ETIS10 - BI Governance Models & Strategies - Presentation

BI GOVERNANCE MODELS & STRATEGIES

David M. Walker Data Management & Warehousing April 15, 2010

1 ETIS Business Intelligence & Data Warehousing Working Group, Athens

Straw Poll – What can you do?

April 15, 2010 ETIS Business Intelligence & Data Warehousing Working Group, Athens

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  Is your BI programme allowed to define organisational structures outside the company programme and project norms?

  Does your IT organisation have an effective change management process?

  Are your business users really ready and prepared to change their working practices in order to adopt BI and facilitate its production?

What is governance?


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  BI governance, like other governance subjects, is the responsibility of the board and executives.

  It is not an isolated discipline or activity, but rather is integral to IT and enterprise governance.

  It consists of the leadership and organizational structures and processes that ensure that the enterprise’s BI solution sustains and extends the enterprise’s strategies and objectives.

  Critical to the success of these structures and processes is effective communication among all parties based on constructive relationships, a common language and a shared commitment to addressing the issues.

Derived from “Board Briefing On Governance” by the IT Governance Institute (http://www.isaca.org)

BI Governance Framework


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Provide Direction

Compare

Measure Performance

Set Objectives • BI is aligned with the business • BI enables the business and maximises benefits • BI resources are used responsibly • BI related risks are managed responsibly

BI Activities • Increase automation in the delivery of information (make the business effective) • Decrease cost of providing information (make the enterprise efficient) • Manage risks (security, reliability and compliance)

Derived from “Board Briefing On Governance” by the IT Governance Institute (http://www.isaca.org)

Components of Governance


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Process

Project

Programme

Executive Steering Committee

User Forums Programme Management

Exploitation Teams

Project Management

Data Model Data Quality Data

Warehouse Development

Data Lifecycle Data Security

Implementation Teams

Certification Committees

Executive


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  Steering Committee   The steering committee ensures that the BI development is aligned

with the business objectives.   Monitoring ensures that the programme is delivering the right

projects at the right time and at fair value.   By setting the principles and policies the steering committee can

control the direction that the development goes in and maintains an enterprise wide business perspective for the data warehouse.

  The steering committee is also the centre of communication. It takes input from the user forums and the certification committee as to what is needed. In return the committee manages the expectations of both the business and IT departments as to what is possible.

Programme


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  Programme Management   Programme management is the co-ordinated management of a portfolio of

projects to achieve a set of business objectives. It delivers the co-ordinated support, planning, prioritisation and monitoring of projects to meet changing business needs. To achieve the business objectives the programme manager defines a series of projects with quantifiable benefits that together will meet the long-term objectives of the organisation.

  User Forums   The programme needs a number of user forums that involve end users, subject

matter specialists and staff from the exploitation teams. These forums are useful to allow various teams to express their issues and aspirations for the system

  Certification Committee   A number of groups within the organisation will also assess the data warehouse

to ensure that it is fit for purpose. These groups can either be consulted individually or brought together as a committee to advise the programme.

  Examples: Audit, Regulatory & Compliance, IT Strategy & Architecture, Security

Project


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  Project Management   The project management takes responsibility for the delivery of an individual

project within the scope of the programme   Implementation Team

  The implementation teams are the group of people that will develop, deploy and maintain the system.

  Typical roles for the teams will include: Technical Architect, Data Modeler, Metadata Administrator, ETL Developers, Front End Tool/Report Developer, Systems Database & Network Administrators

  Exploitation Team   The exploitation team are focused on ensuring that the business is extracting the

most value from the solution. Exploitation teams work on the current version of the system to help the business use the current system and develop new requirements to exploit the system further.

  Typical roles for the teams will include: Business Analysts, Business Requirements Specialist, Technical Author/Documentation Specialist, Trainer, End User Support Specialist, Communications Specialist, etc.

Processes

  The use of uniform techniques for data capture, preventing duplication of data and greater consistency in the Transactional Repository.

  Ensure that best practice Data Modelling patterns are followed, and that the Data Model is extensible and maintainable

  Improved ad-hoc query performance for the users of the system, allowing for closer to speed of thought analysis.

  Improved performance for inbound and outbound data loading from Source Systems, through Staging and the Transactional Repository, and into the Data Marts.

  Lower costs of development and maintenance, through a more robust model and a standardised approach to change.

  Consistent answers to User queries, and making misinterpretation of results more difficult.

  Methodical investigation into Data Quality, maximising the likelihood of discovering Issues before they become mission critical.

  Standardised measurement of Data Quality ensuring better understanding of the scale of the overall problem, and giving visibility to the decision making process.

  Standardised Processes to help in the timely resolution of Data Quality Issues

April 15, 2010

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ETIS Business Intelligence & Data Warehousing Working Group, Athens

Data Model Data Quality

Processes

  Considered in terms of   Capacity

  Performance

  Historical Reporting

  Regulation

  Archive

  Backup and Restoration

  Considered in terms of   Architecture   Data Lifecycle   Business Unit Requirements   Compliance   Company Policy   Business Intelligence

Personnel   Business Intelligence Mission

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Data Lifecycle Data Security

Processes

  Requirements   Enhancements   Issues   Change

 Sources  Outputs

  ETL  Analysis, Design, Build

  Reporting  Analysis, Design, Build

  Testing   Implementation   Training

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Data Warehouse Development Data Warehouse Development

Fitting it together


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  Understand what is required  Executive, Programme, Project, Processes

  Understand who is required  Roles and Responsibilities derived from above

  Understand what is achievable  The answers to the straw poll will guide you

  Put them all together in an organisational framework

Creating a successful framework


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  Whatever governance model is selected for an organisation it has to deliver certain key factors:   It has to be institutional

 The governance model must be part of the organisational structure of the business

  It has to act by consent  Strategies, priorities and outcomes as a result need to be

acknowledged, accepted and respected   It has to promote the adoption of BI as a business tool

 By providing a vision, roadmap, strategy and clear communication about what BI can give the business

Organisational Models


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  IT Owned Programme   IT acts as a service provider to business  Most commonly used organisational model

  Federated Team   IT & Business Units create teams  Focused on value delivery for the business units

  Business Intelligence Competency Centre (BICC)  Joint venture between business and IT  One department that represents Business Intelligence

IT Owned Programme

  Understand the technologies

  Independent arbitrator between business units

  Can be disconnected from business priorities

  Can struggle to get funding from the business

  Only works where IT is respected

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Pros Cons

Successful Governance – IT Owned


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  Global Banking  Key Roles

 CIO who understands ‘Agile’ methodologies  BI Manager and business analyst team leaders that

understand exactly what is needed

 Major Outcomes  BI is highly responsive to business needs  Change & re-factoring are a way of life

Federated

  Very close to the business

  Delivery fit-for-purpose

  Can be virtualised

  Can lack an overall architecture

  Can result in duplication

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Pros Cons

Successful Governance - Federated


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  Global Manufacturer  Key Roles

 CEO aligns entire business along well defined business processes and appoints process owners

 CIO aligns entire IT organisation to the processes

 Major Outcomes  Tight alignment and integration of

Business Process, Operational & BI systems  Each process has BI systems that exactly meet their needs  No global data warehouse

BICC

  Close to the business   Cohesive technical

architecture   Can be virtualised

  Can be difficult to set up in some companies

  Can become detached from IT and the Business

  Virtual teams often drift apart

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Pros Cons

Successful Governance - BICC


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  European Retailer  Key Roles

  IT run by Chief Technology Officer (CTO)   Controls all operational systems

 BI run by Chief Information Office (CIO)   Controls all BI systems

 Major Outcomes  A BICC run at the executive level  Every business function engaged and committed to using BI

Governance Deployment


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  Develop the vision, strategy and priorities for business intelligence

  Establish the organisational framework that  Will work within your organisation   Is cost-effective in delivering business intelligence  Makes effective use of the policy and procedures  Can resource the roles and responsibilities  Does not become an end unto itself

Maintaining Governance


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  Once deployed governance must  Manage the on-going development for on-time on

budget development  Ensure that there is sufficient on-going funding  Deliver value for money  Adapt to change in the business priorities and the

organisational structure  Evolve in such a way as to always be an invisible

support rather than a visible obstruction

Finally remember …


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  Good governance is about creating an environment that delivers value-for-money solutions that meet the business need.

  Developing documentation, processes and formality without a positive organizational culture where understanding, discipline and skill are regarded as virtues in teams that have leaders with strong technical skills, initiative, communications skills and personal authority will not deliver the required value.

ETIS10 - BI Governance Models & Strategies - Presentation

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