How to Deliver Self Service BI

Transcription

1 How to Deliver Self Service BI Kurt Schlegel 2014 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner's prior written permission. If you are authorized to access this publication, your use of it is subject to the Usage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner's research organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner's Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see "Guiding Principles on Independence and Objectivity."

2 Historically: Information Management for Analytics = Data Warehousing Source: BI Ready 2014 Gartner, Inc. and/or its affiliates. All rights reserved.

3 Find the Right "Sweet Spot Information Consumers Centralized/ Controlled Power Users Decentralized/ Autonomous Static Reports Interactive Reports Ad Hoc Query/OLAP Data Discovery Data Dump in Excel/Access The Dull Side Self-service The Dark Side 2014 Gartner, Inc. and/or its affiliates. All rights reserved.

4 Three Distinct Data Discovery Use Cases? 1. Rapid prototyping: Quickly integrates data from multiple sources 2. Unfettered drilling: Built-in performance and no hierarchical drill path 3. Intuitive navigation: Users can explore data without much training Visualization/Memory Based Search Based Big Data Based 2014 Gartner, Inc. and/or its affiliates. All rights reserved.

5 Certification of BI Content Published: - Information that has gone through a rigorous validation process can be disseminated as official data. Limited Production: - Information that has been created by end users and is worth sharing but hasn't been validated. Protype: - Information is created by end users with little to no oversight. Users are empowered to integrate different data sources and make their own calculations Gartner, Inc. and/or its affiliates. All rights reserved.

6 Program Management People Processes Platform Gartner's Business Analytics Framework Performance Business Strategy and Enterprise Metrics Consume Produce Enable Business and Decision Processes Analytic Processes Information Infrastructure Processes Decision Capabilities Collaboration Decision Making, Intelligent Decision Automation, Applications Analytic Capabilities Descriptive, Diagnostic, Predictive, Prescriptive Information Capabilities Describe, Organize, Integrate, Share, Govern, Implement Metadata and Services Information 2014 Gartner, Inc. and/or its affiliates. All rights reserved.

7 The Future of Analytics Strikes a Balance Between Centralization & Decentralization Industry-specific Corp. Strategy Finance Marketing HR Sales Supply Chain Customer Service Procurement 2014 Gartner, Inc. and/or its affiliates. All rights reserved.

8 Determine Which Roles Can Be Done Locally Solution architect Data integration developer Data modeler Data integration lead BI platform lead Business analyst DBA User trainer Business sponsor Report writer Help desk Embed small BI teams into local departments to build and support BI solutions based on the architecture defined centrally Gartner, Inc. and/or its affiliates. All rights reserved. Often, this role is devoted to writing (ETL) scripts. Their implementations follow the data architecture, the data quality policies, and rules established by the data governance team. This role is embedded in the business unit. The analyst has a fundamental understanding of the business requirements and has the expertise to build analytical models to deliver on those requirements. This role also feeds BI MDM requirements and validates data on an ongoing basis. Report writers are experts in using a particular tool to build reports for specific requirements.

9 Establish Cross-functional BI Teams Blending IT and Business Skills! 2014 Gartner, Inc. and/or its affiliates. All rights reserved.

10 Recommendations Craft a plan to enable end users to build their own reports and analysis while promoting information consistency around the key measures that run the business. Empower end users to create their own analytical views using data discovery, but also provide a way to certify this content for distribution. Create new organizational structures that blend IT and business skills, and strike a balance between central and de-central BI delivery Gartner, Inc. and/or its affiliates. All rights reserved.

11 SELF-SERVICE AND DESCRIPTIVE ANALYTICS IN SHELL Gwyn Thorn Analytics and Visualisation Lead Copyright of Shell Global Solutions US, Inc. 29 April

12 DEFINITIONS AND CAUTIONARY NOTE The companies in which Royal Dutch Shell plc directly and indirectly owns investments are separate entities. In this presentation Shell, Shell group and Royal Dutch Shell are sometimes used for convenience where references are made to Royal Dutch Shell plc and its subsidiaries in general. Likewise, the words we, us and our are also used to refer to subsidiaries in general or to those who work for them. These expressions are also used where no useful purpose is served by identifying the particular company or companies. Subsidiaries, Shell subsidiaries and Shell companies as used in this presentation refer to companies in which Royal Dutch Shell either directly or indirectly has control, by having either a majority of the voting rights or the right to exercise a controlling influence. The companies in which Shell has significant influence but not control are referred to as associated companies or associates and companies in which Shell has joint control are referred to as jointly controlled entities. In this presentation, associates and jointly controlled entities are also referred to as equity-accounted investments. The term Shell interest is used for convenience to indicate the direct and/or indirect (for example, through our 23% shareholding in Woodside Petroleum Ltd.) ownership interest held by Shell in a venture, partnership or company, after exclusion of all third-party interest. This presentation contains forward-looking statements concerning the financial condition, results of operations and businesses of Royal Dutch Shell. All statements other than statements of historical fact are, or may be deemed to be, forward-looking statements. Forward-looking statements are statements of future expectations that are based on management s current expectations and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in these statements. Forward-looking statements include, among other things, statements concerning the potential exposure of Royal Dutch Shell to market risks and statements expressing management s expectations, beliefs, estimates, forecasts, projections and assumptions. These forward-looking statements are identified by their use of terms and phrases such as anticipate, believe, could, estimate, expect, intend, may, plan, objectives, outlook, probably, project, will, seek, target, risks, goals, should and similar terms and phrases. There are a number of factors that could affect the future operations of Royal Dutch Shell and could cause those results to differ materially from those expressed in the forward-looking statements included in this presentation, including (without limitation): (a) price fluctuations in crude oil and natural gas; (b) changes in demand for Shell s products; (c) currency fluctuations; (d) drilling and production results; (e) reserves estimates; (f) loss of market share and industry competition; (g) environmental and physical risks; (h) risks associated with the identification of suitable potential acquisition properties and targets, and successful negotiation and completion of such transactions; (i) the risk of doing business in developing countries and countries subject to international sanctions; (j) legislative, fiscal and regulatory developments including potential litigation and regulatory measures as a result of climate changes; (k) economic and financial market conditions in various countries and regions; (l) political risks, including the risks of expropriation and renegotiation of the terms of contracts with governmental entities, delays or advancements in the approval of projects and delays in the reimbursement for shared costs; and (m) changes in trading conditions. All forward-looking statements contained in this presentation are expressly qualified in their entirety by the cautionary statements contained or referred to in this section. Readers should not place undue reliance on forward-looking statements. Additional factors that may affect future results are contained in Royal Dutch Shell s 20-F for the year ended 31 December, 2013 (available at and ). These factors also should be considered by the reader. Each forward-looking statement speaks only as of the date of this presentation, 29-April Neither Royal Dutch Shell nor any of its subsidiaries undertake any obligation to publicly update or revise any forward-looking statement as a result of new information, future events or other information. In light of these risks, results could differ materially from those stated, implied or inferred from the forwardlooking statements contained in this presentation. There can be no assurance that dividend payments will match or exceed those set out in this presentation in the future, or that they will be made at all. We use certain terms in this presentation, such as discovery potential, that the United States Securities and Exchange Commission (SEC) guidelines strictly prohibit us from including in filings with the SEC. U.S. Investors are urged to consider closely the disclosure in our Form 20-F, File No , available on the SEC website You can also obtain this form from the SEC by calling SEC Copyright of Shell Global Solutions US, Inc. 13

13 CENTER OF ANALYTICS EXCELLENCE - PILLARS FROM TIBCO Analytics & Data Architecture User & Enabler Adoption Governance Framework Implementatio n Methodology Architecture Assessment & Design Sizing & Capacity Planning Installation & Configuration Connectivity & Integration Security & Authentication Strategy for Testing Performance & Scalability Plan out Data Architecture Training Needs Assessments Onsite, Online and Blended Training Courses Ongoing task-based CBT modules Deployment of Spotfire User Community artifacts (elearning, tips, videos, quick start guides) Framework for Internal User Forums Organizational Structure Roles & Responsibilities Security Groupings & Approach System Policies & Procedures User Audit & License Management New User Set Up Customer Specific Standards & Best Practices Customer Specific Project Implementation Methodology Reusable Templates & Artifacts Federated or Centralized Approaches Copyright of Shell Global Solutions US, Inc. 29 April

14 EFFECTIVE ANALYTICS - UNDERSTAND THE CHALLENGES Do you give them what they asked for, or what they wanted Just because you can t do it, doesn t mean the tool can t Anyone can produce an effective analysis When there is a problem, it s always the tools fault It s only one page, how hard can it be to create Challenge s in Analytics If it can be printed, it must be right! Copyright of Shell Global Solutions US, Inc. 29 April

15 ANALYTICS COMPONENTS - UNDERSTANDING THE PYRAMID Copyright of Shell Global Solutions US, Inc. 29 April

16 COMPONENTS OF SUCCESSFUL ANALYSIS Effective Analysis DESIGN IT Enablers Business Enablers Copyright of Shell Global Solutions US, Inc. 29 April

17 BUILDING BLOCKS FOR A CENTER OF ANALYTIC EXCELLENCE Will challenge IT s traditional approach to Business Intelligence Alignment with IT Champion CIO s and Senior Leaders Updated MI Architecture Reference document Push vs. Pull Approach Alignment with Data Connection to Big Data sources Refinement of data eliminate poor quality data Alignment with other BI Strategies MI Teams embedded in the business IT support organizations Copyright of Shell Global Solutions US, Inc. 29 April

18 ANALYTIC ROLES Tangible Traits Math, MIS, Engineerin g, Science Degree vs. DATA TECHNICAN Intangible Traits Sixth sense about results Translator DATA ENGINEER POWER USER & SUPER USER RESEARCH ANALYST Outgoing personality Detective STATISTICIAN & MODELERS Inherent curiosity Copyright of Shell Global Solutions US, Inc. 29 April

19 BENEFITS Focus on solving problems instead of deploying technology Paradig m Shift Better ways to handle ever increasing amounts of data Quicker and Better Decisions Cost Savings Move to analyze data using 21 st century technology Copyright of Shell Global Solutions US, Inc. 29 April

20 ANALYTICS VALUE VS COST CAPTURE ROI FOR KPI S Annual Cost of Consulting Services Resource cost ~$220/hour 10,000 hours of development Total Cost ~$2.2M Annual Estimated Business Value Resource cost ~$175/hour ~57K - ~570K hours of work Total Savings ~$10M - ~$100M Total FTE ~31 - ~310 Copyright of Shell Global Solutions US, Inc. 29 April

21 KEYS TO SUCCESSFUL IMPLEMENTATION Leadershi p Champion s CIO s Business Leaders Architecture IT Interface to the Business IT Managers Business Analyst & Interface IT Groups Risk Management Portfolio Managers Project and Program Managers Business MI Teams embedded in the business Power Users and Super Users Data Lifecycle Management EDUCATION & SUPPORT ARE KEYS TO SUCCESS Copyright of Shell Global Solutions US, Inc. 29 April

22 Copyright of Shell Global Solutions US, Inc.