Presented to: Obis Omni Forum 2009 Presented by: Phil Jenkins Date: 16.09.09

1. “Developing a BI & CPM Strategy, vision and roadmap for success to ensure your initiative yields the payback you set out to achieve.” Presented to: Obis Omni Forum 2009 Presented by: Phil Jenkins Date: 16.09.09

2. Introduction Background Information Much of the experience gained in this presentation came from a B.I. project with a global services company with 39 offices spanning 17 countries. The project brief was to create a centralised CPM solution that would allow financial and performance reporting to be analysed and distributed on a daily basis. The organisation was heavily reliant on it’s CRM solution and shared the same back office solution globally.

3. Agenda Developing a B.I. strategy Building a business case Data quality Why start Small High value, low cost targets No management without measurement

4. Developing a BI strategy that includes a conceptual, data and technical architecture and implementation view The opening move Phil Jenkins 2009

5. Developing a BI strategy that includes a conceptual, data and technical architecture and implementation view The opening move • Agree the Concept • Be clear about your objectives from the start • Learn from legacy systems • Identify key users and their requirements • How are current requirements satisfied? • How do requirements vary globally? • How will they us a B.I. / CPM solution in practice? • The Team • Source your project executive from the top of the organisation • Resolve the differences between “The Business” and “I.T.” • What’s the “Do Nothing” option? Phil Jenkins 2009

6. Developing a BI strategy that includes a conceptual, data and technical architecture and implementation view Data Phil Jenkins 2009

7. Developing a BI strategy that includes a conceptual, data and technical architecture and implementation view Data What • Data are you going to use? Where • Is the data located? • How will you access it? Why • Do you need that data? Phil Jenkins 2009

8. Developing a BI strategy that includes a conceptual, data and technical architecture and implementation view Architecture Architecture & Implementation Phil Jenkins 2009

9. Developing a BI strategy that includes a conceptual, data and technical architecture and implementation view Architecture Architecture & Implementation What's in your shed? • Evaluate current technology before investing in new • Speak to a number of vendors • Embrace open source Measure twice, cut once • Don't hurry your implementation Phil Jenkins 2009

10. Developing a BI strategy that includes a conceptual, data and technical architecture and implementation view Architecture Architecture & Implementation Web Services Application Studio OLAP Cubes Data Warehouse BPA Financial Consolidations Actuate Reports CRM Databases Finance Databases Phil Jenkins 2009

11. “Building the business case for your BI/ CPM initiative.” Staring into space Phil Jenkins 2009

12. “Building the business case for your BI/ CPM initiative.” Staring into space Do your homework • Speak to users • Review requirements throughout organisation • Evaluate systems • Review business strategy • Cost and ROI • Risk Do Nothing (Again) Phil Jenkins 2009

13. “Highlighting the importance of conducting an analysis of the current state of your data quality as a starting point of a BI strategy journey.” Data quality and issues Phil Jenkins 2009

14. “Highlighting the importance of conducting an analysis of the current state of your data quality as a starting point of a BI strategy journey.” Data quality and issues Don't overestimate the quality of your data • “Poor data quality is one of the commonest issues I encounter in BI projects.” Chris Hooker – Infor Considerations • Data Warehouse • Data Definitions • Extract, Transform & Load processes • Other sources of data Phil Jenkins 2009

15. “Starting off with a smaller project or iteration to ensure a faster ROI.” “From little acorns mighty Oak trees grow.”

16. Project failure points • Strategy • Processes • Requirements • Cost • Project board composition Advantages of small iterations • Early returns and cost justifications • Ensures requirements and benefits are delivered “Starting off with a smaller project or iteration to ensure a faster ROI.” “From little acorns mighty Oak trees grow.”

17. “Choosing high-value, low-cost, low-complexity targets for the first few iterations to ensure initial success.” Strategic implementation

18. “Choosing high-value, low-cost, low-complexity targets for the first few iterations to ensure initial success.” Strategic implementation Highlight benefits and build business awareness Exploit opportunities and resolve issues

19. “Understanding that there is no management without measurement; how the balance scorecard can help align operational execution with business strategy” B.I. in use Phil Jenkins 2009

20. “Understanding that here is no management without measurement; how the balance scorecard can help align operational execution with business strategy” B.I. in use The balanced scorecard can: • Drive Strategy • Facilitate Change • Compare diverse businesses • Share knowledge Beware • It’s not a panacea • The business may “object” Phil Jenkins 2009

21. Questions

22. Contact Phil Jenkins Phillipjenkins.co.uk phillipjenkins1@gmail.com Linked-in