Self-Service Business Intelligence for the Product Management Department (Contoso Corporation)

Self-Service Business Intelligence for the Product Management

Department

(Contoso Corporation)

ContentsExecutive SummaryCurrent State AnalysisFuture State AnalysisBusiness CaseAdoption & Implementation PlanningNext Steps

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BackgroundYour organization currently faces a number of challenges related to its departmental performance reporting processes, including:

Departmental analysts must work through IT department to collect performance data from LOB systemsAccess to info is available to the few, not the manyProfessional staff time is spent collecting and validating data, leaving little time for analysis and taking time from their regular jobsIT perceived as a bottleneck for the few execs who do see LOB dataLong reporting process taking 10 days cycle time per month, leading to out-of-date reports when finalizedLimited integration between financial, operational, and unstructured information sources creates integration problems for users to coordinate reports

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Engagement ParticipantsParticipant Name Department Role

(name) (department) (title)






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Executive SummaryConcurrency proposes expanding upon your current Office System deployment to incorporate self-service analysis and reporting capabilities in Office 2010 to improve information access and streamline departmental reporting processes. Implementing the proposed Self-Service BI Solution will provide you with:

Self-service access to critical performance informationMore accurate and timely performance reports resulting in better management business decisionsAbility to link operational data to KPI reports55% decrease in labor required to develop performance reportReduce overall reporting cycle time by 80%Anticipated annual benefit of $260,000

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Executive Summary

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Process Phase Description

Departmental analyst generates performance report template, requests and consolidates data from IT

Using data complied from IT, departmental analyst develops draft performance report by manually merging structured and unstructured LOB data into report template for analysis and distribution

Performance report analyzed and key findings or areas of concern identified and highlighted manually

Performance report emailed to appropriate departmental distribution list

Key Stakeholders

• Departmental Analyst• LOB Managers• IT Department

• Departmental Analyst• LOB Managers

• Departmental Analyst• LOB Managers

• Departmental Analyst• Departmental Management• LOB Managers• IT Department

High-Level Problems Identified

• Limited information access

• Lengthy, manual process involving back and forth with IT

• Limited transparency – don’t know status of reports from LOBs

• Data is stored in different systems which are not linked.

• Tedious to consolidate and merge information from multiple structured and unstructured LOB data sources

• Few if any reusable performance reporting templates

• Data sources sometimes conflict – data quality issues

• Time consuming process reduces analysis time

• Majority of time is spent manually gathering and manipulating data, with limited time left to analyze data

• Difficult to quickly identify issues or trends in performance data

• All reviews are done via exchange of spreadsheets and email

• Limited report visibility due to email distribution (too many emails)

• Inability to easily compare one month’s report to the previous month’s

Impact

• Performance reports tend to be obsolete when finalized.

• Difficult to predict time to allocate to task.

• Difficult to use data sources left out of analysis, creating an incomplete performance picture

• Costly and time consuming reporting process

• Lack of time to analyze reports increases risk that important issues will be missed

• Limited management visibility into actual departmental performance

Current State Process Analysis

Gather / Consolidate

Data

Develop Draft Report

Analyze Performance

Report

Distribute Report

Performance Reporting Process Analysis Summary

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Current State Process Diagram

Total Labor: 3.5

Total Labor: 1.0

Total Labor: 11.25

Total Elapsed Time: 7 Days

Current State Process Diagram

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Total Labor: 1.25

Total Labor: 2.0

Total Labor: 8.5

Total Elapsed Time: 3 Days

Total Labor: 0.75


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Future State Process AnalysisPerformance Reporting Process Phases – Analysis Summary

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New Process Phase Description

Departmental analyst gathers and consolidates data from multiple structured and unstructured sources via self-service data access.

Departmental analyst adds consolidated data to existing report template for analysis.

Analyze report and post to team workspace for LOB Manager review.

Report posted to team site and Departmental Management can review via integrated performance dashboard.

Key Stakeholders

• Departmental Analyst • Departmental Analyst • Departmental Analyst• LOB Managers

• Departmental Analyst• Departmental Management• LOB Managers• IT Department

High-Level Improvements

• IT and LOB Manager involvement no longer required for data access

• Browser-based access to data streamlines data gathering process

• Improved search capabilities makes it easier to find appropriate information at the right time

• Easily integrate both structured and unstructured information into analysis

• Streamlined LOB and performance data integration from disparate sources

• Quickly analyze performance data to identify trends and potential issues using familiar tools

• Visually convey performance data using Chart Web Parts

• Easily share and collaborate with LOB Managers using SharePoint team workspace

• Eliminate need to send Excel workbooks and files via email

• Current and historical performance reports posted to team SharePoint site

• Executive dashboard provides Departmental Management with easy to view KPI status

• Eliminate need to send Excel workbooks and files via email

Impact / Benefit

• Reduced cost to gather/consolidate data as IT and LOB Managers involvement limited

• Significantly streamline time to complete process phase

• Much faster draft report development processes

• Significantly decreased time and effort to incorporate data from multiple sources into report

• Improved ability to identify and isolate trends and performance issues, leading to better decision making

• More time available for analysis reduces risk of missing key issues

• Management able to make better decisions and react more quickly to changing business conditions

Gather / Consolidate

Data


Analyze Performance

Report

Distribute Report

LevelOfComplexity

Low

High

High

Low

5

3

3 5

1

Value to Business

Prioritized Process Solutions

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Automated report distribution, publishing, and

sharing(SharePoint Server 2010)

Develop Executive Performance Dashboard

(SharePoint Server 2010 with PerformancePoint Services and Excel Services)

1

Integrate performance data with planning data, operational systems,

and unstructured sources(SharePoint Server 2010 with

PerformancePoint Services and Excel Services)

Open Access to Performance Report Editing by LOB Managers

(SharePoint Server 2010 )

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Future State Process Diagram

Total Labor: 4.25

Total Elapsed Time: 1 Day

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Future State Process Diagram

Total Labor: 2.75

Total Labor: 2.0

Total Labor: 3.5

Total Elapsed Time: 1 Day

Total Labor: 1.0


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Anticipated Benefits - ProcessID Process Phase

Improvement Description

Benefits Technology Leveraged

KPI Impact(s) Affected Stakeholders

1Gather / Consolidate Data

• Self-service Departmental Analyst data access eliminates need for IT & LOB Manager involvement in phase

• Browser-based access to data sources

• Improved search capabilities makes it easier to find right information at the right time

• Reduced cost to gather/consolidate data as IT and LOB Managers involvement limited

• Significantly streamline time to complete process phase

SharePoint Server 2010 with PerformancePoint Services and Excel Services

• 57% decrease in labor required

• 90% decrease in process cycle time.

• Departmental Analyst

• LOB Managers• IT Department

2Develop Draft Report



• Much faster draft report development processes

• Significantly decreased time and effort to incorporate data from multiple sources into report





• LOB Managers

3Analyze Performance Report




• Improved ability to identify and isolate trends and performance issues, leading to better decision making

• More time available for analysis reduces risk of missing key issues





• LOB Managers

4Distribute Report

• Develop Executive Performance Dashboard

• Automated report distribution, publishing, and sharing

• Management able to make better decisions and react more quickly to changing business conditions





• Departmental Management

• LOB Managers• IT Department

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Anticipated Benefits - Financial

ID Process Phase

Improvement Description Estimated Revenue Increase

Estimated Cost Decrease

Total Benefit

1

Gather / Consolidate Data

• Self-service Departmental Analyst data access eliminates need for IT & LOB Manager involvement in phase

• Browser-based access to data sources

• Improved search capabilities makes it easier to find right information at the right time

$60,000 $60,000

2




$80,000 $80,000

3

Analyze Performance Report




$50,000 $50,000 $100,000

4Distribute Report

• Develop Executive Performance Dashboard

• Automated report distribution, publishing, and sharing

$20,000 $20,000

Total Estimated Benefits $260,000

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Anticipated Costs

Cost Area Component One-Time Costs Ongoing-Costs

Software Additional CALs $10,000 -

Hardware 2 Additional Servers $6,000 -

Training Information Worker Training $30,000 -

Deployment Solution roll-out and implementation $100,000 -

Other N/A - -

Total $146,000 N/A

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Adoption & Implementation Planning Summary

ID Improvement Description

Resources Required Implementation Owner

Additional Stakeholders

Notes

1

Automated report distribution, publishing, and sharing

• IT department resources for solution development and/or project management

•Departmental analyst volunteers for pilot testing

•LOB managers for evaluation support and communication

•Departmental Manager


2

Integrate performance data with planning data, operational systems, and unstructured sources






3

Develop Executive Performance Dashboard






4

Open Access to Performance Report Editing by LOB Managers






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Project Plan

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Potential Adoption Roadblocks

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Stakeholder Group

Anticipated Resistance to Change Degree to which Resistance will Limit Initiative Success

Mitigation actions

Technical

IT Department N/A N/A N/A

Departmental Analysts

Some reluctance to use new tools Mid•Develop brief training document and FAQ

LOB Managers Some reluctance to use new tools Mid•Develop brief training document and FAQ

Departmental Manager

Some reluctance to use new tools Low•Develop brief training document and FAQ

Cultural

IT DepartmentStrong ownership of multiple process phases; feels that current process is “good enough”

Mid•Reward involvement in deployment and participation

Departmental Analysts

Staff may be reluctant to change current business practices

Low•Highlight time saving benefits of solution

LOB Managers

Departments have realized limited value from analytics and reporting solutions to date; concern that new solution will repeat problems of previous solutions

Mid•Highlight short-term and long-term process and information benefits

Departmental Manager

Interested in bottom line; show me the money Mid•Monitor and report on ongoing performance

Adoption Roadblock Mitigation Actions by StakeholderAdoption

Category IT Department Departmental Analysts LOB Managers Departmental Manager

Awareness

Awareness generating communications via email, newsletters, manager meetings, etc., targeted to stakeholder group and concerns




Value Demonstration

Emphasize performance process and productivity improvements to department as well as economic cost and implementation timeline.

Demonstrate improvement in productivity through quick hits and quick wins; also show overall process improvements and reduced impact on staff. Provide useful tactical training to support roll-out.

Demonstrate improvement in productivity through quick hits and quick wins; also show overall process improvements and reduced impact on staff. Provide useful tactical training to support roll-out.

Demonstrate both improvement in productivity through quick hits and quick wins; also show overall process improvements. Provide useful tactical training to support roll-out.

Integration & Alignment

Ensure proposed solutions/ initiatives are aligned with both with business and IT strategy and direction




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Next StepsReview presentation and proposal with decision maker(s) and stakeholders for approvalConsider a SharePoint Deployment Planning Services (SDPS) follow-up engagementExecute work order for projectSchedule kick off meeting for week of _____ and weekly status meetingsPropose schedule:

A) Deadlines for initial milestones, orB) Date to finalize initial milestones

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Self-Service Business Intelligence for the Product Management Department (Contoso Corporation)

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