Agile BI - From Business Models to BI Models · Date Agile Data Warehouse Design

From Business Models to BI Models

Lawrence Corr

Essentially, all models are wrong, but some are useful.

— George E. P. Box

Business Models

A business model describes the rationale of how an organization creates, delivers and captures value. – Alexander Osterwalder, Business Model Generation

.

– Tim Clark, Business Model You

What

DW/BI Challenges (and Opportunities)

Capturing detailed BI requirements

Responding to Agile Software Development

Incremental development

Proactive design – parallel development

© Copyright Lawrence Corr 2012

What

Entity Relationship Model

Data Vault Model

Dimensional Model

CALENDAR

Date Key

Date Day Day in Week Day in Month Day in Qtr Day in Year Month Qtr Year Weekday Flag Holiday Flag

PRODUCT

Product Key

Product Code Product Description Product Type Brand Subcategory Category

PROMOTION

Promotion Key

Promotion Code Promotion Name Promotion Type Discount Type Ad Type

SALES FACT

Quantity Sold Revenue Cost Basket Count

Date Key Product Key Store Key Promotion Key

STORE

Store Key

Store Code Store Name URL Store Manager Region Country

Entity Relationship Modeling – 3NF

Dimensional Modeling – Star Schema

Data Driven(Supply)

ReportingDriven

(Demand)Analysis

De

sign

Dimensional

Data

Warehouse

1st Generation

Data

Warehouse


Reporting-Driven Analysis

Data Modeler

BI Stakeholders

Business Analyst

BI Stakeholders

BI Stakeholders

Interview notes

Requirement Document

Data Models

Database Schemas


2003

Reactive Data Warehouse Design

OLTPDesign

OLTP Development

OLTPDeployment

BI Backlog

ETL Development

DWDesign

DWDeployment

DWDWLTLT

1997 1999 200320012000

DATA


OLTP Development

OLTPDeployment

LTOLTPDesign

LT

Now

DATA

Next YearThis Year

ETL Development

DWDesign

DW OLTP & DWDeployment

Proactive Data Warehouse Design


Data Modeling

“Data modeling is the act of exploring data-oriented structures. Evolutionary data modeling is data modeling performed in an iterative and incremental manner. Agile data modeling is evolutionary data modeling done in a collaborative manner.”

– Scott Amblerwww.agiledata.org

Why

Why Model with BI Stakeholders?

Scope and Prioritisation

Discover how business events are described Dimensions

Determine how they are measured

Unearth budgets, forecasts, targets and other user-controlled data sourcesExtra data, Common summarization levels: Physical Optimization

Creates business ownership and pride in the DW design


What

Techniques and Terminology

Scrum – Project Management

ScrumMaster, Product Owner, Daily Scrum, Sprint, Product Backlog, Sprint Backlog, Burndown Chart

Extreme Programming (XP) – Software Engineering

User Stories, Daily Stand-Up, Iteration, On-Site Customer, Pair Programming, Test-Driven Development (TDD), Continuous Integration

User Stories Usage Requirements

Data Stories Data Requirements

What

What is a dimensional model, really?

CALENDAR

Date Key

Date Day Day in Week Day in Month Day in Qtr Day in Year Month Qtr Year Weekday Flag Holiday Flag

PRODUCT

Product Key

Product Code Product Description Product Type Brand Subcategory Category

PROMOTION

Promotion Key

Promotion Code Promotion Name Promotion Type Discount Type Ad Type

SALES FACT

Quantity Sold Revenue


STORE

Store Key


SALES FACT


Verb

uantity Sold evenue

Adverbs

Noun T

ey

ode

Noun

y

de

Noun y

Noun

Promotion Name Promotion Type Discount Type Ad Type Adjectives

Product Type Brand Subcategory Category Adjectives

Day in Month Day in Qtr Day in Year Month Qtr Year

Adjectives


Adjectives


How

Modelstorming: Data Modeling + Brainstorming

Data Modeler

Developers BI Stakeholders

QuickInclusive

Interactive Fun© Copyright Lawrence Corr 2012

HowMany

Why

WhereH

ow

WhoWhen

What

BEAMBusiness Event Analysis & Modeling

Where

WhoWhen

What

Ho

wW

hy

HowMany

Using the 7Ws to tell Data Stories

Who

What

When

Where

How Many

Why

How

Who does what?


Using the 5Ws and 2Hs to tell Data Stories

Wie

wat

wanneer

waar

hoeveel

waarom

hoe

Wie doet wat?

Who does what? (that we need to measure next)

(Responsible) Subject Verb Object

Customer buys product

BEAM✲ Modeler BI Stakeholders

1. Modelstorm a Business Event


Model it using a BEAM✲ Table – an Example Data Model

buys

CUSTOMER PRODUCT

[who] [what]

Details

Event Stories(4-6 rows)

Subject Column Name

Object Column Name

Verb

Column Type

Event Name (filled in later)


When

Example Stories

buys on

CUSTOMER PRODUCTSALEDATE

[who] [what], MD [when], MDElvis Priestley iPip Blue Suede 18-May-2011Vespa Lynd POMBook Air 29-Jun-2011Elvis Priestley iPip Blue Suede 18-May-2011Phillip Swallow iPOM Pro 14-Oct-2011Unknown iPip G1 10 Years AgoUS Senate iPOM + Printer YesterdayUS Senate iPip Touch Yesterday

Missing Value Possible

own

Typical Event Story

011Repeat of Typical Story used to discover what makes each story unique 2011

-20112011

Oldest Event Story Deleted PRODUCT? Do we need to go back this far?

rs A

Group Stories CUSTOMER can be an organisation. PRODUCT can be a bundle of products

nate nate

Most Recent Stories use Yesterday rather than date to show the urgency of the required data

dayday

Print h

ir

o Ago

MD: Mandatory Detail

MD-2

D01


WhenAre there any other dates/times closely

Durations: Modeling with Timeline

Order Date

Delivery Due Date

Packing Time

Delivery Delay

Delivery Date

Ship Date

Delivery Time

Variable Milestone

Repeating Milestone

Fixed Milestone


Who

Adding a Second Who Detail

buys on from

CUSTOMER PRODUCTSALEDATE SALESPERSON

[who] [what], MD [when], MD [who]Elvis Priestley iPip Blue Suede 18-May-2011 James BondVespa Lynd POMBook Air 29-Jun-2011 N/AElvis Priestley iPip Blue Suede 18-May-2011 James BondPhillip Swallow iPOM Pro 14-Oct-2011 George Smiley Unknown iPip G1 10 Years Ago UnknownUS Senate iPOM + Printer Yesterday Capital TeamUS Senate iPip Touch Yesterday Capital Team

from Preposition CUSTOMER buys PRODUCT (on SALE DATE) from SALESPERSON

frrfrrfrooroorrrr

Second who detail

ALESPERSO

Event without a SALESPERSON is possible

N/A

SALESPERSON can be a group or team l Team

l Team

New and old SALESPERSON

James George

known

], ay

MD01

MD-20


What

Where

How Many?

Why

How

Completed Event Table

CUSTOMER ORDERS [DE]

orders on for delivery on from at for delivery to

CUSTOMER PRODUCTORDER DATE

DELIVERY DUE DATE SALESPERSON

SALES LOCATION

DELIVERY ADDRESS

[who] [what] MD, GD [when] MD [when] [who] [where] [where]Elvis Priestley iPip Blue Suede 18-May-2011 22-May-2011 James Bond POMStore NYC Memphis, TNVespa Lynd POMBook Air 29-Jun-2011 4-Jul-2011 N/A store.POM.com London UKElvis Priestley iPip Blue Suede 18-May-2011 22-May-2011 James Bond POMStore NYC Memphis, TNPhillip Swallow iPOM Pro 14-Oct-2011 Not Applicable George Smiley POMStore London Not ApplicableUnknown iPip G1 10 Years Ago Not Applicable Unknown Amazon.com Not ApplicableUS Senate iPOM + Printer Yesterday 3 Days from now Capital Team 1-800-MY-POM Washington, DCUS Senate iPip Touch Yesterday 3 Days from now Capital Team 1-800-MY-POM Washington, DC

for on with usingORDER QUANTITY REVENUE PROMOTION DISCOUNT ORDER ID[Retail Units] [$, £, !, ¥] [why] [$, £, !, ¥, %] [how] GD1 $249 No Promotion 0 ORD12341 £1,400 Launch Event 10% ORD0071 $249 No Promotion 0 ORD43211 £2,500 Star Coupon £150 ORD000150 $20,000 Trial Price $2,500 ORD0012100 $150,000 New Deal $20,000 ORD5466100 $25,000 New Deal $1,000 ORD5466

1

CU DE]

1

GD [w de 18

2

r delive

ys from ys from

DISCOUNT[$ £ ! ¥

OUNTGD347

ers


Event Matrix: Data Modeling and Planning

Dimension

Im

EVENT (who does what)

Importance

Estimate

MANUFACTURING PLANSPlant builds Product

BILL OF MATERIALSProduct made from Component

PURCHASE ORDERS Employee purchases Component

COMPONENT DELIVERIESSupplier delivers Component

SUPPLIER PAYMENTSEmployee pays Supplier

COMPONENT INVENTORY LEVELSPlant stocks Component

QA TESTSEmployee tests Product

MANUFACTURING PROCESSESPlant runs Process

PRODUCT INVENTORY LEVELSWarehouse stocks Products

WAREHOUSE SHIPMENTSCarrier ships Product

ons

Importance

Estimate

EMPLOYEE

SUPPLIER

RESELLER

CARRIER

COMPONENT

PRODUCT

PROCESSTEST

PLANT

WAREHOUSE

STORE

CONTRACT

SHIP MODE POSales

Marketing

Finance

Product Development

Manufacturing

why & howwherewhatwho stakeholder group

90 100

40 15 10 15

2 ! ! ! ! ! "

2 100 30 " " ! "

6 ! " " ! ! " " !

6 ! " ! ! " ! ! "

4 ! ! ! ! "

2 ! ! ! "

6 20 ! ! ! ! " !! ! "

5 ! ! ! " ! ! "

2 ! ! ! ! !

7 ! " ! ! ! ! " !

90 4 4 1 2 0 7 6 1 1 0 6 2 1 0 2 2 3 0 2 2 6 4 7 0

why & howwherewhatwho stakeholder group

Even

ts (Tim

e/

Valu

e S

eq

uen

ce)

Details/Dimensions (BEAM* Sequence) Departments/Groups

: Event creates dimension

"

* : Event references dimension

!

!!

: Event Owner

"

*

! !

: Interested Stakeholder !!

Process Sequence

CO Sup


Business Models

A business model describes the rationale of how an organization creates, delivers and captures value. – Alexander Osterwalder, Business Model Generation

.

– Tim Clark, Business Model You

What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?

For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

For whom are we creating value?Who are our most important customers?

What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?

What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?

What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?

Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?

What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?

Day Month Year

No.

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WhoWho

Who

What

WhoWhat

When When

For what value are our customer For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue S

When

WhatWhere

How Many

How Many

en

W

How Many

How Many

What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?Why

How

What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?

How

HowM

wWhere

Star Schema Layout

When Who

Where What

How

Why

Customer

Who

Transaction Type/Method

How

Date/Month/Period

When

Product/Service

What

Promotion/Reason

Why

Location/Store/Hospital

Where

Event/Fact

How

How Many

Employee/Organisation

Who

Time

When


W

S

N

EE

WhenWhen does it happen?

DateTimeTime ZonePeriodTimeline: Milestones

HowHow does it happen?How do we know it happened?How do we uniquely identify a fact/event?

Activity, Process, EventEffect, OutcomeTransaction TypeTransaction # [Degenerate Dimension]Step #

[Granularity, Event Type: Discrete, Evolving, or Recurring]

WhoWho does what? How do we organize them?How do they change? Who else is involved?

Customer: Business, Consumer, SegmentEmployeeSupplierPartnerThird Party

How ManyHow many/much is involved? How long doe it take?

RevenuesCostsQuantities, BalancesActivity/Status CountsDurations

[UoM, Fact Type: Fully Additive, Semi-Additive, Non-Additive]

WhereWhere does it happen? Where doe it refer to?

LocationBranch, Store, Facility, ChannelURLMap: Start, Previous, Current, Next, Last

WhatWhat is involved/used? How are they organised?How do they change?

Value PropositionProductServiceResource

WhyWhy does it happen? Can it be different? If so, why?

Cause, ReasonPromotion, Deal

The BI Model Canvas

Agile Data Warehouse Design: www.agiledw.info Inspired by The Business Model Canvas (www.businessmodelgeneration.com/canvas), this work is licensedunder a Creative Commons Attribution-ShareAlike 3.0 Unported License. 2012, Lawrence Corr

Title, Author(s), Date/Version

WhenWhen does it happen?

DateTimeTime ZonePeriodTimeline: Milestones

HowHow does it happen?How do we know it happened?How do we uniquely identify a fact/event?


[Granularity, Event Type: Discrete, Evolving, or Recurring]

WhoWho does what? How do we organize them?How do they change? Who else is involved?

Customer: Business, Consumer, SegmentEmployeeSupplierPartnerThird Party

How ManyHow many/much is involved? How long doe it take?

RevenuesCostsQuantities, BalancesActivity/Status CountsDurations

[UoM, Fact Type: Fully Additive, Semi-Additive, Non-Additive]

WhereWhere does it happen? Where doe it refer to?

LocationBranch, Store, Facility, ChannelURLMap: Start, Previous, Current, Next, Last

WhatWhat is involved/used? How are they organised?How do they change?

Value PropositionProductServiceResource

WhyWhy does it happen? Can it be different? If so, why?

Cause, ReasonPromotion, Deal

The BI Model Canvas

Agile Data Warehouse Design: www.agiledw.info Inspired by The Business Model Canvas (www.businessmodelgeneration.com/canvas), this work is licensedunder a Creative Commons Attribution-ShareAlike 3.0 Unported License. 2012, Lawrence Corr

Title, Author(s), Date/Version

Key Resources (other)

em? d?

nt Customer Segments

ere

Customer Relationships

Channels

w are they organised?

Value Propositions

Key Partnerships

Cost Structures

i-Additive, Non-Additive]Revenue Streams

g, or Recurring]

Key Activities

hips

Key Resource

s

(human)

How do we uniquely identify a fact/event?


[Granularity, Event Type: Discrete, Evolving

How Many

Channels

Key Activities

Channel

urrent, Next, LastKey Resources (location-based)

y Acti

Channels

meline: Milestones Act

Revenue Streams

lsvenue eCost Structures

Cost StructuresCustomer Relationships

If you have been affected byany of the issues raised

in this presentation:

AgileData Warehouse Design Dimensional Modeling,from to Star SchemaLawrence Corr

with Jim Stagnitto

Agile Data Warehouse DesignLawrence Corr, Jim Stagnitto, Decision Press, November 2011

Online

decisionone.co.uk and agiledw.info – Agile data warehouse design resources include BEAM✲ tools, templates, reference card and links to books and articles

Lawrence Corr: [email protected]

@LawrenceCorr

Connect with me, if you read ADWD (and you like it)

MODELSTORM: Don’t model alone! Model with examples!

Agile Data Warehouse Design Course

with Lawrence Corr

15-17 Apr i l , Utrecht

Documents

Agile BI - From Business Models to BI Models · Date Agile Data Warehouse Design