BI Competency Centers – A Program Management approach towards delivering excelling BI

I recently came across a client whose need’s where genuinely overwhelmed by a bit of frustration and a lack of solution partners who are not just technology implementers. The company had consolidated a lot of software solutions from various vendors, with overlapping features and functionality and had multiple departments participating in a tug of war for taking their departmental (and individual) BI ventures, enterprise wide. Interestingly, there was the case of an orphaned BI initiative there as well, the sponsors of that project had gone elsewhere!

The company came up with the idea of an excellence center (or a competency center) to try to standardize people, processes and technology. Easier said than done, the whole concept IS highly Utopian and is usually touted as a single solution to this fairly universal problem. But to achieve this”excellence”, a lot of background work is required which besides being costly is also time consuming.

To start with, a vision of an excellence center has to be developed. First of all, what DO THESE TERMS REALLY MEAN? Excellence Centers, Competency Centers, Strategy and Delivery Groups etc.It is one of the curse of hypes but a fairly reasonable mapping exists……”Program Management”

A Business Intelligence Program Management which sees BI implementations not just as a technology with limited business benefits but a business initiated venture with a targeted growth plan providing further services, features, ROI and sanity has a very strong case to sell.

According to Gartner Research, “A BICC is a cross-functional team with specific tasks, roles, responsibilities, and processes for supporting and promoting the effective use of Business Intelligence across the organization.”

BI Projects should be looked as ongoing, cyclical and iterative BI processes providing an improved delivery at each iteration. A Competency Center can provide the framework for measuring BI projects and their implementation, it also lets the company experience the cultural and operational transformations taking place as a result of a systematic and pervasive BI establishment. However, considering the different organizational behavior at different sized companies, operating in various verticals in diverse cultural backgrounds cannot be a single, enlightening offering.

It has to be Tailored for each concern whether a corporate or a department. But in general, a few set of services are considered core to the BI concerns in a company, namely,

1. The Periodic Assessment of ROI and Cost vs Benefits.
2. The standardization of processes and technology, whcih includes an enterprise level integration infrastructure again for both business and technology.
3. A well defined and controlled Risk Management perspective on the BI space.
4. A carefully crafted Knowledge Management initiative including organizational change.
   
5. A focused and prioritized agenda on Business User “Buy-In” into the BI environment.

Several companies provide their BICC setup and operations competencies and consultancies these days.  However, there aren’t many best practices or guidelines in choosing the right partner for establishing one. Minimum requirements could be the ability of execute BI projects and programs, strong Human Resources, Business Processes and Systems Integration skills etc.

Although BICCs are ongoing programs, they should be highly target oriented. These milestones and performance targets are based on various assessment calculators which usually come as part of a BICC setup.

A very creative way to visualize the progress and understand the whole philosophy behind the BICCs is wonderful BI Maturity Model for demonstrating the characteristics of a BI program or project, developed by TDWI.

There is also a fairly detailed book on the topic of establishing and developing a BICC, published from SAS and Wiley and Co, Titled:

“Business Intelligence Competency Centers: A Team Approach to Maximizing Competitive Advantage“ (Wiley and SAS Business Series) by Gloria J. Miller, Dagmar Brautigam, Stefanie V. Gerlach

Although the book is written by one of the BICC consultancy firms, the ideas presented are applicable universally. Their interpretation of the core services offered (or should be) by a BICC have been widely adopted by both the industry and the academia.

Source: Business Intelligence Competency Centers, a Team Approach to Maximize Competitive Advantage" SAS and Wiley Co.

All of these services are interrelated and each serves as an input to others. Each service also serves more than one goal of the BICC.

For example, the Advanced Analytics service besides providing a greater usability of BI and its infrastructure also increases the ROI. It also presents a strong case for evangelizing BI. It gives the business users an insight on what CAN happen from your BI environment. For organizations not having a sound infrastructure in place, an aggressively advertised advanced analytics service can form the motive to invest in a holistic enterprise information architecture, for example.

Establishing a BICC is a highly subjective matter and varies substantially from case to case. However a template based road map can be followed as one provided in the referred book. Primarily it depends on the existence of a similar setup already in the company, the maturity of the company in terms of its processes and policies for change management and technology, the type of people in terms of domain expertise and skill levels, the budget and time constraints etc.

As part of a general best practice, it is ideal to grow the BICC organically, meaning from bottom up with sponsorship from the top. A departmental wide BICC prototype which is planned for the enterprise but services one smaller concern at a time, like a department and then growing gradually into covering more departments and offering richer services.

Having a centric approach towards managing the concerns of BI is a daunting task but has its dividends promised if done well. The success of BI projects heavily rely on their continuity, reliability, flexibility, visibility and scalabiilty. BICCs offer just that.

The TDWI BI Maturity Model

As most industry experts tout the ongoing nature of Business Intelligence projects, there comes a natural desire to rate the status quo BI in an organization. However, as wide and diverse a Business Intelligence implementation is in terms of the tools, processes, people and culture invovled, it does need an overall benchmarking to assess future directions by setting goals and understanding the shortcomings of current offerings. To measure the ‘Maturity’ of an implementation, several independent organizations and certain vendors have developed their own assessment models. Among such publicly available models, the TDWI’s BI Maturity Model is a top down, vision oriented model which organizations can use to develop a road map. The model is a generalization of multiple BI projects and implementations indicating certain patterns of behavior based on five different aspects:

1. The BI Adoption

2. Organization Control and Processes

3. Usage

4. Insight

5. ROI

Such a maturity assessment is important in terms of gauging the value of the business intelligence inititave. For systems integrators and consultants its serves as a guide to set project milestones, deliverables and management and for C-Level execs to understand a step by step guide to the ROI from BI investments.

The TDWI BI Maturity Model offers a framework to adjudge the current standings of a BI implementation in terms of its adoption, control, usage, insights and finally the ROI.

An associated poster is presented here taken from Timo Elliott’s blog:

Each graph has its own target audience within the stakeholders and serves as a guide to a particular agenda. The management might be more interested in the last graph, the business value and ROI, whereas the business analysts might be more interested in the Insight whil the program implementers will focus on the adoption and usage as their primary concerns.

The Gaps:

While advocating the value of Business Intelligence, it is imperative for organizations to understand the gaps which obstruct their progress, either caused by the management or by the prevailing culture of the organization. It is the crossing of these gaps that defines the change management agenda for the program.

In the BI adoption cycle, the gaps define the points of stagnation which requires consultancy and a self motivated drive by the organization to cross it. But in other cycles the gaps indicate paradigm shift, state transition and time to reap the rewards of the investment. For the Local control vs enterprise standards, this indicates a well placed Business Process Management occasionally coupled by Data Governance initiatives which take over adhoc factors within organizations. In the first gap called the gulf, it is the individuals who feel empowered mostly by self-service BI capabilities but it kind of stops at that until and unless the organization throttles to move towards the second gap, called the chasm where it finds a mutual agreement between the individual entities of control and the corporate governance and management practices which leads to organization enlightenment, becoming a ’sage’.

For the BI Usage, before the gulf, the organization is equipped with its first batch of power users which identifies freedom from their IT department to provide insight. But here is where the gap occurs. A group of established power users indirectly in control of the BI program lets the organization stagnate and miss out the ability to truly empower all their business users and not just power users. Although an ideal utopian state to accomplish, but it has been the approach of wise men, there is no end to gaining wisdom and becoming a sage. To overcome this chasm, organizations further enhance their incentive systems for business users while providing the next layer of BI services: the customization capabilities to supplement self-service. Here tools become pervasive to the organization staff and their throughput increases.

For BI Insight, the phases between chasms indicates the shortening of the decision making process. Once the second and final chasm is crossed, organizations gain the capability of automated decsison making and a system which supplements business users with true decision support.

Programs such as BI require a dedicated sponsorship from the management to prosper and when they do take interest, expectations of ROI might supersede their actual values. This is partly caused by phenomena well explained in Gartner’s Hype Cycle.

This poster aids the BI teams to better explain the ROI expectations to the management in charge of the programs. What you sow, so shall you reap system applies to BI programs as well.

The model is well explained by the author Wayne Eckerson and certain blogs supplement the material as well.

Some notable links:

1. TDWI BI Maturity Assessment Tool

2. You can’t get there from here!

3. Hows your BI Maturity

Gartner 2009 Strategic Technologies

Although a slightly old post, but here is an interesting article by Gartner on the 2009 Stratgic Technologies. A motivation to relook at this Oct, 2008 vision a quarter later reveals the accuracy of the vision.

2009 began with a downturn economy and sales strategy focusing on fixing things, a rather reactive approach but in the world of information technology, things are getting better. Lots of convergence, huge strides in maturity, increase in motivation and an aggressive roadmap.

Gartner presents the top 10 Strategic Technologies enlisted here:

Virtualization
Cloud Computing
Beyond Blade Servers
Green IT
Web Oriented Architectures
Enterprsie Mashups 2.0
Specialised Systems
Social Software and Social Networking
Unified Communications
Business Intelligence

My understanding of the list actually streams Gartner’s choices into three:

Infrastructure
NextGen Applications
Business Intelligence

Infrasructure:
Virtualization is a massive stride forward in server consoildation and to an extent lowering licensing costs of software for organisations. As the usage of virtualization increases within companies, the need for virtualization management and security has increased. Enterprises already at a mature state of virtualization will further focus on collaboration of their virtual platforms with existing physical infrastrcture, more invisibility of virtualization on networks and capabiliites to take snapshots for cloning physical servers arrangements and configurations including software.
Pain points for the year will be virtualization security as the need for bringing virtualization into mainstream environments will reveal aspects of security specific to this line of technology.

Cloud Computing will further SaaS models and the business model’s appeal will increase in emerging markets like the Middle East and the Far East. This is coupled by the reason of increased investments in telecommunication backbones and greater awareness of outsourcing IT maintaince to service providers offering services on the cloud.
However, there are many pain points ranging from raising costs of telecom and sporadic skepticm in TCO of the SaaS business model in markets like the Middle East. Pain points remain the height of exceeding expacations and lack of best practices to adopt for most organizations.

Green IT and Blade dissappearance can be duly served by the changing trends in the software consupmtion behavior from products to services) where service providers determine these initiatives. However, Green IT  will not be adopted widely during this continued recession phase.

Next Gen Apps:
SOA is reaching its plateau of productivity on the Gartner’s Hype Cycle and will further enterprise mashups. This technology has already given a direction to evolve web standards and architectures influenced a wider range of application connectivity leading to benefits harnessed by other technologies and applications including social networking applications, collaboration and business intelligence. However, with the emerging trends of converged networks, pervasive computing applications including location aware, embedded systems will increase as well. Companies already having a level of this will continue to invest in application semantics using BPM automation, service orchestrations and semantic web services. Certain vendors have already started to bring forward their product offerings in these areas.

Business Intelligence:
It is prime time for BI to flourish, already aggressively growing in 2007 and 2008 according to both Gartner and TDWI, BI makes its justifaction for greater compliance, visibility, transparency, something whcih the post-recession period demands. This period also serves the motivation for organsiations to focus on their performance management. Business Intelligence offerings has a wider portfolio to offer this year with many vendors offering (or acquiring) data management appliances including Teradata, Greenplum, Microsoft etc. Last year vendor consolidation has brought greater strength to individual portfolio of each BI provider. SaaS models are also avaiable as alternatives giving customers much flexibility and even possiblity to mature their BI initiatives. Costs of implmementing Business Intelligence will go down for organisations with experience in consuming SaaS and those ready to invest in open source BI which has reached impressive maturity.
However, Predictive Analytics is still to go mainstream this year but is a probable reality in coming years.

Organizing Life 2.0 – A brief comparison

Jittering the Nitty Gritties, the mundane details, the crosses, the hashes, scrapping it and back to the drawing board. This is the usual activities of anyone taking notes and trying to bring structure to chaos. There are several theories and techniques out there to survive life 2.0 and many man hours have been spent by many men trying to figure out the system best for him. For all the sexists, let me be clear, I believe women are better organised and they can manage multiple tasks. But men, have to use one of the many available artificial systems to get back their control on life. I managed to prune down such systems to three, close to nature.

The ThinkingRock software supporting the GTD methodology, the FreeMind software supporting Mindmaps and MS OneNote supporting well…collaborative notes. TaskJuggler came as a close fourth on personal taste but I have the perception of it being too geeky for the general audience to catch the concept. All three of these software alongwith their methodologies have individual strengths and weaknesses and these are subjective based on interests, one’s educational and professional background and capabality of usage. although all three are pretty intuitive and takes no time to get going, there are several opposing communities of users whose preferences of their choices conflict with one another.

Here I will present to you my perspective of how I organise myself better or just perceive to be better organised!

1. FreeMind (Free):

Mindmaps were used by people as early as Aristotle as a way to represent things immediate to mind. Psychologists say that on average, our mind can keep 7+-2 concepts in mind at a particular time, sort of saying our cache can hold that much concepts. Some of us find ourself stressed out by the burden of having more than 9 items simultaneously which results in stress, incorrect judgement and inconsistent decisions. Mindmaps is a simple, intuitive way to organise concepts immediate in our minds in a tree-like structure whose depth can be controlled depending on our context. Here is a typical mindmap made in FreeMind, an opensource tool which provides many rich features than anyother commercial mindmapping tool out in the market.

2. Microsoft OneNote:

Microsoft introduced OneNote as part of their Office Suite since 2003 and while it gained popularity in Office 2007 onwards due to the tighter integration with Outlook and Word and also due to the licensing and distribution changes (now ships with standard Office Suite), it still remains to achieve a regular membership  of the Office family for years to come. The strong point of OneNote is its real time collaborative features which gives it a shared whiteboard feel which can accommodate most media types, text, images, video, audio, Office objects (visio shapes, excel sheets etc), handwriting (for Tablet PC) and a good flexibility for use the writing area like a physical scrap pad. What it lacks though is a systematic structure of representing information which can be good at some scenarios. Unlike FreeMind or ThinkingRock which are backed by particular knowledge representation schemes, OneNote is for the free souls to use as they please.

This approach suits many individually but cant be relied upon in team based project sharing and collaboration. Although OneNote pretends to present well organized templates, it actually does not do much more than enter default bulleted “flat” text.

3. ThinkingRock (Free)

This is a very well made software following the Getting Things Done GTD approach of David Allen whose main mantra is context. Our daily routines see different contexts which includes our location, our moods, our energy to do different type of work at different times of the day. This adds up to the philosophy as used in Mind maps as well that the less thoughts one can have at a particular time, the more creative and productive he/she can become.

ThinkingRock automatically hides all tasks and thoughts not in one’s current context and allows a self-adaptive task priority utility in which least prior activities after some time automatically become activities to complete ASAP. This would let one to eventually complete all tasks regardless of priority and not forget even the smaller things in life.

As a PIM (Perosnal Information Management) tool, ThinkingRock is a clear choice over the other two but as a single point of reference for managing thoughts, scraps, and time, OneNote and FreeMind can be used instead. For teams working on collaborative work, there is no comparision to the features offered by OneNote. In essence, to use the best of breed, one has to use atleast two of these products simultaneously until their intergration is developed. There is already some collaborative features available on FreeMind and the development is very active which is a sign of better things to come. This gives an edge to FreeMind over OneNote, while ThinkingRock can be used solely as a PIM.

Bill Gates

BBC presented a documentary titled ‘How a Geek Changed the World’, the Geek epitomized here is Bill Gates, who needs little introduction. He co-founded Microsoft Co. the biggest economic revolution of the modern times. The age of technology boomed by his vision of personal computing which has become inevitable now. However, as he retires now and hangs his boots from Microsoft, a new era has had already begun in technology, the rise of the Open Enterprise, with movements like the Free Software Foundation radicalizing the way technology is to be consumed. As much as Bill Gates and co were ridiculed by the likes of IBM for favoring desktop computing, Bill Gates has been throughout his career been an anti-open source and anti-FSF advocate and with the muscle of technology lock-in on nearly the entire world, he tried all he could to carry out controversies most famous of which being with Netscape.

Although one has to give credit to Bill Gates for revolutionizing technology to the masses, to non-techies and geeks no matter how he did it. His business savvy is admirable reflected by his ability to solve various business challenges using his technologies.

Although as his retirement approached, several changes took place, the cathedral and the bazaar foresighted it, the emergence of Google also boosted the open source movement and Microsoft in all the gone by years opposing it, finally shows the white flag. Microsoft’s own open source repository can be found out at their recently launched www.codeplex.com website.

He presents his retirement to the world with a light comedy but the jokes has been on him, Yahoo! venture being a near disaster, Microsoft embarrassed by the stubbornness and ego to give in, the failure of their flagship product (Windows Vista) might not show an opportune moment for him to leave but the end has finally come.

A new era has begun in computing. But with all due respect (with a lot of reservations), to a man who showed that achievement is more important that paper degrees, Bill Gates finally at the mercy of historians now…

ActiveSync Alternative for Linux

Windows Mobile based gadgets use the elusive ActiveSync protocol which Microsoft hasnt released yet for public use. However, for me to get my O2 XDA Cosmo (HTC Excalibur s620, T-Mobile DASH etc) to run on my Ubuntu Gutsy Gibbons, it wasnt a trivial choice as I had to choose between several promised but incomplete and buggy open source tools. Until I came across SynCE, another oper source alternative, things were gloomy.

It wasnt as trivial to get SynCE going as well due to various library conflicts and an inability for me to properly configure my firewall to allow a Remote NDIS based connectivity between the SynCE tools and the device. However, thanks to this guide, major things were resolved, I however, chose minor alternatives when choosing my source files to get it going for my device.

For me, usb-rndis didnt work, but the newer version usb-rndis-lite did.
For some reasons, GnomeVFS 0.11 still doesnot work for my device, however I tried the GnomeVFS 0.10 as recommended on SynCE website to finally enable Nautilus to recognize my device contents as a remote site.

I am still unable to actually sync anything between Thunderbird and this device. There is a possibility to hack Multisync to synchronize the above two but thats for later….

Data Mining Definition

Here is my definition of Data Mining:

Data Mining is a process of extraction of non-trivial patterns from massive datasets which either provides descriptive insights of the data (not perceived without this extraction) or provides actionable intelligence (in the form of reusable patterns which the process extracted). Where actionable intelligence is a structure of explicitly representable patterns which can be used for decision making either manually or computationally.

What do you think about it? Whats missing? Whats extra?

Startup Insiders – The Art of the Start

There is a healthy activity going on these days in the Pakistan IT scene. P@SHA (Pakistan All Software Houses Association) alongwith some volunteering entrepreneurs are running an evangelising campaign for budding tech entrepreneurs in Pakistan. They have recently started to publish their videos too. Check this:

All due credit to Ali Raza Shaikh, CEO of Nuvica Inc. for this video.

Inspired from that from atleast the feel-good-about-Pakistan-IT-Setup-And_Enthusiasm feeling, I came across this and found it worthwhile to share it here:::

Social and Economic Factors establish IT Context

I just came across this blog article my Mike Gotta, who blogs here: Collaborative Thinking:

This is an ineresting overview of three concepts regarding technology adoption in the developing world, its limitations and strengths:

Interesting series of articles that strategists should keep in mind. While some of the information addresses trends that might seem disconnected from the immediate “pain of the day”, there are interesting narratives in these stories that perhaps have some metaphorical correlation with similar activities that transpire (albeit at a micro scale) within a particular enterprise:

Survival Over The Long Term

Global companies that have delivered strong share price growth over the past three years are more proactive on corporate sustainability issues than those that have seen their share price stagnate or decline, according to a major new research report from the Economist Intelligence Unit.

…..

Overall, the majority of global businesses do not seem to be performing particularly well when it comes to implementing sustainability policies or programmes. Out of a list of 16 sustainable policies, which encompassed issues ranging from energy consumption and carbon emissions to diversity and governance, companies polled for this report had implemented an average of just five. Many executives also rated the quality of their company’s sustainability efforts as poor—with only a smaller number saying that they are doing well.

…..

Other key findings from the research include:

• Business leaders are open to more regulation on social and environmental issues.
• Communication, then the environment, are top corporate priorities on sustainability.
• The supply chain is the weakest link.
• Sustainability reporting needs more work.
• Sustainability does pay.

EIU.com

The Pro/Con Of Technology To Leapfrog Progress

The World Bank’s researchers looked at 28 examples of new technologies that achieved a market penetration of at least 5% in the developed world, and found that 23 of them went on to manage a penetration of over 50%. Once early adopters latch onto something new and useful, in other words, the rest of the population can quickly follow. The researchers then considered 67 new technologies that had achieved a 5% penetration in the developing world, and found that only six of them went on to reach 50%. That suggests that although new technologies are often adopted by a small minority of people in poor countries, they then fail to achieve widespread diffusion, so their benefits do not become more generally available.

Lavatories before laptops

The World Bank concludes that a country’s capacity to absorb and benefit from new technology depends on the availability of more basic forms of infrastructure. This has clear implications for development policy. Building a fibre-optic backbone or putting plasma screens into schools may be much more glamorous than building electrical grids, sewerage systems, water pipelines, roads, railways and schools. It would be great if you could always jump straight to the high-tech solution, as you can with mobile phones. But with technology, as with education, health care and economic development, such short-cuts are rare. Most of the time, to go high-tech, you need to have gone medium-tech first.

Technology and development | The limits of leapfrogging | Economist.com

Early Adoption Does Not Guarantee Mainstream Success

Emerging economies are better at adopting new technologies than at putting them into widespread use

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Broadly, two sets of obstacles stand in the way of technological progress in emerging economies. The first is their technological inheritance. Most advances are based on the labours of previous generations: you need electricity to run computers and reliable communications for modern health care, for instance. So countries that failed to adopt old technologies are at a disadvantage when it comes to new ones. Mobile phones, which require no wires, are a prominent exception.

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The other set of problems has to do with the intangible things that affect a country’s capacity to absorb technology: education; R&D; financial systems; the quality of government. In general, developing countries’ educational levels have soared in the past decade or so. Middle-income countries have achieved universal primary-school enrolment and poor countries have increased the number of children completing primary school dramatically. Even so, illiteracy still bedevils some middle-income countries and many poor ones.

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Yet it would be wrong to be gloomy about the technological outlook of emerging economies. The channels of technology transfer have widened enormously over the past ten years. Technological literacy has risen, especially among the young. But all this has helped emerging economies mainly in the first stage: absorption. The second stage—diffusion—has so far proved much more testing.

Technology in emerging economies | Of internet cafés and power cuts | Economist.com

An overview of Statistical aspects of Fraud Detection

Here is a video presented by Mr. David Hand on the issues of automated Fraud Detection system. Worth watching:
David Hand

Statistical techniques for fraud detection, prevention, and evaluation

Complementing this video by his paper is a good combination.