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BI GOVERNANCE MODELS & STRATEGIES
David M. Walker Data Management & Warehousing April 15, 2010
1 ETIS Business Intelligence & Data Warehousing Working Group, Athens
Straw Poll – What can you do?
April 15, 2010 ETIS Business Intelligence & Data Warehousing Working Group, Athens
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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?
What is governance?
April 15, 2010 ETIS Business Intelligence & Data Warehousing Working Group, Athens
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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)
BI Governance Framework
April 15, 2010 ETIS Business Intelligence & Data Warehousing Working Group, Athens
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Provide Direction
Compare
Measure Performance
Set Objectives • BI is aligned with the business • BI enables the business and maximises benefits • BI resources are used responsibly • BI related risks are managed responsibly
BI Activities • Increase automation in the delivery of information (make the business effective) • Decrease cost of providing information (make the enterprise efficient) • Manage risks (security, reliability and compliance)
Derived from “Board Briefing On Governance” by the IT Governance Institute (http://www.isaca.org)
Components of Governance
April 15, 2010 ETIS Business Intelligence & Data Warehousing Working Group, Athens
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Process
Project
Programme
Executive Steering Committee
User Forums Programme Management
Exploitation Teams
Project Management
Data Model Data Quality Data
Warehouse Development
Data Lifecycle Data Security
Implementation Teams
Certification Committees
Executive
April 15, 2010 ETIS Business Intelligence & Data Warehousing Working Group, Athens
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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.
Programme
April 15, 2010 ETIS Business Intelligence & Data Warehousing Working Group, Athens
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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
Project
April 15, 2010 ETIS Business Intelligence & Data Warehousing Working Group, Athens
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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.
Processes
The use of uniform techniques for data capture, preventing duplication of data and greater consistency in the Transactional Repository.
Ensure that best practice Data Modelling patterns are followed, and that the Data Model is extensible and maintainable
Improved ad-hoc query performance for the users of the system, allowing for closer to speed of thought analysis.
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.
Methodical investigation into Data Quality, maximising the likelihood of discovering Issues before they become mission critical.
Standardised measurement of Data Quality ensuring better understanding of the scale of the overall problem, and giving visibility to the decision making process.
Standardised Processes to help in the timely resolution of Data Quality Issues
April 15, 2010
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ETIS Business Intelligence & Data Warehousing Working Group, Athens
Data Model Data Quality
Processes
Considered in terms of Capacity
Performance
Historical Reporting
Regulation
Archive
Backup and Restoration
Considered in terms of Architecture Data Lifecycle Business Unit Requirements Compliance Company Policy Business Intelligence
Personnel Business Intelligence Mission
April 15, 2010
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ETIS Business Intelligence & Data Warehousing Working Group, Athens
Data Lifecycle Data Security
Processes
Requirements Enhancements Issues Change
Sources Outputs
ETL Analysis, Design, Build
Reporting Analysis, Design, Build
Testing Implementation Training
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ETIS Business Intelligence & Data Warehousing Working Group, Athens
Data Warehouse Development Data Warehouse Development
Fitting it together
April 15, 2010 ETIS Business Intelligence & Data Warehousing Working Group, Athens
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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
Creating a successful framework
April 15, 2010 ETIS Business Intelligence & Data Warehousing Working Group, Athens
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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
Organisational Models
April 15, 2010 ETIS Business Intelligence & Data Warehousing Working Group, Athens
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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
IT Owned Programme
Understand the technologies
Independent arbitrator between business units
Can be disconnected from business priorities
Can struggle to get funding from the business
Only works where IT is respected
April 15, 2010
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ETIS Business Intelligence & Data Warehousing Working Group, Athens
Pros Cons
Successful Governance – IT Owned
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Global Banking Key Roles
CIO who understands ‘Agile’ methodologies BI Manager and business analyst team leaders that
understand exactly what is needed
Major Outcomes BI is highly responsive to business needs Change & re-factoring are a way of life
Federated
Very close to the business
Delivery fit-for-purpose
Can be virtualised
Can lack an overall architecture
Can result in duplication
April 15, 2010
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ETIS Business Intelligence & Data Warehousing Working Group, Athens
Pros Cons
Successful Governance - Federated
April 15, 2010 ETIS Business Intelligence & Data Warehousing Working Group, Athens
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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
BICC
Close to the business Cohesive technical
architecture Can be virtualised
Can be difficult to set up in some companies
Can become detached from IT and the Business
Virtual teams often drift apart
April 15, 2010
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ETIS Business Intelligence & Data Warehousing Working Group, Athens
Pros Cons
Successful Governance - BICC
April 15, 2010 ETIS Business Intelligence & Data Warehousing Working Group, Athens
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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
Governance Deployment
April 15, 2010 ETIS Business Intelligence & Data Warehousing Working Group, Athens
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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
Maintaining Governance
April 15, 2010 ETIS Business Intelligence & Data Warehousing Working Group, Athens
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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
Finally remember …
April 15, 2010 ETIS Business Intelligence & Data Warehousing Working Group, Athens
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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.