Business Intelligence Management Information ...· 1 Business Intelligence / Management Information

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    BusinessIntelligence/ManagementInformationTransformationalRoadmap

    September2014

    1. IntroductionTheroadmapprovidesinstitutionalleadershipanddirectionforthesupportanddevelopmentofbuildingaBIcapabilityinlinewiththeBI/MIStrategyandoverallUniversityStrategy.ThepurposeoftheroadmapistoprovideadetailedarticulationofhowwewillachievethevisionsetoutintheBusinessIntelligencestrategyofcreatingthecapacityforBusinessIntelligenceattheUniversityofEdinburgh.

    Itprovidestheframeworkforaprogrammeofworkswithclearlinkstotheidentifiedstrategicprioritiesandwhatwecanachieveintheshort,mediumandlongterm.Achievementofthestrategywillrequirealargeandfarreachingculturalchangeprogrammethatinvolvesallareasandlevelsoftheorganisation.

    ThedevelopmentoftheBI/MIProjectroadmapprovidesdirectiontotheUniversityintermsofbothanoverallstrategyfortheworkthatneedstobecompletedaswellasmorespecificdetailsofcertainprojectworkthatneedstotakeplaceinordertoreachourinstitutionalgoals.TheroadmapwillhelpensurethatresourceandeffortarefocussedinlinewiththeUniversitystrategicgoalsandwiththeprioritiesthathavecomeoutoftheworktakingplaceduringtheproject.

    2. ObjectivesTheobjectivesoftheroadmapare:

    ToprovideaclearvisionforhowwewishtoachievethevisionsetoutintheBusinessIntelligenceStrategy

    Toactasaframeworkfortheprogrammeofworkthatwilltakeplace Toarticulatewhatwewanttoachieveandthewayinwhichwewanttoachieveitovera

    timeframeofthreeyears

    3. Whoistheroadmapfor?TheroadmapisdesignedtobeofusetoanumberofdifferentgroupsacrosstheUniversity.ThekeystakeholdersfortheBI/MIroadmapcanbebrokendownintothefollowingcategories:

    SystemOwnersacrosstheUniversity Decisionmakerswhouseinformationtocreatestrategicplansandmakeinformeddecisions DataownerswhoinputdataintothesystemsattheUniversity Dataanalysersandreportwriterswhousethedataandproducereports ITdepartmentsacrosstheUniversitywhoownthetoolsusedtoanalysedata

    BI/MIcannotbetakenonbyasolebusinessunit.TheroadmaprequirescollectivebuyinfrommultipleunitsacrosstheUniversity.Inadditionoversightoftheroadmapasawholeisrequiredto

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    alignthebusinesstoensuretheprojectsaretackledinaconsistentfashionandfitwithinthetimingstructuresoutlined.

    TheroadmaptacklestheareasthatrequireimprovementacrosstheUniversityaswellasprovidinganoverarchingstructureandprioritisationofdelivery.Itisimportantthattheroadmapreflectsnotonlytheapproachtothedeliveryofprojects,butalsoahighstandardofsupport,training,engagementandcommunication.

    4. ThevisionforBI/MIAsoutlined in theBI /MIStrategy thevision for the future is toEmpowerdecisionmakerswithconsistent,accurateandtimelyinformationthatsupportsunderstandingandinsight.

    Itisimportantthattheroadmapaccuratelyfocussesonimprovingthequalityoffitforpurposedatathatisneededfordecisionmaking.TheUniversityalreadyholdsavastarrayofhighqualitydataandwhile thereareundoubtedlysystems improvements thatwillbemade, theareas thatweneed tofocusaremakingitmoreaccessibleandunderstandabletoUniversitystaff.

    5. Sowhatdoesthevisionmeanforusers?Easyaccesstohighqualityandunderstandabledataiscentraltowhatwearetryingtoachieve.ArticulationofsuccessfortheBIProgrammeissummarisedas:

    Systemsthatcollecteverythingweneedtoreporton MISystemsthatmaketherightinformationavailabletopeoplewhoneedit ProvisionofthecorrectBItools,includingdashboardsandexplorationsoftware Aculturewhereinformationdrivesdecisionmaking Benchmarkingdatathatiseasytocompare Highlytrainedpeople Quickaccesstotheinformationyouneed AclearandcompleteviewofallthedataheldbytheUniversity Asingleplacetoaccessinformation

    6. StrategicprioritiesforBI/MIThestrategyforimprovingtheBusinessIntelligencecapabilityoftheUniversityhasfourstrategicprioritieswhichare:

    1. CreatingapositiveBusinessIntelligencecultureacrosstheUniversity2. Creatingacommonframeworkfordataanditsgovernance3. ImprovingourMI,systemsandtools4. CreatingBIcapabilitywhichenablesandsupportsbetterdecisionmaking

    ThisroadmapthereforeseekstoalignthestrategicprioritiesidentifiedinthestrategywithawayforwardsfortheUniversity.

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    PrinciplesofRoadmapImplementationThefollowingprinciplesofthechangeprocesshavebeenidentifiedandtheseshouldbeadoptedthroughouttheprogrammeofwork.

    1. IterativeandIncrementalchangeThe changemanagement process should recognise that theBI programmewill not change all thesystemsatonce.Incrementalchangesusingexistingsolutionswillbeadoptedintheshorttermwhilenew solutionswillbe addedover time. There shouldbe an agile approach toproblemdefinition,solutiondevelopmentandimplementation.

    2. EnterpriseapproachtoBusinessIntelligenceThereshouldbeaUniversitywideapproachtoBusinessIntelligenceprojects,notsimplyfocussedononedepartmentorinformationarea.ThebenefitsshouldbeclearfortheUniversityasawholeandenableinformeddecisionmakingatdifferentlevels.

    3. ClearcommunicationofbenefitsThebenefitsofthechangeprocessshouldbecommunicatedinawaythatensuresthatthereisfullbuyin from users. Users are likely to be resistant to change and so the benefits need to be clearlyarticulated. Arangeofcommunicationmethodsandcommunitiesshouldbeutilisedtoensurethatusers are engagedwith the short and longtermterm benefits of the programme ofwork. Localchampionsshouldbeusedtoengagedirectlywithpromotingtheworkandbenefitsforusers.

    4. Credible,crossfunctionalteamsSmallgroupsofstakeholdersrepresentingkeybusinessusers,systemownersandITwillbeinvolvedinthecomplete lifecycleofeachproject. Itwillensure that theneedsof thebusinessareaccuratelycapturedandinvolvedinthesuitabilityandeffectivenessofplannedsolutions.Crossfunctionalteamsare likelytobevirtualgroupsof individualsfromdifferentareasoftheUniversity. Teamsshouldbecredibleintheirabilitytosuccessfullydeliver.

    5. TightintegrationwithexistingbusinessprocessesAnychangesmade to theBusiness Intelligencecapabilityof theUniversityneed tobealignedwithexistingbusinessprocessesthatexistwithintheorganisation.Itwillbenecessarytoensurethatexistingperformanceforbusinessusersisnotaffected.

    6. SeniorsupportandbuyinThereshouldbeclearsupportfromseniormanagementthattheprogrammeofworkisbothnecessaryandtheyfullysupportthebenefitstotheorganisation.Seniorsponsorshipshouldbeactivelyinvolvedandvisibleintheprogrammeofwork,manageresistancewherethisexistsandcommunicatedirectlywithbusinessusers.

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    7. FunctionalroleofBusinessIntelligenceintheUniversityBusinessIntelligencehasacrosscuttingroleandcoordinateseffortstoaligninformationprovisionthatsupportstheUniversitysstrategicvision.InorderforBusinessIntelligencetobesuccessfulinachievingthevision,itmusthaveanenablingandleveragingroleandalsofitwithintheexistingorganisationalstructureoftheUniversity.ThefunctionalroleofBusinessIntelligenceissummarisedinfigure1.ThedriverforaBusinessIntelligencefunctionintheUniversityisthatitmustaddvaluetocurrentactivitiesandforthisreasonitmustbecentraltotheorganisationfacilitatingtheworkoftheenablersandthefinalcustomers.

    Figure1:thefunctionalroleofBusinessIntelligencewithintheUniversity.

    Strategic Information for decision-making

    CHSS CSE CMVM SupportGroupsandCentre

    Enablers

    Business Intelligence

    Systemowners DataGovernanceReportingToolsInformationTechnology

    PeopleandProcesses

    ItisproposedthatthefunctionofBusinessIntelligencewillevolveastimeprogresses.IntheshorttermitisproposedthatthecoordinatingfunctionofBusinessIntelligenceshouldsitwithinthecentraldepartmentofGovernanceandStrategicPlanning(GaSP).Bysittinginacentraldepartmentthathasoversightofthestrategicgoalsandobjectivesoftheorganisation,itwillensurethatBusinessIntelligenceactivitiesarealignedtothestrategicneedsoftheUniversity.ToensureasmoothtransitionfromtheBIStrategyprojecttoaprogrammeofwork,GaSPwouldoverseetheprogrammeofworkinthisarea.Theroleisacoordinationandfacilitatingroleintheshorttermthatencouragessystemownersandcollegestotaketheleadindevelopingshorttermsolutions.TheroleofBusinessIntelligenceislikelytoevolveandincreaseastimeprogressesandworkonanumberofprogrammeareas.RolesandresponsibilitiesofstakeholdersisoutlinedinAppendixA.

    8. ProposedapproachItwillbeimportanttomaintainmomentumfromtheStrategydevelopmentprojectthroughtotheprogrammeofwork.Intheshorttermthereareopportunitiestoimprovetheuserexperienceusingexistingresourcesandtoolsthroughacollaborativeapproach.LongertermtherewillundoubtedlybeanincreasingroleforaBusinessIntelligenceunitalthoughthiswillbedependentontheoutcomesofthefirstphaseofwork.

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    8.1ShorttermItisproposedthattheworkrequiredintheshorttermshouldbeembeddedintotheworkofexistingfunctionaldepartmentsthroughacollaborativeapproachtoimprovingmanagementinformationinaniterativeandincrementalway.Acollaborativeapproachfromsystemowners,collegerepresentatives,InformationServicesandotherkeystakeholderswillensurethatprogressismadeondiscreteprojectsthatvisiblyimprovetheuserexperience.ThisnetworkofpeoplewillformavirtualBIteamthatisbasedonexistingskillsandknowledgeoftheissues,dataandsolutions.Itshouldbenotedthatthisapproachwillbeadoptedintheshorttermtoensureaneffectivetransitionalphasefromthestrategyprojectthroughtoimplementationofchange,thusmaintainingmomentum.Thebusinesscasesformediumandlargescaleprojectswillbemadeandresourcedappropriatelythroughdedicatedprojectteams.

    AlthoughacentralBusinessIntelligenceteamisnotproposedintheshorttermtherewillbeaneedforcoordinationandprogrammemanagementrolebasedinGovernanceandStrategicPlanning.Figure2showsthestructureofsuchavirtualnetwork.

    Figure2:VirtualBInetworkforshorttermimprovements

    Forthoseareasthatareidentifiedashavingashorttermcollaborativesolution,aholisticmethodologyshouldbeadoptedthatincludeskeystakeholdersandtakestheproblemrightthroughtoasolutionthatcanthenbeembeddedintothebusiness.Tacklingbusinessissuesinthisagilewayshouldensurethattractionismadewithtacklingareasofthebusiness.

    8.2MediumandlongtermInthemediumtermitisanticipatedthattherewillbeaprogrammeofscheduledworktoimproveth