Value Workers Framework 403
Self Sustaining functionalities 404
BI Valuenomics takeaway’s 409
Plan for the Information consumer 411
The Future of BI 414
Reports or Informatics 414
Architecture: 418
Modeling 419
Executive Q&A 421
BI Valuenomics Resource List 424
Sample 1. Executive BI Best Practice Checklist 427
Sample 2: ‘BIOnTrak’ Checklist 428
Sample 3: BI BVA Checklist 429
Sample 4: Maturity matrix models 430
Sample 5: Source selection for Reports 432
Sample 6: The BVA Circle of BI Excellence 433
Sample 7: The global BVA process Flow 434
Sample 8: The BVA Project Management Life Cycle 434
Sample 9: Sample SIPOC for a BI Project 435
Bibliography: 436
Index 437
Prologue 13
Introduction 15
The 2010 Gartner report on global BI 23
Gartner’s 2010 magic quadrant 30
So what should BI plan to Improve? 33
Who stole my BI Business expectations? 36
Crime identification 37
The Tangential Findings 46
How some BI Projects are Run Today 51
‘As-Is’ BI Project decision Flow 51
The Story of Business Intelligence 64
The Way BI Projects should be Run 72
Who should own BVA in a BI Project 85
The BI – BVA Goal 86
The world of the Information Consumer 90
Initial Self Analysis 95
BI Maturity Matrix 97
BI Fault Tree Analysis 99
BVA in BI 101
Business Focused BI Framework 106
The Mirage of BI Success 110
The Economics of Efficiency 112
How decisions impact BI Projects 116
Team Dynamics and BI Projects 125
Can Executive Thinking get Delusional 130
Redefining BI project Success 135
Personal success definition- Type 1 137
BI success definition- Type 1 139
BVA success definition- Type 2 141
BVA Success measurement 142
When to implement BI 149
IT Project Cycles 149
Concurrent ERP & BI Go-Live 150
BI implemented subsequent to the ERP 153
The value of Business Value Attainment 159
Selling approach 166
Marketing Approach 166
Gartner’s Key Findings 172
Gartner’s Recommendations 2 173
Building a sustainable BI BVA roadmap 174
The BVA Blink moment 176
The 360 degree BI Initiative 178
A simple definition of a data warehouse 191
Building a ‘Social Value Engine’ in BI? 197
The macro BI Strategy Environment 203
The three cornerstones of BI - BVA 209
Business Participation 209
BI Strategy 210
Hallmarks of a BI strategy 213
Enterprise BI Cookbook 218
Architecture, Modeling & Standards in BI 222
BI Architecture 224
Business case: 226
1 - Business Architecture 226
2- Information Architecture 228
3- Data Quality Architecture 230
4- Technical Architecture 233
5 – Functional Architecture 236
6- Information Delivery Architecture 238
7- FEDW 239
8- FEDW 241
Caution: Building a BI on top of a BI 242
BI Modeling 245
Manual modeling: 249
Automated modeling: 250
Modeling for Business Value 260
Evolving from Data to Information Modeling 265
BI Standards 269
Contribute to the Social BI Capital 272
Key stakeholders of a BVA Kaizen Workshop 276
IPod and the art of Project Management 285
Traditional Project Management 285
The BVA BI Project management method 289
The IPod approach to BI Projects 294
‘Spanking New’ Information Revolution 299
Dawn of Information Acceptance 311
Start with BI BVA concepts 318
Enterprise ownership of BI 328
Core BI Competency 331
The ‘Key Success Factor’ for a FEDW BI 337
Business Ownership 341
Documented & Communicated Best Practices 341
Prioritized report delivery without distractions 341
Capital allocation in BI Project 344
About CA 346
Higher performance, lower costs: 349
What contributes to BI Failure 350
Is BI Prone to Recession? 357
Data, Information and Intelligence 358
The Hot BI Issues of tomorrow 365
The Value of the Business Value Owner 368
The Business Value Productivity Worker 371
The principles of TBVM 372
TBVM Impact on Costs 374
Differentiate Between Value & BVA 376
Roadmap to BI-BVA 378
Information consumers 378
Leverage the Strengths of the Triad 379
Five key BVA BI deployment questions 381
Information Consumer Requirements 383
Your Business Value Owner’s profile 386
The IDCM’s Methodology 388
TBVM Quality methods 389
Readying for the BVA harvest 393
CAB & BI Business Value 394
From Knowledge to Value Workers 399
The Value Workers Framework 403
Self Sustaining functionalities 404
BI Valuenomics takeaway’s 409
Plan for the Information consumer 411
The Future of BI 414
Reports or Informatics 414
Architecture: 418
Modeling 419
Executive Q&A 421
BI Valuenomics Resource List 424
Sample 1. Executive BI Best Practice Checklist 427
Sample 2: ‘BIOnTrak’ Checklist 428
Sample 3: BI BVA Checklist 429
Sample 4: Maturity matrix models 430
Sample 5: Source selection for Reports 432
Sample 6: The BVA Circle of BI Excellence 433
Sample 7: The global BVA process Flow 434
Sample 8: The BVA Project Management Life Cycle 434
Sample 9: Sample SIPOC for a BI Project 435
Bibliography: 436
Index 437
BOOK SENT TO PUBLISHER
Just another 4 to 6 weeks of waiting and the book will be out
BI Valuenomics – The economics of Business Value in Business Intelligence
See the final front and bacl covers for the BookBI Valuenomics (Front Cover): : https://www.box.net/shared/31n50gktk8
BI Valuenomics (Back Cover) : https://www.box.net/shared/8n4pcp7vj0
BI Valuenomics – The economics of Business Value in Business Intelligence
See the final front and bacl covers for the BookBI Valuenomics (Front Cover): : https://www.box.net/shared/31n50gktk8
BI Valuenomics (Back Cover) : https://www.box.net/shared/8n4pcp7vj0
May 4, 2010
Taking BI from CFO to BVA
A. 1,500 CIO's tell us that only 55% of their BI investments are working
B. In 2008 they spent over $ 8.8 billion on BI, and they wasted almost $4 billion
THEY ALL WANT TO KNOW, along with Gartner, Forrester, AMR and Business Week
WHY
They do not achieve 'Business Value Expectations'
WHAT WE FOUND
92% of BI Projects are declared successful in Week 1 of Go-Live
55% remain successful by Week 8
WHAT HAPPENED
100% of Projects measure Cost, Time and Scope
92% Achieve all three goals - thus they declare the project a success
55% Realize they did not meet business value in 8 weeks, because it was never measured or audited
BECAUSE
We manage our BW projects by the CFO & PMP rules
SO
- we make weekly reports on time,
- we make weekly reports on cost
- we make weekly reports on budgets
WE
- meet all cost, resource and budget obligations
HOWEVER- Throughout the end-to-end lifecycle, i.e.
1. Product selection process
2. Steering committee decisions
3. Busines Owner Approval
4. Project Processes
5. PMP guidance
6. Weekly reports
7. Monthly steering committee meetings
8. Integration tests
9. User Acceptance tests
10. Cutover Planning
11. Go Live
12. Go Live celebrations
***** WE NEVER CHECK FOR Business Value Attainment or Business Success *****
THUS
we collectively lost $4 billiuon, or 45% of our BI investments in 2008 alone
WHAT CAN WE DO
As a project process:-
0. Don't just measure Cost, Time and Resources
1. Start measuring BVA with the same vigor and frequency
At time of Contract negotiating
2. Place a BVA Audit process, and
3. Place clear BVA conditions
Just like you currently for Cost, Respource and Budgets
As a Weekly Status report
4. Add a column to check BVA for all selected deliverables
At time of UAT
5. Measure BVA for each report planned for delivery
At time of Go-Live
Measure success not by Cost, time and resource values, as these are not BVA but CFO
6. Measure them by BVA Value Audits
4.1 How many reports can business use TODAY without any changes whatsoever
4.1.1 Business can do this audit in under 4 days with a BVA owner
This measure represents SUCCESS and USER SATISFACTION
6.2 All the other reports represent degrees of failure
This measure represents FAILURE or USER DISSATISFACTION
CHANGE YOUR LATITUDE when DEFINING SUCCESS
B. In 2008 they spent over $ 8.8 billion on BI, and they wasted almost $4 billion
THEY ALL WANT TO KNOW, along with Gartner, Forrester, AMR and Business Week
WHY
They do not achieve 'Business Value Expectations'
WHAT WE FOUND
92% of BI Projects are declared successful in Week 1 of Go-Live
55% remain successful by Week 8
WHAT HAPPENED
100% of Projects measure Cost, Time and Scope
92% Achieve all three goals - thus they declare the project a success
55% Realize they did not meet business value in 8 weeks, because it was never measured or audited
BECAUSE
We manage our BW projects by the CFO & PMP rules
SO
- we make weekly reports on time,
- we make weekly reports on cost
- we make weekly reports on budgets
WE
- meet all cost, resource and budget obligations
HOWEVER- Throughout the end-to-end lifecycle, i.e.
1. Product selection process
2. Steering committee decisions
3. Busines Owner Approval
4. Project Processes
5. PMP guidance
6. Weekly reports
7. Monthly steering committee meetings
8. Integration tests
9. User Acceptance tests
10. Cutover Planning
11. Go Live
12. Go Live celebrations
***** WE NEVER CHECK FOR Business Value Attainment or Business Success *****
THUS
we collectively lost $4 billiuon, or 45% of our BI investments in 2008 alone
WHAT CAN WE DO
As a project process:-
0. Don't just measure Cost, Time and Resources
1. Start measuring BVA with the same vigor and frequency
At time of Contract negotiating
2. Place a BVA Audit process, and
3. Place clear BVA conditions
Just like you currently for Cost, Respource and Budgets
As a Weekly Status report
4. Add a column to check BVA for all selected deliverables
At time of UAT
5. Measure BVA for each report planned for delivery
At time of Go-Live
Measure success not by Cost, time and resource values, as these are not BVA but CFO
6. Measure them by BVA Value Audits
4.1 How many reports can business use TODAY without any changes whatsoever
4.1.1 Business can do this audit in under 4 days with a BVA owner
This measure represents SUCCESS and USER SATISFACTION
6.2 All the other reports represent degrees of failure
This measure represents FAILURE or USER DISSATISFACTION
CHANGE YOUR LATITUDE when DEFINING SUCCESS
How Simple is Infocube Modeling
The Legacy method of InfoCube Modeling: How difficult can InfoCube modeling be. I used to teach this class and here is how the legacy course went
1. Identify all the data elements you plan to bring into the warehouse
2. Create a set of logical dimensions
3. Take all the characteristics and allocate them a dimension you see most fit
4. Some Chars always got left out. These the modeler randomly placed in any available or a single new dimension called Misc.
How difficult is modeling:Here is a scientific principle to solving the Rubiks Cube.
A. All of us have tried to solve a Rubik's Cube one time or another
B. A Rubik Cube is an InfoCube with 6 dimensions, each containing 6 absolutely identical characteristics
C. An average human takes four to six month of trying only to give up.
D. With scientific principles and rules
D.1 The world record for solving the Rubiks cube is 7.08 seconds
D.1.1 Blindfolded (including memorizing) is 32.27 seconds
The secret to success ‘Rules and a scientific methodology’
1. The average size of a N. American InfoCube is 10 dimensions and 70 Characteristics
2. This is over 10 Billion options for modeling the InfoCube
3. Manual modeling is a ‘Fool’s Paradise’ option to InfoCube modeling
Fact 1: Manual modeling is now impossible
Fact 2: Even the most intelligent human cannot model an InfoCube perfectly
Fact 3: Modeling directly impacts Query Performance, Data Load time, Footprint and Information Quality (not to be mistaken with data quality)
Fact 4: Modeling for BW is very different than BW Accelerator, is very different from modeling for BO Explorer
For an InfoCube write to hguleria@bidatabridge.com
1. Identify all the data elements you plan to bring into the warehouse
2. Create a set of logical dimensions
3. Take all the characteristics and allocate them a dimension you see most fit
4. Some Chars always got left out. These the modeler randomly placed in any available or a single new dimension called Misc.
How difficult is modeling:Here is a scientific principle to solving the Rubiks Cube.
A. All of us have tried to solve a Rubik's Cube one time or another
B. A Rubik Cube is an InfoCube with 6 dimensions, each containing 6 absolutely identical characteristics
C. An average human takes four to six month of trying only to give up.
D. With scientific principles and rules
D.1 The world record for solving the Rubiks cube is 7.08 seconds
D.1.1 Blindfolded (including memorizing) is 32.27 seconds
The secret to success ‘Rules and a scientific methodology’
1. The average size of a N. American InfoCube is 10 dimensions and 70 Characteristics
2. This is over 10 Billion options for modeling the InfoCube
3. Manual modeling is a ‘Fool’s Paradise’ option to InfoCube modeling
Fact 1: Manual modeling is now impossible
Fact 2: Even the most intelligent human cannot model an InfoCube perfectly
Fact 3: Modeling directly impacts Query Performance, Data Load time, Footprint and Information Quality (not to be mistaken with data quality)
Fact 4: Modeling for BW is very different than BW Accelerator, is very different from modeling for BO Explorer
For an InfoCube write to hguleria@bidatabridge.com
Apr 4, 2010
BI Valyenomics 1- The Story of BI Success - Chapter list
Introduction 10
The 2010 Gartner positioning of global BI 14
The 2010 Gartner’s magic quadrant 19
So what should BI do in 2010? 22
Who stole my BI Business expectations? 24
Crime identification 26
Now come the interesting findings 36
How Good BI Projects go bad 42
‘As-Is’ BI Project decision Flow 42
The Story of Business Intelligence 54
Right BI the First time, Every time 62
Who should own BVA in a BI Project 75
The BI – BVA Goal 76
The world of the Information Consumer 80
Initial Self Test 85
BI Maturity matrix 88
BI Fault Tree Analysis 89
BVA in BI 91
Business Focused BI Framework 94
The mirage of BI Success 98
The economics of efficiency 101
How decisions impact BI Projects 105
Team Dynamics in BI Projects 113
Can Executive thinking get Delusional117
Redefining BI project Success 122
BI success definition- Type 1 125
BVA success definition- Type 2 126
BVA Success measurement 127
How good investments sometimes go bad 130
When to implement BI 134
Concurrent BI & ERP Go-Live 134
BI implemented after ERP 139
The value of Business Value Attainment 144
Gartner’s Key Findings 156
Gartner’s Recommendations 2 157
Building a sustainable BI BVA roadmap 158
The BVA Proposal 159
The 360 degree BI Initiative 161
A simple definition of a data warehouse 172
Building a social value engine in BI? 177
The macro BI Strategy Environment 183
The four cornerstones of BI - BVA 188
BI Strategy 188
Hallmarks of a BI strategy? 192
Enterprise BI Cookbook 196
Architecture, Modeling & Standards in BI 200
BI Architecture 201
1 - Business Architecture: 202
2- Information Architecture: 204
3- Data Quality Architecture 205
4- Technical Architecture: 208
5 – Functional Architecture: 210
6- Information Delivery Architecture: 211
7- FEDW Architecture: 212
BI Modeling 214
Manual modeling: 216
Automated modeling: 217
Modeling for Business Value 225
From Data to Information Modeling 230
BI Standards 233
Teaming for BI Success 236
Key stakeholders of the BVA Kaizen Workshop 237
Project Management & the IPod approach 245
Traditional Project Management 245
NEW BVA BI Project management 248
The IPod approach to BI Projects 253
How new is our Information revolution? 258
Why is BI Important 262
Dawn of Information Acceptance 266
Our start with the BI BVA concepts 273
The enterprise ownership of BI 280
Core BI Competency 283
The ‘Key Success Factor’ for FEDW is Standards 289
Business Ownership and participation in all BI decisions 292
Documented & Communicated Best Practices 293
Prioritized reporting delivery with high performance designs 293
Capital allocation in BI Project 296
About CA, ABC, BBC and CAP 298
Higher performance, lower costs: 300
What contributes to BI Failure 302
Is BI Prone to Recession? 308
Data, Information and Intelligence 309
The Hot BI Issues of tomorrow 316
Leveling the BI playing Field 319
The Value of the Business Value Owner 324
The Business Value Productivity worker 328
The principles of TBVM 330
TBVM Impact on Costs 331
How to Differentiate between Value & BVA 333
Roadmap to BI-Business Value Attainment 335
Information consumers 335
Leverage the strengths of the Triad 336
Two key BVA BI deployment questions 336
Information Consumer Requirements 338
Differentiating between data and Information 339
Business Value Owner’s profile 340
The IDCM Methodology 342
TBVM Quality methods 342
Summary 344
Readying for the Information era 345
The BI Business Value CAB Machine 346
From Knowledge to Value Workers 350
The Value Workers Framework 354
Self Sustaining functionalities 355
BI Valuenomics takeaway’s 360
BI Valuenomics Resource List 361
SAMPLE 1. Executive BI Checklist (Planning Steps) 363
Sample: Maturity matrix models: 364
Bibliography: 367
The 2010 Gartner positioning of global BI 14
The 2010 Gartner’s magic quadrant 19
So what should BI do in 2010? 22
Who stole my BI Business expectations? 24
Crime identification 26
Now come the interesting findings 36
How Good BI Projects go bad 42
‘As-Is’ BI Project decision Flow 42
The Story of Business Intelligence 54
Right BI the First time, Every time 62
Who should own BVA in a BI Project 75
The BI – BVA Goal 76
The world of the Information Consumer 80
Initial Self Test 85
BI Maturity matrix 88
BI Fault Tree Analysis 89
BVA in BI 91
Business Focused BI Framework 94
The mirage of BI Success 98
The economics of efficiency 101
How decisions impact BI Projects 105
Team Dynamics in BI Projects 113
Can Executive thinking get Delusional117
Redefining BI project Success 122
BI success definition- Type 1 125
BVA success definition- Type 2 126
BVA Success measurement 127
How good investments sometimes go bad 130
When to implement BI 134
Concurrent BI & ERP Go-Live 134
BI implemented after ERP 139
The value of Business Value Attainment 144
Gartner’s Key Findings 156
Gartner’s Recommendations 2 157
Building a sustainable BI BVA roadmap 158
The BVA Proposal 159
The 360 degree BI Initiative 161
A simple definition of a data warehouse 172
Building a social value engine in BI? 177
The macro BI Strategy Environment 183
The four cornerstones of BI - BVA 188
BI Strategy 188
Hallmarks of a BI strategy? 192
Enterprise BI Cookbook 196
Architecture, Modeling & Standards in BI 200
BI Architecture 201
1 - Business Architecture: 202
2- Information Architecture: 204
3- Data Quality Architecture 205
4- Technical Architecture: 208
5 – Functional Architecture: 210
6- Information Delivery Architecture: 211
7- FEDW Architecture: 212
BI Modeling 214
Manual modeling: 216
Automated modeling: 217
Modeling for Business Value 225
From Data to Information Modeling 230
BI Standards 233
Teaming for BI Success 236
Key stakeholders of the BVA Kaizen Workshop 237
Project Management & the IPod approach 245
Traditional Project Management 245
NEW BVA BI Project management 248
The IPod approach to BI Projects 253
How new is our Information revolution? 258
Why is BI Important 262
Dawn of Information Acceptance 266
Our start with the BI BVA concepts 273
The enterprise ownership of BI 280
Core BI Competency 283
The ‘Key Success Factor’ for FEDW is Standards 289
Business Ownership and participation in all BI decisions 292
Documented & Communicated Best Practices 293
Prioritized reporting delivery with high performance designs 293
Capital allocation in BI Project 296
About CA, ABC, BBC and CAP 298
Higher performance, lower costs: 300
What contributes to BI Failure 302
Is BI Prone to Recession? 308
Data, Information and Intelligence 309
The Hot BI Issues of tomorrow 316
Leveling the BI playing Field 319
The Value of the Business Value Owner 324
The Business Value Productivity worker 328
The principles of TBVM 330
TBVM Impact on Costs 331
How to Differentiate between Value & BVA 333
Roadmap to BI-Business Value Attainment 335
Information consumers 335
Leverage the strengths of the Triad 336
Two key BVA BI deployment questions 336
Information Consumer Requirements 338
Differentiating between data and Information 339
Business Value Owner’s profile 340
The IDCM Methodology 342
TBVM Quality methods 342
Summary 344
Readying for the Information era 345
The BI Business Value CAB Machine 346
From Knowledge to Value Workers 350
The Value Workers Framework 354
Self Sustaining functionalities 355
BI Valuenomics takeaway’s 360
BI Valuenomics Resource List 361
SAMPLE 1. Executive BI Checklist (Planning Steps) 363
Sample: Maturity matrix models: 364
Bibliography: 367
Mar 21, 2010
What readers are saying about BI Valuenomics 1
“This book hits the bull’s-eye on the main challenge facing corporate BI engagements today, ...from being technology centric to business driven with a BI strategy thought process. Hari drives this point home with great insight, industry highlights and thought processes for consideration that make this book a great read for all BI professionals”
Richard Dunning former BI Chair, ASUG*; SITACORP BI Practice Director (USA)
*ASUG- Americas SAP Users Group
-----------------------
“Gartner identified the enigma to BI Success. Hari provides a clear roadmap to attain it”
Jasvir Gill —ex CEO of Virsa (GRC), current CEO of Alert Enterprises (USA)
-----------------------
“Perfectly timed, surgically focused insights . Just when we were lost in our BI investments Hari shows us the Business path out of the confusion”
Uli Neubert—CEO, ICM America (USA)
-----------------------
“Every C level executive focused on a positive ROI from BI needs to read this book, it will ensure success. Hari has truly created the manual for success that keeps focus on the principles of business driven BI, delivered by leveraging technology”
Matt Murray Managing Director & Founder , EdgeRock Inc (USA)
----------------------
"This book pulls us out of our current engineering college where we learn everything about why a time machine cannot be built, but nothing about how to build a simple bridge. All our business users need is to cross the raging river"
Illias Yannopoulos, CIO, Hellenic Seaways (Greece)
----------------------
“In BI Valuenomics Hari lays out the roadmap for businesses to assure business value, optimize investments and enhance business capabilities in these tough times"
Jai Basrur —Director, Christmas Gouwland Basrur Consulting Ltd (New Zealand)
---------------------
“Hari’s book maps the value engine to explicitly identify and prioritize critical business components that will drive BI initiatives to success. A must read both for executives and non-executive staff having anything to do with BI"
AJ Peter Wall, President and CEO, Peter and Clare Corporation (Canada)
Richard Dunning former BI Chair, ASUG*; SITACORP BI Practice Director (USA)
*ASUG- Americas SAP Users Group
-----------------------
“Gartner identified the enigma to BI Success. Hari provides a clear roadmap to attain it”
Jasvir Gill —ex CEO of Virsa (GRC), current CEO of Alert Enterprises (USA)
-----------------------
“Perfectly timed, surgically focused insights . Just when we were lost in our BI investments Hari shows us the Business path out of the confusion”
Uli Neubert—CEO, ICM America (USA)
-----------------------
“Every C level executive focused on a positive ROI from BI needs to read this book, it will ensure success. Hari has truly created the manual for success that keeps focus on the principles of business driven BI, delivered by leveraging technology”
Matt Murray Managing Director & Founder , EdgeRock Inc (USA)
----------------------
"This book pulls us out of our current engineering college where we learn everything about why a time machine cannot be built, but nothing about how to build a simple bridge. All our business users need is to cross the raging river"
Illias Yannopoulos, CIO, Hellenic Seaways (Greece)
----------------------
“In BI Valuenomics Hari lays out the roadmap for businesses to assure business value, optimize investments and enhance business capabilities in these tough times"
Jai Basrur —Director, Christmas Gouwland Basrur Consulting Ltd (New Zealand)
---------------------
“Hari’s book maps the value engine to explicitly identify and prioritize critical business components that will drive BI initiatives to success. A must read both for executives and non-executive staff having anything to do with BI"
AJ Peter Wall, President and CEO, Peter and Clare Corporation (Canada)
Mar 12, 2010
The 2010 Magic Quardrent in BI
In October 2009 ZL technology is suing Gartner for $1.7 billion for not accurate positioning companies in their magic quadrant. ZL accuses that Gartner is driven more by promotions and funding than reality. Companies are willing to fund such research, according to ZL, as Gartner reports move executive decisions.
But leaving conspiracy theories aside, here is what Gartner reports;-
1. While 2/3 of the 8.8 billion market share was dominated by the mega vendors, business users increasingly turned to pure-play BI platforms for time-to-value solutions
2. 2009 created a frenzy of major BI platform consolidations on one side, and resilient pure-play vendors on the other.
3. Despite mega acquisitions the messy 'post acquisition' digestion process has confused sales and customer to a point of 'Let’s wait and see'
4. Five megavendors control 75% of the global BI market today
5. There is a brewing bifurcation between IT and business with IT leading the IT and technology stacking principles and business leading with pureplay faster time-to-value deliverables that the mega vendors cannot provide.
Last years visionaries have become this years challengers. Data visualization has become very big business suddenly with clean exposure of underlying BI objects directly to information consumers
The acquisition turmoil is taking its toll with customer decisions. It is very cyclical and predictable. Initially there is concern and uncertainty, like the Gartner 2010 #5 priority for BI, followed by harmonized solutions, and often leads to a product replacement or change (Customer dread). This transition takes time and is neither easy for suppliers nor customers.
There is a clear shift towards [1] Metadata Transparency; [3] a move from measurement reports to predictive analytics; [3] Automation of core processes
Gartner predicts that the current trough is going to be very temporary indeed and BI is predicted to remain the fastest growth area in IT for the next decade or so.
The SNC or social network is really catching on as customers continue to leverage 360 degree analytics and mishmash data from outside their enterprises
Oracle leads the pack with three critical drivers reporting, dashboards and ad-hoc queries. However, lack of new leading edge technology is slowing Oracle DW enablement. Oracle is putting a lot of efforts integrating their BI to acquisitions and integration with their new platforms. Oracle continues to suffer from a 'slow to respond' perception with their customers. Lack of data quality is the number 1 reason for oracle customer concerns as their OBIEE is not currently very data friendly
Followed by IBM and Microsoft
QlikTek with Qlikview is the rising star
SAP dominates the number game with the largest deployments and their Business Objects acquisition seems to be positioned very well indeed as are their other offers. BOBJ brings much needed Ad-Hoc capabilities that were lacking in the BI functionalities. However SAP BI customer rating continues to lag and continue to be lower for a big player. Some changes in VM ware contracts are causing additional confrontations. Customers continue to reexamine their BI strategies between BEx and BOBJ.
So though BI is relegated to the #5 position there is a lot of work to accomplish
Feb 21, 2010
Gartner newsflash - 1,527 CIO's relegate BI as their #5 priority for 2010
Even as we continue our research for defining an actionable roadmap the confidence of CIO’s in BI has shifted due to the lack of a proper methodology. The BI confidence is once again back to its August 2008 mark= #5. It was a brief trough but maybe a glimpse of things to come but no one had listened..
After the release of this priority we spoke to fourteen CIO’s with a question ‘Does this indicate that for 2010 reports and analytics are not an important priority for IT?.
Their universal response can be summarized into 3 components:-
1. That BI remains an extremely high priority with every enterprise,
2. There is a total confusion in BI product offering & consolidation with every major player from Oracle + Microstrategy, SAP BW or Business Objects, IBM Cognos or Ascential, the list goes on.. The confusion is systemic and endemic to a point to that has driven decision makers to the current non-decision. The CIO’s have rightly decided to let the technology confusion subside and also let the strategic roadmaps clarify. The vendor offerings continue unabated with still more technology (my book deals with defining the BVA, business value attainment, roadmap - improve the past and the future will align automatically)
3. While technology is thundering at ‘full-speed-ahead’ CIO’s of small, medium and big companies are worried that no one seems to be concerned with resolving the core issues of the matter – that only 55% of BI implementations succeed, and what if the endemic issue is actually worse than that. There is a universal feeling that there is lack commitment, or a lack of a reliable / proven roadmap, from the triad partners (SW, HW and Implementing partners), i.e. a clear roadmap that is consistent, reliable and assured to meet business expectations.
Opinion: I must include that this comment may be biased due to my BI background however it deserves a passing thought. From a BVA, Business Value Attainment analysis ‘virtualization’ and ‘cloud computing’ are new concepts with unclear BVA deliverables as of yet. Clouds and virtual wares simply add more servers for delivering the same services and apply extremely well in very large, unpredictable, data and access scenarios like Facebook, Google, Yahoo, Twitter. However, its relevance in a business background is still unfounded. Both VM wares and clouds allow automatic server re-assignments and works well with companies with a few Exabyte’s of distributed requirements where sharing, usage or consumptions remain highly unpredictable, i.e. an accident in the Winter Olympics can spike system access from a few million to a few billion within minutes. In such a situation the VM servers in Sao Paolo or Istanbul, or Mumbai, or Singapore, or taiwan, etc.. will automatically start picking the excess loads of US and Europe transparently without the North American service crashing. In 99% of the enterprise environments performance and concurrent users are highly predictable attributes. Business Case: I have been recently informed of a BI implementation in Asia that is moving from their standard BI production servers to VM ware. Due to VM being a nascent technology in ERP BI, the VM vendors have recommended the company move from a current 4 server cluster to a 32 server cluster. They have also added that due to the nascent concept of VM ware on PROD the customer must keep all the 32 servers dedicated to BI only. This recommendation defeats the fundamentals of VM and cloud computing, but I will not try to figure this one out. I bring this up as - according to the principles of BVA we must first define the Business Value see how an investment improves our product or services. We can only wait and see.
Leo the CFO of a large global enterprise responded, “In the last five years we have invested over $13 million into BI investments and are still trying to find an elated business user. The prospects are all there..” Leo continued, “The technology has the potential to deliver but I don’t think the standards and process are mature enough to assure success. Maybe we’ll wait till someone comes back with an 80% assurance and an 80% user satisfaction and we can reinvest in BI again..” Before he closed the conversation he finished with, “ I just got an email from a colleague of this huge BI implementation in Chile that has seemingly has gone all wrong. This is not right for business, executives or BI on the whole. I think we need to wait and see..”
Dennis the CIO of another company responded “I am totally confused with all these multiple BI options. You tell me" he asked me directly, " would you invest a few million dollars in Oracle or Microstrategy, BW or Business Objects, Cognos or Ascential- fully knowing that these products are all in a state of acquisition flux. I’m going to wait till the big guys stabilize and consolidate the product strategy and this time around they need give me an actionable roadmap with a higher that 55% success probability.”
These responses lead us to assume that taking BI from its #1 priority to #5 is both logical and possibly a temporary hesitation as CIO’s find more resistance to invest into risky methodologies that are not assured to meet business expectations.
There are two keys to this issue.
[1] Higher assurances, standards, processes and methodologies need to be defined that demonstrate an actionable ROI than what they are facing today. (BI Valuenomics fundamentals)
[2] Super fast product consolitions by the SW vendors with a 'one-path', transparent, solution moving forward
The market has a feeling that ‘no one is right if everyone is wrong’ and; "Without business in BI, Business Intelligence is dead'. The writing is clear - defining the ‘Missing Link’ in BI, i.e. meeting business expectation with current assets, and future promissory notes, is now truly priority # 1. For BI teams this must become the short and long-term goal for every solution proposed
If the foundations are weak then no amount of technology can resolve the issues.
BI partners, vendors and service providers have a potential to harvest the support of business in the near, or distant future, depending on the path they decide to take this coming Monday
After the release of this priority we spoke to fourteen CIO’s with a question ‘Does this indicate that for 2010 reports and analytics are not an important priority for IT?.
Their universal response can be summarized into 3 components:-
1. That BI remains an extremely high priority with every enterprise,
2. There is a total confusion in BI product offering & consolidation with every major player from Oracle + Microstrategy, SAP BW or Business Objects, IBM Cognos or Ascential, the list goes on.. The confusion is systemic and endemic to a point to that has driven decision makers to the current non-decision. The CIO’s have rightly decided to let the technology confusion subside and also let the strategic roadmaps clarify. The vendor offerings continue unabated with still more technology (my book deals with defining the BVA, business value attainment, roadmap - improve the past and the future will align automatically)
3. While technology is thundering at ‘full-speed-ahead’ CIO’s of small, medium and big companies are worried that no one seems to be concerned with resolving the core issues of the matter – that only 55% of BI implementations succeed, and what if the endemic issue is actually worse than that. There is a universal feeling that there is lack commitment, or a lack of a reliable / proven roadmap, from the triad partners (SW, HW and Implementing partners), i.e. a clear roadmap that is consistent, reliable and assured to meet business expectations.
Opinion: I must include that this comment may be biased due to my BI background however it deserves a passing thought. From a BVA, Business Value Attainment analysis ‘virtualization’ and ‘cloud computing’ are new concepts with unclear BVA deliverables as of yet. Clouds and virtual wares simply add more servers for delivering the same services and apply extremely well in very large, unpredictable, data and access scenarios like Facebook, Google, Yahoo, Twitter. However, its relevance in a business background is still unfounded. Both VM wares and clouds allow automatic server re-assignments and works well with companies with a few Exabyte’s of distributed requirements where sharing, usage or consumptions remain highly unpredictable, i.e. an accident in the Winter Olympics can spike system access from a few million to a few billion within minutes. In such a situation the VM servers in Sao Paolo or Istanbul, or Mumbai, or Singapore, or taiwan, etc.. will automatically start picking the excess loads of US and Europe transparently without the North American service crashing. In 99% of the enterprise environments performance and concurrent users are highly predictable attributes. Business Case: I have been recently informed of a BI implementation in Asia that is moving from their standard BI production servers to VM ware. Due to VM being a nascent technology in ERP BI, the VM vendors have recommended the company move from a current 4 server cluster to a 32 server cluster. They have also added that due to the nascent concept of VM ware on PROD the customer must keep all the 32 servers dedicated to BI only. This recommendation defeats the fundamentals of VM and cloud computing, but I will not try to figure this one out. I bring this up as - according to the principles of BVA we must first define the Business Value see how an investment improves our product or services. We can only wait and see.
Leo the CFO of a large global enterprise responded, “In the last five years we have invested over $13 million into BI investments and are still trying to find an elated business user. The prospects are all there..” Leo continued, “The technology has the potential to deliver but I don’t think the standards and process are mature enough to assure success. Maybe we’ll wait till someone comes back with an 80% assurance and an 80% user satisfaction and we can reinvest in BI again..” Before he closed the conversation he finished with, “ I just got an email from a colleague of this huge BI implementation in Chile that has seemingly has gone all wrong. This is not right for business, executives or BI on the whole. I think we need to wait and see..”
Dennis the CIO of another company responded “I am totally confused with all these multiple BI options. You tell me" he asked me directly, " would you invest a few million dollars in Oracle or Microstrategy, BW or Business Objects, Cognos or Ascential- fully knowing that these products are all in a state of acquisition flux. I’m going to wait till the big guys stabilize and consolidate the product strategy and this time around they need give me an actionable roadmap with a higher that 55% success probability.”
These responses lead us to assume that taking BI from its #1 priority to #5 is both logical and possibly a temporary hesitation as CIO’s find more resistance to invest into risky methodologies that are not assured to meet business expectations.
There are two keys to this issue.
[1] Higher assurances, standards, processes and methodologies need to be defined that demonstrate an actionable ROI than what they are facing today. (BI Valuenomics fundamentals)
[2] Super fast product consolitions by the SW vendors with a 'one-path', transparent, solution moving forward
The market has a feeling that ‘no one is right if everyone is wrong’ and; "Without business in BI, Business Intelligence is dead'. The writing is clear - defining the ‘Missing Link’ in BI, i.e. meeting business expectation with current assets, and future promissory notes, is now truly priority # 1. For BI teams this must become the short and long-term goal for every solution proposed
If the foundations are weak then no amount of technology can resolve the issues.
BI partners, vendors and service providers have a potential to harvest the support of business in the near, or distant future, depending on the path they decide to take this coming Monday
Feb 14, 2010
Two Books One Single Goal - Meet Business Expectations in BI
The BI Valuenomics has morphed into two books.
Book 1 'BI Valuenomics - the Story of Business Intelligence Business Success'
is due for release in April 2010 and is designed as a light read for CxO and Business Stakeholders. The book has absolutely no technical content, is narrative and full of examples, case studies. It includes actual stories and examples, as a roadmap for senior executives, on key Success Decision factors
Book 2 'BI Valuenomics - A roadmap for SAP BI Business Success'
is planned for release three to four months after book one. Infact 80% of Book two is already written and is currently on hold. Book two contains specific examples of the SAP BW, BW Accelerator and the BO Explorer and highlights key success factors that can make or break a SAP BI project and its business success.
Book 1 'BI Valuenomics - the Story of Business Intelligence Business Success'
is due for release in April 2010 and is designed as a light read for CxO and Business Stakeholders. The book has absolutely no technical content, is narrative and full of examples, case studies. It includes actual stories and examples, as a roadmap for senior executives, on key Success Decision factors
Book 2 'BI Valuenomics - A roadmap for SAP BI Business Success'
is planned for release three to four months after book one. Infact 80% of Book two is already written and is currently on hold. Book two contains specific examples of the SAP BW, BW Accelerator and the BO Explorer and highlights key success factors that can make or break a SAP BI project and its business success.
Feb 7, 2010
Building your BI fertility clinic
I liked his choice of words and will elaborate it a little further. Fertility may be a good simile.
With a BI fertility clinic here is what you should get:-
• General fertility information
• Professional Support to attain BVA
• 24/7 fertility analysis
• Automated fertility inspection and assurances
• Insurance Assistance
1. Creating a healthy family
The first rule of success is a healthy family. It is quite common to walk into a lunch meeting and find IT people huddled in one corner and business in small groups of their own. That is the first tell-tale sign that the two are not working together as one team. Try that in your next lunch or dinner meeting.
2. Getting the right advice
It is not necessary the highest paid doctor will always give the best advice. There are good doctors and then there are just doctors. It is critical to ensure you use your experts for what is their strength and not for any other purpose. Ask the experts for advice on what their strength is not for all the advice for all your ailments.
3. Infertility acceptance
It is rare for men, and seemingly rarer for organizations, to accept an infertile BI. Surprisingly according to statistics 98% of BI's are declared healthy and successful on week one after deliver, yet 45% of them are deemed a failure within eight to twelve weeks. Accepting something is wrong is the first step to correction and success. Else there is a strong possibility that one can continue to do the same things and hope for entirely different results.
4. Making Fertility treatments affordable
The secret to BI fertility is that it is not all expensive doctors, nor every expensive medicine is right an assurance to your BI success. It is just that the path you may have been following led you to this corridor and all you need to do is open the right door and come face to face with success in all its clarity. You dont have to pay millions of dollars to the same doctors that brought you to your knees in the first place. The solution may be simpler than you thought, you just did not know wher to look for it.
5. The opportunity of adoption
One does not have to reinvent the wheel every time from scratch. Architecture, modeling, Standards, principles, etc all are clearly established and proven in the area of BI. The only problem is who your doctor is and whether they actually want you to get a cure or continue to feed you medicines for the rest of your life. That is a decision you have to take after you see a vision of success and its simplicity.
6. Pinpointing success
Alex Paleologies, VP BI Value Attainment of Greek based BI DataBridge has talked to hundreds of companies during his 20 years assisting companies turn-around BI projects. He had now developed 'BOnTrak Kaizan workshops' as his self-help training sessions to team IT and business together towards a common goal.
7. Egg donation
According to the center of BI Disease control and Prevention, 45% of BI projects end up infertile, 98% of them found out twelve weeks after delivery. Automation in finding success and in remodeling delivered objects in an industry on the rise. "It is the logical next step in BI Optimization" Carla Simmons, CIO of UK Chemicals said. Alex routinely uses automation tools to model customers InfoCubes to eliminate any human arrogance or interpretations. He leaves behind a trail of fertile Information consumers. Gartner agrees with her views and calls it factory models. Gartner also confirms that a lot of BI projects end up infertile. They confirmed it in 2009 and will possibly do the same in 2010.
The question you have to ask yourself is "what's in your processes to fight BI infertility"
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