Author Archive

Business Objects auditing

March 11th, 2010

Business Objects Enterprise includes auditing functionality that allows you to verify if reports and user management are appropriate, are efficient,

and are adequately controlled to ensure valid, reliable, timely, and secure input, processing, and output at all levels of a system’s activity.


What’s in it for me?

  • A controlled environment in which it’s clear which users and user groups use objects and reports.
  • Root cause analysis to easily relate the disruption of a service to changes and users.
  • Which reports are used and which reports are ‘dead’.
  • It enables efficient license usage. Why pay for want you do not use?

The audit should answer the following questions:

  1. Who is using your reporting solution?
  2. Which groups use your reporting solution the most?
  3. Which objects they are accessing?
  4. Which reports are they using?
  5. How many user licenses are we using at any given time?

You can audit the actions of individual users of Business Objects Enterprise as they log in and out of the system, access data, or create file-based events. You can also monitor system actions like the success or failure of scheduled objects. For each action, Business Objects Enterprise records the time of the action, the name and user group of the user who initiated the action, the server where it was performed, and a variety of other parameters available in the documentation with Business Objects.

The auditable actions I like the most are:

  • Track when Objects are created, deleted of modified;
  • Track when reports are opened, saved, refreshed, created, modified and deleted;
  • Job monitoring and failure;
  • Changes and history in login behaviour of users and groups;
  • Monitoring of license usage.

A post last year on the Chennai Bi blog gives some useful guidelines on how to implement auditing: http://chennaibi.wordpress.com/2009/04/07/business-objects-auditing-in-xir3/

Martijn

IT service management is threatened with extinction, Darwin says.

September 10th, 2009

darwinAs we all know, Darwin proposed the theory of ‘survival of the fittest’. Species have to evolve from generation to generation, adapting to their environment to survive. Based on this theory and more than 20 years of talking about business and IT you have to conclude that by now, IT should know exactly how to incorporate business requirements and needs. Moreover, IT is crucial in surviving against the competition.

So why does this seems so terribly untrue? Why after 3 versions of ITIL, top of the bill process improvement consultants and the newest flashy service management tooling, most of the implementation projects do not deliver what the business needs? And what about continual service improvement/ASL/BIZL and more …?

From my experience the most successful IT projects and organizations start with clear goals set by people for people, motivated project members, managers and key employees knowing how to change behaviour. As science proves, success, attitudes, culture and motivation start with defined, clear objectives and changing your behaviour; walking the talk. And of course don’t forget to measure the success and to celebrate it.

IT started with people and every initiative and project still depends very heavily on the people involved. We need to start focusing on the central and most important asset, THE PEOPLE! IT for the business needs People for People and walking the talk.

Or perhaps it still takes a couple of million years of IT evolution?

How to start? Just grab some ideas at: http://www.abc-of-ict.com/principles.php

Martijn