Professional Documents
Culture Documents
BI Evolution
BI is an evolving area derived from: Need to manage the massive accumulation of data from OLTP, OLAP, CRM, ERP, legacy systems, external data and other sources Need to integrate, analyze, transform data across the enterprise for decision support Need to adapt to rapidly changing business environment, competition, reporting regulations
Isolated silos
http://businessintelligence.ittoolbox.com/browse.asp?c=BIPeerPublishing&r=http%3A%2F%2Fwww%2Eittoolbox%2Ecom%2Fpeer%2Fbi%2Epdf
Take action
Measure results
Gain insight
Clean data
http://www.m87systems.com/services/bi_cycle.htm
Is It Business Intelligence?
Does it: integrate data, allow user queries, adress a business concern and enable better decisions faster?
BI Segments
Information Delivery Analysis and Reporting Visualization Analytics Data Mining Moving from applications to services model Best of breed or integrated solution?
BI Vendors
BI Best Practices
Define the business case carefully Cost-benefits analysis (?intangibles) Alignment with business goals Management support Business representation at every stage Change, vendor and project management Clean Data! Technology (last!) Does this look familiar?
Moss, Atre. Business Intelligence Roadmap. Boston, MA: Pearson Education, Inc., 2003
BI Implementation
A staggering 60% of BI projects end in abandonment or failure because of inadequate planning, missed tasks,missed deadlines, poor project management, undelivered business requirements or poor quality deliverables.
Moss, Atre. Business Intelligence Roadmap, p. 5. Boston, MA: Pearson Education, Inc., 2003
Moss, Atre. Business Intelligence Roadmap, p. xxi. Boston, MA: Pearson Education, Inc., 2003
Risk Assesment
Low Risk: supports Technology business workflow Complexity seemlessly Integration Medium: some Organizational manual intervention Project Team High: significant Financial Investment manual intervention
Moss, Atre. Business Intelligence Roadmap, p. 41. Boston, MA: Pearson Education, Inc., 2003
Implementation
IDC survey of 400 BI projects 1/3 failure 1/3 adequate 1/3 successful Risk of delay, decreased functionality and failure increases with organizational size and BI complexity
Business Analytics Implementation Challenges: Top 10 Considerations for 2003 and Beyond, January 2003 IDC #28728
10 Biggest BI Challenges
1. 2. 3. 4. 5. Budget Data quality User expectations Culture change Time to implement 6. Data integration 7. Training/educ 8. ROI case 9. Business rules 10. Sponsorship
Business Analytics Implementation Challenges: Top 10 Considerations for 2003 and Beyond, January 2003 IDC #28728
BI: IT vs Management
Management focused on training and education IT focused on data quality and culture change User expectations and training needs INCREASE with acceptance of BI Data warehouse and BI investment GROWS over time
Business Analytics Implementation Challenges: Top 10 Considerations for 2003 and Beyond, January 2003 IDC #28728
Bottom Line
Huge amount of data to monitor Rapidly changing business environment Pace of business is increasing Increased reporting burden Data can be transformed into better, faster decisions You need BI to manage your enterprise and stay competitive.
Business Intelligence
Company Background
The company was founded in 1922 More than 45,000 employees More than 1,000 stores and gas bar operations across Canada
Business line
Canadian Tire Retail (CTR) was one of the best-know Canadian retailers, with 390 associate dealers owning and operating 430 stores Canadian Tire Financial Services (CTFS)
(http://www2.canadiantire.ca/CTenglish/h ourstory.html.accessed: August 22, 2003)
(http://media.corporate-ir.net/media_files/TOR/CTR.A.TO/reports/ar03.pdf)
We are growing 2003 was a year marked by an unwavering commitment to the initiatives that will deliver the goals of our five-year Strategic Plan. We produced record results and are financially stronger.We are delivering on our foremost priority superior shareholder returns. And we are growing.
(Wayne C. Sales President & Chief Executive Officer at CTC)
IS Problems at CTC
From 2003 to 2005 CTC IT strategy focused on simplification, integration and costcutting. Therefore, the IT group faced 7 challenges:
1. Training hardworking people to have the right skill set for future programs 2. IT costs were higher than industry standard 3. Business users were not responsible for their IT costs
Business users
Current BI Environment
Report Developers
Source system
User
Request
CTAPS
Future BI Environment
Business users ABC M/modelsConsolidations Plan &Budget Intranet Presentation Layer BI specialists
Source system
CTAPS, PeopleSoft, Equity, CTFS, HR, CTR online, WWW, Part Soft, Other
HR Data Mart
Meta Base
Quick Wins
Access to daily sales promotional data Market basket analysis Forecasting Pricing optimization by region Price competitiveness analytics, brand analysis Incremental successes were key, but starting to block overall plan!
BI Champion
Andrew Wnek, CTC CIO, worked with CTC system since the mid-90s He lead the initial development of the IW and FRAG- separated BI of CFO for CTR
Conclusion
1. Secured the support of top management (Wnek-Project Champion) 2. Redesign business process before technology selection 3. Buy in vendor experience (Cop Gemini Ernst &Young) and let employees learn 4. Implement Incrementally 5. Include users on the development team
( Ashok Subramanian and Mary C. Lacity. Journal of Information Technology: Managing client/server implementations: todays technology, yesterdays lessons, page 169-186. 1997)
Business requirements
Timely Information needed to manage day to day operations Business users need access to predefined tabular reports in which they could make simple changes Analysts needed quick responses for new business questions to protect revenue as best as possible A better solution was essential to moving the business forward
Picasso Solution
Picasso Architecture
Summary
Successfully deployed 2 BI solutions in 2000 and 2001 Plans to expand these deployments to include European and Asian data sources to bring a global perspective to its internal operations Einstein made brokerage managers easily and independently assess the relative value of vendor relationships and trading volumes and take decisive action to maximize profitability Rapid access to formatted information = better decisions, faster!
Large health care delivery organization $1.7 billion operating revenues 21 acute care hospitals and other facilities Not-for-profit operated by Franciscan Sisters of Mary BI integral to performance improvement
5,000 physicians (some employed) 23,000 employees Hospitals, home health, hospice, outpatient clinics, nursing homes Oklahoma, Wisconsin, Illinois, Missouri First health care organization to win the Malcolm Baldrige National Quality Award
Baldrige award recipient profile: www.nist.gov/public_affairs/releases/SSMhealth.htm
System Goals
Exceptional Clinical Outcomes Exceptional Patient, Employee and Physician Satisfaction Exceptional Financial Performance
Ronald Levy Regional President System VP SSMHC STL Depaul Hospital Cardinal Glennon SJHC, SSMRI SJHW, SMHC MCO, PO
Mary Starmann-Harrison James Sanger Regional President Regional President System VP System VP SSMHC Wisconsin St. Marys Good Sam
Information Center
http://www.ssmhc.com/internet/home/ssmcorp.nsf/SSMHC_Org_Chart?OpenPage (modified)
Reimbursement is being tied to quality CDOs must be able to track outcomes They must report quality data Financial pressure is intensifying Quality improvement is difficult to track Not all MDs are employees Cannot tell a doctor what to do
Business Driven Opportunities existed across all adult hospital campuses for length of stay reductions resulting in large cost savings, and that cost savings due to lower length of stay can have a positive association with improved clinical quality
Dr. Paul Convery, CMO SSM STL
Network Medical Management Committee Clinical Performance Improvement Center (CPIC) (centralized consulting service and data management)
Patient Surveys
MMR REPORT
1. Cover sheet: key Medicare LOS, volume; outcomes for groups; safety outcomes; system KPIs by month, YTD and last 2 years. For high level administration overview 2. Patient satisfaction summary by hospital 3. Performance improvement data sheets: drill down into additional factors with monthly data over the last 12 months, used by PI teams
Safety Indicators
Near miss reports Surgical site marking compliance Dangerous abbreviations
System Indicators
Patient loyalty, satisfaction (surveys) 31-day readmission rate Unscheduled return to OR or ER
The use of the MMR and the improvement it tracks were a key component to the performance improvement processes which resulted in SSM Health care winning the Malcolm Baldrige National Quality Award in November, 2002
Dr. Paul Convery, CMO
Is It Business Intelligence?
Does it: integrate data, allow user queries, adress a business concern and enable better decisions faster?
CTC A A A B
Russell A A A A
A B A A
BI Best Practices
SSM
Defined Business Case Cost Benefit Analysis Alignment with Business Goals
Russell A B A
A A A
Management Involved
Business Representation
A
A
F>B
A>A
A
A
Questions?