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TDWI BI Program Management A Competency Center Approach to BI Excellence TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY
TDWI Data Integration Principles and Practices The Data Warehousing Institute takes pride in the educational soundness and technical accuracy of all of our courses. Please send us your comments we d like to hear from you. Address your feedback to: email: info@tdwi.org Publication Date: September 2012 Copyright 2012 by The Data Warehousing Institute. All rights reserved. No part of this document may be reproduced in any form, or by any means, without written permission from The Data Warehousing Institute. ii TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY
TDWI Data Integration Principles and Practices TABLE OF CONTENTS Module 1 Business Intelligence and Program Management 1-1 Module 2 Business Intelligence Competency Centers... 2-1 Module 3 BICC Roles and Responsibilities... 3-1 Module 4 Building a BICC... 4-1 Module 5 Operating the BICC. 5-1 Appendix A Bibliography and References... A-1 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY iii
TDWI Data Integration Principles and Practices COURSE OBJECTIVES To learn: Definition and purpose of a BICC The business case for a BICC value realization, risk mitigation, standardization, prioritization, alignment, agility, etc. Roles and responsibilities of a BICC assessment, coordination, communication, etc. Organizational structures for a BICC and relationships with other shared-services groups such as data governance council and PMO Steps to creating a BICC including issues, challenges, and mistakes to avoid Day-to-day activities of BICC operations end-user support, training, stakeholder communications, collaboration, user group management, change control, etc. Techniques to sustain, evolve, and mature the BICC iv TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY
Business Intelligence and Program Management Module 1 Business Intelligence and Program Management Topic Page BI Scope and Complexity 1-2 Programs vs. Projects 1-16 BI Program Management Responsibilities 1-22 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY 1-1
Business Intelligence and Program Management TDWI BI Program Management BI Scope and Complexity The Layers of BI 1-4 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY
TDWI BI Program Management Business Intelligence and Program Management BI Scope and Complexity The Layers of BI A LAYERED VIEW All of the BI definitions are correct, simply viewing it from different perspectives. The processes, tools, and technology are important to enable BI. The business capabilities, services to provide those capabilities, and stakeholders who uses and value the services are also important for Bi to have real business impact. The full scope of BI is easier to understand when viewed as a stack where the top layer represents stakeholders and the bottom layer technologies. Intermediate layers describe the aspects of BI that are needed to connect stakeholders and capabilities with tools and technology. TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY 1-5
Business Intelligence and Program Management TDWI BI Program Management Programs vs. Projects Definitions and Contrasts 1-16 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY
TDWI BI Program Management Business Intelligence and Program Management Programs vs. Projects Definitions and Contrasts PROGRAM MANAGEMENT PURPOSE TIME-BOUNDED vs. CONTINUOUS Program management encompasses the disciplines and activities necessary to coordinate multiple simultaneous, overlapping, and interdependent efforts. Program management addresses both project efforts such as building a data mart or deploying an analytic tool, and ongoing efforts such as data warehouse operations or training and support. A BI program includes a governance structure and guiding principles, delineated architecture and methodologies, established standards, quality expectations, and measures of cost and value. The program s primary focus is on the strategic, long-term goals building an information infrastructure that will serve current business needs and evolve with the changing needs. A BI program is a large and complex undertaking with a broad strategic perspective and long-term focus. It is the structure that ensures cohesion among multiple projects. The program has long duration (for the life of BI within the enterprise) and measures success by business impact and ROI. BI/DW projects are one-time, time-boxed activities with a specific business and/or technical objectives. Projects have start and finish dates, and are chartered to produce explicit deliverables. Projects are relatively short in duration, and measure success by on-time, within-budget delivery of products. TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY 1-17
Business Intelligence and Program Management TDWI BI Program Management BI Program Management Responsibilities BI Culture 1-28 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY
TDWI BI Program Management Business Intelligence and Program Management BI Program Management Responsibilities BI Culture ORGANIZATIONAL NORMS, BELIEFS AND BEHAVIORS Culture is the collection of norms, beliefs, and behaviors that shape and influence organizational practices. Culture is often the distinguishing factor between what we say we do and what we actually do. Thus BI culture is a key element in achieving BI success and value. Positive culture amplifies impact and negative culture inhibits impact. Primary aspects of BI culture that are within program management scope include: Continuous Improvement Culture The degree to which business managers use goal-setting and measurement to evaluate business performance and effectiveness of actions, continuously seeking higher levels of performance. Information and Analytics Culture The degree to which information services and data analysis are seamlessly integrated into strategic, tactical, and operational business processes. Decision-Making Culture The degree to which decision models are consciously used, and the balance of data, information, analysis, instinct, intuition, experience, assumptions, and bias in decision processes. STAKEHOLDERS COORDINATION COMMUNICATION Stakeholders are the people who use BI services to help them do their work more effectively. Program management needs to understand the diversity of stakeholders, the variety of stakeholder expectations, and the capabilities and services that are valued by various stakeholder groups. Coordination is the work of aligning diverse perspectives, activities, and efforts to achieve a cohesive whole. Coordination is typically applied in two areas diverse stakeholder expectations and interdependent projects. Coordinating diverse stakeholder goals, for example, might result in shared goals. Where shared goals can t be achieved, coordination eliminates conflicting goals and minimizes inconsistencies. Project coordination eliminates conflict, resolves inconsistency, and promotes mutual benefit in schedules, resource utilization, and project results. Communication is the activity of sharing information in two directions sending messages and receiving feedback. For BI program management, communication is the key to stakeholder engagement, which in turn drives utilization and BI impact. TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY 1-29
Business Intelligence and Program Management TDWI BI Program Management 1-32 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY
Business Intelligence Competency Centers Module 2 Business Intelligence Competency Centers Topic Page BICC Basics 2-2 BICC Business Case 2-10 BICC Functions 2-14 BICC Organization Models 2-32 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY 2-1
Business Intelligence Competency Centers TDWI BI Program Management BICC Basics Definitions 2-2 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY
TDWI BI Program Management Business Intelligence Competency Centers BICC Basics Definitions THREE VIEWS OF BICC The facing page shows three definitions of a Business Intelligence Competency Center (BICC). The three definitions illustrate the range of possibilities in organizing a BICC. The common element among all of the definitions is recognition of a BICC as a team with responsibilities. It is in specific responsibilities that the definitions vary widely: The first definition simply says defined responsibilities and practices. The only specific statement of responsibility is tasked with driving the use of BI throughout an organization. This definition leaves room for interpretation and flexibility about the particular responsibilities in the BICC domain. The second definition describes a broad and far-reaching scope of responsibilities in managing all aspects of an organization s BI strategy, projects, and systems. This BICC model is founded on concepts of authority, accountability, and control. The third definition describes responsibility to help promote BI expertise, to establish best practices and to bring together people. This BICC model is based in concepts of guiding, advising, and facilitating BI competencies. None of the definitions is inherently correct or incorrect. The goal is to fit the BICC model to organizational needs and culture. A BICC may fall anywhere on the continuum between the extremes of controlling and advisory. TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY 2-3
Business Intelligence Competency Centers TDWI BI Program Management BICC Organization Models Guidance and Governance Models 2-32 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY
TDWI BI Program Management Business Intelligence Competency Centers BICC Organization Models Guidance and Governance Models BEST PRACTICES BI GOVERNANCE The best practices model of BICC is a good choice when the goal is guidance and knowledge sharing. More closely aligned with the BICoE concept than with a govern-and-control structure, this model is relatively simple and less costly than more aggressive models. The primary role of the BICC is project oriented. It involves capturing lessons learned from projects, and documenting and publishing of common practices and mistakes to avoid across BI projects. Participants in each project are able to learn previous ones and share their new or improved practices for benefit of future projects. This model describes and recommends processes, but performing of project work is the responsibility of individual project teams. The governance model goes well beyond guidance and best practices with a primary goal of enforced standards. Governance may include standards for architecture, data models, technology, presentation, navigation, and much more. Standardization increases consistency, enables reuse, improves reliability, reduces cost, and accelerates projects. Perhaps more importantly it presents a unified and uniform view of BI for all users across the enterprise. The governance model may include shared people and shared work products, though neither is required. The core of this model is compliance with defined standards and conventions. TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY 2-33
Business Intelligence Competency Centers TDWI BI Program Management BICC Organization Models Services Models 2-34 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY
TDWI BI Program Management Business Intelligence Competency Centers BICC Organization Models Services Models SHARED SERVICES Where the governance/best-practices models describe BICC authority and control level, services models describe the manner in which BICC competencies are used by projects and activities. The shared services model defines processes, standardizes architecture and maintains a centralized team for shared work, but most project and process work occurs in individual project teams and distributed lines of business. The blend of centralized and decentralized resources achieves good efficiency of resource utilization. The centralized team is focused primarily on critical skills and on those shared resources where no single project has fulltime needs. CENTRAL SERVICES SELF SERVICE HYBRID SERVICE MODELS In the central services model, standards, processes, architecture, and technology are prescribed. A single, centralized team is responsible for all development, deployment, and management of BI systems. This model works well when goals are exceptional consistency, strong governance, rapid delivery, and managed costs. In an environment of high demand, the central services model may be challenged to scale up to meet demand. The self-service model creates an environment where business units meet their own information needs with support of BI standards, architectures, frameworks, guidelines, examples, templates, etc. This model suited to well-defined problem domains where business users have a desire for autonomy and a relatively high level of BI skills. As a practical matter, many organizations evolve to a mix-and-match hybrid of the three service models. Good guidelines and clear understanding of the criteria by which projects and service models are matched is important to avoid misuse of any of the service levels. Choosing between best practices and governance models, which is the best fit for your BI program? If you blended, how might that blend work? Which of the services models are best suited to your BI program and why? Does a hybrid model make sense for you? TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY 2-35
Business Intelligence Competency Centers TDWI BI Program Management 2-36 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY
BICC Roles and Responsibilities Module 3 BICC Roles and Responsibilities Topic Page Alignment 3-2 Impact 3-4 Architecture 3-6 Quality 3-8 Culture 3-10 BICC Participation Models 3-22 BI Program Assessment 3-24 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY 3-1
BICC Roles and Responsibilities TDWI BI Program Management Alignment BI in Tune with the Business 3-2 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY
TDWI BI Program Management BICC Roles and Responsibilities Alignment BI in Tune with the Business PORTFOLIO MANAGEMENT It is clearly a program management responsibility to ensure that BI capabilities are aligned with business needs. Portfolio management is a primary BICC responsibility necessary to achieve and sustain alignment. The BI portfolio includes the collection of analytics services, information services, BI systems, and BI projects that are within the scope of the program. Portfolio management includes understanding of current BI assets and their value and relationship to business needs. Looking beyond current state, portfolio management identifies gaps, anticipates future needs, and sets the stage for the BI roadmap. BI ROADMAP The BI Roadmap is a timeline view of upcoming BI projects and activities needed to move from current state to future state as guided by portfolio management. The roadmap is a process of prioritization, dependency management, and planning that answers questions in four areas? BI Services What services are needed to fill gaps or meet future business requirements? When are they needed? In what sequence? BI Systems What systems need to be developed, enhanced, or modified to deliver the needed services? When and in what sequence? BI Projects What projects must be planned and executed to produce the needed systems? What project dependencies exist? When and in what sequence should projects be scheduled? BI Technology What technologies are needed to support and enable planned BI projects? When and in what sequence should technology be deployed? What projects are must be planned and executed to deploy the technology? The roadmap illustrates four parallel tracks services, systems, projects, and technology mapped to a timeline. The work of mapping projects and technologies is circular as technology requirements lead to new project requirements. BI AND BUSINESS AGILITY The BI portfolio and corresponding roadmap must both be responsive to business volatility. Changing business priorities and requirements, as well as changing data and technology, demand continuously evolving portfolio and roadmap. The dynamics of business simply can t be supported with a static BI portfolio. TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY 3-3
BICC Roles and Responsibilities TDWI BI Program Management BICC Participation Models Ownership 3-12 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY
TDWI BI Program Management BICC Roles and Responsibilities BICC Participation Models Ownership BI PROGRAM DECISIONS Participation models describe the roles, responsibilities, authorities, and accountabilities of the BICC in making decisions about the BI program. Though closely related to guidance vs. governance, participation models are a deeper view into the structure of the BICC. The five common participation models are: Ownership Stewardship Advisory Standardization Evaluation Mapping participation models with areas of BI responsibility achieves the deeper view into BICC structure. It is not necessary that a single participation model is applied uniformly across all responsibilities. Consider a participation responsibility matrix as a BICC planning tool: Ownership Stewardship Advisory Standardization Evaluation Alignment Impact Architecture Quality Culture DECISION MAKER In the ownership model the BICC has authority to make decisions and is accountable for the outcomes of those decisions TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY 3-13
BICC Roles and Responsibilities TDWI BI Program Management BICC Participation Models Consistency and Compatibility 3-22 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY
TDWI BI Program Management BICC Roles and Responsibilities BICC Participation Models Consistency and Compatibility THREE DIMENSIONS OF THE BICC A workable BICC model balances and aligns the various models for participation, services, and governance to Avoid conflict - It would not work for example to be all governance combined with all self-service. Maximize results Deciding which among alignment, impact, architecture, quality, and culture should be most aggressively managed. Minimize unnecessary bureaucracy Allowing flexibility, freedom, and autonomy where controls are not needed and where the downside of controls exceeds the benefits. Which participation models would you apply for which areas of BI program management? Which participation models are you least likely to use, and why? TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY 3-23
BICC Roles and Responsibilities TDWI BI Program Management BI Program Assessment TDWI BI Maturity Model 3-24 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY
TDWI BI Program Management BICC Roles and Responsibilities BI Program Assessment TDWI BI Maturity Model EVOLVING THROUGH BI The diagram on the facing page illustrates some aspects of The TDWI BI Maturity Model. The model illustrates evolution through stages of business intelligence from early (management reports and spreadsheets) to optimized (enterprise data warehousing and analytic services). This model provides useful context for BI assessment because it describes many BI success factors. See TDWI s website (www.tdwi.org) for an assessment tool that is based on the maturity model. Where does your program fit into each of these categories: Executive perception? Information culture? Analytics culture? Architecture? Where would you place your organization on the adoption curve? TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY 3-25
BICC Roles and Responsibilities TDWI BI Program Management 3-26 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY
Building a BICC Module 4 Building a BICC Topic Page BICC Charter 4-2 BICC Lifecycle 4-8 Organizational Structure 4-10 BICC Job Roles 4-16 BICC Competencies 4-28 BICC in the Enterprise 4-30 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY 4-1
Building a BICC TDWI BI Program Management BICC Charter Scope 4-2 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY
TDWI BI Program Management Building a BICC BICC Charter Scope FRAMING THE BICC When building a BICC, begin with a charter that frames the structure of organization in all of its dimensions: Objectives alignment, impact, architecture, quality, and culture that become the basis to measure BICC performance. Purpose strategy, expertise, best practices, training, tools, applications, data management, utilization, projects, and systems that describe the scope of BICC responsibilities. Functions oversight, stewardship, quality, competencies, resources, training, support, architecture, infrastructure, vendors and contracts, issues and change, front-end and back-end systems that describe the scope of BICC processes. BICC IN THE ENTERPRISE Extend the BICC structure to include the organizational models that describe how the organization fits into and interacts with other parts of the enterprise: Organizational Models Is the BICC a governance organization, a best-practices organization, or a hybrid. Services Models Does the BICC provide central BI services? Does it facilitate shared services? Does it support self-service BI? Participation Models What is the decision-making role of the BICC relative to each of the objectives? BICC MANAGEMENT With the scope of BICC defined, identify, define, and describe the toplevel management elements that are essential for BICC launch: sponsorship, funding, leadership, and stakeholders. TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY 4-3
Building a BICC TDWI BI Program Management BICC Lifecycle Stages of BICC Development 4-8 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY
TDWI BI Program Management Building a BICC BICC Lifecycle Stages of BICC Development PROCESS, NOT EVENT When launching a BICC, look beyond the launch to consider the entire lifecycle of building, operating, and evolving the organization. Lifecycle stages include: Initiation and Preparation The chartering activity previously discussed. Planning and Implementation Extending the BICC charter into a detailed plan of start-up, kickoff, and early operations activities. Treat the BICC launch as a project using all of the disciplines and best practices of project management. Staffing and Operation Bring people into the BICC organization with designated roles and responsibilities. Execute BICC processes on a day-to-day basis. Deliver BICC services to those who need them. Evaluation and Feedback Measure, monitor, and actively manage BICC performance. Listen to the stakeholders and consider their feedback when evaluating BICC performance. Evolution and Growth Change and adapt based on feedback and performance measures. Competencies and Services Deliver BICC value. TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY 4-9
Building a BICC TDWI BI Program Management BICC in the Enterprise Organizational Relationships 4-32 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY
TDWI BI Program Management Building a BICC BICC in the Enterprise Organizational Relationships COOPERATIVE EFFORTS AND SHARED GOALS The BICC often functions as part of cross-functional teams working together with other enterprise and shared-services organizations to accomplish common goals. Some typical cross-functional relationships include: Business Strategy and Planning It makes sense to involve the BICC in strategic planning activities in two ways: (1) providing information that is useful to strategic decision-making, and (2) ensuring that the BICC is informed of strategic directions to align the portfolio and adjust the roadmap. Project Management Office (PMO) If your company has a PMO and the BICC has some project staffing/resourcing responsibilities, then a BICC/PMO collaborative relationship is clearly needed. Data Governance Often the data governance function is separate from and external to the BICC. This organization makes sense because the scope of governed data is typically more than BI data. Yet the BICC has strong interest, valuable contributions, and designated responsibilities in data governance. Cooperation and collaboration are essential. Enterprise Information Management (EIM) If your company has an EIM initiative and team, the BICC must have a place in that team. EIM teams are, by definition, cross-functional and BI is clearly among the essential functions of information management. Information Technology (IT) / Information Systems (IS) The relationships here are self-evident. BICC/IS/IT collaboration and cooperation are keys to BI success. Data Warehousing When the data warehousing team is separate from the BI team, the importance of BICC collaboration is again selfevident. What are the critical and essential working relationships that must be established and maintained for a BICC to succeed in your organization? TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY 4-33
Building a BICC TDWI BI Program Management 4-34 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY
Operating the BICC Module 5 Operating the BICC Topic Page Continuous Operations 4-2 Growth and Change 4-4 Sustaining the BICC 4-6 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY. 5-1
Operating the BICC TDWI BI Program Management Sustaining the BICC Best Practices 5-6 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY.
TDWI BI Program Management Operating the BICC Sustaining the BICC Best Practices ENABLING BICC SUCCESS The facing page itemizes several best practices that have been shown to increase effectiveness in meeting BICC goals and efficiency of BICC processes and resource utilization. TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY. 5-7
Operating the BICC TDWI BI Program Management Sustaining the BICC Mistakes to Avoid 5-8 TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY.
TDWI BI Program Management Operating the BICC Sustaining the BICC Mistakes to Avoid AVOIDING BICC PITFALLS The facing page illustrates ten mistakes to be avoided when creating a high-impact BICC organization. Following these guidelines takes advantage of lessons learned from those who been down the path. TDWI. All rights reserved. Reproductions in whole or in part are prohibited except by written permission. DO NOT COPY. 5-9