Business Intelligence Competency Center

© 2015 SAP SE or an SAP affiliate company. All rights reserved.

BUSINESS INTELLIGENCECOMPETENCY CENTER

best practices guide

03

© 2015 SAP SE or an SAP affiliate company. All rights reserved. © 2015 SAP SE or an SAP affiliate company. All rights reserved.

Business Intelligence

Executive Summary

04

BICC Defined

08

BICC OrganizationalModels, Roles & Skills

12

BICC Funding & Value

26

Creating and Evolving a BICC

32

How SAP Can Help

34

TABL

E O

F CO

NTE

NTS

04


05EX

ECUT

IVE

SUM

MAR

Y

Executive Summary

Business Intelligence (BI) and analytics continue to be key enablers for business innovation. However despite significant investments, organizations fail to maximize the return on their assets – data, technologies and people. Two key elements for successful business intelligence initiatives are a formalized BI Strategy and executive business sponsorship. BI Strategy development and alignment is critical but a strategy alone is not enough, it must also be executed. The creation and ongoing development of a Business Intelligence Competency Center (BICC), sometimes also called a BI Center of Excellence (BI COE), is a best practice to define and operationalize an organization’s BI strategy, align its BI initiatives with corporate strategic goals, and ensure return on its investment.

BICCs are not new; they emerged in the mid 1990s but were more technology-driven and focused largely on program management. As data has exploded and business user self-service has grown, BICC responsibilities have expanded to include more business engagement for requirements, alignment, enablement and business value.

“Higher BI and analytics compentency and pervasiveness are achieved when

organizational culture, business processes and technologies are designed and

implemented with the goal of improving or automating all strategic, operational and

tactical decision making.”

Dan Vesset, Program VP, Business Analytics, IDC Research. Best Practices for BI and Analytics Strategy, Feb. 2012.

06 07


A ComputerWorld BICC survey showed the top five reasons for creating a BICC were:

• Increased business user satisfaction• Increased decision making speed• More accurate decision making• Increased usage of BI• Increased collaboration between IT and business units

These reasons are still relevant today, especially in light of Big Data and increased user self-service.

EXECUTIVE SUMM

ARY EXEC

UTIV

E SU

MM

ARY

88%83%

86%86%

86%79%

85%83%

85%71%

Increased business-user satisfaction

Increased decision-making speed

More accurate decisions

Increased usage of BI

Increased collaboration between the IT and business units

100%Enterprise (more than $500 million in revenue)SMB (less than $500 million in revenue)

Source: 2006 Computerworld Survey - How Companies are Implementing BICCs

Organizations can ensure that their data assets, technologies and people are maximizing resources for improved business performance through a strategic, programmatic approach to BI that includes five key areas, all of which fall within the scope of a BI Competency Center:

Reasons for creating a BICC

SAP has helped many customers understand and evaluate their current capabilities for each of these areas through a BI Strategy Assessment or through a consulting engagement with SAP Strategic Advisory Services. A BI Strategy Assessment helps customers understand their BI maturity level and gaps; align their priorities; and create a BI roadmap to evolve their capabilities.

Very often two key recommendations are made following an assessment: • Creation of, or specific areas to improve an existing, BICC• Development of a formal BI Information Governance process

For more information on SAP's BI Strategy Assessment, see the BI Strategy area of the BI Success site.

06

Background and Purpose

Current State and History

BI Objectives and Scope

Summary of BI needs

Envisioned To-Be State

Priorities and Alignment

Value Proposition of BI

Expected Benefits - Future State KPI

Business Case

Information Categories

Architecture and Standards

BI Applications

Governance Structure

Program Management

Roadmap and Milestones

Measurement

Education/Training

Support

https://www.sapbi.com/bi-strategy/


08 09


BICC DEFINED

BICC

DEF

INED

BICC Definition

A Business Intelligence Competency Center (BICC), or BI Center of Excellence (BI COE), is a cross-functional organizational team that has defined tasks, roles, responsibilities and processes for supporting and promoting the effective use of Business Intelligence (BI) across an organization. It coordinates activities and resources to ensure that a fact-based approach to decision making is implemented throughout an organization. It has responsibility for the governance structure for BI and its analytical programs, projects, practices, software, and information architecture.

The BICC/BI COE is responsible for building the plans, priorities, infrastructure, and competencies that the organization needs for data-driven decision making using BI and analytical software capabilities. Some of these ares are technical functions; others are business functions.

1 2 3

Development of an effective BI Strategy

Business and IT partnership

Executive business sponsorship and support

Together, these three areas work together to ensure successful execution of the enterprise-wide BI strategy.

• Requires identifying key stakeholders, identifying corporate strategy as it aligns with business needs, and identifying business and business unit priorities. This also involves setting strategic analytic vision for the organization.

Aligning with the BI Development Team BICC includes identification of BI Strategic, Program, Analytical and Technical skills required by the development team and confirmation of deployment capability. It also requires identification of data and architectural scope and overlap. Lastly it requires deployment of BI toolset by project type.

Executive business sponsorship and support includes strategic business alignment, communicating analytics success stories and ensuring committed funding.

• •

There are three important elements for an effective BICC:

09

10 11


BICC DEFINED

BICC

DEF

INED

The figure below illustrates the strategy and execution aspects of a BI Strategy. The BICC participates in both areas.

Successful BI Programs Elements Strategy and Execution

1110

Plan - Communicate - RefineExecute - Monitor - Optimize

CorporateStrategy

BI Strategy & Roadmap

New Data/Capabilities

Business Driven

Corporate Data Strategy

& Metrics

Ad HocReporting Operational

Reporting

Exploration &Visualization

Real TimeAnalytics

PredictiveAnalytics

Strategically Aligned

User Access and Usability

Improved Decision Making

Link & AlignStrategy to Execution

Feedback to Strategy

BI Strategy BI Execution

BI SelfService

12 13


BICC Scope/ Key Areas

The scope of a BICC is quite broad; it is responsible for multiple functions including:

• BI Strategy• Business Requirements, including alignment and prioritization• BI Program Governance• Information Governance & Stewardship• Education, Training & Communication• Infrastructure & Technology

BICC ORGAN

IZATION

AL M

ODELS, RO

LES & SKILLS BICC

ORG

ANIZ

ATIO

NAL

M

ODE

LS, R

OLE

S &

SKIL

LS

The figure above illustrates the business owned responsibilities of a BICC. Additional areas that are owned by IT include Delivery and Operations as well as Infrastructure and Technology. The following paragraphs describe each of these areas in more detail.

BICC/COE Responsibilities

BI Strategy: The BICC leads in defining the overall BI strategy including the organization’s BI mission statement, its objectives and scope. The strategy should be formally documented and available to all stakeholders.

Business Requirements: The BICC is responsible for documenting the analytic requirements including use cases and corresponding business value. It is also responsible for prioritizing and common or conflicting requirements. Business requirement templates should be used to ensure consistency and completeness of definition. The requirements are defined by business analysts who may reside in the BICC or be extended members of the BICC within business areas. The BICC works in collaboration with the IT Development Team on application development and technical architecture. The architecture is driven by the business requirements.

BI Success

Education, Training &

Communication

Insfrastructure & Technology

Business Requirements

BIStrategy

BI ProgramGovernance

Information Governance & Stewardship

14 15


BICC ORGAN

IZATION

AL M

ODELS, RO

LES & SKILLS BICC

ORG

ANIZ

ATIO

NAL

M

ODE

LS, R

OLE

S &

SKIL

LS

BI Program Governance: The BICC leads the review of analytic projects or initiative requests through a governance structure. Typically a threshold (e.g., 30 days) is used for prioritization within the BI Development Team. Another threshold is used for reviewing those in excess of this threshold by a Functional Working Committee. Strategic projects and any significant investments are generally reviewed by an Executive Steering Committee.

Sample BI Program Governance Model

14 15

Information Governance and Stewardship: The BICC leader chairs the Information Governance and Stewardship function. BI project requests requirements should include data definitions, calculations, validation tables, etc. The initial requirements and ongoing changes are defined by data stewards who are usually business analysts within business units. These same individuals are often also involved in master data management and operational or transaction data governance where the data originates.

Baseline BI Governance & Interactions Model

ExecutiveSteering Group

IndividualContributors

FunctionalWorking Group

Business Intelligence Team

• Review Status• Reports ROI• Makes recommendations

• Sets policy• Sets priorities• Accepts risk• Sets direction

• Champions change• Provides input

• Operational status• Project pipeline• Issues & risks• Management review

• Funding• Operational Direction• Executive support• Project pipeline• Sets priorities• Implements policy

• Seeks input• Manages issues and risks• Sets priorities• Implements policy

• Champions change• Provides input

• Consults to governance body• Champions change• Provides input on direction

• Provides operational support• Manages information assets• Supports user community

• Organizational commitment• Allocates funding• Manage/accept risks• Directs and ratifies direction

16 17


BICC ORGAN

IZATION

AL M

ODELS, RO

LES & SKILLS BICC

ORG

ANIZ

ATIO

NAL

M

ODE

LS, R

OLE

S &

SKIL

LS

SAP has created an Information Governance self-assessment survey tool which can help conduct a high level assessment.

BICC, Data Management Team & Business User Data Management Roles A Data Management Team (DMT) within IT is responsible for the technical data management, information architecture, metadata management, data quality, data modeling and administration and database architecture. The BICC, DMT and Users all work together for effective information governance and stewardship. The figure below illustrates how they work together and which area has primarily, secondary and tertiary responsibilities.

BI & Data Management Team (DMT) Organizational Structure

Primary Secondary Tertiary

Strategy Definition

Data ID and Preparation

Business Intelligence Tool Evaluation and Selection

Development,Implement and Train

Discovery and Exploration

Access, Monitorand Analyze

Operations Management

Share and Collaborate

Effect Change

BICC/BI Team

BICC/BI Team and DMT

BICC/BI Team


Users and BICC/BI Team

Users

DMT

Users

Users

Users

Users

Users

Users and Tech Support

DMT

Tech Support

BICC/BI Team

BICC/BI Team


DMT

DMT

BICC/BI Team

DMT

Deve

lopm

ent

Depl

oym

ent

http://scn.sap.com/community/enterprise-information-management/blog/2014/07/09/self-assess-your-capabilities-for-executing-on-an-information-governance-strategy

18 19


Education, Training & Communication: The BICC is responsible for the end user tool training program. It coordinates with HR or other generalized corporate development areas for non-tool skill development. General BI tool training, as opposed to training on applications developed with tools, is often available from and provided by the BI tool vendor in a variety of options – virtual and live classroom. Informal lunch and learn sessions and user groups round out formal training. The BICC usually provides 2nd level support which generates valuable feedback for education, training and additional user needs.

Continuous communication among all stakeholders is key to BI program success. A BI portal and various two- way channels are needed. “Communities of Interest” are an emerging knowledge management and feedback function; they are used for specific skills and best practices sharing and are coordinated by the BICC. These are increasingly important areas as self-service and advanced analytics become more pervasive in organizations. Specific special interest groups (SIGs) often form for data mining, text mining, visualization, etc.

Infrastructure & Technology: IT owns the defining hardware components, tools and underlying technologies upon which BI /analytic applications are built. First level user support is usually provided by IT. The BICC works jointly with IT and leads the review and selection of analytic tools needed to address the business requirements needs. Key roles in IT exist for enterprise architects, application architects and data architects. A BICC Technical Liaison collaborates with these roles. IT also owns responsibility for systems availability and performance well and data availability.

BICC ORGAN

IZATION

AL M

ODELS, RO

LES & SKILLS BICC

ORG

ANIZ

ATIO

NAL

M

ODE

LS, R

OLE

S &

SKIL

LSBI

CC F

UNDI

NG

& VA

LUE

20 21


BI Organizational Models

BICC can take a number of organizational model forms depending on the organization size, culture and level of existing BI maturity. Each has its own pros and cons. Models can also morph; organizations can start with one model and change to another as the BICC and organization changes.

The four most common models are:

Many organizations start out with a simple program management office or shared services environment but realize that this is not enough as the people and process issues are not addressed. Some start out with a Virtual BICC model as it is easiest to start up and requires the least funding or organizational disruption. Larger organizations, especially global ones, often use a distributed BICC model where each country, region or subsidiary has its own BICC and overall coordination is provided through the corporate BICC. However, the most common model is with the BICC as part of IT. Each has its own advantages and disadvantages; the right one for your organization often depends on your organizational culture and analytic maturity.

BICC ORGAN

IZATION

AL M

ODELS, RO

LES & SKILLS BICC

ORG

ANIZ

ATIO

NAL

M

ODE

LS, R

OLE

S &

SKIL

LS

BICC Organizational Models

BICC as part of IT1

BICC as part of Operations or Finance2

Virtual BICC3

Distributed BICC4BICC as an IT Department Virtual BICC

BICC as Part of Operations Distributed BICC

BICC

BICC

BICC

CIO

Department ICC

Finance Sales

COO

Division 1 Division 2 Division 3

Corporate

Division 1 Division 2 Division 3

Common BI Competency Center Operational Models

22 23


BICC Leader

Technical Liaison

Business Architect

Value Analyst

Data Steward

Business Analyst

BICC ORGAN

IZATION

AL M

ODELS, RO

LES & SKILLS BICC

ORG

ANIZ

ATIO

NAL

M

ODE

LS, R

OLE

S &

SKIL

LS

BICC Roles & Skills

Regardless of the BICC organization model used, all BICCs need certain key roles and skills.

Effective BICCs need to include a variety of roles, but only a few are required full time within the BICC. Three-four full time roles are usually required:

Other roles, such as business analyst, data steward and value analyst, are often filled by extended members of the BICC who are already performing these functions in their current day to day jobs in functional areas:

• Ensures that BI specific standards and procedures are in place and adhered to.

• Promotes the value and the potential of Business Intelligence in the organization. • Drives user adoption. • Acts as a liaison between IT and the business; works closely with the Executive BI Sponsor, Executive Steering Committee and Working Committees as well as with IT. • Manages the BICC, vendor relations, and licensing.

• Ensures that the technical architecture meets service level agreements and aligns business and technical architecture, processes and standards.

• Reviews business requirements and liaises with development team members to ensure BI applications meet user needs. • Ensures that business views of the data are created to support end user self-service and that supporting tools are in place and accessible, e.g., such as a business glossary implemented and populated with business definitions and calculations.

Training & Communication Manager

• Leads the BI training program development and administration.• Organizes Communities of Interest and manages internal communication channel such as BI collaboration site.

• Responsible for documenting the business requirements. • Understands the business rules and processes of the current organization. • Acts as a representative of the business unit managers in day-to-day matters.

• Responsible for defining initial business value to be attained from the BI project/ initiative and for reviewing the actual value post implementation.• In many organizations is a business analyst or a cost accounting analyst.

• Responsible for the overall activity on data quality improvement, establishing data quality goals and effecting change.

Lastly there are other key roles which are owned by IT but collaborate with the BICC including Enterprise Architect, Solution Architect and Data Architect.

24 25


One of the components of a successful BICC is ensuring the members have the right mix of Business, Analytic, and IT skills.

Business skills are needed to help business managers set and balance priorities by analyzing consequences of choices and creating business cases. They also provide an understanding of the organization's strategic business objectives and that the role action-oriented information plays in achieving the corporate objectives

IT skills ensure that the BICC understands the business intelligence infrastructure implications of business and analytic requirements. Those skills are also critical in understanding diverse business intelligence and performance management tools and technologies as well as the differences in design and access characteristics of diverse data sources.

Analytic skills help with researching business problems and creating models that help analyze these business problems as well as working with the IT department to develop insight into how to identify data for a specific analysis or application.

BICC ORGAN

IZATION

AL M

ODELS, RO

LES & SKILLS BICC

ORG

ANIZ

ATIO

NAL

M

ODE

LS, R

OLE

S &

SKIL

LS

BICC Skills

Business Skills

IT SkillsAnalytics Skills

BICC

Business Needs

Organizations and Processes

Governance,Administration

Tools, Infrastructure,Applications, Data

Business Needs

Statistical andProcess Skills

Control Funding

DefineBI Vision

EstablishStandards

Build Technology

Blueprint

DevelopUser Skills

OrganizeMethodology

Leadership

ManagePrograms

26 27


Effective BICCs require continuous funding. A number of funding mechanisms can be used, but the most common are described below:

Centralized management-level financing of BICCs is considered the most effective model as it removed issues regarding allocation or charge back and encourages the broadest use of the BICC.

Centralized

Funded from Corporate or IT budget. Gets buy-in from business

without potential cost payback.

Allocation (Cost Center)

Funded by allocation or charge back. Not always considered “fair”

by business units.

Pay As You Go (Charge Back)

Funded based on a business unit’s use of services. Fair method, but

may inhibit use and growth of BICC.

Subscription

Funded based on projected use of BICC services or number of users.

Requires negotiation between BICC and business unit.

BICC Funding

BICC FUNDIN

G & VALUE

28 29


BICC FUNDIN

G & VALUE BICC

FUN

DIN

G &

VALU

E

BICC Value

To justify funding, BICCs must demonstrate value. Organizations with BICCs attain a more significant return on investment from their data, technologies and people than those without. A recent IBM Institute for Business study found that organizations that used analytics for competitive advantage were 2.2 times more likely to substantially outperform their competitors. Most organizations see a shift in allocation of existing BI budget to more strategic vs. tactical projects that support strategic organizational goals. In addition, BICC effectiveness also increases. SAP’s Value Engineering Benchmarks show that organizations with a BICC require only 2.8 FTEs to support every 100 user vs.4.0 FTEs for those without a BICC. In organizations with a BICC, BI IT teams and users spend more time developing analytics and applying them in the business for improved business performance.

BI Tool Standardization, or rationalization, is one of the most basic goals of a BICC and the easiest to demonstrate benefits that can help justify the development of a BICC. BI Tool Standardization reduces the number of tools ideally to a corporate BI standard suite, licensing additional products only as absolutely required.

Costs savings come from five major categories:

BICC Effectiveness

Reduced BI Tool License Acquisition Costs1

Reduced BI License Maintenance Costs2

Reduced User Training Costs3

Reduced Administration Costs4

Reduced Help Desk/Support Costs5

Support Equivalent FTEs/100 Active Users

No BICC BICC Certified BICC

Organizations with a BICC require fewer support FTEs than those without a BICC.

30 31


BICC FUNDIN

G & VALUE BICC

FUN

DIN

G &

VALU

E

In addition to a Strategy Map and Scorecard, some organizations also use a BI Dashboard which shows more tactical operational metrics, most often measuring delivered return or operational performance. These operational metrics should also be transparent and regularly communicated.

BICC Strategy Map and Balanced ScorecardShould Represent a Complete Program of Action

For sustainable funding and support, it is important that the BI Program Return on Investment and value attained be communicated. Up to a third of BICCs do not measure their BICC effectiveness. The remainder use either or a combination of qualitative and quantitative measures. The most common measures include: Project Success, User Satisfaction, Cost-Benefit Ratio, Query Performance, Data Quality, Service Level Agreements (SLAs) and Reduced License Fees

One way to plan, measure and communicate BI Program and BICC value is through a Strategy Map and Scorecard. A BICC Strategy Map, Balanced Scorecard and Action Plan should all be aligned:

• The BICC Strategy Map should list specific objectives related to 4 key areas: Financial, Internal Customer (users), IT Service Management and Learning. • The Balanced Scorecard should list the targets and measurements for each objective.• The Action Plan should list specific initiaitves and budgets supporting each target.

Strategy Map Balanced Scorecard Action Plan

Lower BITCO

Reduce LicenseFees

Standardize on BI Tools

Increase Productivity of Knowledge Workers

Provide cost-effectiveInnovative BI Solutions

Support TrainingGain efficiency throughprocess improvement

KnowledgeManagemen Repository

R&D BI Lab

Financial

InternalCustomers

IT ServiceManagement

Learning

Theme: Improve Decision Making Objective Measurement Target Initiative Budget

• Reduce BI Infrastructure Costs• Reduce Labor Costs of BI resources

• Provide efficient & easier access to info• Provide latest BI SW functionality - capabilities

• Improve 1st time incident resolution• Develop Online Training Programs• Improve tracking of BI support incidents• Reduce number of Help Desk intake channels

• Develop the necessary BI skills• Develop lab environment for innovation

• # of BI environments• Annual BI Tool maintenance & support fees

• End-User Satisfaction Survey• # of Self-Service Knowledge Workers• # of BI Services available

• % of 1st time incident resolution• Time to resolve BI incidents• # of online BI training courses• # of Help Desk intake channels

• Develop the necessary BI skills• Develop lab environment for innovation

• One• <$75k

• 85% Favourable• 250• 15 Services

• 60%• 4 hours• 10 intro, 5 advanced• (2)-800#, Online entry

• 50 per month• 4 out of 5• 95.999%

• BI Tool Consolidation Project• Coterminuous SW License negotiations

• Online User Survey Project• BOE Upgrade

• BI-specific Education Program• BI Incident Management improvement Program• Services Desk Reengineering Program

• Repository incentive program• Configure BOE Lab environment

•$150K• 1FTE SupplyMgt. (80 hrs.)

• $5k• $350k

• $150k• $150k• $200k

• $50k• $100k

Communicate ExecuteMeasure

Acquisition costs

User Training costs

Help Desk/Support costs

Administration costs

Maintenance costs

Savings by Type

32 33


If you are just establishing a BICC, you can develop your BICC using a two phase process:

Creating and Evolving Your BICC

CREATING &

EVOLVIG A BICC CR

EATI

NG

& EV

OLV

IG A

BIC

C

The SAP BI Strategy Assessment Workshop can help you assess and identify gaps in your current organization and governance processes and prioritize areas of improvement.

See this 5 part video series on BI and Your Success to understand key aspects of a BI strategy and how a BICC fits

Participate in the SAP Value Life Cycle Manager BICC Mini Survey and review how your organization’s BICC compares to other organizations who participated in the survey.

Additional BICC Resources:

Read more about why a BICC is critical to getting the highest level of competency in your BI strategy.

Follow Analytics from SAP BICC blog series on all things BICC, including details on different organizational models for a BICC, visibility and funding, and how to get started or evolve your existing BICC.

Some questions you should ask yourself to determine if you need to update your BICC are:

• How well aligned is IT with the business?• Is our User Adoption as high as we’d like?• How is our User Satisfaction trending?• What’s our data quality/data confidence?• Do we have a channel for regular, ongoing communication with business users?• What is our BI onboarding program for new employees?

32

1. 2.BICC Definition and Design BICC Development and Deployment

• current BI maturity capabilities baseline assessment, defining the BICC "to-be" design, defining a 1-3 year BICC/BI Strategy transformation roadmap

• calibration, development, and deployment of your BICC

After conducting the first step you will be able to appoint a BICC Leader and select the right BICC model. The first phase will also deliver your required governance framework and a roadmap to incrementally evolve your BICC. A pragmatic way to launch your BICC is to define/document and validate application of standards and processes using a pilot project approach, building out additional capabilities as you add projects.

If you already have a BICC, you should assess it and identify areas of improvement. Many organizations have started with a basic BI program management office (PMO) but have been more technology focused. They are often looking to extend their focus to more business related areas such as business requirements and alignment, data governance and or training.

https://www.youtube.com/playlist?list=PLufF7pZxICBjHeO4WY-kJ_KNpEuBgfH4f

https://valuemanagement.sap.com/VLM/?ID=493&isNewUI=1&SurveyLanguage=English#/

http://blogs.sap.com/analytics/2013/10/07/bi-competency-centers-help-big-data-deliver-big-value/

http://blogs.sap.com/analytics/2015/01/26/everything-you-ever-wanted-to-know-about-bi-competency-centers-new-blog-series/


34 35


How Can SAP Help?

SAP can help in the following ways:

• BI Strategy Self Assessment• BI Strategy Workshop• SAP Strategic Advisory Services for Analytics• Information Governance Assessment• Information Governance Best Practices Workshop

HOW

SAP CAN H

ELP HOW

SAP

CAN

HEL

P

BI Strategy Assessment: SAP’s four-step approach to developing a solid BI Strategy foundation. In step 1, we help you understand your current business pains and the business value of solving those pains. In step 2, we address your current BI strategy capabilities both formal definition and actual execution. In steps 3 and 4, we conduct a gap assessment and define a capabilities roadmap to close the gaps. The current BI strategy capabilities assessment often identifies gaps in processes that can be addressed by a BICC.

BI Strategy Best Practices Workshop: Using our BI Strategy Framework, we review best practices to define and execute a successful BI Strategy, discuss current gaps and identify actions to close gaps. We also review the role of a BICC.

SAP Strategic Advisory Services for Analytics: SAP Services provides in depth consulting services to help you create or evolve your BICC. Areas include the BICC charter, organizational form, key roles, effective metrics, and much more.

Information Governance Self Assessment: We provide a tool to help you assess your current vs. desired capabilities and maturity for data organization and governance, data operations, processes and metrics including architecture, integration, cleansing, management and retention based on our Information Governance Model.

Information Governance Best Practices Workshop: Using our Information Governance Model, we review best practices to define and execute effective Information Governance, discuss gaps, and define steps to close gaps creating an Information As An Asset roadmap.

36 37


If you’re interested in having an SAP facilitator conduct any of these above assessments or workshops, click on the link on the micro sites. You can also contact your Account Executive directly for more information.

Vision & Business Value for discovering the business drivers behind your organization’s need for BI strategy

Technology Alignment focusing on recommendations for improving/growing the end-to-end solution architecture

Transformation Roadmap describing how you can execute the people, process and technology recommendations as a set of projects and milestones

1

2

3

SAP Strategic Advisory Services for Analytics is designed to provide an Agile and adaptive Analytics strategy treated as a living artefact that will be continuously refined to meet enterprise objectives. The service addresses three key areas:

HOW

SAP CAN H

ELP HOW

SAP

CAN

HEL

P

You can find more information about the BI Strategy Best practices, self-assessment and faciltated workshop on the BI Strategy area of the BI Success web site.

You can find more information about the BICC Survey, BICC Best Practices and BICC Best Practices Workshop on the BICC area of the BI Strategy Best practices, self-assessment and facilitated workshop on the BICC area of the BI Success web site.

You can find more information about Enterprise Information Management Strategy, the Information Governance Model and Self-assessment on SCN.

http://www.sap.com/services-support/svc/business-analytics/consulting/analytics-big-data-advisory/index.html



https://valuemanagement.sap.com/VLM/?ID=493&isNewUI=1&SurveyLanguage=English#/

https://www.sapbi.com/bicc-assessment-survey/

https://www.sapbi.com/bicc-assessment-survey/

http://scn.sap.com/community/enterprise-information-management/blog/2014/07/08/new-information-governance-model-from-sap

http://scn.sap.com/community/enterprise-information-management/blog/2014/07/08/new-information-governance-model-from-sap

38


More Information

SAP has several resources available to anyone interested in learning more about BI Strategy and BI Competency Centers.

Our BI Success website will help you:

• Learn what’s new in the latest release of BI solutions from SAP, including the recently released SAP BusinessObjects Business Intelligence 4.1

• Find customer success stories to help develop your own BI strategies and approaches to evolving BI in your company

• Receive our best guidance and recommendations for implementing and upgrading BI solutions from SAP, including customized upgrade recommendations

• Complete a short questionnaire about your current BI environment and receive customized recommendations in a handy PDF report

• Follow up with additional questions to our upgrade experts

• View the best how-to videos for BI best practices in the BI Academy section

Content on this website is updated regularly, so check back often to see what’s new.

HOW

SAP CAN H

ELP

The SAP BI Newsletter offers a wide variety of articles around creating an information-driven culture.

You can subscribe to the BI Newsletter here.

Our SAP YouTube channels for BI Strategy and BI Competency Centers offer a wide range of short videos to help show the value and impact of a BI strategy and how BI Competency Centers fit within the BI strategy.

BI Strategy BI Competency Centers

Analytics from SAP Blog also provides thought leadership content.

https://www.sapbi.com/

http://www.sap.com/binews

https://www.sapbi.com/wp-content/themes/sapbi/library/images/bistrategy/BI%20Strategy.pdf

www.sap.com/BINewsSub

www.sap.com/BINewsSub

http://www.youtube.com/playlist?list=PLPA5ZAeDvb1dUMYIUChURAYcIhZy9etgD

http://www.youtube.com/playlist?list=PLPA5ZAeDvb1cPajM-cR8ar6Q8R_ihsE3i


40 41


© 2015 SAP SE or an SAP affiliate company. All rights reserved.

No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP SE or an SAP affiliate company.

SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP SE (or an SAP affiliate company) in Germany and other countries. Please see http://www.sap.com/corporate-en/legal/copyright/index.epx#trademark for additional trademark information and notices. Some software products marketed by SAP SE and its distributors contain proprietary software components of other software vendors.

National product specifications may vary.

These materials are provided by SAP SE or an SAP affiliate company for informational purposes only, without representation or warranty of any kind, and SAP SE or its affiliated companies shall not be liable for errors or omissions with respect to the materials. The only warranties for SAP SE or SAP affiliate company products and services are those that are set forth in the express warranty statements accompanying such products and services, if any. Nothing herein should be construed as constituting an additional warranty.

In particular, SAP SE or its affiliated companies have no obligation to pursue any course of business outlined in this document or any related presentation, or to develop or release any functionality mentioned therein. This document, or any related presentation, and SAP SE’s or its affiliated companies’ strategy and possible future developments, products, and/or platform directions and functionality are all subject to change and may be changed by SAP SE or its affiliated companies at any time for any reason without notice. The information in this document is not a commitment, promise, or legal obligation to deliver any material, code, or functionality. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates, and they should not be relied upon in making purchasing decisions.

http://www.sap.com/corporate-en/legal/copyright/index.epx#trademark

Business Intelligence Competency Center

Documents

Transcript of Business Intelligence Competency Center