Atre Group, Inc. Shaku Atre. Atre Group, Inc. March 15, :00PM Eastern Standard time of the USA

Transcription

1 Atre Group, Inc. Engaging the New Breed of BI Users with Customizable Dashboards and Analytics How to avoid a chaotic user experience? Who wants to change Cars on every block to get somewhere? March 15, :00PM Eastern Standard time of the USA Shaku Atre Atre Group, Inc. 366 West 11 th Street, Suite 7D New York, NY th Avenue, Santa Cruz, CA shaku@atre..com

2 Do you know what your users want? Do you even know what your employees want? Today s users have a lot of Power and that power is concentrated in the little mouse! Because today s users are Internet/Web savvy consumers! Today s users are not helpless - as far as technology is concerned as they were even 5-10 years ago Internet and Web has given them applications that are very responsive to their needs and wants! All of today s employees have to be treated as users! User requirements for information delivery tend to be dictated by the technology they are using at home! B2C applications are putting pressure on B2E and B2B applications!b2e and B2B interactions have changed for ever! 2

3 Do you know what your users want? Do you even know what your employees want? These days, users engage with user-friendly websites when ordering merchandise online, banking online and also ordering food online. As a result, they expect the technology at their jobs to be equally accessible, friendly and intuitive! After all, no user training is required for consumers to order books from Amazon, clothes from Land s End or food from Fresh Direct. Why should there be a need for training to get and use information at work? How can we afford to give disorienting i i and frustrating user experience to our business users while using our applications to change interfaces, to change tools on an ongoing basis? Can a car manufacturer ask the consumers to get out of the car at every corner and get into another car to drive further? What is one of the solutions? A new type of Web application needs to be developed called Rich Internet Application RIA. 3

4 What is user-friendliness? And user - intuitiveness? User- Friendliness and User-Intuitiveness: The user-friendliness and user-intuitiveness should be expressed in quantifiable criteria or numbers: 1. Average (or median) time to learn the procedures 2. Speed of task accomplishment (clock time) 3. Acceptable rate of user errors (set the rate and lessen for the repeat users with the moving calendar) 4. The user s retention of access commands or queries over a period of time (after how much time do users forget the procedures, start errors) 5. Subjective satisfaction, if the users like the system, most likely it is user-friendly (percentage of users who come back for more ) 6. The help system is it really helping in problem resolution? (% of times users give up ) 4

5 What are the prerequisites for an RIA to be successful? Something easy to use is a double sided sword Many more people will be using these applications Robust back-end server is necessary that can scale It should be able to access multiple/disparate data sources. Some data formats are not born yet! We will have to support those too - The user interface should be highly visual and interactive. The user interface should also support collaborative architecture and should support multiple delivery formats. It should support open source and should have an open architecture. Open source also facilitates easy trial and evaluation of the software, since you can simply download the product and try it out yourself. Companies need to have a comprehensive platform from which they can deliver compelling BI applications that t engage this new breed of consumer/user! 5

6 Let us consider a run around in many installations to get to the right information A Warehouse manager wants to make sure that widgets are sent out on time. She has to follow the steps: Find how many warehouses are in the country. Identify which warehouses stock this widget. Determine current number of widgets in stock after each warehouse has sent the committed widgets. She will be working with a phantom number if it is derived before the committed widgets are sent out. Find out how often the widget is sent out of the closest warehouse(to the customer) in order to schedule a shipment. Find out what percentage of the stocked inventory might be defective. Let us look at one of the ways of resolving this chaotic driving around! First what is the difference between a Simple Dashboard and a Performance Dashboard? 6

7 This example shows that even when they are used correctly to present parts of a whole, pie charts are difficult to interpret accurately. This is a Simple Dashboard. 0.1% 15.6% 14.6% 1 Excellent 2 Very High 3 High 13.4% 21.5% 4 Fair 5 Poor 17.3% Field Sales: 2 Very High Unspecified 17.5% Figure Copyright Information Dashboard Design by Stephen Few O Reilly Media, Inc. 7

8 For a Performance Dashboard we need to define Key Performance Indicators against which Performance will be measured: Example of a KPI Dimension Schema KPI Perspective & Family Financial Customer Direct Profitability Cost Savings Resource Utilization Staff Productivity Product Quality Product Innovation Timeliness Service Quality KPI Category Direct Percent Simple Ratio Index Composite Average Statistics Internal Processes Learning & Growth Process Quality Innovation Productivity Technology Cycle Time Growth Process Efficiency Knowledge Sharing KPI Focus Time Horizon Indicator Type View Level Purpose Copyright October 2004, Kent Bauer, DM Review 8

9 A bad Performance Dashboard: This radar graph obscures the straightforward data that it s trying to convey. Figure Copyright Information Dashboard Design by Stephen Few O Reilly Media, Inc. 9

10 A better Performance Dashboard: This bar graph effectively compares actual to budgeted revenue data Figure Copyright Information Dashboard Design by Stephen Few O Reilly Media, Inc. 10

11 What capabilities are necessary for survival for the businesses? The software should provide a user-friendly, customizable dashboard that does not require IT assistance. It should also organize and present data that is retrieved and integrated t from different sources in real time, without the need for multiple tools. This access to data real time prompted me to write Who in the World needs Data Warehouse? 10 Part Who in the World Series with Information Management 11

12 What capabilities are necessary for survival of the businesses? The software should also have the following capabilities: A unified product suite. The ability to develop and deploy custom BI applications with minimal i IT help. Provide the user the ability to change the customized application as needed. Collaboration capabilities, such as access to data stored in disparate sources, with multiple delivery formats and open application program interfaces. How to achieve this? 12

13 Collaborative Software Architecture Do s: All tools must be browser-based, with support for all types of browsers, such as Internet Explorer, Firefox, Chrome and Apple s Safari, which is used on the iphone. All mobile devices available should be supported. All key performance indicators (KPIs) should be dynamic and customizable. Users should be able to select KPIs of their choice and drop them on a customizable dashboard. They should also be able to create new KPIs from existing ones. 13

14 How to Decide on the KPIs for Your Performance Dashboard? A KPI is a financial and non-financial metric used to measure progress towards a stated organizational goal or objective Testing of the selected KPIs against the set framework KPIs have to be SMART: Specific purpose for the business Measurable to get a Value of the KPI Achievable the defined norms are achievable The improvement of KPI has to be Relevant to the success of the organization and it is Result oriented, and Time bound meaning the value or outcome are shown for a predefined and relevant period KPIs have to encourage people to take action so that t after the recovery the KPIs are going to show that everything is OK! 14

15 Collaborative Software Architecture Do s: Users should be able to interact with and drill down on individual KPIs to answer specific questions. All performance dashboards d should be dynamic and customizable. A Dashboard is supposed to draw attention : Power of one Pager Summary, Warnings, Action Items that is a Dashboard! Provide flexibility to add, modify or remove dimensions and measures, as well as change the order of dimensions and measures. Provide WYSIWYG (what you see is what you get) support for any user interface. 15

16 Collaborative Software Architecture Do s: Accept the fact that Excel is going to outlive us all. Provide support for integration with Excel and the ability to perform what-if analysis on the exported spreadsheet. User experience should be personalized to each individual user. Open source should be the first choice, as it will result in an open architecture. Every deliverable supplied to the user should be visual and highly interactive. 16

17 Collaborative Software Architecture Do s: Consider selecting a product suite that combines querying, reporting and analysis capabilities for multidimensional analysis. These processes are interrelated, t interactive ti and iterative and can be implemented with one tool. A businessperson should not have to switch between tools for different types of analyses, such as the what analysis (query and reporting) and the why analysis (online analytical processing). Just t like a driver should not have to switch from car to car to car! 17

18 Collaborative Software Architecture Don ts: Don t t assume there is a silver bullet. If you have acquired many tools, it doesn t mean you will find the ultimate solution. More tools create greater complexity, increased interoperability issues and higher administration involvement. I have a theory that I call Onion Theory : The more layers an onion has, the more you are going to cry. 18

19 Collaborative Software Architecture Don t Don t t start with every possible dimension in search of satisfying every conceivable multidimensional query. Keep in mind that t the more dimensions i you have, the bigger the database, the more granular the facts, and the longer it will take to run reports and queries. An expert juggler can keep only a certain number of balls in the air beyond that number, the juggler may have a nervous breakdown! Don t store every possible computation ti and ratio (fact) just because you can. 19

20 Collaborative Software Architecture Finally No Software in the World is going to help you if you don t: Conduct fundamental research and be innovative to avoid being devoured by new, nimble organizations, Bring products to market "just in time," Continually improve quality and customer value, Create and develop new markets, Manage and nurture human capital And all of this can be possible when users employ BI tools in order to provide the right information at the right time to the right people at the right cost. 20

21 If you want more information: 4 Columns in the 10 part series of Who in the World are already published: Who in the World Wouldn t Want to Evaluate BI Products? Who in the World Needs a Data warehouse? Who in the World Wants More Data? Who in the World Wouldn t Want a Collaborative BI Architecture? I will be conducting a live seminar in Rome, Italy on April 13-14, If you would like to have the brochure please write to me at shaku@atre.com Visit the link to see these 4 columns and many more White Papers, Columns, Posters (and receive a complimentary BI Navigator poster) at If you would like to have my slides of this Webinar please write to shaku@atre.com Thanks Nobby and Actuate for inviting me to speak together with you See you all in beautiful Rome in April! 21

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23 Integrating, Transforming and Presenting Data is a Slow and Painful Process Many different data sources and documents Access Integrate Organize User needs for information changes Business changes Skill levels and tasks Learn from new information Users need information when they need it Real-time Intuitive presentation Don t want to use many different tools 23 Actuate Corporation 2010

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