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Help your career start take off
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Agenda
About Wishtree
Why Wishtree is Here?
BI and EPM
Industry Outlook Who is Using?
Who is Hiring?
The Wishtree Advantage
Q & A
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About Wishtree
Emerging Software Development, Consulting and Training Companyfocused on services like IT Consulting (BI / EPM / ERP / CRM) Education Services
Outsourced Product Development Application Development Mobile Application Development Software Testing
Has presence in USA, UK and India
We cater to a very diverse range of industries and business domainssuch as healthcare, manufacturing, banking, travel, education.
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Why We Are Here?
Expand Your Industry-Specific Skills
Business Intelligence
Enterprise Performance Management
Prepare for the professional life
? ?
? ?
Do I know enough?
Where do I look?
Where do I start?
My career roadmap
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What Does BI Mean to an Organization?
Business intelligence is about business and people, not information and technology. Information is useless unless you actually change something in the way your orga nization does business. And technology is useless unless it actually gets to the people who should be usingit.
A truly successful BI program is one that not only provides value to the business with every project, but also inspires the company as a whole to push to the next level of information use.
I regularly present on the topic of best-practice BI, with topics like Why BI Projects Fail and What to Do About It, where I go through a long list of the BI problems Ive seen repeatedly over the last two decades. In this post, Ive extracted the top five that I think make thebiggest difference in the long run:
1. Focus on Changing the Business
If youre in charge of BI, your job is not providing a technical infrastructure, nor information, nor keeping internal customershappy its using information to improving the way the c ompany works.
BI projects arent delivered when you have built the data warehouse and started providing the reports to the business people thats just the start of the r eal project of changing the business.
Yes, of course the business people think thats theirjob, but its the mindset that is important. Focusing on the end goal even though you are not directly responsible for it leads to the types of behavior that correlate to BI success:
It helps you ask why people want information, and what theyre going to do when they get it which in turn helps focus business people who may only have a vague idea of what theyre really trying to do, a nd what is possible
It helps you learn and understand your compa nys business
It helps you prioritize projects, make the right tradeoffs, and dedicate resources more intelligently
It helps you explain the value of your projects in business benefits, not just c ost or productivity savings
As an example: somebody comes to you with a strong business need for better data, but the only way to ac hieve it is through manual information gathering and spreadsheets, and it doesnt have anything to do with your existing DW or BI infrastructure. Is it still part of yourbusiness? Yes! (note this doesnt mean that your team necessarily does the work).
You should be THE go-to person in the company that best understands both the business information needs and whats feasible. You should be a clearing-house for best-practice better run business through better information, using whatever means are necessary.
2. Focus on People
The figures to the left came from a old IBM survey about IT in general, but ring especially true for business intelligence pr ojects. We spend over 90% of our time on da ta and technology, while 75% of project success or failure depends onpeople, process, organization, culture, and leadership.
BI is a crucia l interface between the tens of millions of dollar s invested in your information systems over the years, and the people who are in a position to unleash some of the value in that investment.
Ultimately, BI projects never fail because of technology alone. Things go wrong all the time, of c ourse, but its only if non-technology factors like leadership and expectation setting have been neglected that a BI projec t truly fails.
There are myriad signs that indicate underinvestment in people: the intended audience is disappointed with the solution(and IT replies but thats exactly what you asked us for!); user adoption is systematically under-funded, with little ongoing training; executives dontunderstand why it all seems so hard I just want these numbers!; business teams end up downloading information into Excel because thats what theyre used to; etc. etc.
If 75% of success is about people, why arent we spending 75% of our time on it? If your job is world-class BI, you should be spending a lot more time listening, explaining, evangelizing, and leading than you do implementing.
3. Provide Some Simple Data Access for Everyone
You must, of course, focus on the BI projects that provide the most value to your organization. B, but theres one thing we have to learn from the consumer world: the most effective way to build demand for your product or service is to provide something thats toosimple, and then create a community around it.
For example, the iPod wasnt the first MP3 player, it wasnt the most advanced, and it cer tainly wasnt the cheapest but it was the simplest to use. And thats why its the first MP3 player that most people ever heard of.
We design our BI implementations for our power users, and implement what they want typically lots of c omplex data and features. Apple designed something for everybody, but keeping the number of features deliberately, even artificially low.
Im convinced that Apple employed somebody whose job it was to say no: Can we add some more buttons? No! Can we ad d search? No! Custom playlists? No!.
Once the iPod was a succ ess, more features were slowly added, and its a form ula that Apple has repeated with newer devices like the iPhone and iPad launching with fewer features than the competitors and aim ing for volume first, and then extending.
The Web 2.0 world has followed a similar model: Fac ebookand Twitter did one simple thing well first, then built a community, then provided more features. Even video games follow this model. They start out easy: level one is a bout understanding the basic controls, andthen you slowly build up skills level by level.
How does this apply to business intelligence? You should a im to roll out some simple analytic information to everybody in your organization such as travel and expenses, or breakdown of mobile phone bills, or budget spending, or time managem ent. And it should beincredibly simple to use basic reports, with every fancy option turned off, and with no extra logon required.
Once youve done this (and promoted it widely), youll find that people soon come and ask for more information, other types of information, and more features. People get used to having information, their expectations get higher, and youve started changingthe informationculture from the bottom up.
Unlike rolling out BI to power users, widespread information to everyone sets up a long-term virtuous spiral of people a ccessing, using, and demanding information.
4. Tell Stories
Obviously, people need to believe in the benefits of BI if you stand a chance of c hanging the culture of the organization.
Its notoriously hard to predict the retur n on investment on business intelligence projects, because you dont know what you dont know: having better information reveals new area s for improvement.
Asa study by IDC showed, the majority of BI benefits are typically in business process enhancements which can be very hard to determine in advance .
By following #1 above, youll have a better idea of what the business benefits of your projec t really are, and be able to take credit for them (Sadly, if a Marketing VP, say, improves campaign performance thanks to improved business intelligence, they d ont often include a bigthank you to the IT orga nization when they tout their performance to the board)
But this can only take you so far. For all the insistence on hard numbers, executives like the rest of us are surprisingly anecdote-driven. Just as charities know thatfocusing on the plight of one child is more effective than a series of statistics, you need to be able to tellthestoriesbehind the numbers. You need to collec t real-life examples of how your projects have helped individuals in the organization tra nsform the way you do business.
http://timoelliott.com/blog/2010/09/business-intelligence-iceland-skyrr-fall-conference-in-reykjavik.htmlhttp://www.remycorp.com/documents/IDC_ROIwpinal.pdfhttp://www.remycorp.com/documents/IDC_ROIwpinal.pdfhttp://www.worldvision.org/http://www.worldvision.org/http://www.worldvision.org/http://www.remycorp.com/documents/IDC_ROIwpinal.pdfhttp://timoelliott.com/blog/2010/09/business-intelligence-iceland-skyrr-fall-conference-in-reykjavik.html8/7/2019 Wishtree Technololgies - Education Services
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Enterprise Performance Management
- Its BI with A Purpose
Develop strategies and goals
Define key initiatives and KPIs
Assign Accountability
Allocate strategic targets
Financial budgeting
Operational planning
Rolling forecasts
Long term planning scenarios
Full P&L, B/S, Cashflow
Set strategic targets
Capital structure/financing
Financial and operational
Revenue, profits, KPIs
Efficiency and Utilization
Benchmarking and metrics
Variances to budget
Key trends across LOBs
Profitability
Effectiveness
Financial & Statutory
Management Reporting
Compliance
SDR GRI Metrics
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Industry Outlook on EPM / BI
Worldwide Enterprise IT Spending to
Reach $2.5 Trillion in 2011
BI spending up, skills down
Business intelligence spending to increase
as more organizations realize the benefits
IT spending (on BI) will expand in
a cost-effective manner in 2011
BI is once again top priority for
companies in 2011
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The Road Ahead
200,000
400,000
600,000
800,000
1,000,000
1,200,000
oftware Engineer / Developer / ProgrammerSr. Software Engineer / Developer / ProgrammerInformation Technology (IT) ConsultantProject Manager, Information Technology (IT)
IT (Median)Java
ERP
BI
Note: All figures are average numbers across country
Source: All figures are up dated till 21stJan 2011 as per www.payscale.com
Skill set comparison of salaries offered in IT
1511
109
866
44
3333
213
Consulting/professional services
Financial services
Software/Internet
Manufacturing (non-computer)
Telecommunications
Government (federal)
Transportation/logistics
Other
Industry Distribution
BI director
Decision support (BI) architect or developer
BI program manager
Data acquisition (ETL) architect or developer
Lead information architect
Technical architect or systems analyst
BI project manager
Data analyst or modeler
Business requirements analyst
Business sponsor or driver
Subject matter expert
Database administrator
BI support and service
Data quality analyst
Data warehouse administrator
Business user
Data administrator or metadata manager
Data owner/steward
Source: TDWI Research 2010 www.tdwi.org
Roles & Responsibilities
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Who is Using?
5 of the top 6
4 of the top 5
8 of the top 9
6 of the top 9
3 of the top 4
3 of the top 4
3 of the top 6
5 of the top 6
3 of the top 6
2 of the top 4
3 of the top 5
Aerospace & Defense 5 of the top 6
Commercial Banks 4 of the top 5
Pharmaceutical 8 of the top 9
Computer Office Equip 6 of the top 9
Diversified Financials 3 of the top 4
Railroad 3 of the top 4
Medical Products & Equip 3 of the top 6
Telecommunications 5 of the top 6Securities 3 of the top 6
Network & Comms Equip 2 of the top 4
Life & Health Insurance 3 of the top 5
http://www.pg.com/en_US/index.jhtmlhttp://www.dillards.com/index.htmlhttp://www.bt.com/index.jsp?BV_SessionID=@@@@0465278720.1086302531@@@@&BV_EngineID=cccjadcljfhiihecflgcefkdffndfnn.0&obsOID=30777&obsPage=/index.jsp&vStore=1128&obsType=LINK&obsNoSee=truehttp://www.loreal.com/us/index.asp8/7/2019 Wishtree Technololgies - Education Services
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Oracle Hyperion EPM / BI Suite
Oracle Financial Management
Oracle Financial Data Quality Mgt.
Oracle Strategic Finance
Oracle Financial Reporting
Performance
Scorecards &
Strategy
Management
Oracle Data Integrator
Oracle Warehouse Builder
Oracle Essbase
Oracle Data Relationship Mgt.
Oracle Data MiningOracle Real Time Decisions
Oracle Performance Scorecards
Strategy Management
Workforce Performance Measurement
Management Reporting
Corporate Dashboards
Financial Reporting
Operational Reporting
Production Reporting
Oracle Business Intelligence
Oracle Financial Analytics
Oracle Human Resources Analytics
Oracle Procurement and Spend
Analytics
Oracle Supply Chain and Order
Management Analytics Oracle Sales Analytics
Oracle Planning & Budgeting
Revenue Planning
Expense Planning
Project Planning
Cash Flow Planning
Oracle Capital Exp. Planning
Oracle Work Force Planning
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Training Tracks
Current
Essbase, Smartview and Financial Reporting.
Oracle Business Intelligence Enterprise Edition (OBIEE)
Upcoming
Hyperion Planning
Hyperion Financial Management
Financial Data Quality Management
Hyperion Profitability and Cost Management. Oracle Data Integrator
Hyperion Performance Scorecard.
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The Wishtree Advantage
Strongest Curriculum
Implementation Perspective
In excess of 1000 hours of training
Cost Effective Training
Blend of Finance and Technology
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Who is Hiring?
Our Network
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