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BI & ECMA Shotgun Marriage?"

Independent. Detailed. Practical. Specific advice. Best-practice approaches. The Real Story.!

Alan Pelz-Sharpe!Twitter: @[email protected]!

Copyright © 2011 Real Story Group www.realstorygroup.com

Real Story Group: Introduction

Analyze strengths and weaknesses of the tools....and vendors

Advise on successful technology selection

Buyer’s Advocate, Independent

Copyright © 2011 Real Story Group www.realstorygroup.com 4

Real Story Group: What We Do


Practicality

Desire


Why Measure

•  We need to control our business - otherwise our business will control us

•  The only way we can control our business is to adjust our operations to meet pre-determined standards - the basis of the standards and means of control is business information

•  Hence to be able to control an organisation one needs information regarding performance standards and actual performance

•  Having the correct information (data) is essential to measure performance and expectations accurately


Why Measure? cont

•  Managers within the business need to decide on: –  What information they will need –  How they will gather that information –  How they will use the information –  How they will respond to the information

•  To repeat - having the right information is essential, therefore managers will have to decide on which (to use): –  Standards –  Measurements –  Metrics

•  Measuring business performance is the key to controlling productivity, efficiency and profitability


Measure to….

•  Find out how you are using your resources (effectively or not?) •  Monitor Trends •  Find out the causes of errors and ongoing problems •  Identify areas for improvement •  Monitor progress •  Provide information to set realistic goals


Controls

Feed-Forward Concurrent Feedback

Anticipating Problems in Advance

Solving Problems as They Occur

Solving Problems after They Occur


Feed-Forward

•  Controls that attempt to identify and prevent problems before they occur –  Sometimes known as Preventative Controls

•  Focuses on the resources that come into the organization: Human, Data, Financial etc

•  For example: Scanning documents correctly at source and extracting data from the scanned image - will likely prevent many more complex issues down the line


Concurrent

•  Controls that monitor ongoing activities •  Relying heavily on performance standards, rules

and regulations •  Monitoring where possible in real time •  For example: BPM dashboards that monitor

ongoing business processes - down to task and instance level


Feedback

•  Controls that focus on the organizations output –  Sometimes called Output Control

•  Feedback controls typically measure: –  Financials –  Output Quality

•  Financial measurements to ensure profitability etc

•  Quality inspections of produced goods - or alternatively customer satisfaction

•  (Feedback controls are the most common of the three)


Feedback Control Model

Build Strategic

Goals Set

Performance Standards

Measure Actual

Performance Compare

Performance To Standard

Take Corrective

Action

Feedback

Feedback


Establishing a Feedback Loop

1.  Relate feedback to individuals 2.  Make the feedback an obligation 3.  Encourage positive and negative feedback 4.  Use continuous feedback for continous

improvement 5.  Avoid the old proverb ‘no news is good news’ 6.  Encourage customer complaints 7.  Give responsibility to take immediate action

Source: H. James Harrington

Types of Measurement

Data"


Measurement Data

Attribute Data

Variable Data

Yes/No Go/Stop Accept/Reject

How Many? How Good?


Attribute Versus Variable

•  Attribute –  Were there any errors? –  Is the group over

budget? –  Was the work

completed on time?

•  Variable –  How many errors per

batch? –  What is the size of the

variance between budget and spend?

–  What was the variance between the planned completion date and the actual completion date?


Attribute Versus Variable

•  Example: 10,000 Credit Card Applications are expected to be processed per week:

90%

10%

Processed Not Processed

0

500

1000

1500

2000

2500

3000

3500

1 2 3 4 5 6 7

Processed

Approved

Rejected

Not Processed

Analysis using attribute data Analysis using variable data


Effective Measurements

•  Timeliness –  Time taken to find information –  Time taken to respond to query –  Time taken to complete a task or process

•  Accuracy –  Correct version of document –  Number of errors –  Number of changes to document –  Number of customer complaints


Efficiency Measurements

•  Throughput –  How many cases processed –  How many documents scanned

•  Utilization –  How many manhours per transaction –  Server utilization %

•  Cost reduction –  Cost per completed transaction –  Time to complete a form –  How much time on non-value added steps


Using Data to Increase Efficiency - Reporting

•  Summarizing measurement output (statistics) is a powerful way to quickly focus on problem areas - making a mass of data intelligible

•  By summarizing and pulling information together in a digestible format we can enhance decision making, provide insight into complexity and reduce risk


Search Landscape

Autonomy

Microsoft - FAST

IBM - OmniFind

Endeca

Oracle SES

SAP

Lucene

Recommind

DTSearch

Exalead

Vivisimo


BI Landscape


Database Data

Text Files XML

Structured Documents

CAD Audio

Video


Intelligence

Querying OLAP Alerts

Reporting

Analytics

Predictions Statistics

Optimization

Data in Isolation

Context


ECM & BI

•  BPM •  Rules •  Analytics


Storage volumes by data type


Estimated Documents in eMail Systems

30

0

200000000

400000000

600000000

800000000

1E+09

1.2E+09

1.4E+09

1.6E+09

Documents in Exchange Documents in PST Files

Total number of documents in eMail: 1,464,193,395


Estimated Documents in Shared Folders

31

0

2E+10

4E+10

6E+10

8E+10

1E+11

1.2E+11

1.4E+11

Documents in Shared Files Documents in Exchange Documents in PST Files

Total number of documents: 33,318,534,175


•  Search is still not Business Intelligence. As much as search vendors have been claiming that they're moving into BI, and as much as new search vendors are starting to claim their software actually does BI, integrates with BI, or provides BI, search software still is not BI software. A keyword search, a faceted search, or even an executive dashboard may indicate performance, but that's not the same as actually measuring your key performance indicators.


Thank you!

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