Why Bi Projects Fail Australia

8/14/2019 Why Bi Projects Fail Australia

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WHY BUSINESS INTELLIGENCEPROJ ECTS FAILAnd What To Do About I tTimo Elliott, Senior Director Strategic [email protected]


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INTRODUCTION

I t s not on ly aboutk n ow ing how t oc l imb

You a lso have t ok now how not t o fa ll

o f f


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BI Im proves Bus iness Per form anc e


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Barr ie rs t o Deployment

In tegra t ion

Ease of u se

No c lear ROI

Dat a qual it y

Cost o f l i c enses

Cost o f t ra in ing


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IT Underes t im at es User Di f f ic u l t ies

Difficult to find information

0%

10%

20%

30%

40%

50%

60%

IT

0%

10%

20%

30%

40%

50%

60%

IT

Just the right amount ofinformation is available

32%

24%

Executives Executives

22%

55%

(credibility) gapBase: 406 U.S. IT Executives, 675 Business ExecutivesSource: BusinessWeek Research Services


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And Underest im at es Value Of BI To TheBusiness

0%

10%

20%

30%

40%

50%

60%

70%

80%

Failure Moderately

Successful

Very

Successful

0%

10%

20%

30%

40%

50%

60%

70%

80%

Not at All Somewhat Significantly

How successful do you consideryour BI deployment?

How much has BI contributed toyour companys performance?

The percentage of business users seeing the business impact as significant is 15% higher than thepercentage of IT professionals saying the impact on company performance has been significant

Businessgap

Source: Successful Business Intelligence, Cindi Howson


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Timos Law o f B I

Ex ec ut ives w i l l ALWAYSbe d issa t is f ied w i t h the i r

in fo rmat ion syst em s


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CHANGING THE BUSINESS


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Aim High

Not imp lementso f twa re

Not k eep thebusiness happy

A im t o t rans fo rm t he

w ay the bus inessw o r k s

Pain t t he v is ion


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Fo l low t he Money

Trac k info rmat iont o i t s f inaldest ina t ion in anysystem

Why i s i t be ingused

Whatm igh t c hangeas a resu l t


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Aim For 100% Deploym ent

Target al l uses and users

To be successful with BI, you need to be thinking about deploying itto 100% of your employees as well as beyond organizational

boundaries to customers and suppliers Cindi Howson

0%

10%

20%

30%

40%

50%

60%

Failure Moderately

Successful

Very Successful

Perceived Potential

Current %

Source: Successful Business Intelligence, Cindi Howson


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PEOPLE, NOT TECHNOLOGY


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People Sk i l ls Mak e or Break BI Pro jec t s

Invest m ent Hist or ic a l Det erm inant o f Success

People 2% 20%

Proc ess 2% 15%

Organizat ion 2% 10%

Cul t ure 1% 20%

Leadersh ip 1% 10%

Dat a 10% 15%

Tec hnology 82% 10%

75% of success determinedby things OTHER than dataand technology


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IT / Business Relat ionship

Trust and respect

Business Person Archetype IT Professional Archetype

Extrovert Introvert

Sociable Solitary

Freewheeling Methodical, systematic,disciplined

Risk-taking Risk-aversePrefers face-to-face meeting Minimal face-to-face communication,

email and instant messaging is fine


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I tried being reasonable Ididnt like it

Dirty Harry

Tough Love


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Choose Your UsersCarefu l ly


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User Adopt ion

8%


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Com m on User Adopt ion Issues

Train ing for IT

Tra in ing on dat a

Cont inued t ra in ing

Bes t p rac t i ce

Cul ture

Ex pec t a t i on se t t i ng

Ease of use

Even if anapplication isintuitive enough tobe usable withoutinstruction, anyrelated process or

culture changesshould be drivenhome with at least aquick tutorial.

What dooms IT

projects August 31,

2005


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Congratu la t ions !Youre in Mark et ing!

Evangel ize

Promote early, promote often

Name the system

Find successes, keepexplaining the value

Highly visible dashboards

Internal seminars

Newsletters

Trophies for best projects


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Evangel iz ing


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Evangel iz ing


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St or ies A re Good For Business


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K now Thyse lf


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In form at ion Cu l t u re


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0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Failure Moderately

Successful

Very Successful

Gut-Feel

Fact-Based

Source: Successful Business Intelligence Cindi Howson


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Proc ess, Not Pro jec t


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BI is Designedfor Change

START

FINISH


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BI Met hodo logy

IT

Business


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Al ign Wi t h Bus iness Proc esses

TriageAssessment

and Entry

PatientRegistration

Patient Statusand Room

Assigned

Nurse ExamIndicator

Changed

PhysicianExamines

Patient

PhysicianNote

Created

Labs and/orX-rays areOrdered

Lab Report(s)Returned via

EDIM

Physician NoteCompleted

Prescription(s)Written

PatientReferred for

Follow-up Care

DischargeInstructions

Created

ElectronicChart

is Completed

History Fileis

Created

PatientArrives

PhysicianConsults with

Patient

PatientDischarged

PatientLeaves ED

EDIM ReportsCreated/Printed


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Appl ica t ions


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Appl ica t ions

BI C C


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BI Com pet enc y Cent er

Store, maintain, integrate dataImplement changes

Summarize and analyze

Discover and explore

Link to corporate strategyAlter processes

Prioritize and set expectations

Gather requirementsEvangelize

Monitor satisfaction

Interpret resultsDevelop alternatives

Identify dataExtract dataValidate data Engineering skills

Analysis skills Relationship skills

Leadership skills

I t i d V l


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Inc ent ives and Va lue

Tragedy o f the com m ons

In terna l p r i c ing

BICC R t C d


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Act ive usage

Sat is fac t ion

New reques ts

St andard report s

App l i ca t ions

Serv ice

T ime

BICC Repor t Card


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VALUE, NOT COST

Wh t t h ROI?


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What s t he ROI?

BI ROI

ROI i H d t K i Ad


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ROI is Hard t o K now in Advanc e

One of the key contributorsto poor IT investmentperformance is anunbalanced approach takenby executives at the project

approval stage.

Too often, the overridingemphasis is on quick

payback or demands for thereturn on investment (ROI)to be demonstrated infinancial terms.

Gartnr, Total Value ofOpportunity The RealMeasure for BI

B i P l H Sh t M i


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Business People Have Shor t Mem or ies

BI is Bec om ing Miss ion Cr i t ic a l


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BI is Bec om ing Miss ion-Cr i t ic a l

Finding Value


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Finding Value

4% Technology-related benefits

42%Productivity-related benefits

54%Business process

enhancements

Previous pro jec t s

Finding Value


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Finding Value

Doing t hings FASTER

Finding Value


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Finding Value

Minimiz ingRISK

Al ign Wit h t he Goals Of t he Organizat ion


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Al ign Wi t h t he Goals Of t he Organizat ion

Link BI goa lst o w h atexecu t i ves

c are about

Source: Accenture

Sales Tec hniques


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Sales Tec hniques

Tec hniques for unders tand ing ex ec ut i veneeds

Prov id ing answ ers toprob lems, not t ec hnologyin f ras t ruc tures

Get t i ng your p rojec t s t o t opof m ind


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Play on Doubt


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Play on Doubt

St ar t ask ing quest ions about t henumbers t ha t d r i ve t he bus iness

You dont k now ?!


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INSIGHT, NOT DATA

101011011101001011101011010111010110101011001011010101

101011011101001011101011010111010110101011001011010101

101011011101001011101011010111010110101011001011010101

101011011101001011101011010111010110101011001011010101


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Lac k of Trus t


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Lac k o f Trus t

43% of users say t hey re not sure i f i n te rna l in format ion i s ac c ura te

77% sa id bad dec is ions had beenm ade because o f lack o f info rmat ion

5 out o f 4 people dont be l ieve

s ta t i s t i cs i n p resent a t i ons

Business Week study, 2005

Dat a Qual i t y


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Dat a Qual i t y

Poor-quality customer data costs U.S. businesses $611 billion a year.

Yet nearly half of the companies surveyed admit they have no plans toimprove data qualityThe Data Warehousing Institute study

Dat a Qual i t y


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Dat a Qual i t y

Dat a Prof i l ing


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Dat a Prof i l ing

J ust i fy ing Dat a Qual i t y


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J ust i fy ing Dat a Qual i t y

Cal l i t Dat a Governanc e

Risk , Produc t iv i ty

Time Spent on Data Quality

5% 6% 6%10%

15%12%

9%

36%

1hour

2hours

3-4hours

5hours

6-10hours

11-20hours

21+hours

NotSure

Source: Harris Interactive Poll

Dat a Lineage


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Dat a L ineage

Go Fast er


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Go Fast er

Fast er = Higher Business Value


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Fast er Higher Bus iness Value

Source: DM Direct, Nigel Pendse, March 2006

Target s and Incent ives


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Target s and Incent ives

70,00070,000

172172

280,000280,000

Dat a Misuse and In t erpre t a t ion
http://www.rexfeatures.com/set/preview/748137?pg=6&pl=1&pic=748137006http://www.rexfeatures.com/set/preview/748137?pg=2&pl=1&pic=748137002


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at a suse a d t e p et a t o


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FLEXIBLE PRAGMATISM, NOT

RIGID PROCESSES

No p lan surv ives

f ir st c on tac t w i t h t heenemy

Claus von Clausewitz

Finding An Ex ec ut ive Sponsor


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Finding An Ex ec ut ive Sponsor

Trac k record of IT suc c ess

Evangel ism

Com pany goals

His / her c areer

L ike ly tha t sponsor w i l l c hange:

bui ld broad base of support

Why ShouldI Care?

St ay ing Zen


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y g

Do less

K eep i t s im p le

Clean up

BICC ef f ic ienc ies

IT dashboardsStandard ize

SOA / Web Servi c es

SaaS

BI St andardiza t ion Calc u la t or


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Succeeding


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gDespi t e Advers i t y

Keep the p ro jec t up tospeed

St ruc t ure t he pro jec tin to sm al le r ones

Ensure a l ignm ent a t a l l

t imesAdmi t p roblems fas t

St i c k w i t h it !


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CONCLUSION

Selec t ed Referenc es


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Competing on Analytics

by Thomas

Davenport

Successful Business Intelligence: Secrets to

Making BI a Killer App by Cindi HowsonBusiness Intelligence Competency Centers:A Team Approach to MaximizingCompetitive Advantage

by Gloria J. Miller

et. Al.Business Intelligence: The Savvy Manager'sGuide

by David Loshin

TDWI Best Practices Report 2008: PervasiveBusiness Intelligence: Techniques andTechnologies to Deploy BI on an EnterpriseScale

Bus iness In t e l l igenc e is about People ,
http://www.amazon.com/gp/reader/1422103323/ref=sib_dp_pt#reader-linkhttp://www.amazon.com/gp/reader/0071498516/ref=sib_dp_pt#reader-link


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Computers are useless. Computers are useless.

- Pablo

They can only give you They can only give youanswers

.

answers.

Not Tec hnology

Conclus ion


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BI is not (only) about

Technology

Projects

Cost

Data

Plans


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Documents

Why Bi Projects Fail Australia