INFS 2036

Business Intelligence
BI
BUSINESS INTELLIGENCE

We e k 5

B I L I F E C YC L E M O D E L A N D
DEVELOPMENT APPROACHES

Course Outline
The Why Emerging
The How of BI Future Analytics
of BI BI Concepts

Week 8
Mining
Technologies Week 10
Week 6
You’re the CEO
Week 1 Week 2 Week 4 Analytics -
Front-End: From Data to (Exam Review)
Why data is predicting the
important to Data Intelligence future &
Visualisation performance Week 9
business + Data Integration at
The BI Process management
Week 7 an Enterprise and
Week 3 Privacy, Ethics, Cross-Organisation
Back-End: It’s time5to
Week
Legal Issues, Level +
Organisation Lifecycle
managemodelyour Strategic value of
Trust
Information Systems and project information in the
first project!
management 2
INFS 2036 future

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 ROADMAP
THE NEXT 3 WEEKS

Week 3
Information Governance Information System
Data Governance Organisation Development Process
Untapped Data
Range of Data Sources Information
External system dependency Systems
Week 3

BI Lifecycle
Week 5
Week 4
Data is an asset
Creating, Data Quality
Managing and Data Standard
Metadata
Sharing Data Master data
Stakeholder engagement Week 4
and management

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Week 5 Reading/Viewing
BI LIF ECYCLE MODEL AND DEVELOPMENT APPROACHES

Textbook
• Chapter 8: 8.6 Impacts of Analytics in Organizations (pages 479-485)

Additional reading/viewing – see Workshop Notes page (course site)

• Donald Merchand and Joe Peppard, Harvard Business Review: Why IT Fumbles Analytics
https://hbr.org/2013/01/why-it-fumbles-analytics

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 Agenda – Week 5 Accreditation Requirement

What we’re doing this week

Key Points + Workshop Activities This Week’s Case Study

Vodafone deciding the
BI Process to Lifecycle: best place to open a
new store.
• BI Process > Project > Lifecycle
• BI Project Management Topic Presentation + Practice
• Stakeholder engagement • Focus On … Agile + Waterfall System
Development Methodologies
• Stakeholder management
THEORY

• The 9 Fatal Flaws of BI PRACTICE • Putting it Into Practice

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EMERGING BI CONCEPTS Key Terms

Big
Pre-
Data HOW
Enterprise Business
attentive Performance
Ethics
Information Analytics
processing Management
Management Privacy

Scorecards Impact
Data
WHY Quality Diagrams

Priority Data Master Data

Descriptive Standards Management FUTURE ANALYTICS
Predictive
Prescriptive Data
Algorithm
Metadata Embedded Warehousing
Questions
insight
Data Data
BI
mining Science Scorecards
project
phases Extract
Transform
Stakeholder Internet Load
System Industry
engagement of
development Artificial 4.0
Deep Things Machine
methodology Intelligence
Learning Learning

3
 Continuous Assessment
20% (best 6 of 7)

Key points + terms to know this week Opens today! Online 10%

Week 6 In-Class 10%

• Know the parts that make up BI projects/initiatives
• Understand the role of stakeholders in BI Projects
• Explain the two main methodologies used in information system and BI
system development BI
project
phases
• Know why BI projects fail and how to avoid it including:
Stakeholder
System
• The importance of IT and business working together development
engagement
methodology
• Stakeholder engagement and management
• Fatal Flaws of BI

By the end of this week you will have an understanding of

why the BI Project Lifecycle is important to implement a BI
solution and what Agile + Waterfall
system development methodologies are 7

Why do we need BI Projects?

Can you tell me what you need?

- Ex-BI Student (Now Employed)

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 Mini Project
VODAFONE

PRIORITY

Vodafone need to know where to locate their new stores

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Mini Project BI Project Design

V O D A F O N E – W H E R E T O L O C AT E N E W S T O R E S ?

Issues to address:
• What information does Vodafone need to make a decision?
• Where would they source the data to produce this information?
• What data would we use for this project? (Master Data Management, Week 4)
• Which parts of the organisation would be involved in this project?
• How would the information be presented? Reports? Dashboards? Impact Diagrams?
• Who would use this information for decision-making? Are they human?
• How do we deliver on the potential of information enhancing all decision making?
• How do we deliver on this while being cost + time effective?
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 Priority Questions Information Data Visualisation

Metrics and More

Data Quality Ethics Performance Insights
Questions...
266 U. Sivarajah et al. / Journal of Business Research 70 (2017) 263–286 Indicators
making as part of their usual procedures, and SMEs are the ones pres- everything more translucent and quantifiable, while further uncovering
Organisation
ently struggling to enhance top management decisions while adding
more data for the analysis process. Aligning the people, technology,
inconsistencies as well as potential concerns and opportunities. Fig. 2
illustrates the classification of BDA methods and the SLR findings for
Information Systems
and organizational resources to become a data-driven company is Q2 are based on these five categories.
Project 1
problematic (Weill & Ross, 2009). Given BD can enhance the decision-
making and increase organizational output; this is possible when a
3. Research methodology
such as:
Priority
selection of analytical methods is used to extract sense from the External
data, External
Elementary Intermediate Overall
Descriptive
data
Structured In an attemptUnstructured
to better understand and provide more detailed
Project 2
Predictive
• descriptive analytics scrutinizes data and information to define the cur-
rent state of a business situation in a way that developments, patterns
insights to the phenomenon of big data and bit data analytics, the
authors respond to the special issue call on Big Data and Analytics in
Prescriptive
and exceptions become evident, in the form of producing standard re-
ports, ad hoc reports, and alerts (Joseph & Johnson, 2013);
• inquisitive analytics is about probing data to certify/reject business
Technology and Organizational Resource Management (specifically focus-
ing on conducting – A comprehensive state-of-the-art review that presents
Big Data Challenges and Big Data Analytics methods theorized [in extant
Organisational
BI Capability metric
Projectscholars],
3
Questions
propositions, for example, analytical drill downs into data, statistical research literature], proposed [by research and employed [by
analysis, factor analysis (Bihani & Patil, 2014); Internalorganizations])Internal
through a SLR methodology as opposed to narrative or
Structured
• predictive analytics is concerned with forecasting and statistical model- descriptiveUnstructured
reviews (Tranfield, Denyer, & Smart, 2003; Kitchenham &
ling to determine the future possibilities (Waller & Fawcett, 2013); Charters, 2007; Wang, Gunasekaran, Ngai, & Papadopoulos, 2016). In

PIs
• prescriptive analytics is about optimization and randomized testing to support of the former approach, Lettieri, Masella,
Project 4 and Radaelli (2009)
assess how businesses enhance their service levels while decreasing report that SLR is a rational, transparent and reproducible research
the expenses (Joseph & Johnson, 2013); and methodology for the analysis of extant literature. Kitchenham and
• pre-emptive analytics is about having the capacity to take precaution- Charters (2007) also highlight that SLR is a form of secondary study
non-PIs
The journey
ary actions on events that may undesirably influence the organiza- and it is a distinct approach to establish, explore and deduce accessible
Volume
tional performance, for example, identifying the possible perils and proof associated to a particular research question (e.g. Q1 and Q2) in a Enterprise
recommending mitigating strategies far ahead in time (Szongott, way that is unprejudiced and (to a certain degree) repeatable. Alterna-
Henne, & von Voigt, 2012). tively, meta-based-approaches can be used to conducting a literature
CONTEXTUALISE Information
Variety review and include the work of Mishra, Gunasekaran, Papadopoulos,
Management
of a CEO
and Childe (2016), which adopt a bibliometric and network analysis Data
CATEGORISE
Advocates assert that these types of analytical methods support in
improved decision-making and organizational performance by making
approach to obtain and compare influential work in a specific domain
(in this example, Big Data in Supply Chains).
Quality
Velocity DATA CALCULATE INFORMATION
Information Insights Decision Action Data Master Data
Veracity QUALITY

Management
• Does Standards
it exist? Is it being collected?
CONDENSE Analytics that help in
• Is it in an internal system ? Or easy-to-get to external system?
Value
recommending “What is
required to do more?” • Are there confidentiality restrictions to accessing or sharing the data?
Analytics that help in Available • Are there technical restrictions to accessing and sharing the data?
anticipating e.g. “What is likely • METADATA
to happen in the future?”
Pre-Emptive Metadata
Analytics
Analytics that help in UNSTRUCTURED
understanding e.g. “What
• Is there enough data?
happened in the Business?” • Is it complete data?
• Can we join it with other data?
PREDICTIVE Useable • Does it need an expert to interpret the data?
Analytics
SEMI-STRUCTURED • DATA QUALITY + DATA STANDARDS + MASTER DATA
PRESCRIPTIVE
DESCRIPTIVE Analytics
Analytics

• Can we make decisions based on this data?

• Now? And in the future? Automate ?
Analytics that help in STRUCTURED Reliable
DIAGNOSTIC
DIAGNOSTIC
Inquisitive responding “So What?”
Analytics
Analytics
Analytics and “Now What?”

Analytics that help in

comprehending e.g. “Why
is something happening in
the business?”

11 Fig. 2. Classification of types of big data analytical methods.

Mini Project BI Project Design

V O D A F O N E – W H E R E T O L O C AT E N E W S T O R E S ?

Writing space for the Vodafone project J

Priority
Descriptive
Predictive
Prescriptive

Questions

External External
Structured Unstructured

Internal Internal
Structured Unstructured

Volume
Variety

Velocity

Veracity

Value

Organisation
Information Systems

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 Mini Project BI Project Design
V O D A F O N E – W H E R E T O L O C AT E N E W S T O R E S ?

Writing space for the Vodafone project J CONTEXTUALISE

CATEGORISE

DATA CALCULATE INFORMATION

QUALITY

CONDENSE

• Does it exist? Is it being collected?

• Is it in an internal system ? Or easy-to-get to external system?
• Are there confidentiality restrictions to accessing or sharing the data?
Available • Are there technical restrictions to accessing and sharing the data?
• METADATA

• Is there enough data?

• Is it complete data?
Master Data Useable
• Can we join it with other data?
• Does it need an expert to interpret the data?
Management • DATA QUALITY + DATA STANDARDS + MASTER DATA

• Can we make decisions based on this data?

• Now? And in the future? Automate ?
Reliable

How do we deliver on this project while being cost + time effective?

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BI Process > BI Project > BI Project Lifecycle

We turn the BI Process into a BI Project

Priority Questions Information Data Visualisation A process is something

that we do.

Metrics and More

Data Quality Ethics Performance Insights
Questions...
A project is something that
Indicators
we manage.

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 BI Process > BI Project > BI Project Lifecycle
W H AT I S A P R O J E C T ?

A project is a planned and managed set of activities to produce deliverable(s) for

an agreed business benefit for one or more stakeholders that:
• Has allocated resources (e.g. people, funds, equipment)
• Has risks and constraints
• Contributes to an overall organisational strategy
• Builds capability and knowledge within the organisation
• Has known roles and responsibilities
Stakeholder: everyone that has an interest
in, will receive a benefit from, or be
impacted (even negatively) by the project.
Stakeholders can be internal or external to
the organisation.

• Organisations have many different projects, e.g. Building, IT, Workforce Development,
Research, BI projects…
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BI Process > BI Project > BI Project Lifecycle

W H Y D O P R O J E C T S FA I L ?

• Every project has similarities however have different approaches with different activities.

• Activities are groups of tasks broken into stages or phases to manage the work and ensure project
progression.

• A project is like a mini organisation with budgets, resources + stakeholders requiring accountability.
• Projects often fail because they:
► Don’t deliver the expected benefits or organisational capability
► Take longer than budgeted/allocated or use much more money than expected
► Fail to retain management support
► Fail to deliver quality deliverables

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 BI Process > BI Project > BI Project Lifecycle
B I P R O J E C T P I T FA L L S + S T R AT E G Y

Project 1
• An organisation can easily create lots of different dashboards
and analytic tools (it has the data, tools + intent)
Project 2

BUT Organisational
BI Capability
Project 3
• There are lots of ideas, limited funds + risks associated with
each set of data. Who gets their dashboard first?
Project 4

• How to stay true to data planned and managed as an asset?

• Have a planned strategy for building overall BI capability

• Build on Enterprise Information Management Business processes, policies, software tools
• See BI maturity grow over time – data used in
more decisions and planning (e.g. Chipotle)
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BI Process > BI Project > BI Project Lifecycle

BI Strategy or Roadmap

Finance Dashboard Project

The BI Projects are a
mixture of
Strategic/Tactical/Operational
Data Quality Project
projects

Organisational Strategic
BI Capability Senior
Management
Executive Dashboard Project
Tactical A blend of projects leads to
Middle Management
alignment
Mapping Technology Project
Operational
Junior Management

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 BI Process > BI Project > BI Project Lifecycle
A project lifecycle depicts the various stages involved in the
lifespan of a project, from its origin until closure
(or maintenance as is often the case with BI).

How will the

What are
Identifying BI be
the business Which
and Which maintained
priorities BI/analytical Who will What are
engaging methodologies and
and tools will be build the BI? the costs?
project are best? governed
expected delivered?
stakeholders after the
benefits?
project?

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BI Process > BI Project > BI Project Lifecycle

Initiation + Planning

• Priority What are Questions for focus + clarity around delivery needs: Identifying
the business
and
• Threats and opportunities? priorities • Who are your stakeholders? engaging
and
project
• Money saved or cost avoided
expected
benefits?
• Who are the decision makers? stakeholders

• Protection from competitors • Who controls the funds?

• Alignment with organisational
strategy/risks – even if operational
• Who is the stakeholder?
• Who this is a priority and benefit for?
• User community – where can this project
make a visible difference?
INFS 2036
• Who is resistant/opposed to this project?
• Who is supportive/enthusiastic to this project?
• What does each stakeholder want
to get out of this project?
• Be upfront about how decisions will be made
• Useful regardless of profession
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 BI Process > BI Project > BI Project Lifecycle
Planning—Stakeholder Management

• You will often have a view of and gain entrance to many different parts of the organisation
– a view that very few people will have

• Being mindful and respectful of the priorities, challenges and issues including
organisational politics your stakeholders are facing. This is key to a successful outcome.

• You may find yourself in the middle! Identifying

and
engaging
• The solution may seem self-evident in a first meeting, but take the time to dig deeper. project
stakeholders

• Lots of iterations and pro-active communication!

• Get the supporters to promote the project
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BI Process > BI Project > BI Project Lifecycle

P l a n n i n g — A n a l y t i c a l To o l s

Which
BI/analytical
tools will be
delivered?

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 BI Process > BI Project > BI Project Lifecycle
Planning—Building the BI

Alter
processes
Link to Prioritise and
• Internal vs external options for teams corporate set expectations
strategy

• Use existing staff, who may or may not be BUSINESS

part of the BI team? and/or Develop
Establish
decision
• Bring in external contractors/consultants? alternatives
requirements

Interpret Monitor
Summarise results Implement
results
and changes
• Analytics is a fast moving area: Analyse
Who will
build the BI?
• Get access to external expertise STATISTICS Identify TECHNOLOGY
data
• Can perform knowledge transfer Discover Extract Store,
to internal staff and data maintain,
integrate data
Explore

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BI Process > BI Project > BI Project Lifecycle

Planning—Costs

• Factors to consider:
• The level of granularity of data required, including historical
• Data quality issues
• Data sophistication of the end users
• Current state of and investment in technology
• Bringing all data together vs
• How often the data is planned to be used What are
• And by whom the costs?

• And when
• Automation vs manual data updates
• Can existing and planned IT projects be leveraged?
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 What are
the business
priorities

This Week’s Case Study

and
expected
benefits?

ACTIVITY
Identifying
and
PRIORITY engaging
Fill in any gaps from the first part of project
stakeholders
Vodafone need to know where to locate our Vodafone project
their new stores using the BI Project lifecycle (on the right)
Which
BI/analytical
What projects would they need? tools will be
delivered?

Who will
build the BI?

What are
the costs?

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Focus on Week 5
SYSTEM DEVELOPMENT METHODOLOGIES

BI projects:
• Are time consuming and resource intensive
• Can suffer from poor communication between business and IT groups
• Are usually inflexible to changes once development has started - largely due to the
methodology used to implement the project
• Development and testing is an important part of the BI lifecycle. How and when these take
place vary by the choice of methodology – we will look at Waterfall + Agile methodologies.
How will the
What are
BI be
the business Which
Identifying Which maintained
priorities analytical Who will What are
project methodologies and
and tools will be build the BI? the costs?
stakeholders are best? governed
expected delivered?
after the
benefits?
project?
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 The BI Project Lifecycle
WATERFALL
Define

Build Waterfall does each stage once

Release and in sequence. It is often not
possible to move forward until
risk
the previous stage has been
completed.
TIME
Build Build Build

Define
Release Release Define Release Agile splits development into Which
Define
methodologies
stages which are repeated as a are best?
series of iterations.
risk

AGILE 27
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The Waterfall Model follows

a sequential order so project development team only moves to
next phase of development or testing if the previous step
completed successfully.
What is the Agile methodology?

The BI Project Lifecycle

Agile methodology is a practice that helps continuous iteration
of development and testing in the software development
R Imodel,
process. In this S K Wdevelopment
I T H W AT Eand
R FA L L Aactivities
testing N D A GareILE METHODOLOGIES
concurrent, unlike the Waterfall model. This process allows
more communication between customers, developers,
managers, and testers.

Which
methodologies
are best?

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 Waterfall Model
Waterfall model advantages
• Easy to manage. Each phase has specific deliverables and a review process.
• Works well for projects where requirements are easily understandable from the beginning.
• Process and results are well documented in advance.
• More familiar for larger BI teams who each have a set role.
• Easier to control costs (if stick to scope and plan).

Waterfall model disadvantages

• Stakeholder has to wait until the end to see any deliverables.
• Stakeholder can be disappointed at project completion as the work was based
on the initial documentation. The result may not meet the customer’s expectations.
• Very difficult to move back to makes changes in the previous phases.
• The testing process starts once development is over – there is a high chance of bugs found
later in development when they are expensive to fix.
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Agile Method
Agile method advantages
• Working components are delivered earlier creating greater stakeholder interest + support.
• The client is continuously involved during every stage.
• Increases the chance development quality is maintained.
• The process is completely based on incremental progress.
• The client and team know exactly what is complete/what is not, reducing risk in the development process.
• Problems and issues identified and dealt with earlier on.

Agile method disadvantages

• Can be complex for small development projects.
• It requires an expert skills to manage.
• The project can go off track if authority around scope not decided early on + reinforced
through the project.
• Can be more costly to implement!
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 The 9 Fatal Flaws
OF BUSINESS INTELLIGENCE PROJECTS

FF #1: If you build it they will come. FF #4: There are too many options
The project is led from a technical, data centric perspective. Evaluate the needs from a business,
Tip: Make sure that the project team has significant people and technology perspective then find
representation from the business side a solution provider.

FF #2: Organisation dependency on Excel. FF #5: Let’s just use our current IT partner to do this
Everyone in the organisation uses Excel, not proper BI tools Successful BI projects uses BI specialists
and will combine numbers in different ways. Data quality
(integrity) will be lost. Tip: A data warehouse can overcome
this problem (Week 9!).

FF #3: Data quality issues.

The impact of poor data quality on business intelligence is
significant. Stakeholders won’t use BI that has irrelevant,
incomplete or questionable data. 31

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The 9 Fatal Flaws

OF BUSINESS INTELLIGENCE PROJECTS

FF #6: Once it’s finished, it’s perfect! FF #9: Lack of strategy

A BI Project is never really done it just goes into
maintenance mode. Since business changes BI has to
change too.
FF #7: Just give me a dashboard. Now!
Many out-of-the-box BI options that can build dashboards
and reports in hours. But … do they reflect all the business
needs? Do they have needed industry specific Performance
Indicators (PIs)?
Potentially the biggest flaw – failing to devise
and document the BI strategy.
The power of data doesn’t happen by itself and not
because you have great software!
A strategy document will help unify focus on improving
processes and meeting PIs (more on this next week!).

FF #8: Why is my profit figure different from yours?

Inconsistent numbers is another issue that can be resolved
using a data warehouse (later in this course).
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 BI Project Success and Failure
Tips
• Data quality and data availability – identify and profile early, make sure consent
is given for planned data
• Plan for things not going to plan
• Find out early known constraints and timelines –
such as budget, specific events in the organisation
• Knowing what systems and data exists already that can be
leveraged will deliver results sooner, further making the
argument to invest in current data

To Watch Out For

• Only see the questions once the project is ‘finished’ (wicked problem).
• Automation being seen as a threat to existing staff.
• Reliance on people’s availability to participate.
• Training and education not adequately resourced.
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Waterfall + Agile THEORY

PRIORITY
Vodafone need to know where to locate
Project Methodologies PRACTICE their new stores

How will the

What are
BI be
the business Which
Identifying Which maintained
priorities analytical Who will What are
project methodologies and
and tools will be build the BI? the costs?
stakeholders are best? governed
expected delivered?
after the
benefits?
project?

How could the agile or waterfall methodologies

be used to design the Vodafone BI Project progression?

How do we monitor the performance of the in-progress project? data PIs

Of the running project? (Next week!) metric non-PIs
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 Waterfall + Agile THEORY
PRIORITY
Vodafone need to know where to locate
Project Methodologies PRACTICE their new stores

We’re addressing a Vodafone priority so we must

need Vodafone data!

NO.
WE.
DON’T. J
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KPIs and Metrics

T h i n k- C o m e B a c k- C o nt r i b u te !

Week 6 Case Study:

Starbucks wanting to inspire and nurture
the human spirit through quality coffee

For Week 6, think about:

1. Key Performance Indicators (KPIs) to track progress
2. Performance metrics that can be used to track
progress
3. The types of information Starbucks could use at the
Operational, Tactical and Strategic management
levels.
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 What’s coming next
• Business analytics and business performance management including:
• Metrics, Performance Indicators, Key Performance Indicators
• Business Intelligence vs Business Analytics
• Performance management, measurement and prediction
• Impact diagrams and Scorecards
• CLOSED-LOOP Business Performance Management Cycle

Case Studies:
• Starbucks wanting to inspire and nurture the
human spirit through quality coffee.

• A large university trying

to attract more students
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