Wishtree Technololgies - Education Services

8/7/2019 Wishtree Technololgies - Education Services

1/14

Help your career start take off


2/14

Agenda

About Wishtree

Why Wishtree is Here?

BI and EPM

Industry Outlook Who is Using?

Who is Hiring?

The Wishtree Advantage

Q & A


3/14

About Wishtree

Emerging Software Development, Consulting and Training Companyfocused on services like IT Consulting (BI / EPM / ERP / CRM) Education Services

Outsourced Product Development Application Development Mobile Application Development Software Testing

Has presence in USA, UK and India

We cater to a very diverse range of industries and business domainssuch as healthcare, manufacturing, banking, travel, education.


4/14

Why We Are Here?

Expand Your Industry-Specific Skills

Business Intelligence

Enterprise Performance Management

Prepare for the professional life

? ?

? ?

Do I know enough?

Where do I look?

Where do I start?

My career roadmap


5/14

What Does BI Mean to an Organization?

Business intelligence is about business and people, not information and technology. Information is useless unless you actually change something in the way your orga nization does business. And technology is useless unless it actually gets to the people who should be usingit.

A truly successful BI program is one that not only provides value to the business with every project, but also inspires the company as a whole to push to the next level of information use.

I regularly present on the topic of best-practice BI, with topics like Why BI Projects Fail and What to Do About It, where I go through a long list of the BI problems Ive seen repeatedly over the last two decades. In this post, Ive extracted the top five that I think make thebiggest difference in the long run:

1. Focus on Changing the Business

If youre in charge of BI, your job is not providing a technical infrastructure, nor information, nor keeping internal customershappy its using information to improving the way the c ompany works.

BI projects arent delivered when you have built the data warehouse and started providing the reports to the business people thats just the start of the r eal project of changing the business.

Yes, of course the business people think thats theirjob, but its the mindset that is important. Focusing on the end goal even though you are not directly responsible for it leads to the types of behavior that correlate to BI success:

It helps you ask why people want information, and what theyre going to do when they get it which in turn helps focus business people who may only have a vague idea of what theyre really trying to do, a nd what is possible

It helps you learn and understand your compa nys business

It helps you prioritize projects, make the right tradeoffs, and dedicate resources more intelligently

It helps you explain the value of your projects in business benefits, not just c ost or productivity savings

As an example: somebody comes to you with a strong business need for better data, but the only way to ac hieve it is through manual information gathering and spreadsheets, and it doesnt have anything to do with your existing DW or BI infrastructure. Is it still part of yourbusiness? Yes! (note this doesnt mean that your team necessarily does the work).

You should be THE go-to person in the company that best understands both the business information needs and whats feasible. You should be a clearing-house for best-practice better run business through better information, using whatever means are necessary.

2. Focus on People

The figures to the left came from a old IBM survey about IT in general, but ring especially true for business intelligence pr ojects. We spend over 90% of our time on da ta and technology, while 75% of project success or failure depends onpeople, process, organization, culture, and leadership.

BI is a crucia l interface between the tens of millions of dollar s invested in your information systems over the years, and the people who are in a position to unleash some of the value in that investment.

Ultimately, BI projects never fail because of technology alone. Things go wrong all the time, of c ourse, but its only if non-technology factors like leadership and expectation setting have been neglected that a BI projec t truly fails.

There are myriad signs that indicate underinvestment in people: the intended audience is disappointed with the solution(and IT replies but thats exactly what you asked us for!); user adoption is systematically under-funded, with little ongoing training; executives dontunderstand why it all seems so hard I just want these numbers!; business teams end up downloading information into Excel because thats what theyre used to; etc. etc.

If 75% of success is about people, why arent we spending 75% of our time on it? If your job is world-class BI, you should be spending a lot more time listening, explaining, evangelizing, and leading than you do implementing.

3. Provide Some Simple Data Access for Everyone

You must, of course, focus on the BI projects that provide the most value to your organization. B, but theres one thing we have to learn from the consumer world: the most effective way to build demand for your product or service is to provide something thats toosimple, and then create a community around it.

For example, the iPod wasnt the first MP3 player, it wasnt the most advanced, and it cer tainly wasnt the cheapest but it was the simplest to use. And thats why its the first MP3 player that most people ever heard of.

We design our BI implementations for our power users, and implement what they want typically lots of c omplex data and features. Apple designed something for everybody, but keeping the number of features deliberately, even artificially low.

Im convinced that Apple employed somebody whose job it was to say no: Can we add some more buttons? No! Can we ad d search? No! Custom playlists? No!.

Once the iPod was a succ ess, more features were slowly added, and its a form ula that Apple has repeated with newer devices like the iPhone and iPad launching with fewer features than the competitors and aim ing for volume first, and then extending.

The Web 2.0 world has followed a similar model: Fac ebookand Twitter did one simple thing well first, then built a community, then provided more features. Even video games follow this model. They start out easy: level one is a bout understanding the basic controls, andthen you slowly build up skills level by level.

How does this apply to business intelligence? You should a im to roll out some simple analytic information to everybody in your organization such as travel and expenses, or breakdown of mobile phone bills, or budget spending, or time managem ent. And it should beincredibly simple to use basic reports, with every fancy option turned off, and with no extra logon required.

Once youve done this (and promoted it widely), youll find that people soon come and ask for more information, other types of information, and more features. People get used to having information, their expectations get higher, and youve started changingthe informationculture from the bottom up.

Unlike rolling out BI to power users, widespread information to everyone sets up a long-term virtuous spiral of people a ccessing, using, and demanding information.

4. Tell Stories

Obviously, people need to believe in the benefits of BI if you stand a chance of c hanging the culture of the organization.

Its notoriously hard to predict the retur n on investment on business intelligence projects, because you dont know what you dont know: having better information reveals new area s for improvement.

Asa study by IDC showed, the majority of BI benefits are typically in business process enhancements which can be very hard to determine in advance .

By following #1 above, youll have a better idea of what the business benefits of your projec t really are, and be able to take credit for them (Sadly, if a Marketing VP, say, improves campaign performance thanks to improved business intelligence, they d ont often include a bigthank you to the IT orga nization when they tout their performance to the board)

But this can only take you so far. For all the insistence on hard numbers, executives like the rest of us are surprisingly anecdote-driven. Just as charities know thatfocusing on the plight of one child is more effective than a series of statistics, you need to be able to tellthestoriesbehind the numbers. You need to collec t real-life examples of how your projects have helped individuals in the organization tra nsform the way you do business.
http://timoelliott.com/blog/2010/09/business-intelligence-iceland-skyrr-fall-conference-in-reykjavik.htmlhttp://www.remycorp.com/documents/IDC_ROIwpinal.pdfhttp://www.remycorp.com/documents/IDC_ROIwpinal.pdfhttp://www.worldvision.org/http://www.worldvision.org/http://www.worldvision.org/http://www.remycorp.com/documents/IDC_ROIwpinal.pdfhttp://timoelliott.com/blog/2010/09/business-intelligence-iceland-skyrr-fall-conference-in-reykjavik.html


6/14

Enterprise Performance Management

- Its BI with A Purpose

Develop strategies and goals

Define key initiatives and KPIs

Assign Accountability

Allocate strategic targets

Financial budgeting

Operational planning

Rolling forecasts

Long term planning scenarios

Full P&L, B/S, Cashflow

Set strategic targets

Capital structure/financing

Financial and operational

Revenue, profits, KPIs

Efficiency and Utilization

Benchmarking and metrics

Variances to budget

Key trends across LOBs

Profitability

Effectiveness

Financial & Statutory

Management Reporting

Compliance

SDR GRI Metrics


7/14

Industry Outlook on EPM / BI

Worldwide Enterprise IT Spending to

Reach $2.5 Trillion in 2011

BI spending up, skills down

Business intelligence spending to increase

as more organizations realize the benefits

IT spending (on BI) will expand in

a cost-effective manner in 2011

BI is once again top priority for

companies in 2011


8/14

The Road Ahead

200,000

400,000

600,000

800,000

1,000,000

1,200,000

oftware Engineer / Developer / ProgrammerSr. Software Engineer / Developer / ProgrammerInformation Technology (IT) ConsultantProject Manager, Information Technology (IT)

IT (Median)Java

ERP

BI

Note: All figures are average numbers across country

Source: All figures are up dated till 21stJan 2011 as per www.payscale.com

Skill set comparison of salaries offered in IT

1511

109

866

44

3333

213

Consulting/professional services

Financial services

Software/Internet

Manufacturing (non-computer)

Telecommunications

Government (federal)

Transportation/logistics

Other

Industry Distribution

BI director

Decision support (BI) architect or developer

BI program manager

Data acquisition (ETL) architect or developer

Lead information architect

Technical architect or systems analyst

BI project manager

Data analyst or modeler

Business requirements analyst

Business sponsor or driver

Subject matter expert

Database administrator

BI support and service

Data quality analyst

Data warehouse administrator

Business user

Data administrator or metadata manager

Data owner/steward

Source: TDWI Research 2010 www.tdwi.org

Roles & Responsibilities


9/14

Who is Using?

5 of the top 6

4 of the top 5

8 of the top 9

6 of the top 9

3 of the top 4

3 of the top 4

3 of the top 6

5 of the top 6

3 of the top 6

2 of the top 4

3 of the top 5

Aerospace & Defense 5 of the top 6

Commercial Banks 4 of the top 5

Pharmaceutical 8 of the top 9

Computer Office Equip 6 of the top 9

Diversified Financials 3 of the top 4

Railroad 3 of the top 4

Medical Products & Equip 3 of the top 6

Telecommunications 5 of the top 6Securities 3 of the top 6

Network & Comms Equip 2 of the top 4

Life & Health Insurance 3 of the top 5
http://www.pg.com/en_US/index.jhtmlhttp://www.dillards.com/index.htmlhttp://www.bt.com/index.jsp?BV_SessionID=@@@@0465278720.1086302531@@@@&BV_EngineID=cccjadcljfhiihecflgcefkdffndfnn.0&obsOID=30777&obsPage=/index.jsp&vStore=1128&obsType=LINK&obsNoSee=truehttp://www.loreal.com/us/index.asp


10/14

Oracle Hyperion EPM / BI Suite

Oracle Financial Management

Oracle Financial Data Quality Mgt.

Oracle Strategic Finance

Oracle Financial Reporting

Performance

Scorecards &

Strategy

Management

Oracle Data Integrator

Oracle Warehouse Builder

Oracle Essbase

Oracle Data Relationship Mgt.

Oracle Data MiningOracle Real Time Decisions

Oracle Performance Scorecards

Strategy Management

Workforce Performance Measurement

Management Reporting

Corporate Dashboards

Financial Reporting

Operational Reporting

Production Reporting

Oracle Business Intelligence

Oracle Financial Analytics

Oracle Human Resources Analytics

Oracle Procurement and Spend

Analytics

Oracle Supply Chain and Order

Management Analytics Oracle Sales Analytics

Oracle Planning & Budgeting

Revenue Planning

Expense Planning

Project Planning

Cash Flow Planning

Oracle Capital Exp. Planning

Oracle Work Force Planning


11/14

Training Tracks

Current

Essbase, Smartview and Financial Reporting.

Oracle Business Intelligence Enterprise Edition (OBIEE)

Upcoming

Hyperion Planning

Hyperion Financial Management

Financial Data Quality Management

Hyperion Profitability and Cost Management. Oracle Data Integrator

Hyperion Performance Scorecard.


12/14

The Wishtree Advantage

Strongest Curriculum

Implementation Perspective

In excess of 1000 hours of training

Cost Effective Training

Blend of Finance and Technology


13/14

Who is Hiring?

Our Network


14/14

Date post:	08-Apr-2018
Category:	Documents
Upload:	wishtree-technologies
View:	219 times
Download:	0 times

Wishtree Technololgies - Education Services

Documents