Nashville CIO Council (June 2011)

Business Intelligence Analytics and Reporting

1

Discussion: Business Intelligence Initiatives

Thomas DanfordTennessee Board of Regents

Discussion Items

• At what level do you sell the BI package (C-level or business unit)?

• How do you justify the cost of a BI package (ROI)?

• What does the implementation plan look like?

• Is a special organizational structure needed?

• In who’s hands do you put the tools (functional or centralized)?

• Assessment of BI products on the market?

• About the TSU – TBR BI Initiative

• Selected lessons learned

• Questions & Discussion

2

At what level do you sell Business Intelligence?

3

How do you justify the cost (ROI)?

4

Revenues (in $M) Targets Expenses by Function (in $M) Targets

State Appropriation Instruction 882 5%

Operating 569 0% Research 51 2%

ARRA/MOE 172 0% Public Service 25 1%

Subtotal 741 0 Academic Support 150 8%

Student Fees Student Services 230 4%

Maintenance & Tuition 786 3% Institutional Support 215 4%

Mandatory Fees 80 3% O&M 163 9%

Other Fees 46 2% Scholarships & Fellowships 63 0%

Subtotal 912 26.9 Subtotal 1,779 89.84

Sales/services/other 156 6% Auxiliaries 78 5%

Subtotal 1,857 93.74

Auxiliary 122 4%

Restricted 803 0%

Restricted 791 6% Transfers 126 0%

Total $2,786 $94

Total $2,722 $89

-- Numbers are for illustrative purposes only --

What does the implementation plan look like?

5

BusinessValue

Roadmap

BusinessRequirements

andStrategy

ImplementationRoadmap

Architecting & Implementation

Planning

Req

mts

Des

ign

Impl

emen

tatio

nPl

an

. . .

Impl

emen

tP

roje

ct #

1

Impl

emen

tP

roje

ct #

n

Data

Applications

Technology

Business/process

Legend

On-going Governance

InitiateProject

Impl

emen

tP

roje

ct #

2

Phase 1 Phase 2 Phase 3

(A Phased Approach)

Objective and Approach – Phase #1

6

Objective: Enhance organizational operations and management reporting capability by identifying executive and departmental key performance indicators (KPIs)

High Level As-Is Analysis To-Be Vision Gap Analysis & Roadmap

Activities

Define key initiatives to achieve desired future state capabilities

Finalize KPI and reporting priorities

Identify interdependencies and required implementation sequencing

Determine impact of future state KPI and reporting requirements and desired timing on current organization, processes, technology and data

Present consolidated roadmap, metrics design and related definitions to executive leadership

Deliverables

Refined Future State KPIs with related definitions, measures, ownership and data mappings

Executive dashboard design

Future State strategic roadmap containing:

– Implementation considerations and high level plan

– Critical reporting requirements definition

Activities

Conduct Visioning Workshop with Executive Leadership

Establish Executive Dashboard Vision and priorities

Develop initiative write-ups including:

– Key metric definition, calculation, and ownership

– Data dimensions and frequency

– Currently being used or future use metric

Document overall changes to process, technology and data

Finalize framework for prioritizing KPIs and related initiatives

Deliverables

Future State Capability Vision

Future State KPIs with related definitions, measures, ownership and data mappings

Information and data assessment

Initial Reporting Requirements

Activities

Refine data collection approach and schedule interviews with Executive Leadership (pre-kickoff)

Submit data collection request (pre-kickoff)

Organize and kick-off project

Conduct key stakeholder alignment meeting

Meet with and interview President and Executive Leadership

Identify current KPIs by department/function

Establish current and desired requirements/priorities

Identify pain points and critical path

Review existing reports and documentation

Deliverables

Current State assessment (KPIs , gap analysis and process capability)

Interview key findings and observations

KPI Repository Methodology

7

Academic Master PlanStrategic Plan

Facilities Master PlanAcademic Integrity Committee Report

Departmental SLAsDiversity Plan

Low-Producing Programs StatusExternal Report Listing

Departmental Strategic PlansUniversity website

Other University DashboardsSACS – 2008 Principles of AccreditationNACUBO – Performance Measurement

ToolkitNCAA.com

US News & World ReportsIPEDS

Tennessee Higher Education – Profile and Trends

PresidentVice PresidentsAssociate VPs

Institutional Research

Key Performance Indicator Repository

DeansDepartment Chairs

Directors

Executive Leadership Interviews

Organizational Documents/Plans Research

Through this process the key performance metrics are identified

Phase #1 – Partnership in Strategic Planning

8

BusinessValue

Roadmap

BusinessRequirements

andStrategy

InitiateProject

Phase #2 – Partnership in Architecting

9

ImplementationRoadmap

Architecting & Implementation

Planning

Req

mts

Des

ign

Impl

emen

tatio

nPl

an

Tennessee Board of Regents

Phase #3 (& Completion of Phase #2)

10

. . .

Impl

emen

tP

roje

ct #

1

Impl

emen

tP

roje

ct #

n

On-going Governance

Impl

emen

tP

roje

ct #

2

Executive and Subject Matter Expert Governance Committee2 Universities, 5 Community Colleges, System Office

Is a special organizational structure needed?

11

Identified Performance Metrics

KPI ModelingProjectScoping

Staff and Resource Identification

Project & Infrastructure Planning

DB ArchitectureData Mapping

ToolsArgos Reporting

Security Roles Requirement

Implementation & Testing

DB Design

Reporting & Analytics Design (KPIs, Dashboards,

Alerts, Etc.)

Implementation TestingDeployment &

Support

Reporting & Analytics

Architecture

Business Analysis

Data Structure

and Management

Reporting and Analytics

Development

Dat

a A

rchi

tect

Dat

a A

rchi

tect

and

Bus

ines

s &

Sys

tem

s A

naly

st(s

)

Dat

a A

rchi

tect

and

Bus

ines

s &

Sys

tem

s A

naly

st(s

)

In who’s hands do you put the tools?

12

Registrar

LEADERSHIP:Need visibility into progress towards goals and objectives

MANAGEMENT:Need timely trends, summaries, analytics of operations

STAFF:Need detailed reports in many formats and ad-hoc access

IR

Bursar

DirectorsAdministration

Exec Boards

President/Chancellor

VPs

• Information needs to reach all levels of the organization• Data from lower levels must be transformed to upper levels

Detailed data

Trend, summary data

Performance data

Admissions HR IT

Assessment of BI products on the market?

13

ETL Tools

14

ETL Tool Version  Vendor

Oracle Warehouse Builder (OWB) 11gR1 Oracle 

Data Services  XI 3.2 SAP Business Objects 

IBM Information Server (Datastage) 9.1 IBM

SAS Data Integration Studio 4.21 SAS Institute PowerCenter 9.0  Informatica Elixir Repertoire 7.2.2 ElixirData Migrator 7.7 Information Builders 

SQL Server Integration Services 10 Microsoft Talend Open Studio & Integration Suite 4.0 Talend 

DataFlow Manager 6.5 Pitney Bowes Business Insight

Data Integrator 9.2  PervasiveOpen Text Integration Center 7.1 Open Text Transformation Manager 4.1.4 ETL Solutions Ltd.Data Manager/Decision Stream 8.2 IBM (Cognos)Clover ETL 2.9.2 Javlin Centerprise 5.0 Astera  DB2 Warehouse Edition 9.1 IBMPentaho Data Integration 4.1 Pentaho  Adeptia Integration Suite 5.1  Adeptia

Source: http://bit.ly/jY6JHw

BI Tools

15

Business Intelligence Tool Version Vendor

Oracle Enterprise BI Server 11g1  Oracle

SAP Business Objects Enterprise XI r4  SAP

SAP NetWeaver BI 7.0 SAP

SAS Enterprise BI Server 9.2  SAS Institute

Microsoft Integrated BI offering* 2008/2010 Microsoft 

IBM Cognos Series 10 10.1  IBM

Board Management IntelligenceToolkit 7.1  Board International

BizzScore Suite 7.3 EFM Software

WebFocus 8 Information Builders

QlikView 10  QlikTechMicrostrategy 9  Microstrategy

Oracle Hyperion System 9 Oracle

Actuate 9.1 Actuate

Source: http://bit.ly/jClHg3

About the TSU – TBR BI Initiative

http://bit.ly/i9UUUc

• Open Business Intelligence (BI) Initiative Background Information

• BI Project KPI Inventory• Open BI KPI Examples• Open BI Project Status (from August 2010)

16

Some Lessons Learned from TSU - TBR BI Project

• BI brings transparency that can lead to pushback• Should be a strategic business initiative not an IT project• Projects are regarded as “important but not urgent”• Executive enthusiasm, support, and involvement are needed

to be successful• Progress metrics/dashboards keep the project visible and on

track• They are ongoing …

17

18%

8%

26%

48%

KPI Development

Completed

In Testing

Under Development

Not Started

Completed 32In Testing 15Under Development 47Not Started 86

Questions & Discussion (and thanks for coming)

18

http://twitter.com/tdanford

http://www.slideshare.net/tsdanford

http://www.linkedin.com/in/tdanford

tdanford@tbr.edu