ETIS10 - BI Governance Models and Strategies

ETIS Business Intelligence & Data Warehousing Working Group, Athens
BI GOVERNANCE
MODELS & STRATEGIES
David M. Walker
April 15, 2010 Data Management & Warehousing
Straw Poll – What can you do?
2
  Is your BI programme allowed to define

organisational structures outside the company
programme and project norms?
  Does your IT organisation have an effective change
management process?
  Are your business users really ready and prepared
to change their working practices in order to adopt

BI and facilitate its production?
ETIS Business Intelligence & Data Warehousing Working Group, Athens April 15, 2010
What is governance?
3
  BI governance, like other governance subjects, is the

responsibility of the board and executives.
  It is not an isolated discipline or activity, but rather is
integral to IT and enterprise governance.
  It consists of the leadership and organizational
structures and processes that ensure that the enterprise’s
BI solution sustains and extends the enterprise’s
strategies and objectives.
  Critical to the success of these structures and processes
is effective communication among all parties based on
constructive relationships, a common language and a
shared commitment to addressing the issues.
Derived from “Board Briefing On Governance” by the IT Governance Institute (http://www.isaca.org)
BI Governance Framework
4
Provide
Direction
Set Objectives BI Activities

• BI is aligned with the • Increase automation in the
business delivery of information
• BI enables the business and (make the business effective)
maximises benefits • Decrease cost of providing
• BI resources are used
Compare information (make the
responsibly enterprise efficient)
• BI related risks are • Manage risks (security,
managed responsibly reliability and compliance)
Measure
Performance
Derived from “Board Briefing On Governance”

by the IT Governance Institute (http://www.isaca.org)
Components of Governance
5
Executive Steering
Committee
Programme User Forums

Programme
Management
Certification
Committees
Project Exploitation
Teams
Project
Management
Implementation
Teams
Data
Process Data Model Data Quality Warehouse
Development
Data Lifecycle Data Security
Executive
6
  Steering Committee
  The steering committee ensures that the BI development is aligned
with the business objectives.
  Monitoring ensures that the programme is delivering the right
projects at the right time and at fair value.
  By setting the principles and policies the steering committee can
control the direction that the development goes in and maintains
an enterprise wide business perspective for the data warehouse.
  The steering committee is also the centre of communication. It
takes input from the user forums and the certification committee as
to what is needed. In return the committee manages the
expectations of both the business and IT departments as to what
is possible.
Programme
7
  Programme Management
  Programme management is the co-ordinated management of a portfolio of
projects to achieve a set of business objectives. It delivers the co-ordinated
support, planning, prioritisation and monitoring of projects to meet changing
business needs. To achieve the business objectives the programme manager
defines a series of projects with quantifiable benefits that together will meet the
long-term objectives of the organisation.
  User Forums
  The programme needs a number of user forums that involve end users, subject
matter specialists and staff from the exploitation teams. These forums are useful
to allow various teams to express their issues and aspirations for the system
  Certification Committee
  A number of groups within the organisation will also assess the data warehouse
to ensure that it is fit for purpose. These groups can either be consulted
individually or brought together as a committee to advise the programme.
  Examples: Audit, Regulatory & Compliance, IT Strategy & Architecture, Security
Project
8
  Project Management
  The project management takes responsibility for the delivery of an individual
project within the scope of the programme
  Implementation Team
  The implementation teams are the group of people that will develop, deploy
and maintain the system.
  Typical roles for the teams will include: Technical Architect, Data Modeler,
Metadata Administrator, ETL Developers, Front End Tool/Report Developer,
Systems Database & Network Administrators
  Exploitation Team
  The exploitation team are focused on ensuring that the business is extracting the
most value from the solution. Exploitation teams work on the current version of
the system to help the business use the current system and develop new
requirements to exploit the system further.
  Typical roles for the teams will include: Business Analysts, Business Requirements
Specialist, Technical Author/Documentation Specialist, Trainer, End User Support
Specialist, Communications Specialist, etc.
Processes
9
Data Model Data Quality

  The use of uniform techniques for data capture,   Methodical investigation into Data Quality,
preventing duplication of data and greater consistency maximising the likelihood of discovering Issues
in the Transactional Repository. before they become mission critical.
  Ensure that best practice Data Modelling patterns are   Standardised measurement of Data Quality
followed, and that the Data Model is extensible and ensuring better understanding of the scale of the
maintainable
overall problem, and giving visibility to the decision
  Improved ad-hoc query performance for the users of making process.
the system, allowing for closer to speed of thought
analysis.   Standardised Processes to help in the timely
resolution of Data Quality Issues
  Improved performance for inbound and outbound data
loading from Source Systems, through Staging and the
Transactional Repository, and into the Data Marts.
  Lower costs of development and maintenance, through
a more robust model and a standardised approach to
change.
  Consistent answers to User queries, and making
misinterpretation of results more difficult.
Processes
10
Data Lifecycle Data Security
  Considered in terms of   Considered in terms of

  Architecture
  Capacity
  Data Lifecycle
  Performance
  Business Unit Requirements
  Historical Reporting
  Compliance
  Regulation   Company Policy
  Archive   Business Intelligence
  Backup and Restoration Personnel
  Business Intelligence Mission
Processes
11
Data Warehouse Development Data Warehouse Development
  Requirements   ETL
  Analysis, Design, Build
  Enhancements
  Reporting
  Issues
  Analysis, Design, Build
  Change
  Testing
  Sources
  Implementation
  Outputs
  Training
Fitting it together
12
  Understand what is required

  Executive, Programme, Project, Processes
  Understand who is required
  Roles and Responsibilities derived from above
  Understand what is achievable
  The answers to the straw poll will guide you
  Put them all together in an organisational

framework
Creating a successful framework
13
  Whatever governance model is selected for an

organisation it has to deliver certain key factors:
  It has to be institutional
  The governance model must be part of the organisational
structure of the business
  It has to act by consent
  Strategies,
priorities and outcomes as a result need to be
acknowledged, accepted and respected
  It has to promote the adoption of BI as a business tool
  By providing a vision, roadmap, strategy and clear
communication about what BI can give the business
Organisational Models
14
  IT Owned Programme
  IT
acts as a service provider to business
  Most commonly used organisational model
  Federated Team
  IT& Business Units create teams
  Focused on value delivery for the business units
  Business Intelligence Competency Centre (BICC)

  Joint
venture between business and IT
  One department that represents Business Intelligence
IT Owned Programme
15
Pros Cons
  Understand the   Can be disconnected

technologies from business priorities
  Independent arbitrator   Can struggle to get
between business units funding from the
business
  Only works where IT is
respected
Successful Governance – IT Owned
16
  Global Banking
  Key Roles
  CIO who understands ‘Agile’ methodologies
  BI Manager and business analyst team leaders that
understand exactly what is needed
  Major Outcomes
  BIis highly responsive to business needs
  Change & re-factoring are a way of life
Federated
17
Pros Cons
  Very close to the   Can lack an overall

business architecture
  Delivery fit-for-   Can result in
purpose duplication
  Can be virtualised
Successful Governance - Federated
18
  Global Manufacturer
  Key Roles
  CEO aligns entire business along well defined business
processes and appoints process owners
  CIO aligns entire IT organisation to the processes
  Tight alignment and integration of
Business Process, Operational & BI systems
  Each process has BI systems that exactly meet their needs
  No global data warehouse
BICC
19
Pros Cons
  Close to the business   Can be difficult to set

  Cohesive technical up in some companies
architecture   Can become detached
  Can be virtualised from IT and the

Business
  Virtual teams often
drift apart
Successful Governance - BICC
20
  European Retailer
  Key Roles
  IT run by Chief Technology Officer (CTO)
  Controls all operational systems
  BI run by Chief Information Office (CIO)
  Controls all BI systems
  A BICC run at the executive level
  Every business function engaged and committed to using BI
Governance Deployment
21
  Develop the vision, strategy and priorities for business

intelligence
  Establish the organisational framework that
  Will work within your organisation
  Is cost-effective in delivering business intelligence
  Makes effective use of the policy and procedures
  Can resource the roles and responsibilities
  Does not become an end unto itself
Maintaining Governance
22
  Once deployed governance must

  Manage the on-going development for on-time on
budget development
  Ensure that there is sufficient on-going funding
  Deliver value for money
  Adapt to change in the business priorities and the

organisational structure
  Evolve in such a way as to always be an invisible
support rather than a visible obstruction
Finally remember …
23
  Good governance is about creating an environment

that delivers value-for-money solutions that meet the
business need.
  Developing documentation, processes and formality
without a positive organizational culture where
understanding, discipline and skill are regarded as
virtues in teams that have leaders with strong
technical skills, initiative, communications skills and
personal authority will not deliver the required
value.

ETIS10 - BI Governance Models and Strategies

Transféré par

Informations du document

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

ETIS10 - BI Governance Models and Strategies

Transféré par

Droits d'auteur :

Formats disponibles

ETIS Business Intelligence & Data Warehousing Working Group, Athens

 Is your BI programme allowed to define

to change their working practices in order to adopt

 BI governance, like other governance subjects, is the

Set Objectives BI Activities

Derived from “Board Briefing On Governance”

Programme User Forums

Data Model Data Quality

Data Lifecycle Data Security

 Considered in terms of  Considered in terms of

Data Warehouse Development Data Warehouse Development

 Understand what is required

 Put them all together in an organisational

 Whatever governance model is selected for an

 Business Intelligence Competency Centre (BICC)

 Understand the  Can be disconnected

 Very close to the  Can lack an overall

 Close to the business  Can be difficult to set

 Can be virtualised from IT and the

 Develop the vision, strategy and priorities for business

 Makes effective use of the policy and procedures

 Can resource the roles and responsibilities

 Does not become an end unto itself

 Once deployed governance must

 Deliver value for money

 Adapt to change in the business priorities and the

 Good governance is about creating an environment

Vous aimerez peut-être aussi

  Is your BI programme allowed to define

  BI governance, like other governance subjects, is the

  Considered in terms of   Considered in terms of

  Understand what is required

  Put them all together in an organisational

  Whatever governance model is selected for an

  Business Intelligence Competency Centre (BICC)

  Understand the   Can be disconnected

  Very close to the   Can lack an overall

  Close to the business   Can be difficult to set

  Can be virtualised from IT and the

  Develop the vision, strategy and priorities for business

  Makes effective use of the policy and procedures

  Can resource the roles and responsibilities

  Does not become an end unto itself

  Once deployed governance must

  Deliver value for money

  Adapt to change in the business priorities and the

  Good governance is about creating an environment