ETIS10 - BI Governance Models & Strategies - Presentation
6 likes•11,029 views
The document discusses business intelligence (BI) governance models and strategies. It defines BI governance and outlines key components of a BI governance framework, including the executive steering committee, programme management, user forums, certification committees, project management, implementation teams, and exploitation teams. It also discusses the importance of data modeling, data quality, data warehousing development, and data security and lifecycle management processes to a well-governed BI program.
ETIS10 - BI Governance Models & Strategies - Presentation
- 1. ETIS Business Intelligence & Data Warehousing Working Group, Athens 1 BI GOVERNANCE MODELS & STRATEGIES David M. Walker April 15, 2010 Data Management & Warehousing
- 2. Straw Poll – What can you do? 2 Is your BI programme allowed to define organisational structures outside the company programme and project norms? Does your IT organisation have an effective change management process? Are your business users really ready and prepared to change their working practices in order to adopt BI and facilitate its production? ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
- 3. What is governance? 3 BI governance, like other governance subjects, is the responsibility of the board and executives. It is not an isolated discipline or activity, but rather is integral to IT and enterprise governance. It consists of the leadership and organizational structures and processes that ensure that the enterprise’s BI solution sustains and extends the enterprise’s strategies and objectives. Critical to the success of these structures and processes is effective communication among all parties based on constructive relationships, a common language and a shared commitment to addressing the issues. Derived from “Board Briefing On Governance” by the IT Governance Institute (http://www.isaca.org) ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
- 4. BI Governance Framework 4 Provide Direction Set Objectives BI Activities • BI is aligned with the • Increase automation in the business delivery of information • BI enables the business and (make the business effective) maximises benefits • Decrease cost of providing • BI resources are used Compare information (make the responsibly enterprise efficient) • BI related risks are • Manage risks (security, managed responsibly reliability and compliance) Measure Performance Derived from “Board Briefing On Governance” by the IT Governance Institute (http://www.isaca.org) ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
- 5. Components of Governance 5 Executive Steering Committee Programme User Forums Programme Management Certification Committees Project Exploitation Teams Project Management Implementation Teams Data Process Data Model Data Quality Warehouse Development Data Lifecycle Data Security ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
- 6. Executive 6 Steering Committee The steering committee ensures that the BI development is aligned with the business objectives. Monitoring ensures that the programme is delivering the right projects at the right time and at fair value. By setting the principles and policies the steering committee can control the direction that the development goes in and maintains an enterprise wide business perspective for the data warehouse. The steering committee is also the centre of communication. It takes input from the user forums and the certification committee as to what is needed. In return the committee manages the expectations of both the business and IT departments as to what is possible. ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
- 7. Programme 7 Programme Management Programme management is the co-ordinated management of a portfolio of projects to achieve a set of business objectives. It delivers the co-ordinated support, planning, prioritisation and monitoring of projects to meet changing business needs. To achieve the business objectives the programme manager defines a series of projects with quantifiable benefits that together will meet the long-term objectives of the organisation. User Forums The programme needs a number of user forums that involve end users, subject matter specialists and staff from the exploitation teams. These forums are useful to allow various teams to express their issues and aspirations for the system Certification Committee A number of groups within the organisation will also assess the data warehouse to ensure that it is fit for purpose. These groups can either be consulted individually or brought together as a committee to advise the programme. Examples: Audit, Regulatory & Compliance, IT Strategy & Architecture, Security ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
- 8. Project 8 Project Management The project management takes responsibility for the delivery of an individual project within the scope of the programme Implementation Team The implementation teams are the group of people that will develop, deploy and maintain the system. Typical roles for the teams will include: Technical Architect, Data Modeler, Metadata Administrator, ETL Developers, Front End Tool/Report Developer, Systems Database & Network Administrators Exploitation Team The exploitation team are focused on ensuring that the business is extracting the most value from the solution. Exploitation teams work on the current version of the system to help the business use the current system and develop new requirements to exploit the system further. Typical roles for the teams will include: Business Analysts, Business Requirements Specialist, Technical Author/Documentation Specialist, Trainer, End User Support Specialist, Communications Specialist, etc. ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
- 9. Processes 9 Data Model Data Quality The use of uniform techniques for data capture, Methodical investigation into Data Quality, preventing duplication of data and greater consistency maximising the likelihood of discovering Issues in the Transactional Repository. before they become mission critical. Ensure that best practice Data Modelling patterns are Standardised measurement of Data Quality followed, and that the Data Model is extensible and ensuring better understanding of the scale of the maintainable overall problem, and giving visibility to the decision Improved ad-hoc query performance for the users of making process. the system, allowing for closer to speed of thought analysis. Standardised Processes to help in the timely resolution of Data Quality Issues Improved performance for inbound and outbound data loading from Source Systems, through Staging and the Transactional Repository, and into the Data Marts. Lower costs of development and maintenance, through a more robust model and a standardised approach to change. Consistent answers to User queries, and making misinterpretation of results more difficult. ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
- 10. Processes 10 Data Lifecycle Data Security Considered in terms of Considered in terms of Architecture Capacity Data Lifecycle Performance Business Unit Requirements Historical Reporting Compliance Regulation Company Policy Archive Business Intelligence Backup and Restoration Personnel Business Intelligence Mission ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
- 11. Processes 11 Data Warehouse Development Data Warehouse Development Requirements ETL Analysis, Design, Build Enhancements Reporting Issues Analysis, Design, Build Change Testing Sources Implementation Outputs Training ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
- 12. Fitting it together 12 Understand what is required Executive, Programme, Project, Processes Understand who is required Roles and Responsibilities derived from above Understand what is achievable The answers to the straw poll will guide you Put them all together in an organisational framework ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
- 13. Creating a successful framework 13 Whatever governance model is selected for an organisation it has to deliver certain key factors: It has to be institutional The governance model must be part of the organisational structure of the business It has to act by consent Strategies, priorities and outcomes as a result need to be acknowledged, accepted and respected It has to promote the adoption of BI as a business tool By providing a vision, roadmap, strategy and clear communication about what BI can give the business ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
- 14. Organisational Models 14 IT Owned Programme IT acts as a service provider to business Most commonly used organisational model Federated Team IT& Business Units create teams Focused on value delivery for the business units Business Intelligence Competency Centre (BICC) Joint venture between business and IT One department that represents Business Intelligence ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
- 15. IT Owned Programme 15 Pros Cons Understand the Can be disconnected technologies from business priorities Independent arbitrator Can struggle to get between business units funding from the business Only works where IT is respected ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
- 16. Successful Governance – IT Owned 16 Global Banking Key Roles CIO who understands ‘Agile’ methodologies BI Manager and business analyst team leaders that understand exactly what is needed Major Outcomes BIis highly responsive to business needs Change & re-factoring are a way of life ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
- 17. Federated 17 Pros Cons Very close to the Can lack an overall business architecture Delivery fit-for- Can result in purpose duplication Can be virtualised ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
- 18. Successful Governance - Federated 18 Global Manufacturer Key Roles CEO aligns entire business along well defined business processes and appoints process owners CIO aligns entire IT organisation to the processes Major Outcomes Tight alignment and integration of Business Process, Operational & BI systems Each process has BI systems that exactly meet their needs No global data warehouse ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
- 19. BICC 19 Pros Cons Close to the business Can be difficult to set Cohesive technical up in some companies architecture Can become detached Can be virtualised from IT and the Business Virtual teams often drift apart ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
- 20. Successful Governance - BICC 20 European Retailer Key Roles IT run by Chief Technology Officer (CTO) Controls all operational systems BI run by Chief Information Office (CIO) Controls all BI systems Major Outcomes A BICC run at the executive level Every business function engaged and committed to using BI ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
- 21. Governance Deployment 21 Develop the vision, strategy and priorities for business intelligence Establish the organisational framework that Will work within your organisation Is cost-effective in delivering business intelligence Makes effective use of the policy and procedures Can resource the roles and responsibilities Does not become an end unto itself ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
- 22. Maintaining Governance 22 Once deployed governance must Manage the on-going development for on-time on budget development Ensure that there is sufficient on-going funding Deliver value for money Adapt to change in the business priorities and the organisational structure Evolve in such a way as to always be an invisible support rather than a visible obstruction ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
- 23. Finally remember … 23 Good governance is about creating an environment that delivers value-for-money solutions that meet the business need. Developing documentation, processes and formality without a positive organizational culture where understanding, discipline and skill are regarded as virtues in teams that have leaders with strong technical skills, initiative, communications skills and personal authority will not deliver the required value. ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010