Posts Tagged ‘technology’

Boris Evelson: 2nd gen meta driven BI apps

March 17th, 2010

Boris-EvelsonLooks like Boris Evelson is quickly becoming Westbury’s most favorite analyst (see post below). In this post Boris explains what he is looking for in, what he calls, 2nd gen meta driven BI apps.

My excitement about blogs like these is obvious, because like 2nd gen BI apps, Westbury’s goal is to auto-generate as many steps as possible out of the ETL components necessary for our SMI suite.

Here’s the link:

Next gen of metadata driven BI apps

Take a look!

Floris

Next gen of metadata driven BI apps

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Carlsberg don’t make customers… part three: the budget guy

February 24th, 2010

Well, it’s been a few weeks, but I’m back to continue this series on our ideal customer profiles. We’ve already had the Process Guy and the Tech Guy, now it’s time for the budget guy.

If you remember, the way it generally works is that the Process Guy is the alpha – he’s the one with a problem to solve that is related to process. Often the organization wants to get a handle on some real qualitative data about IT performance – either for budgetary reasons or for lofty ambitions like ITIL and continuous improvement. The Process Guy brings the Tech Guy in to establish a) that trying to get that data out of ServiceCenter or Service Manager is going to be like divorcing Cheryl Cole - painful, drawn-out and expensive, and b) that SMI Suite will remove all the pain, time and some of the money.

At some point in this sales cycle, the Budget Guy shows up, because despite the very low cost of SMI Suite, neither the Process Guy or Tech Guy has any spending power – it simply isn’t a function of their role to sign off on more than a few bucks worth of software.

In some ways the Budget Guy is interesting because he’s the first person we’ve met in the organization whom we don’t have to convince – the Process Guy and the Tech Guy’s advocacy and belief in SMI Suite does far far more to convince the Budget Guy than anything we could say to him. But still, the introduction of the Budget Guy into the proceedings is far from a gimme.

After all, he wouldn’t be doing his job – and wouldn’t be entrusted with signoff on budget – if he didn’t at least do some due diligence. Sometimes this takes the form of fact-checking and re-checking everything that has already been discussed and agreed upon with the Process and Tech guys, but more often than not, the Budget Guy wants to look at the bigger picture.

He’s usually happy to take at face value that SMI Suite can, technologically, do what it promises if the Tech Guy says so, and he also understands, with the Process Guy’s advocacy, that SMI Suite will unlock the door to satisfying certain business needs – like the need to have accurate data about ITSM activities.

But he will almost always question the business benefit of all this. To use a rather labored metaphor, identifying a new type of spot welder that allows workers to weld three times as many bits of steel together as they could before, and is five times safer, and costs half as much to run as the old type, is all well and good… but not much use if you run a day-care facility.

Luckily for us, the business benefits of SMI Suite are pretty universal, so long as the organization in question runs an IT helpdesk and uses HP ITSM software. And, of course, each company we deal with is individual, so the benefits that are applicable change from organization to organization, but when we start to talk about improving helpdesk efficiency by accurately benchmarking and constantly remeasuring response times, or we talk about cutting costs based on accurate workload metrics, the Budget Guy usually takes an interest.

Next time: the Department Head

Tom

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The hidden costs of BI

August 19th, 2009

The Aberdeen GroupIn a recent report (registration required) the Aberdeen Group described the success rates of enterprise companies (which it groups into Best-In-Class, Average or Laggard) in Business Intelligence projects.  Some of the result are very interesting to share.

For example, the report identified the four top hidden costs of Business Intelligence as:

  1. Year-after-year budget increases: The typical best-in-class company sees a drop in year-after-year BI budgetary costs. Average and laggard companies, however, can witness increases in BI expenses that range from 2 percent to 9 percent.
  2. Cost per user: Best-in-class companies lower per-user costs by 4.3 percent whereas average performers and laggards often see increases ranging from 1 percent to 7 percent.
  3. Time to complete projects: Best-in-class achievers complete BI projects, on average, within 14 days. Average performers take nearly three times as long (approximately 39 days) to complete a project, and the typical laggard company takes more than 12 times as long (177 days).
  4. Modifications to BI software: Altering a BI program takes less than a day for best-in-class companies; three days for average performers; and up to eight days for laggard organizations.

Or as author David Hatch put it:

“The overall cost of ownership is not about the costs of purchasing the software,” Hatch says. “The real cost factors are the hidden or the soft ones that have to do with indirect and ongoing factors.” Hatch contends that a justifiable fear of such factors hinders adoption. “People are finding [that] the resources the company needs to acquire to properly implement, deploy, support, and maintain a BI solution are far greater than the solution providers lead [users] to believe or that [users] assume on their own.”

Interesting, because that is what Westbury has seen over the last years in dealing with BI projects for HP Service Management. But a report of the Aberdeen Group isn’t complete without some recommendations. On what areas should companies focus in order to improve the success rate of their BI projects?

Aberdeen suggests that investments in the following areas will maximize results from a BI initiative:

  • Data integration and cleansing: “Companies are finding it difficult to bring data together from multiple, disparate sources,” Hatch says. Investing in tools for data management can be of help in this regard. Best-in-class companies are twice as likely as their counterparts are to institute data integration and cleansing capabilities.

Westbury recommends: make sure the back end of your BI environment can be used by non-technical people

  • End-user requirements: “You really have to stop and think about why…so many companies have deployed tools that so many aren’t able to use,” Hatch says. Companies must understand that end-users — especially nontechnical, non-data-guru types — may need different approaches. Hatch advises companies to focus on end-user needs before deploying a solution.

Westbury recommends: make sure you talk the same language as your end-users

  • Training: Top performers are 37 percent more likely to invest in extensive user training on BI solutions and 40 percent are more likely to have formed formal user committees to encourage adoption. Additionally, best-in-class companies are twice as likely as laggards and average performers are to sign up for vendor-provided services.

Westbury recommends: the more accessible your BI solution is for the end-users, the better your processes should be around training

  • Operational BI: Successful users of BI use the technology on an everyday basis rather than merely getting a summarized spreadsheet version of performance and high-level trends. Hatch says that operational BI seems to be gaining traction as companies look to make comparisons over shorter time spans rather than just examine large-scale trends.

Westbury recommends: integrate your BI solution with the supported applications, so it is readily accessible for your end-users

Great to see our own own experiences in working with the HP Service Management software backed up with a solid research like this one from The Aberdeen Group.

Floris

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