Benchmarking BI: How to Identify Critical Success Factors and Calculate ROI of Your BI Initiatives
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Benchmarking BI: How to Identify Critical Success Factors and Calculate ROI of Your BI Initiatives
Dr. Bjarne BergCOMERIT
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In This Session …
• Attend this session to gain insight into key benchmarks for BI project staffing levels, support requirements, BI project durations (upgrades or new implementations)
• A tool to calculate ROI, NPV, IRR, and Payback for SAP BI• Estimate return on BI investments using three different metrics –
replacement cost analysis, new capabilities analysis, and decision option analysis
• Benchmark your BI performance against best-of-breed and industry averages for project timelines and execution, costs and staffing levels, and ongoing support
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What We’ll Cover …
• Introductions• Return on Investments (ROI) of a BI project• A Tool to Calculate ROI, NPV, IRR and Payback for SAP BI• Key benchmarks — BI project staffing levels and support
requirements• BI project durations (upgrades or new implementations) • Wrap-up
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BI Spending is Increasing and Gaining Momentum
• 39% of CIOs in a SnapLogic survey said that BI was the #1 priority
• BI initiatives are also the #1 priority, ahead of cloud computing, in Gartner's survey of 2,335 IT managers and CIOs
Corporations are looking for a competitive edge with BI. For example, IDC estimated that BI spending increased by 6.9% to $1.8 trillion in 2012
KEY FACTS• 50% of the 2,600 respondents in TechTarget’s
annual survey said that they would increase their BI spending by at least 10% TechTarget.com, 2012
http://www.gartner.com/newsroom/id/1897514
Bimeanalytics.com, “CIO Insights”, 2012
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Why Are Companies Investing in BI?
• FACT: If you want to become a large organization, you need BI as a cornerstone in how you manage
Key Question: How is SAP BI enabling large organizations to grow and manage better than smaller companies?
• Examples 43% of retail companies with
revenues under $250 million use Excel as the core BI tool
13% of mid-sized retailers use Excel as their core BI tool
5% of retail companies with revenues over $1 billion use Excel as the core BI tool
Source: RSR 2011. Sponsored by SAP
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The Relationship Between Sales and Use of BI
• FACT: Pushing BI and analytics to operational line managers and store managers increases sales
Saturating BI at all levels of the organization creates focus and pushes decision making downwards; it makes the company more agile!
• Examples Retail organizations who
outperformed their peers in sales growth had 53% usage of BI at line manager levels
Retail organizations who outperformed their peers in sales growth had 52% usage of BI for store managers
Source: RSR 2011. Sponsored by SAP
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But, Is Business Intelligence Really Worth the Cost?• In the annual BI survey by the Business Application Research Center
(BARC), it was found that most BI investments are relying on soft justifications Faster BI More accurate reporting Improvements in business decision making Improvements in customer satisfaction rates
• Few were able to justify BI initiatives with hard Return on Investment (ROI) calculations, i.e., tangible cost reductions
After 20 years of BI and Data Warehousing, CFOs and CEOs are now demanding proof of benefits before investing more in these technologies
BARC, Bi-survey.com, 2012
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But, Is Business Intelligence Really Worth the Cost? (cont.)
• BI capabilities have to have hard tangible benefits in order to sustain the current level of enthusiasm and funding
• The trick to do this is to not align benefits to reporting, dashboarding, and tools. Instead, focus on operational improvements and make the benefits measureable
CEOs and CFOs are increasingly asking for real evidence that BI and Analytics helps reduce costs, increases profits, and actually
contributes to the enterprise and is not merely a non-value cost area.
SAP BI Capability Key ROI BenefitsBetter capital utilization and cash investmentsBetter Marketing program financing of internal resourcesLess variance of budgetsEarlier directional change alertsReduced interest paymentsReduced inventoryLess obsolete inventoryLess back ordersIncreased focused customer serviceShorter OTC cycleShorter P2P cycleTargeted selling to prime customersIncreased bundling and cross-salesIncreased customer loyaltyEarlier detecting of demand changesLower marketing costs (reduced waste)Cross use of resourcesReduced downtimeManufacturing and vendor consolidationAlignment of true costs to sales and operationsAlignment of budgets to successful operationsEarlier detection of unprofitable areasBetter customer segmentation by true profitability (not sales)Better proactive issues resolution (2-way loyalty)Suggestive selling (market basket analysis)Targeted promotionsLife-time value (LTV) customer analysisEarly customer product adopter analysis
BPC - Financial Forecast
BPC - Business Planning
Marketing Analytics & sales
PCA, CCA and COPA
CRM
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BI — ROI Calculators• There are many BI ROI
calculators and tools available on the Internet
• Some are vendor and tool specific, while others are focused on BI and Analytics in general
Depending on the size of your initiative, a more comprehensive calculator may be more
appropriate.
• Some calculators are very complex and comprehensive, while others are simplistic and easier to use
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What We’ll Cover …
• Introductions• Return on Investments (ROI) of a BI project• A Tool to Calculate ROI, NPV, IRR and Payback for SAP BI• Key benchmarks — BI project staffing levels and support
requirements• BI project durations (upgrades or new implementations) • Wrap-up
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The Current BI Time-to-Market is Too Slow…
A key complaint is that BI development is simply too slowCurrently BI time-to-market is measured in months instead of the time scale businesses operate (days/week)
SAP BI Self-Service for power users and authors is key to fast delivery and higher BI ROI
Source: SAP AG
Source: B. Oosterhof, Informatica
For costs to go down, and ROI to increase, we have to get better at delivering BI solutions faster
BI Self Service is a key component to reduce time-to-market
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Joint Application Design(JAD)
Rapid Application Development(RAD)
Extreme Programming(EP)
System development Life-Cycle based methodologies
(SDLC)
Impact of FailureLow High
Low
High
Time to Delivery
When to Select Different Methodologies
Time to Market — We Are Simply Too Slow …
• It has been estimated that 66% of development costs can be reduced by using an Agile or a Rapid Application Development approach for BI
• Furthermore, up to 500% of the time-to-market can be reduced through rapid prototyping instead of writing functional specs
For data warehousing, ASAP and JAD may be appropriate
methodologies, but for business intelligence Agile, Scrum, RAD, and interactive
prototyping are almost always the most cost
effective answers
Source: B. Oosterhof, “Agile and Operational BI,” Informatica, 2011
I.e. Scrum, Agile
Source: Dr. Berg, Data Management Review Magazine
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BI Time to Market — Realizing Benefits Earlier
• Benefits (i.e., sales) should be measured both in terms of the time when benefits emerge and the magnitude of benefits
• Don’t just write the estimated benefits, track the benefits of previous BI initiatives
The Business Case for BI should require some tangible way to quantify what these are and when you should be seeing them in a way that can be measured
• Most business sponsors believe IT projects are full of rework and missing features
• You have to change their mentality from building systems to doing BI: New features are always added
Source: Michael Krigsman, "75% believe IT projects are 'doomed'. 2011
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ROI on BI Projects — Replacement Cost Analysis
• The easiest form for ROI Analysis is to take the cost of a BI investment and simply compare it with the costs of the existing one
After this project analysis, we can now estimate the ROI based on a 3-year payback period
Application servers 74,000 Application servers 20,000 Database server 261,000 Database server 365,000 Total $ 335,000 Total $385,000
Database RDBMS annual fees 289,000 Database RDBMS annual fees -
RecoveryBackup and disaster recovery
172,000 Recovery Backup and disaster recovery 172,000
Upgrades Patches and upgrades 45,000 Upgrades Patches and upgrades 24,000
Performance Performance tuning and householding jobs
49,000 Performance Performance tuning and householding jobs
-
Storage SAN costs 201,000 Storage SAN costs - $1,091,000 Current total expenses $581,000
HANA Implementation costs $302,000 TOTAL NEW BI INITIATIVE $883,000
$208,000
Hardware support
Hardware support
Current Operations New HANA Initiative
Current total expenses
Project savings
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ROI on BI Operations — Replacement Cost Analysis
• In this case, we are replacing the current RDBMS with HANA, so the past costs and future benefits are easier to quantify
To account for the cost of capital, we discount all future savings by 10% compounded annually. This is known as the Net Present Value (NPV).
We divide the NPV with the investment to get the simple ROI.
Current Future Savings Current Future Savings Current Future SavingsApplication servers 74,000 20,000 54,000 74,000 20,000 54,000 74,000 20,000 54,000 Database server 261,000 365,000 (104,000) 261,000 365,000 (104,000) 261,000 365,000 (104,000)RDBMS annual fees 289,000 - 289,000 289,000 - 289,000 289,000 - 289,000 Backup and disaster recovery 172,000 172,000 - 172,000 172,000 - 172,000 172,000 - Patches and upgrades 45,000 24,000 21,000 45,000 24,000 21,000 45,000 24,000 21,000 Performance tuning and householding jobs 49,000 - 49,000 49,000 - 49,000 49,000 - 49,000 SAN costs 201,000 - 201,000 201,000 - 201,000 201,000 - 201,000
Total 1,091,000 581,000 510,000 1,091,000 581,000 510,000 1,091,000 581,000 510,000 Net Present Value (10% discount rate) 510,000$ 463,636$ 421,488$ TOTAL NPV 1,395,124$ HANA Project Cost and HW (investment) 667,000$ Return on Investment (ROI) 209.2%
Yr 1 Yr 2 Yr 3Area
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Option Theory — The Inherent ROI of BI• There is an intrinsic value of increasing the time from discovery to
time-when-action-is-required• This value is created by simply having more time to evaluate more
options before action is required
Option Theory: With BI, we discover opportunities earlier, get more time to make decisions, can evaluate more options, and have more time to implement
them
Issue or Opportunity Discovery
Action Required
Option found
Time toEvaluate
Decision made
Time to Implement
Time to analyze
No BI
Issue or Opportunity Discovery
Action Required
Option found
Time toEvaluate
Decision made
Time to Implement
Time to analyze
With BI
Option found
Option found
Time
Time
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What We’ll Cover …
• Introductions• Return on Investments (ROI) of a BI project• A Tool to Calculate ROI, NPV, IRR and Payback for SAP BI• Key benchmarks — BI project staffing levels and support
requirements• BI project durations (upgrades or new implementations) • Wrap-up
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A Step-by Step Example of ROI Calculator
• In this example, we are using the BI ROI calculator from Hall Consulting and Research
• It is one of the most comprehensive BI calculators available and relies on a 6-step approach: Profile BI Initiative Selection BI Maturity Assessment Initiative costs Initiative Benefits Analysis and Report In this demo example we will look at the major
activities of this tool, but there is also an enterprise edition with even more capabilities
Source: Hall Consulting and research
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A Step 1a – The Profile – Organization
• In this ROI tool we first enter the organizational profile. This include: Industry Location PC users BI users Financial Information and cost
structure
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A Step 1b – The Profile – Financial Information
• From HR we enter the key labor cost numbers including:
Salaries Overhead Standard hours per
year
These Labor Costs are used throughout the tool for estimates of ROI, Net Present values (NPV), Internal Rate of Return (IRR) and benefits graphs
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A Step 1c – The Profile – Preliminary capabilities assessment
Using simple scores or investments and importance, we quickly build a capability as-is and to-be BI Capability Profile that we guide us in the BI ROI benefits case
Having a basic understanding of the current environment will help us focus our BI initiatives later.
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A Step 1d – The Profile – Preliminary BI maturity assessment• Using basic scores and answering a few questions, the maturity profile is generated
Building, or enhancing, systems in a mature BI organization is substantially less costly than in emerging organizations.
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A Step 1e – The Profile – Results
• The profile generates a preliminary cost per user, a cost for the organization and the overall benefits.
• This will automatically be updated by the next steps where we refine hardware, software and implementation costs
• Throughout the tool, the system updates key numbers from other Excel tabs and change graphs accordingly
KPIs per users are key to benchmarking
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A Step 2a – BI Initiative and Application Selection• The next major step is to determine the BI applications in scope for our initiative.
• Business cases and BI strategies should not be focused on a single project, but instead look at major initiatives over 24-48 months.
Strategy is long-term (1-5 years);
Tactics is short-term (1-12 months)
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A Step 2b – BI Source System Selection
• It is estimated that as much as 40-70% of a BI and DW initiative is spent on Extracting, Transforming & Loading data (ETL).
• In this screen we are adding data sources from a high-level and making an assessment of the type, volume, complexity and integration to the DW.
This helps drive a more accurate cost picture of what is required to integrate into the BI solution using key benchmarks
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A Step 2c – Enhancements to Data Warehouse
• In this section we are looking at changes required to the data warehouse to accommodate our BI initiatives.
• It also include process improvement, metadata management and enhancements required to data marts and data structures.
The tool also has help and explanations included in each tab to guide a users to the tasks required in these input sheets.
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A Step 2d – Enhancements to BI and Analytics
• In the last initiatives input tab, we enter the changes required to BI and Analytics. This include: Reporting Scorecard/Dashbaords Analytical Tools Workflow and
collaboration
We are now ready to view the output from the exercise so-far
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A Step 2e – BI Initiatives Profile• The system then generates a BI capability
profile of what the current state of the BI environment is and what capabilities the initiative will focus on.
These profiles can help communicate with the sponsor the focus of your initiative
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A Step 3 – BI Maturity Assessment
By filling out a survey based on
objective questions, a BI maturity profile
is automatically generated.
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A Step 4 – BI Initiative Labor Costs
• Default values workload by week are selected based on scope, scale and complexity of initiatives. However, these can be changed by planners.
• Detailed Graphs are also created based on labor estimates.
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A Step 4 –Software and Hardware Costs for BI
• By filling out a detailed guided spreadsheet with cost numbers for storage, application servers, database, software, utilities, support, desktop software, training and more, these graphs are generated for user costs.
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A Step 5a – BI Initiative Benefits Input - Revenue
• A key to justifying BI spending is to identify tangible and credible revenues generated by the investments.
• Work with your finance and sales groups to get numbers you can justify to your management team.
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A Step 5a – BI Initiative Cost Savings and Productivity
• In addition to revenues, benefits can also be expressed as: Cost avoidance (easy to quantify) Cost savings (harder to quantify) Increased productivity (hard to quantify)
also known as new capabilities ROI
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A Step 6 – Final Step – ROI Analysis and Report
• The last step is to review the final report. Key measures required in a business case include: ROI NPV Bayback period IRR Costs Benefits Total Cost of
Ownership (TCO)
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Calculating ROI with a Spreadsheet Tool
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What We’ll Cover …
• Introductions• Return on Investments (ROI) of a BI project• A Tool to Calculate ROI, NPV, IRR and Payback for SAP BI• Key benchmarks — BI project staffing levels and support
requirements• BI project durations (upgrades or new implementations) • Wrap-up
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Benchmark Your Organization Against Eight Companies
Industry Banking Manufacturing
Higher Education Energy Automobile Airline Retail Manufacturi
ngNumber of Employees 50,000 5,000 1,200 20,000 60,000 8,000 22,000 81,000 Percent knowledge workers 35% 10% 50% 30% 11% 12% 8% 6%# of knowledge workers 17,500 500 600 6,000 6,600 960 1,760 4,860 Average salary per knowledge worker $64,300 $42,160 $88,000 $63,000 $68,000 $38,000 $41,000 $71,200 Estimated Hourly saved weekly by BI per knowledge worker
2.5 1.0 3.0 1.3 1.3 1.5 2.0 1.0
Annual Cost Savings $82,181,180 $615,820 $4,627,416 $14,355,506 $17,044,315 $1,598,562 $4,216,090 $10,108,800 BI Costs per knowledge worker $4,271 $908 $2,830 $1,650 $1,340 $1,250 $1,800 $1,624 Net Benefits $7,438,680 $161,820 $2,929,416 $4,455,506 $8,200,315 $398,562 $1,048,090 $2,216,160 ROI on Saved labor Hours 10% 36% 173% 45% 93% 33% 33% 28%
• In this example we are looking at key benchmarks from eight companies that are using Business Intelligence and Analytics instead of a traditional list reporting and Excel
• The organizations range from 1,200 employees to over 80,000
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Savings for Knowledge Worker by using BI
Industry Banking Manufacturing
Higher Education Energy Automobile Airline Retail Manufacturi
ngNumber of Employees 50,000 5,000 1,200 20,000 60,000 8,000 22,000 81,000 Percent knowledge workers 35% 10% 50% 30% 11% 12% 8% 6%# of knowledge workers 17,500 500 600 6,000 6,600 960 1,760 4,860 Average salary per knowledge worker $64,300 $42,160 $88,000 $63,000 $68,000 $38,000 $41,000 $71,200 Estimated Hourly saved weekly by BI per knowledge worker
2.5 1.0 3.0 1.3 1.3 1.5 2.0 1.0
Annual Cost Savings $82,181,180 $615,820 $4,627,416 $14,355,506 $17,044,315 $1,598,562 $4,216,090 $10,108,800 BI Costs per knowledge worker $4,271 $908 $2,830 $1,650 $1,340 $1,250 $1,800 $1,624 Net Benefits $7,438,680 $161,820 $2,929,416 $4,455,506 $8,200,315 $398,562 $1,048,090 $2,216,160 ROI on Saved labor Hours 10% 36% 173% 45% 93% 33% 33% 28%
While the hours saved per knowledge worker ranged from 1.0 to 3.0 hours in our sample, best of class knowledge workers spend 1.3 fewer hours per week looking for pertinent information compared to knowledge workers in all other organizations
Source: The Aberdeen Group, Aug. 2012
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KPI — BI Cost Per Knowledge Worker
• This included helpdesk, training, desktop licensing, software maintenance, change requests, print costs, and estimated additional developer support
• It did not include hardware, new development, data center operations, backup, recovery, network costs, and upgrades to software components by IT staff
From a Total Cost of Ownership, you should also include the cost of executive and casual users (tends to be lower per user but you will have more casual
users). You can find the number of users in your SAP EarlyWatch report.
• A key measure of costs of ownership is the cost per knowledge worker. In our sample, that ranged from $4,271 to $908 per employee.
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ROI for BI Investment by Knowledge Worker Labor Savings
• This ROI is for Knowledge workers alone and does not include additional benefits from better access to cleaned data, ability to do collaborative decision making, or more timely decisions and better agility of the organization
Plan for a comprehensive business case for SAP BI, but labor hours are the easiest to quantify
• Using the expected ratios of the knowledge workers relative to other workers, as well as their average salaries, labor savings per week, and the overall cost per knowledge worker, we found an overall ROI
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KPI Benchmarks of ROI by BI Platform Type• ROI of BI depends largely on the number of BI systems and data warehouses
you maintain• “Best-of-breed” BI and data warehouses use whatever tool is best in its class.
This includes ETL, reporting, management, database, scheduling, admin, etc.
Using a single BI and DW platform instead of Federated Data Warehouses can significantly increase the ROI of BI
Source: SAP AG, Enterprise Business Intelligence ROI white paper
• Integrated BI and DW systems use a single platform
• Integrated BI has significantly less costs and higher long-term ROI (on average)
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The Various Costs of BI by Platform Type
• Direct Costs Acquisition costs Infrastructure costs Implementation and
Deployment costs Support and Lifetime
costs Uptime, Reliability,
and Performance costs
• Indirect Costs Shadow IT costs Compatibility costs Lost Opportunity
costs
Improve ROI:
The trend for most organizations is to simplify the BI landscape, reduce the number of tools,
and go to a single DW and BI platform
Source: SAP AG
Type of Cost Best of Breed (various tools) Single-Architecture (SAP BI)
Acquisition CostsInitial outlays may be lower, can rise significantly over time
Initial outlays can be higher, more controllable
Infrastructure CostsIncremental Marginal
Implementation and Deployment Costs
Considerable, especially integration efforts and patchwork BI over time
Significant, but controllable and predictable
Support and Lifetime CostsUneven releases of upgrades multiplies support costs
Upgrades in sync with broader systems, though license fees and maintenance still significantUptime, Reliability, and
Performance CostsComplex to diagnose and resolve due to the number of parts
Single point of contact and responsibility
Shadow ITCompletely dependent on the quality of the effort
Consistent UI and integration with operational process will tend to reduce it over time
Compatibility CostsPotentially very high Likely very low
Lost Opportunity CostsLikely due to process Somewhat less likely, but the same
forces are in play
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A Health Check: Is Anyone Using your System?
Named Users: 14,503Real Users: 7,509 (52%)Active Users: 1,309 (9%)
User trend reports are found in the SAP EarlyWatch report – It is a Health Check to see if your initiative is failing or succeeding
Source: SAP AG
Named Users: 67,534Real Users: 50,912 (75%)Active Users: 6,279 (9%)
Named Users: 1,672Real Users: 783 (47%)Active Users: 191 (11%)
Named Users: 2,330Real Users: 762 (33%)Active Users: 129 ( 6%)
Named Users: 549Real Users: 127 (23%)Active Users: 24 ( 4%)
Real Examples
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What We’ll Cover …
• Introductions• Return on Investments (ROI) of a BI project• A Tool to Calculate ROI, NPV, IRR and Payback for SAP BI• Key benchmarks — BI project staffing levels and support
requirements• BI project durations (upgrades or new implementations) • Wrap-up
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BI Project Durations for ROI Planning • While there are many considerations for various BI
projects including skillsets, budget constraints, available resources, scope and number users, there are some basic rule-of-thumbs you can use in your ROI calculations
Each BI project requires its own milestone plan and detailed project plan. However, for high-level budgeting these
durations may help your business case.
Project Type Project Scope Fast Normal SlowSmall Project (500Gb) 2-4 weeks 4-12 weeks 12+ weeks
Medium Project (1-3TB) 4-8 weeks 8-16 weeks 16+ weeks
Large Project (3-100 TB) 8-16 weeks 16-20 weeks 20+ weeks
Small system/few users 4-6 weeks 6-10 weeks 10+ weeks
Medium system/ 300+ users 6-10 weeks 10-16 weeks 16+ weeks
Large system incl. other areas 10-16 weeks 16-20 weeks 20+ weeks
HANA Implementation
BW Upgrade
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BI Project Durations for ROI Planning (cont.) • For reporting and analytics, the data scope and the
availability of existing skilled staff and existing infrastructure will drive much of the timelines
Each BI project requires its own milestone plan and detailed project plan. However, for high-level budgeting these
durations may help your business case.
Project Type Project Scope Fast Normal Slow2-4 dashbaords existing data 2-3 weeks 3-8 weeks 8+ weeks
2-4 dashbaords new data 3-8 weeks 8-12 weeks 12+ weeks
8-10 dashboards existing/new data 10-12 weeks 12-20 weeks 20+ weeks
5-8 reports existing data 1-2 weeks 2-4 weeks 4+ weeks
5-8 reports new data 2-6 weeks 6-8 weeks 8+ weeks
10-20 reports existing/new data 10-12 weeks 12-20 weeks 20+ weeks
2-3 Infocubes, ETL and DSOs 4-6 weeks 6-10 weeks 10+ weeks
4-8 Infocubes, ETL and DSOs 6-10 weeks 10-16 weeks 16+ weeks
8-12 Infocubes, ETL and DSOs 10-16 weeks 16-20 weeks 20+ weeks
Dashbaord Project
WebI Project
BW Project
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What We’ll Cover …
• Introductions• Return on Investments (ROI) of a BI project• A Tool to Calculate ROI, NPV, IRR and Payback for SAP BI• Key benchmarks — BI project staffing levels and support
requirements• BI project durations (upgrades or new implementations) • Wrap-up
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Where to Find More Information
• Asim Abdel Rahman El Sheikh and Mouhib Alnoukari, Business Intelligence and Agile Methodologies for Knowledge-Based Organizations: Cross-Disciplinary Applications, IGI Global; 1 edition (September 30, 2011)
• Thomas H. Davenport and Jeanne G Harris, Competing on Analytics: The New Science of Winning, Harvard Business School Press; 1 edition (March 6, 2007)
• http://iteconcorp.com/ROICalc.html Computing The ROI for IT Projects and Other Investments
• http://hallcr.com/BI.aspx Another calculator for ROI calculator on BI projects
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7 Key Points to Take Home
• ROIs on BI projects must be based on tangible and measurable benefits
• ROI should be calculated at a program level and tracked over time• There are many tools available to help you do this – Don’t reinvent
the wheel• Benchmark your BI initiatives in terms of project duration, cost per
employee, labor savings, ROI, payback periods, and BI platform type• Be prepared to back up your business case with hard facts from the
business users and avoid a technology focus• Replacement projects and cost avoidance efforts are easiest to
quantify• Some projects are done out of operational necessities and ROI may
not be required (audits, SOX, compliance, financial SEC reporting, etc).
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Your Turn!
How to contact me:Dr. Bjarne Berg
Please remember to complete your session evaluation
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Disclaimer
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