BUSINESS INTELLIGENCE

Transcription

1 BUSINESS INTELLIGENCE SERVICE DEFINITION G-CLOUD Commercial-in-Confidence civil.lockheedmartin.co.uk

2 SECTION 1 LOCKHEED MARTIN S BUSINESS INTELLIGENCE CAPABILITY INTRODUCTION Making the move to the Cloud can be transformational, opening up a whole new series of opportunities to effectively engage with customers. The key is not to view Cloud as a technical innovation but also a business enabler. Does the move to the Cloud give you an opportunity to change your business model, to engage with customers the way they now wish to engage with you? Lockheed Martin Consulting Services align to this seachange in business technology but does not throw years of experience and advantage away. Working with customers we take a pragmatic, independent and agnostic view of your organisation and identify where a move to Cloud based services brings recognisable benefit balances with the impact of change. Lockheed Martin has a long and successful track record of designing and implementing complex data warehouses and reporting solutions. This allows us to understand the challenges associated with delivering large-scale Business Intelligence (BI) solutions, where fast and dynamic access to information is the key to driving the expected benefits for the organisation. We work closely with our customers to promote and develop best practice BI capability, from consultancy assignments and the development of technology roadmaps through to the implementation of business-changing BI solutions. We have the ideal mix of technical capability, business knowledge and organisational culture to work in partnership with the customer to successfully deliver any BI project. LOCKHEED MARTIN S BUSINESS INTELLIGENCE METHODOLOGY Lockheed Martin has a dedicated BI practice that offers our Customers the following benefits: Improved and transparent management reporting; High quality management information to enable better decision making; and Cost-effective and efficient delivery of management information. These benefits together provide a clear objective for the project, i.e.to design and implement a best practice BI Solution in order to improve data quality and reporting, with the goal of driving efficiencies across the business and improving decision making. In order to deliver such benefits to a business, Lockheed Martin splits the project into two distinct elements: Phase 1 Provision of a solution design for the data warehouse, Extract Transform and Load (ETL) processes, and presentation layer; Phase 2 Implementation of the BI solution, using the output from Phase 1 as the basis for development. 2

3 PHASE 1: DESIGN OF SOLUTION The product from Phase 1 must comprehensively document the end-to-end design of the BI solution and provide a platform for effective provision of management information. At a high level, the solution design incorporates the following areas: The data warehouse, which stores data extracted from source systems and the reporting data used for display in the presentation layer of the BI solution; The ETL processes, which extract data from the corporate systems into the data warehouse, and perform transformational tasks to enable dynamic data queries from the presentation layer; and The presentation layer, which displays the data in a dashboard style interface allowing the presentation of information in various formats including grids, charts and traffic lights, and the manipulation of data views using features such as filtering, drill down, and slice and dice capability. PROJECT INITIATION The first activity in Phase 1 is the Kick-off Meeting which is chaired by Lockheed Martin and attended by all the key stakeholders in the BI Project. The Kick-off Meeting will: Establish a positive relationship; Define and agree the format and content of the Project Initiation Document, and agree the project plan including key milestones; Identify the key stakeholders and an initial meeting schedule to allow Lockheed Martin s team to quickly build up effective working relationships and a practical knowledge of the project and wider team dynamics; Agree the Communication Plan including frequency of progress meetings and delivery of formal progress reports; and Gather information about the systems, people, processes and issues impacted by the BI Project. A second meeting focusses on the Development Team and Management Information Systems Team, and other appropriate technical staff in order to obtain more specific information about the current technology and BI architecture. At this meeting we cover: Introductions across the teams; Objectives of the BI Project; Our proposed approach and how the customer can support this to deliver a successful project; In-depth review of any existing BI architecture, technology and processes; and An overview of the project plan and schedule of interviews, meetings and workshops. DESIGN PHASE Directly after the Kick-Off Meeting, Lockheed Martin enters into the Design Phase of the project with an initial focus on the data warehouse design. Getting the design of the data warehouse right first time is essential to the long-term success of the solution. We expect the Design Phase to be an iterative process with a series of Design Workshops building up a complete picture of the solution incrementally allowing feedback from all parties throughout the process. 3

4 DELIVERABLES FROM PHASE 1 In summary, the following project documents are produced during Phase 1: Technical Design Specification; Requirements Specification; Interface Definition Documents; and Acceptance Test Specification. PHASE 2: IMPLEMENTATION OF SOLUTION The formal approval by the customer of all deliverables in Phase 1 is gained before the project moves into the Implementation Phase, which forms the scope of work for Phase 2. Using the documentation produced during the Design Phase, Lockheed Martin implements the BI solution supported by the customer. The technology platform onto which the BI solution is discussed and agreed with the customer following an options appraisal. Lockheed Martin is vendor agnostic and will advise on a range of technologies which provide the customer with a scalable, maintainable and cost effective end-to-end BI solution. IMPLEMENTATION APPROACH The approach to the Implementation Phase of the project is agreed with the customer. Lockheed Martin has expertise in a number of Implementation methods including Agile and Waterfall. TESTING APPROACH System testing is understood to be the performance of a full suite of tests against a candidate production system, with a view to determining whether or not the system meets all functional and non-functional requirements. 4

5 SECTION 2 CASE STUDIES ORGANISATION NAME ABERDEEN CITY COUNCIL GOODS/SERVICES /WORK SUPPLIED MICROSOFT BI PROTOTYPE DASHBOARD Aberdeen City Council required to develop a BI capability based on the Microsoft BI technology stack using some or all of the components such as Excel, PowerPivot, Visio, SharePoint, SQL Reporting Services and/or PerformancePoint. The initial phase of the project was eight weeks in duration. Given the short timescales, the important element in requirements gathering was to identify those requirements that are essential to deliver a working BI Proof of Concept and those which are identifiable as potential enhancements beyond this initial phase of the project. Identify the data sources: identify the sources of data required to build the first suite of reports; Design and build a Staging Area: Create a staging database (or staging tables within a data warehouse) to perform transformations on this data and reconcile the data across the separate data sources. The staging database is useful for preparing the data and performing any cleansing operations before it is collated into the data warehouse; Design and Build a Data Warehouse: Design and build a data warehouse to store the retrieved and transformed data. This data warehouse is tightly limited in its scope to the data required for the first suite of reports. Since this project is PoC, there is no need to create tables for future use. However the data warehouse is to be designed in such a way as to easily scale up as additional reporting requirements are identified; Design and Build ETL Processes: Build ETL processes to pull the data from the source databases, transform the data in the staging database and then update the data warehouse at daily intervals; and Create a Suite of Reports: Create a reporting suite using a reporting platform which met the following requirements: Demonstrates the User Interface (UI) capabilities of the reporting platform with a range of different report types, including tabular and different chart types; Demonstrates drilling through to more detailed reports from top level reports. This demonstrates the ability to move quickly from general to specific data; Allows for role-based security to allow certain reports to be restricted from certain users/groups; Demonstrates the use of parameters to supply filters into reports, to show how users can quickly rerun a report and filter out unwanted data; Demonstrates the various exporting and scheduling options for delivery of the reports to users; and Demonstrates how users can build their own reports using a restricted view of the data warehouse. Within the agreed eight-week period, Lockheed Martin delivered a working management information dashboard containing a set of reports based on defined business requirements related to contact centre performance at the Aberdeen City Council s Customer Contact Centre. The objective was to deliver a visual display of the most important information needed to achieve contact centre operational objectives consolidated and arranged on a single screen. The dashboards consisted of a combination of interactive tables and charts and an example is shown in the following. 5

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7 ORGANISATION NAME OFFICE OF RAIL REGULATION GOODS/SERVICES /WORK SUPPLIED The Office of Rail Regulation (ORR) was established on 5 July 2004 by the Railways and Transport Safety Act 2003 replacing the Office of the Rail Regulator. The Railways Act 2005 extended ORR s responsibilities to include implementing the provisions of the Health & Safety at Work Act for the Railways. ORR s Information and Analysis Team has responsibility for the collation and preparation of data and the transformation of that data into meaningful BI. This is increasingly being achieved through the Data Warehouse and the dissemination of rail statistics via the National Rail Trends (NRT) Portal. ORRbit went live in April 2010 and the NRT Portal followed in May In this time, the IT infrastructures and practices around these related tools were subject to a degree of organic change, driven by day-to-day experience and modification in the users end requirements. These changes tended to be tactical and short-term, particularly given the over-riding business requirement to deliver the best service to users. Early in 2012, ORR realised that the people, processes and technologies involved in the ORRbit and NRT solutions were causing some concern that contracted Lockheed Martin to identify possible areas where workflows and/or technical processes can be improved or streamlined to reduce the administrative burden and further ORR s ambitions for BI best practice. Lockheed Martin s approach is to deliver the Best Practice BI Review through the deployment of an experienced, multi-skilled team, with the necessary knowledge and recent, relevant experience, providing flexibility and assurance to ORR. Following a formal kick-off meeting, our team conducted a number of one-to-one workshops with all members of ORR s Information and Analysis Team starting with the team lead. This allowed us to gain an insight into the current processes and procedures, and an understanding of the history surrounding the two solutions. We then completed a full analysis of the people, processes and technologies surrounding the Information and Analysis Team and the use of its two IT solutions, the ORRbit data warehouse and NRT Portal, including: Review of the Logical and Physical Architecture; Technology Review; Quality Control Procedures; Extract, Transform and Load (ETL) Processes and Scheduling; Review of solutions Business Requirements; Identification of current user issues; Team Organisational Structure; Capabilities Review; Responsibility Definition; and Development and Support Processes. Over the period, Lockheed Martin successfully produced the Best Practice BI Report, which included the background details of the two solutions, and the purpose of the assignment as a whole, a full documentation reference list, including document numbers and versions, an Executive Summary, providing a definition of BI Best Practice, in terms of the overall solution and the requirements the Information & Analysis Team has for delivery to its customer base, an overview the issues surrounding the technology, people, or processes which are limiting ORR s delivery mechanisms and a high-level view of the recommendations which must be implemented to allow ORR s Information & Analysis Team to progress towards their goal BI Best Practice. 7

8 ORGANISATION NAME SCOTTISHPOWER GOODS/SERVICES /WORK SUPPLIED PROCESS SAFETY KPI DASHBOARD As a result of huge investment and focus being placed on personal safety in the energy industry, the number of incidents has fallen. However, process safety is now emerging as a hot topic as major accidents, resulting from process failures, are becoming more frequent. High profile incidents include Buncefield, Milford Haven and Texas City refinery but most energy businesses often do not initiate process safety programmes until after an incident occurs. ScottishPower however has invested significantly in the identification and implementation of process safety indicators, based on the HSE guidance Developing Process Safety Indicators, HSG254 and has promoted the Swiss cheese model throughout its organisation. During this process, ScottishPower realised it needed an IT solution to underpin this critical programme that provided a central, single, consistent source of information across the business that was easy to understand. Based on a solid understanding of the energy industry from a business, engineering and IT perspective and partnership spanning over ten years, ScottishPower chose Lockheed Martin to provide consultancy and software development for the process safety programme. Using jointly defined and documented KPIs, we delivered a dashboardbased solution utilising existing ScottishPower technology platforms including Oracle Enterprise Edition database, Informatica ETL layer and bespoke ASP.NET user interface. Figure 3.2 provides an architecture overview of the entire solution. Significantly to this project, our Process Safety KPI Dashboard interfaces directly with a number of external data sources. In order for the data to be made available to users in a timely manner, the data from these sources is collated and processes against a highly complex timing schedule throughout the day. This scheduling mechanism is designed to be robust against failure in processing due to data not being available, whilst also flexible to allow system administrators to trigger specific ETL processing manually. The user interface to the Process Safety KPI system comes in the form of a configurable dashboard, whereby individual users all have read access to the KPI result sets. Access to enter manually-calculated KPIs is enabled via user access roles, which identify which users should gain access to specific KPIs for specific ScottishPower sites. 8

9 As testament of our successful relationship with ScottishPower, we are jointly working together to take ProcessSafety+ out to market as the leading process and IT solution for Process Safety. Lockheed Martin has played a vital role in supporting ScottishPower s drive to put process safety top of the agenda for energy businesses by providing top class consultancy and a bespoke process safety IT solution. Martin Sedgwick, Head of Asset Management, ScottishPower 9

10 SECTION 3 PRICING FIXED PRICE PACKAGES Bronze Silver Gold Number of Consultants Days consultancy Dedicated project manager No No Yes Workshop No No Yes Report Style PowerPoint Word Extended Word Executive Presentation No No Yes Cost 9,950 14,925 24,850 PRICING STRUCTURE This section shows details of the pricing structure for all aspects of Specialist Services. Level 1 SFIA Alignment Area of Capability 1. Follow 2. Assist 3. Apply 4. Enable 5. Ensure/Advise 6. Initiate/Influence 7. Set Strategy/Inspire STRATEGY AND ARCHITECTURE BUSINESS CHANGE BUSINESS CHANGE IT Consultancy Project/Programme Management Business Analysis SOLUTION DEVELOPMENT AND IMPLEMENTATION Application Development Testing SERVICE MANAGEMENT Service Management Application Management Transition Management

11 THE DEFINITIONS OF THE ELEMENTS IN THE TABLE INDICATED AS 1 7 ARE SHOWN BELOW FOR REFERENCE. FOLLOW Works under close supervision. Uses little discretion. Is expected to seek guidance in expected situations. ASSIST Works under routine supervision. Uses minor discretion in resolving problems or enquiries. Works without frequent reference to others. APPLY Works under general supervision. Uses discretion in identifying and resolving complex problems and assignments. Usually receives specific instructions and has work reviewed at frequent milestones. Determines when issues should be escalated to a higher level ENABLE Works under general direction within a clear framework of accountability. Exercises substantial personal responsibility and autonomy. Plans own work to meet given objectives and processes. ENSURE/ADVISE Works under broad direction. Is fully accountable for own technical work and/or project/ supervisory responsibilities. Receives assignments in the form of objectives. Establishes own milestones and team objectives, and delegates responsibilities. Work is typically self-initiated. INITIATE/ INFLUENCE Has defined authority and responsibility for a significant area of work, including technical, financial and quality aspects. Establishes organisational objectives and delegates responsibilities. Is accountable for actions and decisions taken by self and subordinates. SET STRATEGY/ INSPIRE Has authority and responsibility for all aspects of a significant area of work, including policy formation and application. Is fully accountable for actions taken and decisions made, both by self and subordinates. STANDARDS FOR DAY RATE CARDS The rates do not include VAT, which would be added at the rate prevailing at the time. The rates do not include expenses, which would be charged if required, at cost, in addition, and in accordance with customer staff expenses rates. The rates assume a 7.5 hour working day (although all of our consultants are flexible to some degree, to ensure peaks of work are met). The working week is from Monday to Friday excluding national holidays. 11

12 OFFERED DISCOUNTS Lockheed Martin is willing to offer the following wide range of discounts. Prompt Payment: We offer a discount on the payment within 15 days of a fully authorised invoice. The discount is typically in the region of 0.5%, and we offer a sliding scale of discount until the 30 day mark after which there is no discount available for prompt payment; Payment in Advance: If a customer pays some or all of the assignment price at the outset of the assignment then we offer a discount on the percentage of the final fee paid in advance. For example, for payment of 100% of the fee in advance we discount 1% down a sliding scale of 0.1% for 10% paid in advance; Volume Number of days: If a particular assignment or group of assignments for a customer falls into a set band of days then a discount is applied to the total cost. The days are grouped in 100-day bands with 500+ being the upper band. Discounts are presented on a sliding scale from 1.5% to 5% (See table below); Volume Expenditure: An alternative to the number of days is the level of expenditure. This works in exactly the same way as the Number of Days discount except the bands are monetary values. The values are grouped into 75,000 bands with the upper band in this case is 375,000+. The range of discount is the same as the Volume - Number of Days discounts (See table below); Time length of assignment: If at the outset of an assignment the customer commits to a set number of days then we discount on a basis similar to that for Volume - Number of Days, the difference here is that the commitment is made at the beginning of the project and the discount is greater for the customer; Return of unused money/resources: If a customer has paid a fixed price for an estimated number of days work, and it becomes clear that the work will take significantly less than estimated then we only invoice for an agreed number of days; and Follow-on work: For work which is an immediate follow-on of a previous contract with no break in the assignment we offer a discount of 1.5%. EFFORT/FIXED PRICE COST DISCOUNT OVER AGREED RATES COMMENT <100 days / 74, days / 75, , days / 150, , days / 225, , days / 300,000 to 374,999 >500 days / > 375,000 0% Can be considered on an individual basis 1.5% Discount not applied retrospectively 2.25% Discount not applied retrospectively 3.5% Discount not applied retrospectively 4.25% Discount not applied retrospectively 5% 12

13 SECTION 4 GENERAL ENGAGING WITH LOCKHEED MARTIN At Lockheed Martin it is our mission to make engagement with us as simple as possible. You can contact Lockheed Martin through one of the following methods: gcloud@civil.lmco.com Telephone: (ask for Morag Young our GCloud Services Manager or Craig Donnelly, our Public Sector Sales Director) You can follow us on We are always keen to engage with you to discuss your requirements even if these are at a very early stage. Lockheed Martin offers a free of charge discovery meeting to discuss your requirements and to set out how we are able to assist your Organisation. This applies across the full range of services offered in our Catalogue on Cloudstore. We honour the following Service Level commitments in relation to any work we are requested to undertake: We will schedule a discovery session with you within 5 days of contacting us; We respond to all requests for quotations within two working days of receipt of the enquiry; Once we agree the requirements with yourselves, Lockheed Martin produces and returns a detailed proposal within five working days; and Depending upon the size and scale of the assignment, Lockheed Martin endeavours to commence work within ten working days of formal proposal acceptance. Our engagement model is flexible to suit many different scenarios, we are happy to provide our services on the following (or any combination thereof): Fixed price; Time & Materials; Target Price; On-site individuals or teams; and Blended delivery (customer and Lockheed Martin teams). Lockheed Martin has no minimum length of engagement or order value for the work that we undertake. ORDERING AND INVOICING Lockheed Martin accepts electronic orders and provides electronic invoices. Please contact us at the address above if you would like to discuss this further.. For any orders placed, Lockheed Martin provides order confirmation which includes a detailed cost breakdown. Prior to the commencement of any work secured under the G-Cloud framework, Lockheed Martin request that you provide a customer acceptance of the order and also the completion of a Call-Off Contract. We are happy to commence work on a Letter of Intent which indicates that orders and call-offs are being prepared. Lockheed Martin will agree the invoicing frequency and mechanism in advance of any assignment commencing. 13

14 TERMS AND CONDITIONS For a full example of Lockheed Martin s terms and conditions please refer to the Lockheed Martin Terms & Conditions for Cloud Services document. Depending on the type of service being procured, additional elements such as licences and support may need to be incorporated into the terms and conditions. We are also happy to use your terms and conditions as a basis for a contract. CUSTOMER RESPONSIBILITIES For any specified call off requirement, the dependencies on the customer associated with the work (which could differ in each case) are discussed and agreed prior to the commencement of the work, and form part of the Call Off contract. 14

15 WE RE A BIT DIFFERENT AT LOCKHEED MARTIN We re driven to be better at everything we do. Our mission is simple - to be the best provider, employer and investment for our customers, employees and investors alike. To achieve this, we need to continually deliver on our vision of being the leading global provider of business technology solutions to the Energy, Transport and Public Service sectors. Alongside our ambitious targets, it s our core values that are the guiding principles that govern the way we do business and provide a blueprint for a more rewarding way to work for our employees. Our core values should be evident in everything we do. CONTACT US Call us on +44 (0) us at: gcloud@civil.lmco.com GET SOCIAL twitter.com/lmuktweets linkedin.com/company/lockheed-martin civil.lockheedmartin.co.uk