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1、,Decision Framework,DF-21-9470T.Friedman,B.Hostmann,Research Note26 April 2004,The Cornerstones of Business Intelligence ExcellenceBusiness value is the measure of success of a BI initiative.Focusing on the metrics and alignment defined by the BIvalue framework and following the best practicecorners
2、tones will maximize payback and minimize risk.,Core TopicBusiness Intelligence and DataWarehousing:Business IntelligenceKey IssuesHow can the value of business intelligencebe determined and measured?How can business intelligence improve themeasurement and management ofproductivity and profitability?
3、What are the best practices for businessintelligence?What strategies and methodologies willenterprises adopt to succeed with businessintelligence?,Success with business intelligence(BI)is determined by thedegree of business value delivered.The measures of businessvalue define the cornerstones of BI
4、excellence.The cornerstonesare presented in the context of a new BI value framework.The BI value framework unites the BI framework(see The BIFramework Provides Return on Integration),which enablesorganizations to align their various BI initiatives,and the fivepillars of benefits realization,which de
5、fine the connectionsbetween the business context and IT investments(see TVOMethodology:Valuing IT Investments via the Gartner BusinessPerformance Framework).The combined model,in the form of the BI value framework,provides the basis for presenting the cornerstones of BIexcellence measured in terms o
6、f business value delivered:The opportunity to maximize payback on the BI investment The mandate to minimize riskEach level of the framework has measures of business valuealong these two dimensions.The higher the level in theframework,the higher the potential for maximizing payback andminimizing risk
7、(see Figure 1).However,at the highest levels,thebusiness value is more complex and difficult to quantifyaccurately.Gartner 2004 Gartner,Inc.and/or its Affiliates.All Rights Reserved.Reproduction of this publication in any form without prior written permission isforbidden.The information contained he
8、rein has been obtained from sources believed to be reliable.Gartner disclaims all warranties as to theaccuracy,completeness or adequacy of such information.Gartner shall have no liability for errors,omissions or inadequacies in the informationcontained herein or for interpretations thereof.The reade
9、r assumes sole responsibility for the selection of these materials to achieve its intendedresults.The opinions expressed herein are subject to change without notice.,2,Figure 1The BI Value Framework,StakeholdersStrategyGlobalization,Virtualization,Transparency,MaximizePaybackAlignment,MinimizeRiskLi
10、ability,OrganizationSkills,BI CompetencyCenter,ProcessPerformance Mgmt.,Methodology,Impact,Silos,Applications and FunctionalityBI Suites,BI Platforms,ReportingStrategic/Operational/Analytical ApplicationsInfrastructureData Warehouse,Operational Data Store,EffectivenessEfficiency,RedundancyRigidity,E
11、TL,Data Quality,Metadata,BI Business Value Drivers,ERP,CRM,SCM,Legacy andOther,The Business Intelligence Framework,CRM customer relationship managementERP enterprise resource planning,ETL extraction,transformation and loadingSCM supply chain management,Source:Gartner Research(April 2004)Strategy Lev
12、el:How does your BI initiative link to strategicbusiness objectives and drive alignment across businessprocesses toward those objectives?As with any IT investment,the degree to which it supports thestrategic goals and objectives of the business is a critical factor inthe magnitude of the business im
13、pact,acceptance and ultimatesuccess of the effort.Linkage between business strategy and BIstrategy will drive alignment across processes toward theobjectives of the business.Maximize Payback:AlignmentAt the tactical level,BI can help enterprises optimize theirbusiness processes by identifying what t
14、rends,anomalies andbehaviors need management action.At the strategic level,BI canprovide significantly more business value by aligning multiplebusiness processes with strategic business objectives throughintegrated performance management and analysis.MostDF-21-9470,2004 Gartner,Inc.and/or its Affili
15、ates.All Rights Reserved.,26 April 2004,3,business schools view this alignment and optimization as the keyto competitive advantage.Cornerstones Define and agree to well-articulated business objectives andkey performance indicators to measure business processperformance Establish and enforce BI stand
16、ards in strategic processes(such as corporate planning and control),as well asoperational business processes Identify a high-level business sponsor or steering team thatsets the priorities,governs and funds the project,commitsthe resources to match the scope of the project,and auditsthe resultsMinim
17、ize Risk:Reduce Exposure to LiabilityIn addition to improving alignment,an integrated view of keyprocesses and metrics can reduce liability exposure byincreasing visibility that is,the right person sees the right dataat the right time.BI can provide business value by helpingenterprises identify risk
18、s early and identifying material changes inbusiness conditions that require attention.The result is thatenterprises improve the quality of information needed forregulatory compliance and stakeholder communications.Cornerstones Identify and define material risks and associated prerequisiteevents and
19、conditions;assess the organizations tolerancefor a BI initiative failure,and identify the risk points for failureor underachievement Ensure that key managers at all levels have appropriateaccess to the relevant,accurate,consistent,timelydata/analysis of risk factors Do not permit BI projects to proc
20、eed without clear links toone or more critical business performance indicatorsOrganization/Process Level:How have you organized yourresources,and what methodologies have you employed toleverage skills and to ensure the effectiveness of your BIinvestments?Some enterprises undertake BI initiatives to
21、understand why theirbusinesses behave the way they do.They use BI to gain insightinto the data within their operational systems.Such use of BI isnecessary for operational status reporting,but does not have animpact on the business process.Real impact comes from havingDF-21-9470,2004 Gartner,Inc.and/
22、or its Affiliates.All Rights Reserved.,26 April 2004,4,the skills,organization and ability to drive positive businesschange based on BI insight.Maximize Payback:ImpactBusiness impact from BI requires an overall BI strategy andchange methodology that involves resources from IT and thebusiness.These p
23、articipants must have in-depth skills in thebusiness processes,BI strategy and change management,andmust coordinate their actions so that the business can evolve.Cornerstones Develop a well-defined understanding of the processes andassociated applications that require optimization to improvebusiness
24、 value Create a formal project team comprised of business and ITrepresentatives,the proper mix of skills,and participants whocan work together to implement a BI methodology andexecute a plan to improve business processes.Theorganizational structure to drive the plan and methodology istypically in th
25、e form of a BI competency center.Develop a plan to broaden the adoption of BI,helping asmany user segments and parts of the business as possiblewith self-service BI,and shifting the corporate culture towardfact-based decision makingMinimize Risk:Eliminate SilosThe alternative to well-orchestrated an
26、d solidly staffed andorganized BI initiatives are silos of skills,methodologies anddata.The results are data inconsistencies and inaccuracies,pluscompeting concerns driving change.Cornerstones Identify the cost of silos to business strategy or management Develop consolidation plans and initiatives t
27、o addressproblems created by multiple BI project and application silos Define a review/feedback process for ensuring that the BIstrategy,investments and skills stay aligned to an overallvision and architecture,as well as to business needsApplications and Functionality:What are the types of BIusers,w
28、hat tools do they require,and how are youaddressing this diversity while minimizing redundancy?The selection of BI tools and applications must be based on asegmentation of the BI user community.Different user segmentsDF-21-9470,2004 Gartner,Inc.and/or its Affiliates.All Rights Reserved.,26 April 200
29、4,5,will require different modes of delivery of BI,ranging from basicstatic reporting to sophisticated analytic applications.Deployingthe proper mix of tools and applications is critical to achievingoptimal benefits from BI.Maximize Payback:EffectivenessBI users need tools and applications suited to
30、 their roles in theorganization and the types of information they must analyze.Theproject team must know the user population well and understandthe attributes of different BI technologies.Recognizing that it isunlikely for a single toolset to meet the needs of all users,enterprises should address th
31、e majority of the requirements withthe minimal number of tools.Cornerstones Segment the BI user community,and evaluate theinformation and style of BI appropriate for each Focus on the basics,leveraging reporting and flexiblequerying to meet the majority of user requirements,andintroduce sophisticate
32、d tools for the minority of the usercommunity that needs them Be willing to deviate from the standards when requirementsdictate,and constantly evaluate the standard set of tools,making adjustments as neededMinimize Risk:RedundancyLarge enterprises are at risk of having a BI strategy that is notalign
33、ed or well-executed across business units,departments andteams.When various groups make independent buyingdecisions,the enterprise can end up owning multiple tools thatperform essentially the same function.Such redundancyintroduces added cost and the need to support a wider range ofskills,while inhi
34、biting collaboration.Cornerstones Broadly communicate tool standards to ensure maximumtool consistency throughout the enterprise Control proliferation of nonstandard tools and perform toolconsolidation activities where functional overlap exists Ensure that BI applications are connected on an operati
35、onaland strategic level to minimize functional overlapInfrastructure:Does the data architecture,which is thefoundation for your BI initiatives,ensure efficiency andagility for you to react to changing business requirements?DF-21-9470,2004 Gartner,Inc.and/or its Affiliates.All Rights Reserved.,26 Apr
36、il 2004,6,The majority of time and effort(often upward of 70 percent)in thetypical BI implementation is spent dealing with the infrastructureissues,including data quality and integration,technologyselection and data model design.Project teams that do not focuson proper planning and design of the inf
37、rastructure repeatedlymake this investment of time and effort whenever significantchanges in business requirements occur.The goal is toimplement a solid,yet flexible,infrastructure that can withstandchange and facilitate rapid deployment of enhancements andnew BI applications.Maximize Payback:Effici
38、encyAcquiring data to fuel BI tools and applications is a complexchallenge in most large enterprises.Creating a repeatableprocess for integrating data and making it accessible in anapplication-neutral data structure enables the widest possiblerange of uses of the data for BI.This creates efficiency
39、in twoways:1)BI tools and applications can leverage the same datastructures,and 2)users base strategic analyses on consistentdata,which represents a broad perspective of the enterprise.Cornerstones Establish an application-neutral data warehouse as the coreof the data architecture for BI Focus on da
40、ta quality with well-defined processes for theongoing monitoring of quality issues and correction withinsource systems Standardize on a set of technologies and processes throughwhich data is acquired from operational systems,integrated,cleansed and delivered to the BI environmentMinimize Risk:Rigidi
41、tyMany enterprises have not placed enough emphasis oncontrolling their BI infrastructure and driving toward a commondata architecture for BI.As a result,they are attempting tomanage fragmented environments involving large numbers ofindependent data marts,each with different underpinnings from adata
42、model and platform perspective.Not only does such anenvironment add a significant amount of cost and complexity tothe BI environment,it is also difficult to adapt to changingbusiness requirements.Enterprises must minimize the amount offragmentation and tightly control data mart proliferation.Corners
43、tones Select a robust schema design for data marts and datawarehouses,recognizing that cookbook approaches do notDF-21-9470,2004 Gartner,Inc.and/or its Affiliates.All Rights Reserved.,26 April 2004,7,always represent best practices and may not deliver optimalflexibility Establish well-defined guidel
44、ines for limiting proliferation ofdata mart deployments,and ensure consistency of tools anddata standards when such deployments are justifiedBottom Line:Success with business intelligence initiatives mustbe measured in a number of ways.Enterprises should use the BIvalue framework and its cornerstone
45、s to judge the degree ofsuccess of their BI initiatives,as well as to lay the foundation forfuture initiatives.Evaluating BI efforts from each of these angleswill uncover opportunities to drive greater benefit from BIinvestments,as well as minimize the potential that results will fallshort of goals and objectives.DF-21-9470,2004 Gartner,Inc.and/or its Affiliates.All Rights Reserved.,26 April 2004,
