Oracle BI Application

ICCP BIA Self-Study Guide 2011 NOT TO BE COPIED, MODIFIED or REDISTRIBUTED
CTxxx: Business Intelligence and Analytics

Self Study Guide
Date
Session 1
Course Content
Learning Activities
If you were taking the online Class first
steps would be - Introductions and Getting
Acquainted (since you are notmove onto Post an introductory statement about
yourself in the computer conference.
Module1)
Include a little about your background and
Upon completion of this activity, you will be what you hope to learn from this course.
able to:
Interact with classmates in an online
discussion forum environment
Provide meaningful feedback to other
students and contribute to the learning
community.
Module 1: Business Intelligence (BI)
Concepts
Unit 1.1. Business Intelligence and
Analytics Definitions
Respond to each of the other students

statements with an introductory greeting
and try to include a relationship to
something that you may have in common.
Take the Pre-Test for Module 1.

Read Unit 1.1.
Upon completion of this unit, you will be

able to:
Respond to at least 2 Discussion Questions
for Unit 1.1. Writing a response builds
knowledge forces you to be active in your
Define business intelligence.
learning and reinforces your learning.
Define business analytics.
Unit 1.2. IT and End User Perspectives
able to:
Learn about the CIO and IT perspectives

on business intelligence.
Become familiar with the end user
perspectives on BI.
Session 2
Read Unit 1.2.

Complete the Practice Review Quiz - aim at

80% for mastery learning - for Module 1.
Module 2: BI Current State Considerations

Unit 2.1. Business Drivers and BI Maturity Take the Pre-Test for Module 2.
Model
Read Unit 2.1.
able to:
Learn about business drivers for BI.
Describe the BI Maturity Model.
Unit 2.2. BI Tools Assessment: Inventory
Business Intelligence & Analytics
ICCP 2011 All rights reserved www.iccp.org Prepared by Imago Designs
Page 1

and Usage Costs
Read Unit 2.2.
Upon completion of this unit, you will be Respond to at least 2 Discussion Questions
able to:
Describe a BI tools inventory.
Become familiar with BI usage cost
analysis.
Session 3

Module 3: BI Infrastructure and Tool

Functional Areas
Unit 3.1. BI Infrastructure and
Deployment Options
Upon completion of this unit, you will be Read Unit 3.1.

able to:
Describe a typical BI infrastructure.
Learn about various BI deployment
options.
Unit 3.2. BI Requirements and Tool
Functional Areas
able to:
Describe end user reporting and analysis
requirements.
Become familiar with basic BI tool
functional areas.
Session 4
Read Unit 3.2.

Module 4: BI and Data Management

Unit 4.1. Data Management and
Integration

able to:
Describe the relationship of BI and Data
Management.
Become familiar with data integration
activities.
Unit 4.2. Data Management for BI
Read Unit 4.2.

Page 2

able to:
Define Data Governance and Master Data
Management.
Define Data Quality and Meta-data
Management.
Session 5
Module 5: BI and Organizational Roles

Unit 5.1. Business and BI Project Roles


Read Unit 5.1.

able to:
Describe the types of end users.
Become familiar with BI project roles.
Unit 5.2. BI Program and Support Roles
(BICC)
able to:
Become familiar with BI program roles.
Learn about a BI Competency Center.
Session 6
Read Unit 5.2.

Module 6: Corporate Performance

Management (CPM)
Unit 6.1. CPM Concepts, Drivers, Issues
and Benefits

Read Unit 6.1.

able to:
Define CPM.
Describe CPM business drivers, issues and
benefits.
Unit 6.2. CPM Business and Technical
Components
able to:
Become familiar with CPM business
components.
Read Unit 6.2.

Page 3

Become familiar with CPM technical
components.
Module 7: Inputs for Decision Making
Unit 7.1. Decision Making and Assessment
Inputs
able to:
Describe decision making concepts.
Become familiar with the role of external
and internal assessments.
Unit 7.2. Qualitative and Quantitative
Measurements
able to:
Describe qualitative methods.
Describe quantitative methods.
Session 8
Read Unit 7.2.

Module 8: Analytics Techniques

Unit 8.1. Modeling and Statistical
Techniques

Read Unit 8.1.

able to:
Define model and various model types.
Become familiar with various statistical
techniques.
Unit 8.2. Other Business and Data
Analysis, and Data Visualization
Read Unit 8.2.
able to:
Describe other types of business and data
analysis.
Become familiar with data visualization.
Session 9
Module 9: BI Justification
Unit 9.1. BI Business Case and Value

Proposition
Read Unit 9.1.
Page 4

able to:
Describe a BI business case.

Define BI value proposition.

Unit 9.2. BI Roadmap and Measuring
Success
Read Unit 9.2.
able to:
Describe a BI roadmap.
Become familiar with measuring BI
success.
Session
10
Module 10: Evaluation and Selection of a

BI Platform and Tool
Unit 10.1 BI Platform and Tool
Considerations


Read Unit 10.1.
able to:
Describe BI platform evaluation and
selection.
Describe BI tool evaluation and selection.
Unit 10.2. Selection Process and Proof-of Read Unit 10.2.
Concept
able to:
Become familiar with the selection
process.
Learn about a proof-of-concept.

Session
11

80% for mastery learning - for Module .
Module 11: BI Solution Lifecycle
Unit 11.1. BI Project Management and

Requirements Analysis
Read Unit 11.1.
able to:
Describe BI project management.
Define BI requirements analysis.
Page 5
Unit 11.2. BI Design, Development and

Implementation
Read Unit 11.2.

able to:
Describe BI design and development.
Become familiar with BI testing,
deployment and roll-out, and ongoing
maintenance.
Session
12

Module 12: Additional Areas for BI

Consideration
Unit 12.1. Unstructured Data and ServiceOriented Architecture
Read Unit 12.1.

able to:
Describe unstructured data, enterprise
content management, text analytics and
enterprise search.
Define Service-Oriented Architecture
(SOA).
Unit 12.2. BI User Interfaces and Trends
Read Unit 12.2.

able to:
Describe various BI user interfaces.
Become familiar with various BI trends.
Page 6
CTxxx: Business Intelligence and Analytics (BIA)

Module 1: Business Intelligence Concepts
Session 1
Page 7
Online Class Introductions and Get Acquainted

Interaction with classmates in an online discussion forum environment provides an
exchange of ideas, learning experiences from different backgrounds and networking
opportunities. To introduce yourselves to your fellow students, the following is
recommended:
Post an introductory statement about yourself in the computer conference. Include a little
about your background and what you hope to learn from this course.
Respond to each of the other students statements with an introductory greeting and try to
include a relationship to something that you may have in common. You learn more if the
class is interactive.
Module 1: Overview
The first module in this course provides definitions for both business intelligence and
business analytics. Perspectives from the IT and end user sides are provided in terms of
how they have handled BI in the past and strategies they could use to improve the
situation.
Upon completion of this module, you will be able to:
Learn about the CIO and IT perspectives on business intelligence.
Become familiar with the end user perspectives on BI.
Module Resources
The following textbook is used throughout this module. Also, you will access the Internet
to read articles and reports.
Page 8
The New Era of Enterprise Business Intelligence: Using Analytics to Achieve a Global
Competitive Advantage by Mike Biere, IBM Press, 2011. ISBN-10: 0-13-707542-3,
ISBN-13: 978-0-13-707542-3.
Any introductory statistics book would be useful to reference as statistical concepts are
covered in Module 8 and are tested within the ICCP Business Intelligence and Analytics
exam. It is assumed that the student has an introductory level of statistical knowledge as
this course is not a statistics course.
Additional books in business intelligence and analytics include:
Analytics at Work: Smarter Decisions, Better Results, by Thomas Davenport, Jean
Harris, and Robert Morrison, Harvard Business School Press, 2010. ISBN-10:
1422177696; ISBN-13: 978-1422177693.
Beyond the Balanced Scorecard: Improving Business Intelligence by Analytics by Mark
Graham Brown, Productivity Press, 2007. ISBN-10: 1563273462; ISBN-13: 9781563273469.
Business Analytics for Managers: Taking Business Intelligence Beyond Reporting by
Gert H. N. Laursen and Jesper Thorlund, Wiley / SAS Institute, 2010. ISBN-10:
0470890614;
ISBN-13: 978-0470890615.
Competing on Analytics: The New Science of Winning by Thomas H. Davenport and
Jeanne G. Harris, Harvard Business School Press, 2007. ISBN-10: 1422103323; ISBN13: 978-1422103326.
Modeling for Insight: A Master Class for Business Analysts by Stephen Powell & Robert
Batt, Wiley, 2008. ISBN-10: 0470175559; ISBN-13: 978-0470175552.
The DAMA-DMBOK covers the ten functions within the Data Management process.
There are many reference books listed at the end of each chapter.
The DAMA Guide to the Data Management Body of Knowledge by DAMA
International, 1st Edition, Technics Publications, LLC, 2009. ISBN-10: 0977140083,
ISBN-13: 978-0977140084. CD-ROM format.
Page 9
As you work through the modules in this course, you may encounter terms that are
unfamiliar to you. One good source to use to look up terms and definitions is:
The DAMA Dictionary of Data Management, Mark E. Mosely, Editor, 1st Edition,
Technics Publication, LLC, 2008. ISBN-10: 0977140040, ISBN-13: 978-0977140046.
CD-ROM format.
The Data Warehouse Institute (TDWI) offer many publications, some free and some only
available to members on the topics of business intelligence and business analytics. Their
website is www.tdwi.org.
Units and Learning Objectives

Unit 1.1 Business Intelligence and Analytics Definitions
Focus
In this unit, we look at definitions for business intelligence and business analytics.
Unit 1.1.1. Business Intelligence
Objective 1.1.1
Learning Activity 1
Read the following:
Business intelligence (BI) can be defined from two different perspectives. One
perspective is the technical point of view. The other is the perspective of management.
Often, both perspectives are offered at the same time.
Page 10
There are two definitions in the DAMA-DMBOK, Chapter 9 one for each perspective.
One of the definitions includes the query, analysis and reporting activity by knowledge
workers to monitor and understand the financial and operational health of the enterprise,
and make business decisions about the enterprise. BI could also refer to the query,
analysis, and reporting processes and procedures or the entire business intelligence
environment, and often is a synonym for decision support systems. Both decision support
systems (DSS) and a specialized form of DSS called executive information systems EIS
are earlier constructs of BI to facilitate decision making of executives.
From Wikipedia (http://en.wikipedia.org/wiki/Business_intelligence):
Business intelligence (BI) refers to computer
(http://en.wikipedia.org/wiki/Computer)-based techniques used in spotting, diggingout, and analyzing business data, such as sales revenue
(http://en.wikipedia.org/wiki/Sales_revenue) by products and/or departments, or by
associated costs and incomes (http://www.businessdictionary.com/definition/businessintelligence-BI.html ).
BI technologies provide historical, current, and predictive views of business operations.
Common functions of business intelligence technologies are reporting, online analytical
processing (http://en.wikipedia.org/wiki/Online_analytical_processing) , analytics
(http://en.wikipedia.org/wiki/Analytics), data mining
(http://en.wikipedia.org/wiki/Data_mining), business performance management
(http://en.wikipedia.org/wiki/Business_performance_management), benchmarking
(http://en.wikipedia.org/wiki/Benchmarking), text mining
(http://en.wikipedia.org/wiki/Text_mining), and predictive analytics
(http://en.wikipedia.org/wiki/Text_mining).
Business intelligence aims to support better business decision-making.
From Eye on TDWI May 2008, by Mike Lampa, June 1, 2008

(http://www.tdan.com/view-special-features/7577), Dave Wells presented the notion
during the keynote at the TDWI conference that popular definitions for business
intelligence missed the point. BI is not about the technology but about the business. Some
thought leaders definitions:
Howard Dresners definition (Gartner Group) a set of concepts and methodologies to
improve decision making in business through the use of facts and fact-based systems.
David Loshin's ... the processes, technologies and tools needed to turn data into
information, information into knowledge, and knowledge into plans that drive
profitable business actions. Business Intelligence encompasses data warehousing,
business analytic tools and content and knowledge management. (From Business
Intelligence: The Savvy Managers Guide (Addison Wesley, 2003)
Larissa Moss' " ... an architecture and a collection of integrated operational as

well as decision-support applications and databases that provide the business
community easy access to business data."(From Business Intelligence Roadmap
(Addison-Wesley, 2003)
Page 11
Dave then offered his own definition of business intelligence:

Business intelligence is the ability of an organization or business to reason, plan,
predict, solve problems, think abstractly, comprehend, innovate and learn in ways
that increase organizational knowledge, inform decision processes, enable
effective actions, and help to establish and achieve business goals.
Enterprise business intelligence refers to the common vision and strategy in the
deployment and use of BI across the entire enterprise. A corporate infrastructure for BI
solutions would provide common tools to be used by everyone. A support organization is
required to ensure that proper training and support are provided to maintain the skill
levels required to use the BI solutions.
BI is used in three ways strategically, analytically and operationally. Strategic analysis

drives analytical BI. Analytical BI directs the focus of operational initiatives which can
yield the greatest benefits for a company.
Learning Activity 2
Read the following:
Business Intelligence Defined by Larry English, BeyeNETWORK, July 6, 2005,
http://www.b-eye-network.com/view/1119.
Practice Question 1:
How is business intelligence defined at your company?
What do these definitions have in common?
What differences do these definitions have?
Page 12
Unit 1.1.2. Business Analytics

Objective 1.1.2
Learning Activity 1
Read the following:
From Business Analytics Getting the Point, BeyeNETWORK, April 8, 2008, http://www.beye-network.com/view/7133, Dave Wells defines business analytics as the
science of analysis the processes by which we interpret data, draw conclusions

and make decisions. The essence of analytics lies in the application of logic and
mental processes to find meaning in data. Through these mental processes, we
create the capacities that define intelligence abilities to reason, plan, predict,
solve problems, abstract, understand, innovate and learn.
Viewed in this context, business analytics is a powerful thing. Yet it is also a large
and complex field that encompasses statistical analysis, predictive analytics, text
and speech analytics, web analytics, visualization, causal analysis, decision
processes and much more. Most importantly, business analytics involves people
the business analysts who apply the logic and mental processes described above.
In TDWIs BI Fundamentals course, the data-to-value chain (DATA -> INFORMATION
-> KNOWLEDGE -> ACTION -> OUTCOME -> VALUE) is discussed. Wells maps the
activities of business intelligence to this value chain. Data warehousing and reporting are
part of the data-to-information phase and analytics extends through the knowledge stage.
Wikipedia
offers
this
definition
of
business
analytics
(http://en.wikipedia.org/wiki/Business_analytics) and contracts it with business
intelligence:
Business analytics (BA) refers to the skills, technologies, applications and
practices for continuous iterative exploration and investigation of past business
performance
to
gain
insight
and
drive
business
planning
(http://www.docstoc.com/docs/7486045/Next-Generation-Business-AnalyticsTechnology-Trends). Business analytics focuses on developing new insights and
understanding
of
business
performance
based
on
data
(http://en.wikipedia.org/wiki/Data)
and
statistical
methods
(http://en.wikipedia.org/wiki/Statistics). In contrast, business intelligence
Page 13
(http://en.wikipedia.org/wiki/Business_intelligence) traditionally focuses on using

a consistent set of metrics to both measure past performance and guide business
planning, which is also based on data and statistical methods.
Business analytics (http://en.wikipedia.org/wiki/Analytics) makes extensive use
of data, statistical (http://en.wikipedia.org/wiki/Statistics) and quantitative
(http://en.wikipedia.org/wiki/Quantitative_research)analysis, explanatory and
predictive modeling (http://en.wikipedia.org/wiki/Predictive_modeling)
(http://www.citi.uconn.edu/cist07/5c.pdf), and fact-based management to drive
decision making. Analytics may be used as input for human decisions or may
drive fully automated decisions. Business intelligence is querying
(http://en.wikipedia.org/wiki/Information_retrieval), reporting
(http://en.wikipedia.org/wiki/Report) , OLAP
(http://en.wikipedia.org/wiki/OLAP), and "alerts".
Learning Activity 2
Read the following:
Business Analytics Getting the Point, BeyeNETWORK, April 8, 2008, http://www.beye-network.com/view/7133.
Advanced Analytics and Business Intelligence: Term Abuse? by Colin White and
Claudia
Imhoff,
BeyeNETWORK,
May
18,
2010,
http://www.b-eyenetwork.com/view/13797.
What is business analytics?
How is business analytics defined at your company?
Why do the two terms (business intelligence and business analytics) exist?
Page 14
Unit 1.2 BI Strategies: IT and End User Perspectives

Focus
In this unit, we look at the perspectives of both IT and the end users in regards to BI.
Unit 1.2.1. CIO and IT Perspectives
Objective 1.2.1
Learn about the CIO and IT perspectives on business intelligence.
Learning Activity 1
Read the following:
Many surveys have shown that CIOs state that BI is a top technology priority for their
organizations. This is due to the awareness that BI can provided a competitive edge to
provide information in the right context and frequency to help an organization perform
better. This requires technology that specifically supports this function for everyone in
the organization.
Many past BI deployments have benefited IT and power users, not the casual users. The
tools might have been difficult to learn or no training was provided by a support
organization. The users may have not had the time to develop the skills needed to
effectively use the tools. There may be a lack of meta-data or knowledge about the data
to hinder analysis.
IT staff has a focus on the technology. How the BI infrastructure fits within the
environment and whether it meets the technology standards, etc., would be of importance.
IT is often considered overhead in a company so cost is a primary consideration in any
decision.
For IT to offer better BI deployments, its BI strategy and vision should have IT aligning
its BI efforts with business goals to be perceived as useful. Business value has to become
Page 15
the most important factor with cost as secondary. One example of this alignment is the
offering of real-time or near real-time BI on business operations.
Learning Activity 2
Read the following:
Competitive Advantage, Chapter 1, specifically pages 1 - 12.
Does your company have BI tools?
Describe how BI is deployed at your company.
Unit 1.2.2. End User Perspectives

Objective 1.2.2
Become familiar with the end user perspectives on BI.
Learning Activity 1
There are different types of end users. They range from the casual user who runs reports
on a need to know or daily basis to the business analyst who likely uses online analytical
processing tools to slice and dice data. Power users are likely to explore for data by
using predictive modeling and segmentation tools. Advanced analysts use data or text
mining and data visualization tools to look for hidden or unknown patterns in the data or
text.
Page 16
End users usually find ways to do analysis if they do not readily available tools or data.
Many of them still use spreadsheets that are not shareable or use the most current data.
Their buy-in is crucial to any enterprise efforts to offer a BI framework. Their concerns
with BI have to do with the ease-of-use of the tool, how they can access data they need,
what results can be obtained, etc.
End users have to be able to provide their requirements and associated business value to
IT. These requirements need to be mapped to the proposed data structure. End users have
to be realistic in figuring out how much time they have to devote to a BI project. Their
participation will help make any BI effort a success because they are more likely to use
BI if it meets their needs for decision making.
Learning Activity 2
Read the following:
Todays Enterprise Business Intelligence, by Jos Villacs, What Works: Volume 24,
November 2007, http://download.101com.com/tdwi/ww24/WhatWorks24DigitalEdition.pdf.
For further information on end user perspectives, read the following:

BI Adoption Evolves, Part 1: The Baseline Pyramid Redux, by Jill Dych,
BeyeNETWORK, originally published June 28, 2007, http://www.b-eyenetwork.com/view/5424.
BI Adoption Evolves, Part 2: Categorizing
BeyeNETWORK, originally published July
network.com/view/5620.
End
26,
Users, by Jill Dych,

2007, http://www.b-eye-
Come and Get It! Making Business Intelligence More Consumable, Part 2: What
Information Workers Need, BeyeNETWORK, Nov. 17, 2009, http://www.b-eyenetwork.com/view/12101.
At your company, does a broad spectrum of end users use the BI tools or just the power
users?
Page 17

Why should end users articulate their requirements to IT?
Module Summary
Business intelligence refers to reporting and analysis of the data as ways to keep tabs on
the health of the business operations. It can also refer to the processes, tools, and
technology used to produce the results for decision making. Business analytics refers to
the process of finding meaning from past business performance data and drawing
conclusions that help drive business planning.
CIOs have had BI as a top priority for several years. BI can provide a competitive edge
when broadly deployed to all end users in the company. An enterprise approach to BI
requires a vision and strategy from both IT and the business in order to make this effort
successful.
Page 18
Module 1 Quiz
Q1 maps to unit 1.1.1
Business intelligence is oriented towards all of the following EXCEPT
a) standard metrics for consistent analysis.
b) dashboards.
c) pre-defined reports.
d) ad-hoc analysis of past performance.
Business analytics is oriented towards all of the following EXCEPT
a) exception based reporting.
b) discovery of new patterns.
c) deriving new insights.
d) investigative analysis.
Q3 maps to 1.1.1
BI typically involves the mechanics of turning ______ into ___________.
a) data; knowledge
b) data; information
c) outcome; value
d) action; outcome
Q4 maps to 1.1.2
Analytical activities are found up to the _________ stage.
a) action
b) outcome
c) value
d) knowledge
Page 19
Q5 maps to 1.2.2
All of the following are problems with BI deployment EXCEPT
a) casual end users time allocation to learn the tools.
b) inadequate support.
c) the data could be too complex.
d) the power end users usage of the tools.
Q6 maps to 1.2.1
Who uses BI tools the most in many organizations?
a) Business managers
b) IT
c) Casual users
d) Power users
Q7 maps to 1.1.1
All of the following describes enterprise business intelligence EXCEPT it
a) provides an enterprise performance view.
b) should be pervasive.
c) should help extend the value of existing technology.
d) delivers siloed information.
Q8 maps to 1.2.1
Real-time BI requires the proper ______________.
a) users
b) measurements
c) infrastructure
d) data
Page 20
Q9 maps to 1.2.1
What provides a BI black box solution?
a) SaaS
b) Cloud computing
c) Integrated platform
d) BI appliance
Q10 maps to 1.2.2
End user BI issues are more ________ oriented and ___________ related.
a) business; data
b) functional; process
c) functional; business
d) business; technology
Page 21

Module 2: BI Current State Considerations
Session 2
Page 22
Module 2: Overview
The second module in this course discusses corporate business drivers that Bi should
satisfy. An internal look into the current BI state is presented in terms of using a BI
Maturity Model to assess present status, conducting an inventory of BI tools, and costing
the tools and usage. These techniques help with getting a handle on the current BI
environment.
Become familiar with BI usage cost analysis.
Module Resources
ISBN-13: 978-0-13-707542-3.
covered in this course.
1422177696; ISBN-13: 978-1422177693.
Page 23

0470890614;
ISBN-13: 978-0470890615.
CD-ROM format.
Page 24
Unit 2.1 Business Drivers and BI Maturity Model

Focus
In this unit, we look at what type of business drivers drive BI and analytical activities. A
roadmap (BI Maturity Model) that shows the various stages of BI is provided.
Unit 2.1.1. Business Drivers
Objective 2.1.1
Learning Activity 1
Read the following:
A business driver is defined as follows:
From BusinessDictionary.com (http://www.businessdictionary.com/definition/businessrivers.html):
People, knowledge, and conditions (such as market forces) that initiate and support
activities for which the business was designed.
Companies are constantly trying different things to maintain a competitive edge in a

changing business environment. Competitive intelligence is a process that involves
collecting of data, analyzing it, and disseminating it as intelligence. Once disseminated,
the information needs to be acted upon quickly.
The mastery of all types of analytics by an organization is becoming a primary source of
attaining competitive advantage, which is a major business driver. Through the use of
real-time analytics and BI, capabilities can be provided to make available information in
real-time so that changes and patterns can be recognized, and tweaks can be made to stay
ahead of the competition.
Page 25
Another business driver is the need to understand who the customers are. For example,
the retail environment needs insights into customer behavior, speedy access to business
information and the ability to empower customer-facing employees. These drivers are
relevant in a soft economy where the aim is to improve sales and customer loyalty.
The financial function in companies can benefit from BI by providing better reports and
analysis to inform decision making. Access to a broader range of data provides
operational, management or strategic information to business users as appropriate to their
roles. Better decisions can be made by tracking financials, costs, and revenue streams,
based on some predictive capabilities. Accurate reporting on the companys performance
and activities is critical to comply with regulations.
Improved productivity is an important business driver. Eliminating the need to search for
data to do your work is a time saver for employees. Better decisions can be made with
respect to operations and logistics productivity if real-time data is available. A BI-based
approach can help with implementing business transformation programs within an
enterprise framework as well.
Learning Activity 2
Read the following:
For further information, read the following:
Business Intelligence as a Driver for Business Transformation by Robert Muller,
Information Management Special Reports, March 2007, http://www.informationmanagement.com/specialreports/20070313/1077281-1.html.
What are some important business drivers in your company?
Page 26
Are these drivers articulated as part of the BI strategy?
Are analytical techniques used to gain competitive advantage?
Unit 2.1.2. BI Maturity Model
Objective 2.1.2
Learning Activity 1
Read the following:
One way to assess where you have been with respect to BI and where your company
should go is to use a maturity model. TDWI publishes a BI Maturity Model for this
purpose.
At the top of this chart, across the columns, the BI Adoption Curve has stages and
characteristics of (1) Prenatal, (2) Infant, (3) Child, (4) Teenager, (5) Adult, and (6) Sage.
Challenges to these stages occur between Infant and Child where The Gulf represents
the point where users convert from spreadsheets to standardized views of information.
Another challenge area is between Teenager and Adult where The Chasm represents
new business requirements demand new applications and reports for business driven BI.
Subsequent rows down the model contain graphical depictions of Organization Control
and Enterprise standards, Usage, Insight and Business Value (ROI). Some organizations
exhibit multiple stages at the same time while others move from stage to stage in an
orderly fashion.
Learning Activity 2
Page 27
Take a look at this free poster download:

TDWIs Business Intelligence Maturity Model: TDWIs Technology Poster,
http://download.101com.com/tdwi/Poster/TDWI_BI_Maturity_Model_Poster_2005.pdf.
Where would your company be located in this BI Maturity Model?
Why should a model like this one be used?
Unit 2.2 BI Tools Assessment: Inventory and Usage Costs

Focus
In this unit, we look at some ways of finding out what tools comprise the current BI
environment of an organization. An analysis of the costs of these tools and business value
needs to be done in order to determine whether a tool should be continued.
Unit 2.2.1. BI Tools Inventory
Objective 2.2.1
Learning Activity 1
Read the following:
Page 28
BI is becoming an enterprise-wide solution for strategic decision making. However,

many organizations still have scattered BI initiatives, many different types of BI tools,
and siloed analytic applications. Besides developing a BI vision and definition, Mike
Biere suggests in Chapter 3 that an inventory should be taken of the BI tools in-house,
mapped to various evolutionary categories of tools.
In the early days of BI, reporting tools were available on the mainframe that generated
paper reports. These tools eventually became online and more interactive. In the late
1980s, the end user computing revolution brought forward 4GL tools for querying and
reporting. The use of PCs shifted the focus to non-mainframe solutions. Data extraction
was the method of getting data to the PCs. Personal tools such as spreadsheets and word
processing were used. Many of these types of tools and applications still exist in
companies today.
In the 1990s, users wanted the ability to explore and analyze data. Data warehousing came
popular at that time. The idea was first to provide a historical snapshot of data in time
(Inmon). Later, data warehousing offered organized data that was optimized for multidimensional querying (Kimball).
BI tools evolved to ad hoc query tools and online analytical processing (OLAP) tools that
allowed slicing and dicing of the data. However, many casual users found the OLAP tools
difficult to use. Thus, the concept of power users came about, i.e. the users who had both the
business and IT skills to use these tools.
These power users had the need to statistically model scenarios and project forecasts so
they used the reporting and analysis tools to extract the data to put into spreadsheets.
Some vendors started offering business performance software to integrate with reporting
and analysis tools. Power users would use advanced analytical techniques to do data or
text mining for insight and data patterns, getting the data perhaps from an operational
data store or unstructured data store.
As emphasis on business process management arose within the industry, monitoring of
operations became important. Tools such as dashboards and scorecards were developed
to track and monitor metrics and compare actual performance to targets. Alerts were
triggered when performance was not in alignment with goals.
Learning Activity 2
Read the following:
Competitive Advantage, Chapter 3, specifically pages 29 34.
Page 29
Note: Due to the organization of the textbook, the chapter numbers will not match the
Module numbers in subsequent Modules.
For further information on evolutionary types of BI tools, read the following:

The five dimensions of BI tools by Wayne Eckerson, SearchCIO.com, Sept. 21, 2005,
http://searchcio.techtarget.com/news/1127237/The-five-dimensions-of-BI-tools.
What BI tool categories exist in your company?
Which tool categories are used the most?
Are the BI tools standalone tools or integrated in your company?
Why are spreadsheets so popular for analysis?
Does your company have a charge-back system in place? How does it work?
Unit 2.2.2. BI Usage Costs
Page 30
Objective 2.2.2
Become familiar with BI usage cost analysis.
Learning Activity 1
Besides developing an inventory of BI tools, each tool should have the number of users
listed who use it and the annual costs of the tool since it was brought in-house. The cost
per user is calculated from these figures. Many times the usage declines, but the
maintenance remains the same, and the per user cost goes up. It is helpful to collect the
applications that depend on these tools as well.
The ROI of these tools have to be calculated if possible, and the business value stated.
The degree of displacement of these tools includes the actual costs, investment in skill
set, and perception of whether it is doing a good job. Displacement is often difficult to
measure, but helpful in the analysis of whether to keep a tool or not.
Learning Activity 2
Read the following:
Why do a BI usage cost analysis?
Module Summary
Corporate business drivers for BI vary in nature. Leading drivers include the ability to
react to market conditions quickly to provide a competitive edge and know who the
customer is and what he / she wants. Another driver is the ability to improve productivity
of operations for efficiencies and cost savings.
Page 31
A BI Maturity Model provides a roadmap to see where your organization has been and
where it should be headed. Various stages give milestones on the BI evolution.
For an organization to get a handle on its BI tools, several things need to be done. First,
an inventory of the tools needs to be developed. Then, the numbers of users and annual
costs have to be determined for each tool. Analysis on the degree of displacement can be
difficult
to
do,
but
useful
for
this
exercise.
Page 32
Module 2 Quiz
Plan global, act local describes which maturity stage?
a) Infant
b) Child
c) Adult
d) Teenager
According to the BI Maturity Model, the knowledge worker using BI usually wants to
find out the answer to which type of question?
a) What will happen?
b) Why did something happen?
c) What should we do?
d) What is happening?
Q3 maps to 2.1.2
The executives perception of BI is that it drives the market. This occurs at what stage of
the maturity model?
a) Adult
b) Sage
c) Child
d) Teenager
Q4 maps to 2.1.1
A single version of the truth is important to what type of BI business driver?
a) Business strategy
b) Customer identification
c) Competitive intelligence
d) Business transformation
Page 33
Q5 maps to 2.1.1
There is a high probability that BI applied with ______ and ________ can make a huge
difference.
a) structure; unstructured data
b) goals; purpose.
c) search; retrieval tools
d) matrics; KPIs
Q6 maps to 2.1.2
When cost equals value, we are at the ______ maturity stage.
a) Adult
b) Sage
c) Child
d) Teenager
Q7 maps to 2.2.1
Which of the following BI tool type is NOT SOA-based?
a) SaaS
b) Appliance
c) Thin client
d) Cloud computing
Q8 maps to 2.2.1
A real-time or near real-time BI approach requires ___________ data.
a) aggregated
b) historical
c) non-aggregated
d) lightly summarized
Page 34
Q9 maps to 2.2.2
A warning flag should go up when there is ___________________ of a BI tool.
a) declining usage and popularity
b) a high deployment cost
c) increasing usage and popularity
d) a new version
Q10 maps to 2.2.1
BI tools have a common problem of _______________.
a) user charge-back
b) delivering business value
c) not being functionally comprehensive.
d) getting current data to use
Page 35

Module 3: BI Infrastructure and Tool Functional Areas
Session 3
Page 36
Module 3: Overview
The third module in this course discusses components of a BI infrastructure and various
BI deployment options. Steps are provided for the development of reporting and analysis
requirements. Basic functionality for various BI tools is presented.
Learn about various BI deployment options.
Describe end user reporting and analysis requirements.
Become familiar with basic BI tool functional areas.
Module Resources
ISBN-13: 978-0-13-707542-3.
1422177696; ISBN-13: 978-1422177693.
Page 37

0470890614;
ISBN-13: 978-0470890615.
CD-ROM format.
Page 38
Unit 3.1 BI Infrastructure and Deployment Options

Focus
In this unit, components of a BI infrastructure are discussed. Various deployment options
are presented.
Unit 3.1.1. BI Infrastructure Layers
Objective 3.1.1
Learning Activity 1
Read the following:
A BI infrastructure environment has many layers. Although a data warehouse or a data
mart is not necessarily required for some types of BI, it is helpful to have these structures
in place to offer integration points for the data to provide clean data for reporting and
analysis.
The infrastructure starts with the layer containing operational sources that are either
accessed directly or feed data to the data warehouse or data mart via middleware. Before
the data is fed to the data warehouse or mart, it goes through a data integration layer
when ETL (extract, transform and load) and CDC (change data capture) processes occur.
Unstructured data can be stored in the data warehouse or data mart as well, although it
does not go through ETL.
Above the structured data layer (data warehouses and marts) is the meta-data layer. This
layer is important to defining the sources, adding data definitions, calculations, and even
controlling access to the data. Above the meta-data layer is the application / services
layer. This is where such applications as query and analysis, reporting, continuous
monitoring alerts and scorecards are offered.
The presentation layer is the top layer. It should offer a wide variety of devices to push
the created reports to for viewing and publishing. Administration occurs at all layers. It
Page 39
may be depicted on a diagram as a bar at the bottom of the diagram that runs across the
entire environment.
Learning Activity 2
Read the following:
For another view on BI infrastructure, read the following:
Business Intelligence Infrastructure by Mark Robinson, Information Management
Special
Reports,
May
2002,
http://www.informationmanagement.com/specialreports/20020521/5211-1.html?zkPrintable=true.
Describe the BI infrastructure in your company.
How can data be fed to the BI tools?
What is clickstream intelligence?
Unit 3.1.2. BI Deployment Options

Objective 3.1.2
Page 40
Learn about various BI deployment options.

Learning Activity 1
Read the following:
Business intelligence has evolved over the years. BI tools are becoming more integrated
rather than standalone tools.
Large complex BI tools suites / platforms are offered by the vendors who offer enterprise
database products. Other tools are considered independent in nature. They can connect to
a number of databases, and have their own ETL and meta-data layers. Open source BI
tools from web reporting to integrated suites are available at supposedly less cost than
other offerings. Long term viability and support from the vendor is a concern with this
type of offering.
Cloud computing is now a possibility for BI deployment. According to Wikipedia,

(http://en.wikipedia.org/wiki/Cloud_computing) cloud computing is locationindependent computing, whereby shared servers provide resources, software, and data to
computers and other devices on demand. Details are abstracted from consumers, who no
longer have need for expertise in, or control over, the technology infrastructure in the
cloud that supports them.
Types of BI cloud-based services include applications Software as a Service (SaaS),
platforms (platform-as-a-service) and infrastructure (infrastructure as a service).
Complexity of the data and the required BI services are factors that determine how
successful this option would be to your company. The advantages are that there is no inhouse software to install. Either you pay and use the service or pay as you go.
BI appliances have emerged that are a combination of hardware and software packaged
together to provide solutions dedicated solely to BI. They promise a high price-toperformance ratio. Open source appliances offer software designed to run as a virtual
machine. The choice of hardware is up to the organization implementing this type of
solution.
Dynamic warehousing is a term describing a data warehouse that incorporates structured
and unstructured data to be used for BI purposes. It has been estimated that up to 80% of
Page 41
stored data / information available is maintained outside relational databases. There is an

opportunity to turn this data into useful information if the organization can move to BI
technology that can handle analysis of unstructured, semi-structured (e.g. XML) and
structured data. Continuous updating of the data in a data warehouse and real-time data
access are also aspects of dynamic warehousing.
One deployment option is the infrastructure required for operational BI. Data is captured
rapidly and made available in real-time or near real-time. An ODS (operational data
store) could be used for operational BI processes and to feed the data warehouse.
Learning Activity 2
Competitive Advantage, Chapter 4, specifically pages 44 55; pages 61 64.
For further information on BI deployments:
Open Source BI Solutions: a Low TCO Prospect by Sunil Mistri, Information
Management
Special
Reports,
June
9,
2009,
http://www.informationmanagement.com/specialreports/2009_145/open_source_business_intelligence_bi_mana
gement_decision_making-10015500-1.html.
Business Intelligence in the Cloud: Sorting Out the Terminology, by Colin White,
BeyeNETWORK, July 30, 2008, http://www.b-eye-network.com/view/8122.
Unstructured Data: Reading Between the Lines, by Joseph Rozenfeld, Information
http://www.informationManagement
Magazine,
February
2007,
management.com/issues/20070201/1075145-1.html?pg=2.
Why is cloud computing and SaaS attractive to some companies?
What type of unstructured data would be useful to analyze in your company?
Page 42
What are some pros and cons of using open source BI tools?
Unit 3.2 BI Requirements and Tool Functional Areas

Focus
In this unit, we look at how to go about gathering BI requirements for reporting and
analysis. The functionality of various BI tools is presented as well.
Unit 3.2.1. Reporting and Analysis Requirements
Objective 3.2.1
Describe end user reporting and analysis requirements.
Learning Activity 1
Read the following:
The type of querying, reporting and usage required shapes the type of data needed to
access. The end user needs to do some upfront requirements work for the BI analysis to
produce something of business value. First, the end user should get an outline of the data
required. This could be the associated meta-data for the database columns and definitions.
Then, he / she needs to document the anticipated analysis that will be completed in terms
of calculations and business logic, and the desired output (format, etc).
Once the analysis has been documented, the end user should meet with someone to
discuss his / her reporting analysis requirements. The steps required to accomplish what
Page 43
is needed should be discussed. Another discussion item is the time dimensionality and
how time periods are handled.
Learning Activity 2
Read the following:
Competitive Advantage, Chapter 4, specifically pages 65 69; pages 74 - 76.
For further information on BI reporting requirements, read the following:
How to gather business intelligence reporting requirements from BI Users by Phil
Simon,
SearchBusinessAnalytics.com,
http://searchbusinessanalytics.techtarget.com/answer/How-to-gather-businessintelligence-reporting-requirements-from-BIusers?ShortReg=1&mboxConv=searchBusinessAnalytics_RegActivate_Submit&.
What is business intelligence reporting, by David Bowman, http://www.informationmanagement-architect.com/business-intelligence-reporting.html.
What is one of the questions an end user should ask himself / herself about requirements
for BI reporting and analysis?
Why is the time dimension so critical?
Unit 3.2.2. BI Tool Functional Areas

Objective 3.2.2
Become familiar with basic BI tool functional areas.
Page 44
Learning Activity 1
There are many various types of BI tools that serve different purposes. A popular BI tool
is the spreadsheet that is used for analysis and reporting. It is perceived as being one of
the easiest BI tools to learn and use. However, the proper management of security and
compliance regarding the use of spreadsheets is a primary concern.
Query and reporting tools enable users to access data to do basic analysis and produce
reports. The querying could be ad-hoc or be scheduled. These tools can assist in
distributing the reports through email or another channel. Some query and reporting tools
have been enhanced to provide some light OLAP.
OLAP (online analytical processing) or MOLAP (multi-dimensional online analytical
processing) provides the analytical ability to slice, dice and drill the data without issuing
many queries against the database. Speed is the primary benefit of OLAP as the cubes are
built for fast data retrieval. Multi-dimensional OLAP cubes are loaded with source data
and pre-generated calculations that can be analyzed for what if scenarios and other
specialized uses. OLAP cubes often use proprietary technology, and are limited in the
amount of data it can handle and in reporting capabilities.
ROLAP (relational online analytical processing) relies on slicing and dicing of the data
stored in the relational database. Each action of slicing and dicing is like adding a SQL
WHERE clause. ROLAP can handle large amounts of data and use the database
functionalities. Performance can be slow as ROLAP is limited by what SQL can do and
by the size of the underlying data if large.
HOLAP (hybrid online analytical processing) is a combination of MOLAP and ROLAP.
It stores summary-type data in a MOLAP cube for speed and detailed data in ROLAP
(accessed by drill down from the cube).
Data mining is the process of finding correlations or patterns in the data. It analyzes data
from different perspectives and summarizes the relationships identified. Text mining or
text analytics is the process of deriving patterns and trends from text that is considered
high quality, i.e. having relevance and novelty, and is of interest.
Prior to the use of the term business intelligence, a type of decision support system was
the executive information system (EIS). It provided graphical displays of metrics and
easy-to-use user interfaces for strong reporting and drill-down capabilities to executives.
Page 45
Today, it means more the performance dashboard used in BPM (business performance
management).
Operational BI delivers information about business processes as they occur in real-time
or near real-time. The data warehouse is now one of the sources for data, but not the only
one, as the timely and detailed data comes from operational sources. Operational BI
provides the ability to react to business needs faster and to anticipate business problems.
Embedding BI in applications is an approach for implementing event driven operational
BI.
Learning Activity 2
Read the following:
Competitive Advantage, Chapter 5, specifically pages 69 74; pages 76 84.
Does your company have any decision support systems in place?
What is required to implement operational BI?
Page 46
Module Summary
A BI infrastructure has several layers from the operational data sources, to the structured
data integration points (e.g. data warehouses and data marts), meta-data, application /
service, and presentation layers. The administration layer takes place at all levels.
The BI infrastructure has many different deployment options with the tendency to be
more integrated than stand-alone. Besides the structured data world, unstructured data is
becoming incorporated into this environment. BI appliances offer a combination of
hardware and software as a turnkey solution. Operational data could be made available in
real-time or near-real time. Cloud computing and SaaS are possibilities if a company
wanted to outsource the BI function.
Before any BI tools are used, the requirements for reporting and analysis should be
determined. Obtaining the data location, database column names and definitions are good
places to start. Documenting the analysis desired and what calculations are to be done
helps in discussing BI reporting needs.
Bi tools provide querying, reporting, and some degree of analysis of the data.
Spreadsheets are easy to use and provide the end-user with the ability to be independent
of IS. Querying and reporting tools provide basic analysis and reporting. OLAP type
tools give more sophisticated analytical capabilities. Data and text mining look for
patterns in the data and text to find meaning. Operational BI provides current data on the
business operations of the company.
Page 47
Module 3 Quiz
What BI infrastructure layer contains the single version of the truth?
a) Presentation
b) Applications
c) Meta-data
d) Data
The most visible layer of the BI infrastructure to the users is the ____________ layer.
a) meta-data
b) applications
c) presentation
d) structured data
Q3 maps to 3.1.1
What must be done to shorten the cycle time for bringing updates into the data
warehouse?
a) Build an efficient data integration process
b) Shorten source data analysis timeframe
c) Use the meta-data for definitions
d) Automate warehouse administration
Q4 maps to 3.1.2
Open source elements that can be beyond the span of BI organization includes all of the
following EXCEPT
a) product support.
b) enhancements.
c) training.
d) initial costs.
Page 48
Q5 maps to 3.1.2
A mashup is an aspect of a(n) ____________warehouse.
a) dynamic
b) mega
c) operational
d) dimensional
Q6 maps to 3.1.2
What is one of the main problems with a BI appliance?
a) Economics
b) Scalability
c) Speed
d) Linkages with other systems
Q7 maps to 3.1.2
Operational BI requires tighter connections between the __________ and the
____________.
a) data mining algorithms; BI tools
b) latency of data; users
c) BI system; collaborative users
d) operational processes; procedures
Q8 maps to 3.1.2
End users usually have control over all of the following BI requirements EXCEPT
a) source data definition.
b) analysis.
c) output.
d) type of queries
Page 49
Q9 maps to 3.2.2
Embedded BI applications is implemented in
a) data warehousing.
b) transactional processing.
c) data marts.
d) BI tools.
Q10 maps to 3.2.1
A ROLAP solution can provide speedy queries by
a) pre-generated calculations.
b) pre-loading the data.
c) Normalizing the database.
d) a caching mechanism.
Page 50

Module 4: BI and Data Management
Session 4
Page 51
Module 4: Overview
The fourth module in this course discusses the relationship of BI to various Data
Management functions. Data integration is an activity done within the data warehousing
environment. It is important as it transforms and cleanses the data for BI. Data
Governance is the management of data assets in the enterprise. Master Data Management
is the management of the master data values, which are important to have in good shape
for BI. Data Quality is the function that ensures that the data is fit for use. Meta-data is
the function that documents and describes data definitions.
Describe the relationship of BI and Data Management.
Become familiar with data integration activities.
Define Data Governance and Master Data Management.
Define Data Quality and Meta-data Management.
Module Resources
ISBN-13: 978-0-13-707542-3.
Page 52

1422177696; ISBN-13: 978-1422177693.
0470890614;
ISBN-13: 978-0470890615.
CD-ROM format.
Page 53

Unit 4.1 Data Management and Integration
Focus
In this unit, the relationship of the various Data Management functions and BI are
explored. Activities surrounding the data integration processes of ETL are discussed.
Unit 4.1.1. Data Management
Objective 4.1.1
Describe the relationship of BI and Data Management.
Learning Activity 1
Read the following:
Data Management is an organizational process that is comprised of ten functions.
According to the DAMA-DMBOK, the functions are Data Governance, Data
Architecture Management, Data Development, Data Operations Management, Data
Security Management, Reference and Master Data Management, Data Warehousing and
BI, Document and Content Management, Meta-data Management, and Data Quality.
Traditionally, data warehousing is considered the back-end of the end user environment
as it manages and stores the data. BI is considered the front-end as it uses data to produce
analysis and reports. Both data warehousing and BI should interact and collaborate with
other Data Management functions, as there is synergy between all the functions. Data
integration is one of the activities performed for data warehousing to make data available
for BI through the extraction, transformation and load processes (ETL).
In looking for BI source data, the Data Architecture Management function should be able
to provide an inventory of databases with a mapping of the contents to the enterprise
subject areas, which is usually found in an enterprise data model. Data Development
Page 54
represents logical to physical model development for the transactional systems, and
dimensional modeling for the data warehouse.
Data Operations Management manages the database infrastructure and operations of the
enterprise, which includes data warehouses and data marts. These databases need security
that is provided by Data Security Management. Master Data Management manages the
core customer and product data that form the basis for a single version of the truth.
Document and Content Management represent the unstructured and semi-structured data
that is showing up more and more in dynamic data warehousing. Meta-data Management
manages the meta-data generated in data warehousing and BI, which is helpful in locating
and defining the required BI data. Data Quality Management defines, monitors and
improves the data quality of an organization.
Learning Activity 2
For further information on Data Management functions, read:
For this unit, it would be helpful to refer to the DAMA-DMBOK. If you do not have a
copy, a free Data Management Body of Knowledge (DAMA DMBOK) Functional
Framework
v.3
is
available
at
http://www.dama.org/i4a/pages/Index.cfm?pageID=3548.
What should BI users interact with other Data Management organizations?
Which Data Management organizations might be frequently contacted by BI users?
Unit 4.1.2. Data Integration

Objective 4.1.2
Page 55
Become familiar with data integration activities.

Learning Activity 1
Read the following:
Data integration activities for BI involve ETL (extract, transform, and load). Data is
extracted from source systems into a staging area, transformation and cleansing rules are
applied and then the data is loaded to a target data warehouse database. ETL also loads an
operational data store (ODS) from operational databases.
There is a newer variant of ETL called ELT that offers quicker performance. ELT
extracts the data to a staging area and then loaded to a data warehouse table where the
transformation and cleansing is done. The data is then pushed to the database engine for
access.
Change data capture (CDC) is the ETL activity of capturing changes made at the data
source and applying them throughout the enterprise. This way ETL only has to deal with
the data changes. The goal of CDC is data synchronicity.
Newer ETL tools are including Enterprise Application Integration (EAI) and Enterprise
Information Integration (EII) capabilities for real-time data availability. EAI enables
integration across applications. EII provides a single interface for viewing both structured
and unstructured data within an organization. This data federation approach assumes that
the data is clean and accurate.
Real-time data or near real-time data integration can be implemented as a low or zero
latency solution. Latency is the time delay experienced in a system. Low latency comes
from using a data integration platform that collects operational data and stores it in a low
latency data mart that is accessed for real-time analytics. A zero latency data integration
solution uses EII.
Data integration also needs to pay attention to dimensions in the warehouse database so
that the format is optimized for BI query. From Kimball University: Six Key Decisions
for ETL Architectures by Bob Becker:
Page 56
In the ETL environment, data integration takes the form of conforming dimensions and
conforming facts in the data warehouse. Conforming dimensions means establishing
common dimensional attributes across separated fact tables so that "drill across" reports
can be generated using these attributes. Conforming facts means making agreements on
common business metrics such as key performance indicators (KPIs) across separated
databases so that these numbers can be compared mathematically for calculating
differences and ratios.
Learning Activity 2
Read the following:
Competitive Advantage, Chapter 4, specifically pages 55 - 58; Chapter 5, specifically
pages 87 90.
For further information on BI deployments:
Kimball University: Six Key Decisions for ETL Architectures by Bob Becker,
Information
Session,
Oct.
9,
2009,
http://www.informationSession.com/news/software/info_management/showArticle.jhtml
?articleID=220600174.
Kimball University: Three ETL Compromises to Avoid by Bob Becker, Information
Session,
March
1,
2010,
http://www.informationSession.com/news/software/info_management/showArticle.jhtml
?articleID=223101036.
Podcast: Understanding the top business intelligence data integration techniques by
Rick
Sherman,
April
3,
2008,
http://searchbusinessanalytics.techtarget.com/podcast/Understanding-the-top-businessintelligence-data-integration-techniques.
Does your company use ETL, ELT, EAI or EII?
Page 57
What newer features have been added to ETL tools?

Describe your companys data warehouse environment.
Why are dimensions important for BI?
Unit 4.2 Data Management for BI

Focus
In this unit, we look at four Data Management functions that have an impact on the
format and quality of the data that the business users need to access. These functions are
Data Governance, Master Data Management, Data Quality and Meta-data Management.
Unit 4.2.1. Data Governance and Master Data Management (MDM)

Objective 4.2.1
Define Data Governance and Master Data Management.
Learning Activity 1
Read the following:
Data governance is the exercise of authority and control (planning, monitoring and
enforcement) over the management of data assets (DAMA-DMBOK, Chapter 3). This
function is considered at the core of the Data Management process and guides each Data
Page 58
Management functions performance. Two major activity groups under Data Governance
are Data Management Planning and Data Management Control. Other activities include
data stewardship program, data standards and policies, data management projects and
data asset valuation. Some companies see Data Governance as the discipline that includes
Master Data Management, Data Quality, Meta-data, and possibly other functions.
A data governance focus on warehousing and BI is often established to make decisions
about the data while development is going on. A program component for business data
stewardship is established to do this work. This governance type enforces standards and
rules after the new data warehousing or BI solution becomes operational. Sometimes this
type of governance focuses on ongoing monitoring of the quality of data going into the
warehouse or BI solution as well.
Depending on the company, BI governance could serve a role in prioritizing BI requests,
providing the organizational budget, BI project resource availability, IT infrastructure
capacity and establishing strategic value. BI governance might have an architecture
program component where the stewards ensure consistent data definitions, support
policies and standards, support MDM and other programs, identify stakeholders, clarify
accountabilities and decision rights. Business change management and training policies
are established that facilitate the user adoption process and promote the overall use of BI.
If a BI governance program and controls are in place and working properly, then the
business users benefit from knowing that data is being managed so that it continues to be
consistently defined and the quality is good. User trust and reliance are on the BI
solutions are built this way.
Master Data Management is defined in the DAMA-DMBOK, Chapter 8, as the control
over master data values to enable consistent, shared, contextual use across systems, of the
most accurate, timely and relevant reference version of truth about essential business
entities. A common driver for Master Data Management is the provision of a
consolidated, integrated 360-degree view of information about important business data
like customer and products. Another driver is the improvement and integration across
data sources, applications and technologies.
MDM data is usually loaded in its own database repository where requests for a certain
entity instance produce the same description. This way, business users can trust their
MDM data to be accurate and valid for analysis and reporting purposes.
Learning Activity 2
Read the following:
Page 59
For further information on Data Governance and MDM, read the following:
Six Steps to Data Governance Success by Steven Adler, CIO.com, May 31, 2007,
http://www.cio.com/article/114750/Six_Steps_to_Data_Governance_Success.
Demystifying Master Data Management by Tony Fisher, CIO.com, April 30, 2007,
http://www.cio.com/article/106811/Demystifying_Master_Data_Management?page=1&t
axonomyId=3006.
What is the relationship between Data Governance and BI?
What is the relationship between MDM and BI?
Unit 4.2.2. Data Quality and Meta-data Management.

Objective 4.2.2
Define Data Quality and Meta-data Management.
Learning Activity 1
Read the following:
Data Quality Management is the function that ensures that the data meets the needs of the
business users in the organization. The DAMA Dictionary of Data Management (page
Page 60
29) defines data quality as the degree to which data is accurate, timely, consistent,
complete and relevant.
Data quality can be one of the biggest problems for BI users if decisions are made using
poor quality data. The data must be found through data profiling and cleaned to avoid the
bad data that drives away the BI user.
There are a number of dimensions that good quality data must adhere to. The DAMADMBOK, page 296 297, provides the following list of data quality dimensions:
Accuracy Data accuracy refers to the degree that data correctly represents the
real-life entities they model.
Completeness (1) Certain attributes always have assigned values in a data set or
(2) all appropriate rows in a dataset are present
Consistency Refers to ensuring that data values in one data set are consistent
with values in another data set.
Currency Refers to the degree to which information is with the world that it
models.
Precision Refers to level of detail of the data element
Privacy Refers to the need for access control and usage monitoring
Reasonableness Use it to consider consistency expectations relevant within
specific operational contexts.
Referential integrity Condition that exists when all intended references from
data in one column of a table to data in another column of the same or different
table is valid
Timeliness Refers to the time expectation for accessibility and availability of
information
Uniqueness States that no entity exists more than once within the data set
Validity Refers to whether data instances are stored, exchanged, or presented in
a format that is consistent with the domain of values, as well as consistent with
other similar attribute values
Meta-data Management is defined in the DAMA-DMBOK (Chapter 11) as the set of

processes that ensure proper creation, storage, integration, and control to support
associated usage of meta-data. Meta-data provides information on the creation and
purpose of the data, the time and date created, who created it, and its location in an
application or database. It is stored in a database called a meta-data registry or repository.
The data warehousing / BI environment generates a lot of meta-data (data about the data).
The data warehouse has meta-data for the source data, target data and database structure,
transformations, data lineage, ETL, EAI, and EII. BI and analytics has meta-data for the
data definitions, reports, users, usage, and performance. Meta-data is crucial to the other
Page 61
Data Management functions in that it provides documentation of data definitions that can
be used and reused to find the data, know it meaning, identify its owner, and access it.
Learning Activity 2
For further information on Data Quality and Meta-data, read the following:
Business Intelligence Metadata Management and Program by Kamlesh Mhashilkar, Execution
MiH, http://www.executionmih.com/business-intelligence/bi-metadata-management-program.php.
Data Quality in Business Intelligence: Survey Results by Dylan Jones (Editor), Data
Quality Pro, April 15, 2009, http://www.dataqualitypro.com/data-quality-home/dataquality-in-business-intelligence-survey-results.html.
Data quality: The foundation for business intelligence by Jennifer Hubley,
SearchCRM.com,
http://searchcrm.techtarget.com/news/754429/Data-quality-TheJuly
11,
2001,
foundation-for-business-intelligence.
Metadata in the BI World by Karthikeyan Sankaran, BeyeBLOGS, April 13, 2008,
http://www.beyeblogs.com/karthikonbi/archive/2008/04/metadata_in_the_bi_world.php.
What is the relationship between Data Quality and BI?
What is the relationship between Meta-data and BI?
Page 62
Module Summary
Since BI uses data for analysis and reporting, it has a relationship to Data Management
functions plus the Data Integration activity. Data integration for BI takes place inside a
data warehouse where the ETL extracts, transforms and loads the data. ETL tools are
gaining additional functionality as newer technologies arise in the industry.
Data Governance is the planning, monitoring and enforcement of the management of data
assets. Control of the data is carried out through the business data stewards who manage
and monitor the usage of the data.
Master Data Management is the management of master data values such as customer and
product. There are various approaches to MDM implementation. One is to use an ETL
tool to transform and load master data into the data warehouse. Another is to create a
MDM operational data store or a centralized MDM database to integrate master data.
Data quality has a number of dimensions that describe good quality data. When the data
does not meet these criteria, then problems arise when the BI user wants to analyze and
report on it. Data quality is one of the recurring themes of the DAMA-DMBOK. Finding
the poor quality data, cleansing it and then improving the processes so the data quality
problems do not reoccur are continuous in nature and affects every data management
function.
Meta-data provides context for the data. A piece of data by itself (e.g. a number) would
not have much meaning unless information was available to describe its meaning and
usage. All types of data found within the ten functions of Data Management have metadata
associated
with
it.
Page 63
Module 4 Quiz
What Data Management function tries to provide the single version of the truth for the
core data?
a) Data Warehousing
b) Master Data Management
c) Meta-data
d) Data Development
All of the following are mechanisms to offer near real-time data EXCEPT
a) EAI
b) EII
c) CDC
d) ETL
Q3 maps to 4.1.2
Treating data as one unified database is a feature of
a) ETL
b) ELT
c) CDC
d) data federation.
Q4 maps to 4.1.2
What is stored in a fact table?
a) Queries
b) Calculations
c) Numbers
d) Text
Page 64
Q5 maps to 4.1.2
What is usually the best place to verify and cleanse data?
a) Post capture
b) In an ODS
c) At the point of capture
d) In a data warehouse
Q6 maps to 4.2.1
If the data accuracy and validity is suspect, then a ___________ strategy should be part
of your BI plan.
a) data management
b) data security
c) database operations
d) master data management
Q7 maps to 4.2.1
__________ is about how an organization uses data to benefit and protect itself.
a) Business Intelligence
b) Data Security
c) Data Governance
d) Risk Management
Q8 maps to 4.1.2
___________ integrates a set of enterprise computer applications.
a) Data federation
b) EAI
c) EII
d) CDC
Page 65
Q9 maps to 4.2.2
Because data quality is so important from a business perspective, many large companies
employ ________________________ to be in charge of data quality.
a) business managers
b) data stewards
c) business users
d) data management professionals
Q10 maps to 4.2.2

Meta-data is similar in use to a _____________.
a) book
b) document
c) card catalog
d) system
Page 66

Module 5: BI and Organizational Roles
Session 5
Page 67
Module 5: Overview
The fifth module in this course is about roles in the BI environment. End user roles
determine the type of BI usage. The BI project team and BI program have roles that
support the development of a project or program. A BI Competency Center is a support
organization that helps the end user use BI tools or provides the development of advanced
analytical applications for them.
Module Resources
ISBN-13: 978-0-13-707542-3.
1422177696; ISBN-13: 978-1422177693.
Page 68

0470890614;
ISBN-13: 978-0470890615.
CD-ROM format.
Page 69
Unit 5.1 Business and BI Project Roles

Focus
In this unit, the end user types are discussed by business skills and use of BI technology.
Another category type is the people who can impact BI success from a business and
technical point of view. BI project and program roles are presented. These roles can be
handled by one person or shared between team members.
Unit 5.1.1. Types of End Users

Objective 5.1.1
Learning Activity 1
Read the following:
There are various types of end users based on their business roles and skills. BI product
functionality (consumer, author, or advanced author status) would be assigned according
to how these end users use the BI tool.
A basic customer (includes external users or B2B) has a low skill level of the technology,
but would be a consumer of the data obtained from embedded BI features in applications.
Executive management may have a higher level of the technology to interact with the
dashboards and KPIs created. Casual and non-technical users (authors) may perform
basic querying and reporting, or modify objects created by others. A department
specialist or power user (advanced author) creates queries or builds objects for others.
Another type of end users has to do with their influence or power in the company. They
are the people who can influence the adoption of BI within an enterprise or department.
Executives and senior management drive BI initiatives so they need to be kept informed.
Key influencers (power brokers) can have significant impact on the BI strategy and
success. They could become the champions of the BI effort across the enterprise.
Page 70
Marginal players are involved with BI technology, but have little impact. Other users do
not have any impact on the BI business or technology.
Learning Activity 2
Read the following:
Competitive Advantage, Chapter 6, specifically pages 93 105; Chapter 9, pages 137
145.
For further information on end users and BI, read the following:
What types of end users are found in your company?
Why should key influencers be identified and encouraged with respect to BI?
What type of considerations should be given to external BI customers?
Unit 5.1.2. BI Project Roles

Objective 5.1.2
Page 71
Learning Activity 1
Read the following:
Usually a BI tool is brought into a company because one departmental area wants to use
it to access, analyze and report on data for decision making. A business sponsor is found
to fund a BI project, monitor the project team and resolve any business issues. Besides
the part time business sponsor, there are business subject experts who can identify the
data uses and the source data required for analysis. The departments data steward may
be called in for the condition of the data to be used in the project. End users would be
involved in the testing of the BI solution.
From the IT side, a BI project would typically have the following roles. A BI project
manager manages the team and is responsible for the project plan, delivery of tasks and
the outcomes. A business analyst gathers business requirements for the reports and
analyses. A decision support analyst designs data marts or other structures to support
basic queries through multi-dimensional analysis. A BI designer (data modeler) builds
new data sets and structures to support the requirements. The ETL specialist implements
the best techniques for ETL from source systems. The DBA monitors the performance of
the physical data as well as the availability and reliability.
Other IT roles may be matrixed in as needed. A meta-data manager would capture the
data definitions for the meta-data repository. A technical trainer may be called in to
develop training on how to use the tool and perhaps the users guide. Data quality
personnel can help with quality issues. Consultants may augment the project team as
necessary.
Learning Activity 2
For further information on BI project roles:
Roles and Responsibilities in Business Intelligence Teams, Part 2 by Maureen Clarry,
BeyeNETWORK, Sept. 9, 2008, http://www.b-eye-network.com/view/8360.
Who usually works on BI projects in your company?
Page 72
What is usually done at the end of a BI project, if at all?
What type of problems can arise during a BI project?
Unit 5.2 BI Program and Support Roles (BICC)

Focus
In this unit, we look at BI program roles and support roles. A BI Competency Center is
discussed.
Unit 5.2.1. BI Program Roles
Objective 5.2.1
Learning Activity 1
Read the following:
BI programs usually come about after a number of siloed BI projects have taken place.
An enterprise recognizes the value of BI, wants it to succeed as a corporate effort and
achieve strategic benefits. An executive steering committee is organized to provide
program sponsorship, funding, strategic direction and focus.
Page 73
The BI program creates the organizational structure and architectural program

foundation, coordinates project development schedules, defines tools and standards,
markets and communicates the program to users, and provides training programs. Project
teams execute the BI programs strategy project by project.
A BI program manager develops and maintains the BI strategy with input from the
executive steering committee. A data architect develops the information architecture to
support enterprise BI. The ETL architect designs and implements the ETL infrastructure.
The technical architect designs the technical BI architecture. A meta-data manager
captures, maintains the data content and descriptions, and designs and maintains the
meta-data solution. A BI administrator tests, monitor business use, manages performance
and validates BI activity.
Learning Activity 2
For further information on BI program roles:
Roles and Responsibilities in Business Intelligence Teams, Part 1 by Maureen Clarry,
BeyeNETWORK, Aug. 5, 2008, http://www.b-eye-network.com/view/8137.
Why should a BI program be set up?
Can the same individuals work on the BI program and a BI project at the same time?
Unit 5.2.2. BI Competency Center (BICC)

Objective 5.2.2
Learning Activity 1
Page 74
Read the following:

An organizational structure for BI support is called a BI Competency Center or
sometimes a BI Center of Excellence. The BICC focus could include data integration,
data stewardship and BI governance, development, delivery of analytical applications, BI
meta-data, and vendor relationships.
A BICC can track, approve, and schedule BI requests accordingly. It can evaluate, select
and implement the correct BI tool required. Training and mentoring on how to use the
tool may be provided. Business value can be measured by having a centralized,
coordinated focal point for BI activity. Growth of the BI environment can be planned.
Meta-data could be captured, managed and published through BICC efforts.
Learning Activity 2
Read the following:
Competitive Advantage, Chapter 4, specifically pages 62; Chapter 13, pages 187 200;
Chapter 18, specifically pages 262 263.
For further information on BI Competency Centers, read the following:
Building the Business Intelligence Competency Center by HP, 2009,
http://h20195.www2.hp.com/v2/GetPDF.aspx/4AA2-7082ENW.pdf.
Getting a Business Intelligence Competency Center Off the Ground by Ann All, IT
Business
Edge,
May
5,
2010,
http://www.itbusinessedge.com/cm/community/features/interviews/blog/getting-abusiness-intelligence-competency-center-off-the-ground/?cs=41019&page=1.
Does your company have a BICC or plan to start one?
Page 75

What happens when a BICC is not available for BI support?
Module Summary
Types of end users vary depending on their business roles and skills. They can range
from the basic consumer of data provided by embedded BI in applications to the power
user who creates analysis and reports for others. A particular category of users who could
be BI champions in an organization are the power brokers or key influencers. They are
the adopters of BI technology and use it for business value that it creates.
BI project and program roles include both end users and IT. Different roles exist on the
project and program teams. The project roles focus in on particular projects that should
be within the program strategy. The program roles establish the foundation for BI, and
are accountable for BI standards, coordination and integration.
An organizational structure for BI support is called a BI Competency Center (BICC). It
could offer centralized services in the areas of BI governance, analytical applications,
meta-data, and vendor relationships.
Page 76
Module 5 Quiz
Users who have frequent contact with customers are best served by what type of BI?
a) Embedded BI
b) Querying
c) Analytics
d) Data mining
BI project teams are responsible for the execution of the BI programs ___________
within the context of each release.
a) policies
b) procedures
c) acquisition
d) strategy
Q3 maps to 5.2.1
A BI executive steering committee should be ____________.
a) cross-functional
b) project-oriented
c) technical in nature
d) responsible for strategy execution
Q4 maps to 5.1.1
Extending the BI environment to external participants requires that the ____________ are
tightly wired.
a) procedures and technology
b) processes and infrastructure
c) standards and tools
d) business and technology
Page 77
Q5 maps to 5.2.1
Having many BI tools in-house is due to the lack of
a) cost containment.
b) collaboration.
c) a cohesive BI strategy.
d) key influencers.
Q6 maps to 5.2.2
When pockets of BI tool expertise exist in an enterprise, what is usually missing?
a) Hub
b) Enterprise infrastructure
c) Training
d) BICC
Q7 maps to 5.1.2
BI projects should _____________ the BI program team.
a) coordinate and cooperate with
b) be independent of
c) perform detailed analysis with
d) resolve issues from
Q8 maps to 5.1.1
What role is considered an expert in BI components?
a) BI tools specialist
b) Business analyst
c) Systems analyst
d) Database support
Page 78
Q9 maps to 5.2.1
The foundation for BI is established by what type of role?
a) BI project
b) BICC
c) BI program
d) Executive
Q10 maps to 5.1.2
The ETL specialist in a BI project implements the ___________.
a) ETL infrastructure
b) standards
c) business rules
d) best ETL techniques
Page 79

Module 6: Corporate Performance Management (CPM)
Session 6
Page 80
Module 6: Overview
The sixth module in this course defines corporate performance management (CPM) and
the business drivers that make it important. CPM issues and benefits are discussed. The
business and technical components of CPM are presented.
Define CPM.
Describe CPM business drivers, issues and benefits.
Become familiar with CPM business components.
Become familiar with CPM technical components.
Module Resources
ISBN-13: 978-0-13-707542-3.
1422177696; ISBN-13: 978-1422177693.
Page 81

0470890614;
ISBN-13: 978-0470890615.
CD-ROM format.
Page 82
Unit 6.1 CPM Concepts, Drivers, Issues and Benefits

Focus
In this unit, CPM is defined. CPM business drivers, issues and improvement benefits are
discussed.
Unit 6.1.1. CPM Concepts
Objective 6.1.1
Define CPM.
Learning Activity 1
Read the following:
From
http://searchdatamanagement.techtarget.com/definition/corporate-performancemanagement:
Corporate performance management (CPM) is the area of business intelligence (BI)
(http://searchdatamanagement.techtarget.com/definition/business-intelligence) involved with
monitoring and managing an organization's performance, according to key performance
indicators (KPIs) such as revenue, return on investment (ROI)
(http://searchcio.techtarget.com/definition/ROI), overhead, and operational costs. For online
businesses, CPM includes additional factors such as page views, server load, network traffic and
transactions per second. CPM is also known as business performance management (BPM) or
enterprise performance management (EPM).
Components of CPM include all the practices, technologies, methodologies and metrics
(http://whatis.techtarget.com/definition/0,,sid9_gci212560,00.html) used to gather and apply
relevant information. CPM software includes forecasting, budgeting and planning functions, as
well as graphical scorecards and dashboards
(http://searchcio.techtarget.com/definition/dashboard) to display and deliver corporate
information. A CPM interface usually displays figures for key performance indicators so that
employees can track individual and project performance relative to corporate goals and
strategies. Some companies use established management methodologies with their CPM
systems, such as balanced scorecard or Six Sigma
(http://searchcio.techtarget.com/definition/Six-Sigma).
CPM is found within business process management (BPM). The term is synonymous
with business performance management. It is considered a closed-loop (feedback-loop)
Page 83
model or methodology for managing the planning, monitoring and controlling of business
goals, processes and their performance across the enterprise. According to Gartner, CPM
is an umbrella term to describe the methodologies, metrics, processes and systems used to
monitor and manage an enterprises business performance.
The focus of CPM is different than traditional BI, which has a tool focus. The BI
technology and tools used for CPM measurement of processes are known as business
analytics. CPM has the goal to empower everyone involved with a business process by
providing analytics to consume without being a specialist or power user.
Learning Activity 2
Read the following:
Why should business processes be monitored for performance?
Does your company use CPM techniques?
How does business analytics differ from business intelligence?
Unit 6.1.2. Drivers, Issues and Improvement Benefits
Objective 6.1.2
Describe CPM business drivers, issues and benefits.
Page 84
Learning Activity 1
Read the following:
Companies are always looking for how to respond to ever changing market conditions to
meet competitive business pressures. These market environments require accelerated and
improved planning cycles, and more effective operational execution. There is a huge
volume of data available from sources inside and outside the enterprise. This requires the
ability to analyze and to anticipate changes in the marketplace.
Other challenges (business drivers) include the increasing demand for corporate
accountability from stockholders and regulators. There are pressures for improved
performance and predictable financial results.
Examples of when there is a need for CPM include issues such as when there is
misdirected spending, e.g. spending are misaligned with current priorities. Inadequate BI
tools may exist in companies as reliance on spreadsheets for financial reporting occurs.
Planning cycles may take longer than they should be. Non-compliance on regulations
such as Sarbanes-Oxley happens if CIOs are unaware of their Section 404 IT control
responsibilities.
Improvement benefits from using CPM include faster cycle times which reduce costs,
provide faster revenue recognition, and improve customer satisfaction. Competitive
advantage is gained. Controls and metrics are improved to reduce risk and provide better
workload balancing. Better compliance can occurred through improved reporting, and
lower time and cost to support government regulations. Giving timely access to
information helps customer service. The budgeting, forecasting and reporting process is
improved through less dependence on spreadsheets.
Learning Activity 2
Read the following:
"Corporate Performance Management: Turning Strategy Into Action" by Brenda Moncla
and Marianne Arents-Gregory, Information Management Magazine, December 2003,
http://www.information-management.com/issues/20031201/7734-1.html.
Page 85
What are advantages of CPM?
Are there any disadvantages to CPM?
How does CPM decrease reliance on spreadsheets?
Unit 6.2 CPM Business and Technical Components

Focus
In this unit, we look at the business and technical components for CPM.
Unit 6.2.1. Business Components
Objective 6.2.1
Become familiar with CPM business components.
Learning Activity 1
Read the following:
Page 86
CPM is business oriented as reflected by the components of the circle known as the CPM
Management Cycle and Feedback Loop. They include the vision, strategy, balanced
scorecards, dashboards, and feedback.
Many of these components use metrics to manage the performance of a process and / or
to control a process. They work like sensors. Metrics contain indicators and scales
(interprets instantiations of indicators). A particular type of strategic metric is the key
performance indicator (KPI) that reflects the performance of an organization in achieving
its goals.
Vision
The vision of the company is the articulation of the desired future for the enterprise. It
focuses the organization on what it intends to become or commit to doing to bring the
future state to fruition.
A vision is broad and forward thinking without the specifics of how this will occur. It
describes aspirations for the future. Examples of vision statements are developing a new
great product or service, serving customers with a responsive customer service, ensuring
growth of the company for the benefit of its stakeholders or providing an enjoyable
employee work environment.
Strategy
A strategy is a plan developed to achieve the stated corporate vision. The strategy looks
at the current state environment, designs a target state environment, and does a gap
analysis between the two states. Action steps to move from current state to target state are
provided.
The strategy map is a technique that visually depicts how an organization creates value
based on the four perspectives of the Balanced Scorecard Framework: financial,
customer, business process, and learning and growth. It is based on the cause-and-effect
relationship of input and process metrics to respective outcome metrics.
There are four rows in a strategy map (see diagram in reading listed below)
corresponding to the perspectives. Improving performance in the learning and growth
perspectives (bottom row) enables improvement in the internal process perspective (next
row up). Then, improvement in the internal process perspective enables customer (next
row up) and financial (top row) perspectives.
Page 87
Balanced Scorecards
A balanced scorecard shows a corporation where it is and where it should be within the
four perspectives of financial, customer, business process, and learning and growth.
Metrics are used for monitoring and controlling a group of processes. There are many
models for this technique from Kaplan and Norton (the Harvard professors who
this
technique)
originally
published
(http://www.thepalladiumgroup.com/pages/welcome.aspx), Malcolm Baldrige National
Quality Award (www.quality.nist.gov), and Six Sigma (www.isixsigma.com). Many
organizations customize one of these models for use internally.
Dashboards
A dashboard is a user interface that is designed to be easy to read. It is similar to a cars
dashboard. The information presented shows the current metrics as of that moment in
time. Business activity monitoring (BAM) uses dashboards to present information that
contains KPIs.
Feedback
CPM feedback is the ability to detect events that need flagging and immediately alert all
recipients who are subscribed to receive this information. All necessary information to
handle the alert should be made available to recipients to make the right decision and take
the right corrective action. Sometimes the recipient is not a human, but a rules engine for
automated decision / action taking.
Learning Activity 2
Read the following:
For further information on a CPM Roadmap:
Page 88
Turning Strategy Into Action - Part 2: Roadmap to CPM by Brenda Moncla,

Information Management Magazine, February 2004, http://www.informationmanagement.com/issues/20040201/8039-1.html?pg=1.
Turning Strategy Into Action - Part 4: The CPM Proficiency Model: Evolving CPM
Excellence by Brenda Moncla, Information Management Magazine, October 2004,
http://www.information-management.com/issues/20041001/1011012-1.html?pg=1.
For further information on strategy maps and balanced scorecards:
Strategy Maps Strategic Communication
http://www.valuebasedmanagement.net/methods_strategy_maps_strategic_communicatio
n.html.
The Balanced Scorecard Concepts Summary by James
http://maaw.info/BalScoreSum.htm#Balanced%20Scorecard%20Graphic.
R.
Martin,
Why is feedback critical to CPM?
What are the differences between a balanced scorecard and a dashboard?
Unit 6.2.2. Technical Components
Objective 6.2.2
Become familiar with CPM technical components.
Learning Activity 1
Read the following:
Page 89
CPM Infrastructure
Although CPM is not a technology, it relies on technical components to deliver a
solution. The existing infrastructure of systems and data has to deliver the required
information in a timely, accurate manner. Performance results need to be analyzed or
audited back to the context of the source business activities or systems. A CPM solution
is of little value is there is missing, inaccessible or inaccurate data, or if the data has to be
developed or modified manually. Other problems exist if the architecture does not have
its data integrated or is not scalable for future growth.
If an enterprise has an effective BI infrastructure, it can serve as the foundation for a
CPM solution. Components of this traditional BI infrastructure include the source
systems, data integration (ETL), data warehouse and data marts, and BI tools for data
access.
Service-oriented architecture (SOA) can be used as an infrastructure for BPM and closedloop management of business processes. SOA based processes are independent of the
underlying It systems. Business can change its processes quickly to market and customer
demands.
Business processes drive services within a SOA. Business services include information,
analytical, rules, operational and collaborative. Technical services are provided by 3rd
parties, backend applications and various data sources. Development services are needed
for process logic and business logic. IT management services are needed for
administration, execution and services security. The enterprise service bus and enterprise
service data bus serve as intelligent middleware enabling service, data brokerage, service
directory listing and publishing of services.
CPM Solutions
Analytical services are a technical component of CPM. They include reporting, query and
analysis services; planning and simulation services; dashboard services, data integration,
interactive analytics, and real-time analytics. Through SOA, analytics can be embedded
into processes for business activity monitoring (BAM).
A vendor CPM suite usually has analytical applications such as budgeting, planning and
forecasting, profitability modeling and optimization, dashboard and scorecards, and
financial consolidation. CPM applications should provide financial, statutory and
management reporting capabilities.
Page 90
Another option is that a CPM solution can be developed to fit the enterprises business
requirements rather than try to fit the enterprise business processes to the vendors
product. The vendor product may duplicate the BI and ETL tools already in-house. There
may be incompatible data models, KPIs, or reports and analytics as well.
Learning Activity 2
0For further information on technical components for CPM, read the following:
Turning Strategy Into Action - Part 3: What Lies Beneath by Brenda Moncla,
Information
Management
Magazine,
May
2004,
http://cdn.informationmanagement.com/issues/20040501/1002429-1.html?zkPrintable=true.
Business intelligence and corporate performance management software: Whats the
difference? By Rick Sherman, SearchBusinessAnalytics.com, September 28, 2007,
http://searchbusinessanalytics.techtarget.com/tip/Business-intelligence-and-corporateperformance-management-software-Whats-the-difference.
Business intelligence and corporate performance management software: Build vs. buy by Rick
Sherman, SearchBusinessAnalytics.com, October 3, 2007,
http://searchbusinessanalytics.techtarget.com/tip/Business-intelligence-and-corporateperformance-management-software-Build-vs-buy.
Why should an effective infrastructure be in place for CPM?
What are some considerations in analyzing whether to build or buy CPM software?
Page 91
Module Summary
CPM is comprised of the processes and controls that define and measure desired business
goals across the enterprise. Constantly changing market conditions, pressures for
improved performance and corporate accountability are some of the business drivers for
the use of CPM methods.
CPM is business oriented. It looks at the enterprises vision, strategy, balanced
scorecards, dashboards, and feedback. Metrics are used to manage and / or control the
performance of a process.
There is reliance on technology to deliver the information in a timely manner. Several
infrastructures can serve as a CPM foundation: an effective BI infrastructure or a SOAbased one. CPM solutions can be either purchased or developed.
Page 92
Module 6 Quiz
A CPM goal is to provide everyone with ________________.
a) BI tools to use
b) volumes of data
c) consumable analytics
d) SOA services
CPM provides ____________ support.
a) open-loop
b) broken-loop
c) correlation-loop
d) closed-loop
Q3 maps to 6.1.1
CPM is more targeted to support ____________ organizations than BI.
a) data-oriented
b) decision making
c) process-oriented
d) bottom-up
Q4 maps to 6.1.2
CPM helps with less dependence on
a) metrics.
b) spreadsheets.
c) controls.
d) reporting.
Page 93
Q5 maps to 6.2.2
________ services support CPM.
a) Rules
b) Collaborative
c) Analytical
d) Information
Q6 maps to 6.2.1
A ___________ shows metrics for where an organization should be.
a) dashboard
b) strategy
c) goal
d) balanced scorecard
Q7 maps to 6.2.2
Vendor CPM products usually include all of the following EXCEPT
a) BI and ETL tools.
b) fit with the buyers processes.
c) metrics and KPIs.
d) reporting and analytics.
Q8 maps to 6.1.2
CPM can help with all of the following issues EXCEPT
a) misdirected spending.
b) inadequate BI tools.
c) data quality.
d) long planning cycles.
Page 94
Q9 maps to 6.1.2
All of the following are examples of KPIs EXCEPT
a) number of new customers acquired.
b) percentage of customer attrition.
c) percentage of on time deliveries.
d) number of logged on users.
Q10 maps to 6.2.1
Balanced scorecard perspectives include
a) financial, customer and business process.
b) customer, business rule and learning.
c) profit, growth and learning.
d) customer, provider and business process.
Page 95

Module 7: Inputs for Decision Making
Session 7
Page 96
Module 7: Overview
The eighth module in this course discusses the concepts of decision making. External and
internal assessments are useful to see where the company should be and what problems
exist internally. Qualitative and quantitative methods produce an understanding of the
problem and possible alternatives as input to decision making.
Become familiar with the role of external and internal assessments.
Module Resources
ISBN-13: 978-0-13-707542-3.
Any introductory statistics book would be useful to use as a reference as statistical
concepts are covered in Module 8.
1422177696; ISBN-13: 978-1422177693.
Page 97

0470890614;
ISBN-13: 978-0470890615.
CD-ROM format.
Page 98
Unit 7.1 Decision Making and Assessments Inputs

Focus
In this unit, we look at decision making concepts after a problem is perceived. Then, an
attempt is made to understand the situation or problem. Internal and external assessments
can be used as benchmarks or best practices.
Unit 7.1.1. Decision Making Concepts
Objective 7.1.1
Learning Activity 1
Read the following:
CPM identifies problems through analysis of performance measurements. Problems are
deviations from performance standards. They must be precisely identified and described.
Problem analysis must be done in order to have information that could be used in
decision making. Alternatives or possibilities need to be identified or developed if they
do not exist. The alternatives need to possess characteristics or requirements that are rated
for value and risk. Goals need to be established as to what should be accomplished. Value
of an alternative is determined based on how desirable a particular outcome would be in
terms of money, satisfaction, etc. Preferences and personal values of the decision maker
influence whether the quality of the decision is good or not. Acceptance of the decision
once made is crucial to its proper implementation. A review should be done where the
solution is evaluated and modifications are made, if necessary.
The decision making process is a recursive one. Decisions can be yes/no decisions to
proceed that are made before selecting an alternative. They can be types that offer a
choice of one or more alternatives, based on pre-defined criteria. Contingent decisions are
made, but not acted upon until some condition is met.
Page 99
There are different decision making techniques. One type is the identification and choice
of alternatives for the optimum solution. Another type is a listing of the pros and cons of
each option presented. Satisficing is a term to describe accepting the first option that
seems like it might achieve the desired result rather than look at all the alternatives.
Choosing alternatives for the maximum payoff happens when risk taking is most
acceptable. Or alternatives for the worst possible outcome for each decision are
considered and the guaranteed return of the decision is chosen.
Learning Activity 2
For more information on decision making, read the following:
Business intelligence and decision making often not linked, Gartner says By Jeff Kelly,
April
28,
2009,
http://searchbusinessanalytics.techtarget.com/news/1507051/Business-intelligence-anddecision-making-often-not-linked-Gartner-says.
Introduction to Decision Making
http://www.virtualsalt.com/crebook5.htm.
by
Robert
Harris,
Dec.
2,
2009,
Why should problem analysis be done?
What should be considered during decision making?
Why is decision making recursive?
How can BI and analytics help with decision making?
Page 100
Unit 7.1.2. Decision Making Inputs: Assessments

Objective 7.1.2
Become familiar with the role of external and internal assessments.
Learning Activity 1
Read the following:
The decision making process begins with the perception of a gap or problem. One way to
understand whether there is a perceived gap is to look at external assessments or
standards for best practices and benchmarks. Then, internal assessments (benchmarking,
audits, surveys, etc.) can be conducted based on comparisons to the external assessments
to find the root causes of the gap or problem.
Symptoms of an ineffective organization can be uncovered during an internal assessment.
Work could be unfinished due to lack of coordination or poor workflow. There could be
excessive conflict between internal groups. The work roles may be unclear. Employee
skills or resources may have gaps or be underutilized. Staff morale may be low. Reduced
responsiveness to environmental shifts could occur. External customers may be confused
with conflicting communications.
What type of external assessment would be most useful to your company?
Why do an internal assessment?
Unit 7.2 Qualitative and Quantitative Methods
Focus
Page 101
In this unit, qualitative and quantitative methods are discussed. These methods produce
understanding of the problem and alternatives which can be used as input into decision
making.
Unit 7.2.1. Decision Making Inputs: Qualitative Methods
Objective 7.2.1
Learning Activity 1
Read the following:
Besides using corporate performance metrics as decision making inputs, other inputs
could include customer, market or new product research to gain a deeper understanding
of something that is desired. One of early steps of this type of research is to decide on
methods and data collection techniques. Collection methods are either qualitative or
quantitative.
Qualitative methods involve analysis of words and text, visual images or other objects.
Detailed descriptive information is gathered through small focus groups, interviews,
reviews and online research communities. The why and how of customer decision
making is explored for answers on issues.
Qualitative methods are generally used for exploring, understanding and uncovering
participant reasons, opinions, and feelings early in a project lifecycle. They are more
subjective as a problem is described from the context of those experiencing it. The data
can be observed using human senses, but it is not measured. No statistical tests are
performed on this type of data.
Qualitative analyses tend to be ongoing and iterative. As the data is collected by an
analyst, it is analyzed. This may affect further data collection efforts in terms of who is
sampled and what questions are asked. Cases and instances that contradict the ideas and
theories being developed may be looked for and explored.
Page 102
This type of analysis also involves asking key participants to read the results to verify
accuracy. Qualitative data analysis is largely inductive. This means that the results
emerging from the data and are not predefined prior to data collection as in quantitative
analysis.
Once the data collection is done, the analyst categorizes or codes the data, using codes
that are inductively developed. Comparison is done between new instances of a category
to something already categorized for its placement. Relationships between categories are
examined for patterns. Conclusions are drawn. The results and techniques have to
demonstrate validity and reliability. Visual displays are developed for the summary data.
Qualitative data can be analyzed manually or through the use of software tools. Some of
the available tools include ATLAS, Ethnograph, HyperResearch, and NUDIST.
Learning Activity 2
For further reading on qualitative data analysis, read the following:
Chapter
17:
Qualitative
Data
http://www.southalabama.edu/coe/bset/johnson/lectures/lec17.pdf.
Analysis
What is one major difference between qualitative and quantitative methods?
Why should a business undertake qualitative analysis?
Unit 7.2.2. Decision Making Inputs: Quantitative Methods
Objective 7.2.2
Page 103
Learning Activity 1
Read the following:
Quantitative methods involve analysis of numbers. More breadth, less in-depth,
information is collected from large numbers of participants who answered phone or web
surveys or questionnaires. Each participant is asked to respond to the same questions with
the same fixed response options.
Quantitative methods are generally used for pre-defined concepts or hypotheses that
make up a theory later in a project lifecycle. They are more objective as observed effects
are provided on a generalized problem or condition. Statistical tests are used for analysis
in an attempt to explain and measure what is observed. Quantitative methods are
generally better for confirming or clarifying a situation or findings from qualitative
analysis.
The quantitative analysis approach is to first deductively define the problem and then
develop a model of the situation. The input data to populate the model is then obtained,
usually through a survey. A solution is developed through manipulation of the model
with the data. The solution is tested to determine the accuracy of the input data and the
model. The results are analyzed and implications of the solution on the organization in
terms of change need to be understood. A final step is the implementation of the solution
in the organization.
Statistical methods and techniques are widely used in quantitative data analysis. There is
more on statistical techniques in Module 8. Some of the available software tools of this
type of analysis include SAS and IBM SPSS.
Learning Activity 2
For further information on quantitative data:
Quantitative Data Basic Introduction by Dr. Kevin Morrell,
http://www.slideshare.net/DrKevinMorrell/quantitative-data-a-basic-introduction.
Page 104
Why should a business undertake quantitative analysis?
Why should a good manager use both qualitative and quantitative results?
Module Summary
Decision making depends on the information, alternatives, values and preferences
available at the time of the decision. It is a recursive process. In order to make decisions,
the desired end state is constantly compared to the alternatives identified that can be
chosen.
Clarity of the problem can be obtained by analyzing external standards, best practices and
benchmarks. An internal assessment of the current situation should be undertaken to shed
light on the problem that needs a decision. A comparison of the external and internal
assessments can point out the gaps.
Other inputs into decision making can come from qualitative and quantitative methods.
Qualitative methods generally explore and uncover opinions and reasons, and contain
non-numeric data. Quantitative methods confirm or clarify findings from qualitative
analysis. Statistical tests are used to explain and measure what is being observed.
Page 105
Module 7 Quiz
What type of data does this statement represent?
The coffee has a robust taste.
a) Quantitative
b) Qualitative
c) Analytical
d) Inferential
The coffee comes in a 12 ounce size.
What type of data does this statement represent?
a) Quantitative
b) Qualitative
c) Predictive
d) Descriptive
Q3 maps to 7.2.1
Characteristics of qualitative methods include ___________ and _____________.
a) subjective; text-based
b) objective; number-based
c) subjective; number-based
d) objective; text-based
Q4 maps to 7.2.2
Quantitative methods are ___________ and _____________.
a) deductive; measurable
b) objective; text-based
c) less generalizable; number-based
d) surveys; fusional
Page 106
Q5 maps to 7.2.1
Qualitative research questions have a characteristic of being ___________.
a) vague
b) precise
c) deductive
d) analytical
Q6 maps to 7.2.2
Quantitative research questions are ___________.
a) vague
b) precise
c) inductive
d) interpretive
Q7 maps to 7.1.1
Why would group decision-making be better from an efficiency standpoint?
a) People prefer to implement their own ideas.
b) If a group makes the decision, it takes longer to explain.
c) The alternatives are already established.
d) The goals to achieve have been determined.
Q8 maps to 7.1.1
For what type of decision making is satisficing appropriate?
a) Small decision
b) Big decision
c) Medium sized decision
d) Risky decision
Page 107
Q9 maps to 7.1.1
Given a set of conditions where failure can occur whenever possible ______________ at
a time.
a) take one risk
b) consider one alternative
c) target one goal
d) consider one fact
Q10 maps to 7.1.2
A role of an external assessment is to ________________.
a) provide best practices
b) provide root causes of the problem
c) survey external stakeholders
d) survey employees
Page 108

Module 8: Analytics Techniques
Session 8
Page 109
Module 8: Overview
The eighth module in this course presents the techniques of analytics. Business analytics
uses data, statistics, and modeling extensively to better understand past events and predict
future events. Modeling builds abstract representations of the real world. Statistical
techniques both describe and infer the data. Business and data analysis types include
probabilistic analysis, classification analysis, deviation and trend analysis, spatial
analysis, and text analysis. Data visualization is a technique that presents both the
overview and the detail at the same time.
Note: It is assumed that the student has an introductory level of statistical knowledge as
this course is not a statistics course. The analytic techniques presented in this module are
at the descriptive level with references to usage. Any introductory statistics book would
be useful to reference and refresh ones knowledge.
Become familiar with various statistical techniques.
Describe other types of business and data analysis.
Module Resources
ISBN-13: 978-0-13-707542-3.
concepts are covered in this Module 8.
Page 110

1422177696; ISBN-13: 978-1422177693.
0470890614;
ISBN-13: 978-0470890615.
CD-ROM format.
Page 111

Unit 8.1 Modeling and Statistical Analysis
Focus
In this unit, a model is defined and various model types are described. Statistical analysis
and techniques are discussed.
Unit 8.1.1. Model Types
Objective 8.1.1
Learning Activity 1
Read the following:
A model is an abstract representation of an item, a concept or part of something. Models
have an information input, a way of processing this information, and output of expected
results. They are created to view, simulate, manipulate or test the thing they represent
without actually having to build the real thing.
There are many different types of models built using analytical data and statistics. Some
types of model include the following:
Descriptive models describe things, identify relationships, but do not

make predictions. An example would be the market potential for a
particular product.
Page 112
Financial models are mathematical models for a financial decision

making scenario. An example is cash flow forecasting. A risk model is a
type of financial model for aggregate risk in a financial portfolio.
Inferential models are statistical models that come from the General
Linear Model family. These models try to reach conclusions that extend
beyond the immediate data alone.
Mathematical models are abstract models that use mathematical language

(e.g. mean, model, variance or regression coefficients) to describe the
behavior of a system. An example would be a population growth model.
Predictive models analyze past behavior to create a statistical model to

assess the likelihood of a behavior in the future through the use of a
statistical model. Data mining builds predictive models. An example of a
predictive model is product cross-sell.
Segmentation models categorize customers according to such criteria as

geography, demographics, psychographics (e.g. lifestyles) or behavior.
By having these models, companies can tailor the marketing mix for
specific target markets to better satisfy customer needs.
Statistical models help identify patterns and relationships between data

sets. They describe the behavior through random variables and associated
probability distributions.
Visualization models link the data with a graphic or image output. An

example would be 3-D graphics.
Learning Activity 2
For further reading on models, read the following:
Financial Modeling Wikipedia, http://en.wikipedia.org/wiki/Financial_modeling
Mathematical model Wikipedia, http://en.wikipedia.org/wiki/Mathematical_model.
Predictive
Analytics
http://en.wikipedia.org/wiki/Predictive_analytics#Descriptive_models.
Wikipedia,
Page 113
What type of model is used for customer research?
What type of modeling is done to measure business performance?
Unit 8.1.2. Statistical Techniques

Objective 8.1.2
Become familiar with various statistical techniques.
Learning Activity 1
Read the following:
Business analytics uses statistical methods and quantitative data to develop new insights,
find new opportunities and missed ones, and understand business performance. In
applying statistics to the business environment, this analysis is done on a sampling of the
data with descriptive and inference statistical techniques.
From Wikipedia (http://en.wikipedia.org/wiki/Statistics):
Descriptive statistics (http://en.wikipedia.org/wiki/Descriptive_statistics)

summarize the population data by describing what was observed in the sample
numerically or graphically. Numerical descriptors include mean
(http://en.wikipedia.org/wiki/Mean) and standard deviation
(http://en.wikipedia.org/wiki/Standard_deviation) for continuous data
(http://en.wikipedia.org/wiki/Continuous_probability_distribution) types (like
heights or weights), while frequency and percentage are more useful in terms of
Page 114
describing categorical data (http://en.wikipedia.org/wiki/Categorical_data) (like

race).
Inferential statistics (http://en.wikipedia.org/wiki/Inferential_statistics) uses
patterns in the sample data to draw inferences about the population represented,
accounting for randomness. These inferences may take the form of: answering
yes/no questions about the data (hypothesis testing
http://en.wikipedia.org/wiki/Hypothesis_testing), estimating numerical
characteristics of the data (estimation http://en.wikipedia.org/wiki/Estimation),
describing associations
(http://en.wikipedia.org/wiki/Association_%28statistics%29) within the data
(correlation) and modeling relationships within the data (for example, using
regression analysis http://en.wikipedia.org/wiki/Regression_analysis). Inference
can extend to forecasting (http://en.wikipedia.org/wiki/Forecasting), prediction
(http://en.wikipedia.org/wiki/Prediction) and estimation of unobserved values
either in or associated with the population being studied; it can include
extrapolation (http://en.wikipedia.org/wiki/Extrapolation) and interpolation
(http://en.wikipedia.org/wiki/Interpolation) of time series or spatial data
(http://en.wikipedia.org/wiki/Spatial_data_analysis), and can also include data
mining (http://en.wikipedia.org/wiki/Data_mining).
Statistical analysis is the collection, organization and interpretation of quantitative data to

find underlying causes, patterns, relationships and trends. An example of a statistical
technique includes the analysis of variance (ANOVA) that tests the hypothesis that the
means between two or more groups are equal. There is an assumption that the sampled
populations are normally distributed. Another technique is a correlation which is a single
number that describes the degree of relationship between two variables. Other techniques
include regression analysis which is the investigation of relationships between variables
the causal effect of one variable upon another, and time series analysis which analyzes a
time series (a sequence of data points, measured at spaced intervals).
Learning Activity 2
For further information on statistics:
Statistics: http://en.wikipedia.org/wiki/Statistics.
Statistics and Probability Tutorial: Introduction http://stattrek.com/Lesson1/StatisticsIntro.aspx?Tutorial=Stat.
Should both types of statistical (descriptive and inferential) analysis be done on the same
data set?
Page 115
What other statistical techniques apply to business analytics?
Unit 8.2 Other Business and Data Analysis Techniques and Data Visualization
Focus
In this unit, we look at the various other business and data analysis techniques. Data
visualization techniques are covered as well.
Unit 8.2.1. Other Business and Data Analysis

Objective 8.2.1
Describe other types of business and data analysis.
Learning Activity 1
Read the following:
Business and data analysis types include probabilistic analysis, classification analysis,
deviation and trend analysis, spatial analysis, and text analysis.
Probabilistic Analysis
Probabilistic analysis is concerned with analysis of random events. The sequence of
random events exhibits statistical patterns which can be predicted. These patterns can be
described by using such theorems as the law of large numbers, which is when an
experiment is repeated many times, the outcomes on average should be equal to the
theoretical average. Another theorem is the central limit theorem, which explains why
many distributions tend to be close to the normal distribution.
Page 116
Classification Analysis
This is a technique used in data mining to predict group membership for data instances.
An example of this technique is the decision tree graph that shows decisions and their
possible consequences.
Deviation and Trend Analysis
A standard deviation shows how much variation or dispersion of a set of data from its
mean. The more spread apart the data, the higher the deviation. Any piece of data that is
more than three standard deviations away from the mean is called an outlier. Standard
deviations are used in both probability and statistical analysis.
Trend analysis is collecting information over a long period of time and attempting to see
a pattern in the information to predict its future direction.
Spatial Analysis
Spatial analysis is the process of applying statistical analysis to a data set of geographical
features. An example is a geographical information system (GIS) which uses spatial
analysis.
Text Analysis
Text analysis or analytics is similar in nature to data mining. It is the process of deriving
patterns and trends from textual information, extract meaningful numeric indices from the
text, and making the information accessible to various data mining algorithms. Words,
clusters of words or whole documents are analyzed for similarities or how they relate to
other variables of interest.
Learning Activity 2
For further information on statistics, read the following:
Page 117

Statistics and Probability Tutorial: Introduction http://stattrek.com/Lesson1/StatisticsIntro.aspx?Tutorial=Stat.
Describes a technique for probabilistic analysis.
Why would text analysis be done?
Why would spatial analysis be conducted?
What is an example of trend analysis?
Unit 8.2.2. Data Visualization

Objective 8.2.2
Learning Activity 1
Read the following:
The purpose of data visualization is to communicate information in a concise, graphical
manner to an intended audience. Characteristics of data visualizations include data
accuracy, being aesthetically pleasing, and flexible to accommodate visual style change.
Page 118
Data visualization tools are part of the presentation layer of the BI environment, e.g.
dashboards, scorecards, charts, graphs and gauges. It requires the analytics layer for the
manipulated data that can be displayed and analyzed visually. Various aspects of this
layer include predictive analysis, data mining, KPIs creation and other 3rd party BI tools.
Data visualization also requires the data layer that contains the source data being
analyzed.
Data variables are classified according to continuity of values, scale and measurement,
functional relationship, quantitative characteristics, and whether a data dimension is
sparse or dense. Continuity of values includes continuous variables which can take the
form of decimals and discrete variables which cannot take the form of decimals. Scale
and measurements include nominal variable which allows statements of similarities or
differences, ordinal variable which ranks members of a group, internal variable which
allows statements of equality of intervals, and ratio variable which permits statements of
quality of ratios. Functional relationships include the independent variable and the
dependent variable. Quantitative data variables include scalar quantity which has
magnitude, but no direction, e.g. time and speed. Vector quantity has both magnitude and
direction, e.g. velocity and force. Sparse data variables lack data values for many data
positions while dense data variables have data values in many data positions or cells.
There are several different approaches to data visualization. One is the traditional
approach of using visualization with charts and graphs. Continuous data values are found
in line graphs, multiple line graphs and surface plots. Discrete values are found in scatter
plots, 3-D scatter plots, vertical and horizontal bar graphs, range bar graphics, grouped
bar graphs, composite bar graphs, pie charts, and matrix charts. A second approach shows
the dimensionality of the data in an unfolding fashion. A third approach has deterministic
data with layers of data on top of it.
Learning Activity 2
For further information on data visualization, read the following:
Question and Answer: Data Visualization Offers Rich View TDWI, April 14, 2010,
http://tdwi.org/articles/2010/04/14/data-visualization.aspx.
Why should data visualization be used?
Page 119
What are some of the problems that could arise with data visualization?
Module Summary
Models are abstractions of the real world that can be manipulated in some way. Analytic
models require data as input and use statistics to identify patterns and relationships. There
are different model types that either describe a scenario or infer future behavior based on
past behavior.
Other Business and data analysis types include probabilistic analysis, classification
analysis, deviation and trend analysis, spatial analysis, and text analysis. Results of these
data analysis can be presented through data visualization using graphics, animation, 3-D
displays, and other multimedia tools.
Page 120
Module 8 Quiz
_____________ help identify patterns and relationships between data sets.
a) Mathematical models
b) Statistical models
c) Predictive models
d) Inferential models
The t-test and chi-square test are examples of what type of analysis?
a) Spatial
b) Classification
c) Probabilistic
d) Statistical
Q3 maps to 8.2.1
What does a wide spread of the data do to the deviation?
a) It becomes the same value as the median.
b) Makes it lower.
c) It stays the same.
d) Makes it higher.
Q4 maps to 8.2.1
A histogram contains what type of graphical analysis?
a) Descriptive
b) Deviation
c) Textual
d) Spatial
Page 121
Q5 maps to 8.2.1
What type of analysis uses data similarities as a main input?
a) Text
b) Classification
c) Deviation
d) Trend
Q6 maps to 8.1.2
Assuming the sample size is constant across sampling methods, ___________ sampling
generally provides less precision.
a) stratified
b) systematic
c) clustering
d) simple random
Q7 maps to 8.2.2
Getting customers to remember your message requires what type of display?
a) Visual embellishments
b) Minimalist charts
c) Accurate visualization
d) Information displays
Q8 maps to 8.1.2
How well does a set of variables predict the value of another variable?
What statistical analysis technique does this statement refer to?
a) Standard deviation
b) Cluster analysis
c) Chi-square test
d) Linear regression
Page 122
Q9 maps to 8.1.2
What statistical analysis technique does this statement refer to?
Are there identifiable groups in the dataset?
a) Bivariate correlation
b) Discriminate analysis
c) Cluster analysis
d) Random sampling
Q10 maps to 8.2.2
What type of scale assigns numbers to categories that correspond to ranks?
a) Nominal
b) Interval
c) Ordinal
d) Ratio
Page 123

Module 9: BI Justification
Session 9
Page 124
Module 9: Overview
The ninth module in this course presents the concepts of a BI business case and its
components that include the BI value proposition and BI roadmap. Metrics that measure
BI success are discussed.
Become familiar with measuring BI success.
Module Resources
ISBN-13: 978-0-13-707542-3.
1422177696; ISBN-13: 978-1422177693.
Page 125

0470890614;
ISBN-13: 978-0470890615.
CD-ROM format.
Page 126
Unit 9.1 BI Business Case and Value Proposition

Focus
In this unit, a BI business case is described and a value proposition defined.
Unit 9.1.1. BI Business Case
Objective 9.1.1
Learning Activity 1
Read the following:
A business case provides justification to have the business invest time and money on
particular project. It is a key step in the establishment of a BI program or to get the green
light to develop a BI project. It answers the question of why should we do this now?
Components of a business case include establishing business drivers (covered in Module
2), providing a value proposition for a BI program and delivering a BI roadmap.
A business case is developed before a project is initiated. It typically is written by the
executive sponsor, upper management, project managers, or key business managers who
would be affected by the project. The business case addresses the business need that the
project seeks to meet, the reasons for the project, critical success factors, the expected
business benefits, alternatives considered and / or chosen with reasons, and expected
costs. Gap analysis, identified risks (that cannot be controlled or managed) and timetables
are provided as well. The justification should include the costs and risks of doing
nothing. Many of these deliverables are developed during a feasibility study or impact
analysis conducted before the business case is written.
The business case is reviewed by the appropriate parties who will render a go / no-go
decision on the project and funding. It should also be reviewed periodically during the
project to make sure it is still valid and that the project is going to deliver the required
solution. This review may terminate or amend the project if the business need has
changed or gone away.
Learning Activity 2
Page 127
For further reading on BI business cases, read the following:

Business Case About.com, http://know.about.com/Business_Case.
What is the purpose of a business case?
What are some parts of a business case?
Does your company require a business case to be written as part of the project
methodology?
Unit 9.1.2. BI Value Proposition
Objective 9.1.2
Learning Activity 1
Read the following:
A value proposition definition from Wikipedia
(http://en.wikipedia.org/wiki/Value_proposition):
Page 128
A value proposition is an analysis and quantified review of the benefits, costs

and value that an organization can deliver to customers and other constituent
groups within and outside of the organization. It is also positioning of value,
where Value (http://en.wikipedia.org/wiki/Value_%28marketing%29) = Benefits
(http://en.wikipedia.org/wiki/Cost-benefit_analysis)
/
Cost
(http://en.wikipedia.org/wiki/Cost)
(cost
includes
risk
(http://en.wikipedia.org/wiki/Risk)).
Potential benefits may include revenue increase by identification of new markets and
faster opportunity recognition. There may be profit increases by being able to better
targeted promotions or provide earlier warnings of declining markets, etc. Customer
satisfaction can be improved through a better understanding of customer preferences or
faster resolution of customer complaints. More customers could be retained which would
result in a market share gain. There may be a savings increase through a reduction of
requests for customized reporting.
Focus on the business value and on ways to drive the business forward in justifying BI.
Tangible costs can be obtained from new employee costs, BI software and hardware
purchase costs, usage cost analysis (see Module 2), maintenance costs, training costs,
licenses, etc.
One way to show value is to identify an application with tangible business value in
solving a business problem. Conduct a prototype with a well-defined goal and ROI metric
with the time frame in which it will be realized. Produce data that shows movement
toward that goal.
Sometimes, the greatest value of BI may not be in the new tools or reports
themselves, but in intangibles or soft benefits. One example of an intangible strategic
value is that BI can promote good decision making. This can be done through a
continuous improvement loop cycle. The data is gathered, decisions are made, and
actions are taken based on that data. The actions are measured according to predefined
success metrics. Any lessons learned from making one decision can be used for the next
decision. Other examples are faster reporting, better management information, and more
productive users.
Learning Activity 2
Read the following:
Page 129
For further reading on BI value propositions, read the following:
Show Me the Money: A DM/BI Business Value Primer by Bob Lambert and Tri
Truong,
Information
Management Special Reports, March 24, 2009,
http://www.informationmanagement.com/specialreports/2009_133/bi_data_management_business_value10015103-1.html.
What is a BI value proposition?
What are some tangible BI benefits?
What are some intangible BI benefits?
Unit 9.2 BI Roadmap and Measuring Success

Focus
In this unit, we look at the various aspects of a BI roadmap. Measuring BI success is
examined in terms of what metrics to develop and collect.
Unit 9.2.1. BI Roadmap
Objective 9.2.1
Page 130
Learning Activity 1
Read the following:
A BI roadmap is a plan looks at the current state of the BI environment within a
company. It then projects the target state and analyzes the gaps between current and
target states. The next steps are provided to reach the target state and address the gaps
identified. These steps are usually provided in short-term and long-term steps.
If the intended audience is executive sponsors, then the roadmap may be more conceptual
and high-level. The problem areas are outlined, and a budget may be provided as well as
milestones and timelines. If the intended audience is program managers, then the
roadmap may contain more detail on technology and application development, project
plans, resources and task assignments.
The roadmap covers various categories within the current and target environments.
Examples of these categories include the architecture, infrastructure (hardware and
software), current source data, ETL, meta-data, target database design, application
prototyping design, and tools selection.
Learning Activity 2
Read the following:
For further reading on BI roadmaps, read the following:
The Elements of a Successful BI Roadmap Page 1 by Richard Blahunka, Dashboard
Insight, June 2, 2010, http://www.dashboardinsight.com/articles/new-concepts-inbusiness-intelligence/the-elements-of-a-successful-bi-roadmap.aspx.
Page 131
The Elements of a Successful BI Roadmap Page 2 by Richard Blahunka, Dashboard

Insight, June 2, 2010, http://www.dashboardinsight.com/articles/new-concepts-inbusiness-intelligence/the-elements-of-a-successful-bi-roadmap.aspx?page=2.
Why would a BI roadmap be developed?
What are some of the components of a BI roadmap?
Unit 9.2.2. Measuring BI Success

Objective 9.2.2
Become familiar with measuring BI success.
Learning Activity 1
Read the following:
Metrics need to be defined on how BI success is measured. They can be part of the key
measurements for a BI Competency Center or a BI roadmap / strategy. These
measurements are needed to justify current and future BI expenditures, and show how the
bottom line can be affected.
Three areas to look for measures of BI success are political, technical and business.
Politically, metrics can show that the BI application is being used and there are a number
of requests for enhancements. Technical metrics show how well the BI application is
performing in response time and down time.
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At the business level, measures of success are those that measure the business success in
some form of ROI. Getting the expenses of a project is fairly straightforward. Obtaining
the revenue that can be attributed to the BI project is more difficult. The business users
have to help here with input on the contribution of BI to the bottom line.
It is best to establish metrics aligned with the business goals at the beginning of the
project. Establish a baseline of the current environment so that there is something to
measure against after the project goes operational. Areas of measurements include how
BI can help identify problems and save money, help with smart decision making about
investments and opportunities, and can result in an increase to the bottom line. After
metrics are gathered, they should be publicized.
Learning Activity 2
For further information on measuring BI success, read the following:
Measuring BI Success: Business Goals and Business Requirements by Dorothy Miller,
Information Management Online, Oct. 19, 2007, http://www.informationmanagement.com/news/10000100-1.html.
Give an example of a BI metric.
What are some of the BI success metrics in your company?
Page 133
Module Summary
In order to establish a BI program or gain approval for a BI project, a business case must
be developed. Its components include business drivers, a value proposition, and a BI
roadmap. The value proposition is essentially a cost / benefit analysis. ROI is calculated
by looking at the costs against the benefits obtained.
A BI roadmap is a plan that looks at the current BI environment and projects the target
environment. It can look at architecture, infrastructure, data, meta-data, ETL, and
reporting applications. Gaps are determined, and steps to close the gaps are presented in
short term (up to 6 months) and long term steps (longer than 6 months).
Metrics to measure BI success are important. They help justify current and future BI
expenditures. Ideally, the metrics should show how the business areas use BI and how it
affects the bottom line.
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Module 9 Quiz
Generating revenue from data assets is an example of a _____________ benefit.
a) intangible
b) goal
c) tangible
d) desired
What is a prerequisite for defining the value proposition of a BI initiative?
a) Calculate ROI.
b) Define BI requirements.
c) Involve the stakeholders.
d) Establish the BI initiative scope.
Q3 maps to 9.1.1
Cost / benefit analysis includes the _________ of the project along with the _________
and any estimates for the _______________.
a) goal; ROI; value
b) driver; value; funding
c) value; cost; resources
d) cost; benefits; ROI
Q4 maps to 9.1.1
A business case needs to tie the project to the organizations _________.
a) profit
b) goals
c) loss
d) growth
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Q5 maps to 9.1.2
What is the ratio called that determines the benefit likely to be received in relation to the
cost of the project?
a) financial
b) NPV
c) ROI
d) business
Q6 maps to 9.2.2
What could the areas of usability, reliability and adoption / usage be used for?
a) Project planning
b) Strategy development
c) Project tasks
d) BI performance indicators
Q7 maps to 9.2.2
____________ can highly affect the performance of the BI system as well as the
outcome.
a) Meta-data
b) Data quality
c) Data integration
d) Data provisioning
Q8 maps to 9.2.2
The success of a BI initiative should be measured in terms of ___________.
a) number of users
b) ease of use
c) data accessibility
d) value creation
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Q9 maps to 9.1.1
What is being described?
The business problem or business opportunity is defined and a BI solution is proposed.
a) Scope
b) Business case
c) Measurements
d) Cost / benefit
Q10 maps to 9.2.1
A good BI roadmap should be aligned closely with the ______________.
a) performance metrics
b) business strategy
c) project plan
d) technology infrastructure
Page 137

Module 10: Evaluation and Selection of a BI Platform and Tool
Session 10
Page 138
Module 10: Overview

The tenth module in this course examines BI platform and tool evaluation requirements.
The solution selection process is presented which includes developing evaluation criteria
from the gathered requirements, researching various vendor products, perhaps issuing a
RFI or RFP, and determining a short list of candidates. A proof-of-concept can be
conducted to test how well a solution performs within the enterprises environment.
Describe BI platform evaluation requirements.
Describe BI tool evaluation requirements.
Become familiar with the solution selection process.
Module Resources
ISBN-13: 978-0-13-707542-3.
1422177696; ISBN-13: 978-1422177693.
Page 139

0470890614;
ISBN-13: 978-0470890615.
CD-ROM format.
Page 140
Unit 10.1 BI Platform and Tool Considerations

Focus
In this unit, considerations for selection a BI platform and tools are presented. Once the
requirements have been determined,
Unit 10.1.1. BI Platform Evaluation Considerations
Objective 10.1.1
Describe BI platform evaluation considerations.
Learning Activity 1
Read the following:
Things to consider about a BI platform include what hardware platforms are being used at
the company, whether or not the platforms scale, and what platform should be used to
implement the BI application. Technology is changing and alternative options are
becoming available.
Until recently, BI tools were most likely placed on distributed platforms. Now, there are
BI tools on the mainframe, BI in the cloud, specialty processors, faster engines, and data
warehouse appliances that offer self-contained low cost, scalable solutions. Purchasing a
new hardware platform entails cost considerations, determining whether a new platform
would integrate with existing platforms, and determining whether more staff would be
needed for the new platform.
The more real-time the requirement for operational BI, the less time there is to move data
around a distributed platform to get it into a new format for BI access - unless data
latency is not an issue. If data latency is an issue, then the BI tools need to be close to the
source databases or ODS that is accessed. A mainframe platform offers such a centralized
location with greater security, availability and lower costs for power and support.
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Other considerations include the bandwidths of LANs / WANs already in-house and
available to use. A determination of type of middleware to use to retrieve data from
various platforms to the BI environment needs to be made, and costs determined.
Existing middleware and in-house DBMSs should be examined for possible use.
Middleware generally is either distributed logic middleware (supports program-toprogram communication) or data management middleware (connects an application or
DBMS on one platform with a DBMS on another platform). If a new DBMS needs to be
purchased, then costs, compatibility with the current operation system(s), and a
determination of what software tools can run on it should be analyzed.
Learning Activity 2
For further reading on BI business cases, read the following:
What are some advantages of using the mainframe vs. distributed platforms for BI?
What platform characteristics should be considered for operational BI?
What platform does your company use for BI tools?
Unit 10.1.2. BI Tool Evaluation Considerations
Objective 10.1.2
Describe BI tool evaluation considerations.
Page 142
Learning Activity 1
Read the following:
A decision on whether to buy or build a BI tool depends on the type of requirements, e.g.
the number of reports, whether ad-hoc reporting is desired, and the desired report
distribution mode. The higher the number of reports required, the more buying a BI tool
makes sense. A vendor BI reporting tool can offer reusable reporting components and
have management systems for maintenance support. If ad-hoc reporting is desired, then
buying a tool to accommodate current and future needs works since the desirable
functionality and a strong underlying meta-data layer would be available for business
users. If a variety of distribution channels required, then purchasing a BI tool with these
report distribution modes is the way to go.
BI tools can have similar but differing functionalities, depending on the type of tool, e.g.
reporting tool, desktop / traditional BI tool, multi-dimensional tools, data mining and data
visualization. Examples of reporting tool functionalities to evaluate include how the tool
connects with the data sources (RDBMS, data warehouse or OLAP multi-dimensional
databases), how it schedules and distributes reports, how it handles different user levels
of data security), how it handles report customization, and if the tool can export to MS
Excel, or another MS Office product or a PDF.
BI functionality can include such features as ease-of-use, meta-data search capability,
data lineage and impact analysis support. It is important that the BI tool is compatible
with the enterprise infrastructure in such areas as chosen platform, SOA, 64-bit
architecture, and whether the tool is web-based (has a thin client interface) etc.
For customer analytics, the following features are recommended for assessment.
From Business Intelligence: A Customer Analysis Solution Selection Guide by
Leslie Ament, Information Management Special Reports, February 2007,
http://www.information-management.com/specialreports/20070206/10744601.html.
Aberdeen recommends that enterprises assess customer analytics capabilities in
these primary areas:
1. Ease of Use - ability for LOB users, analysts and/or statisticians to create
reports, rules-based workflows, optimized offers, profitability models and/or
scores. This includes the ability to create, embed, execute, report and refine
marketing campaigns.
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2. Analytics and reporting - ability to aggregate and report on one or more

customer segments, products, channels, campaigns, and to perform customer
value modeling based on both transactional and interactional data.
3. Integration and services - ability to integrate and interoperate with enterprise
applications such as: ERP, CRM, marketing automation, data warehouse and
financial management/accounting and to provide training and/or professional
services.
4. Deployment timeframe and ROI - average timeframe necessary for full
deployment with correlation between deployment timeframe, cost and return on
investment.
Learning Activity 2
For a comprehensive list of BI tool selection and evaluation criteria, read the following:
BI
Tool
Survey:
BI
Tool
Evaluation
http://www.businessintelligencetoolbox.com/bitoolscriteria.htm.
Criteria
For further information on BI tool selection, read the following:

Selecting the best business intelligence tools for your business by William McKnight,
Sept.
20,
2010,
http://searchbusinessanalytics.techtarget.com/news/2240022622/Buyers-Guide-Selectingthe-best-business-intelligence-BI-tools.
Using predictive analytics tools and setting up an analytics program by Rick Sherman,
Nov.
8,
2010,
http://searchbusinessanalytics.techtarget.com/news/2240024475/Using-predictiveanalytics-tools-and-setting-up-an-analytics-program.
What BI functionality is important to all types of BI tools?
Page 144
Why would data lineage be an important feature to have in a BI tool?

What are reporting tool functionalities that should be evaluated?
What are some of the biases encountered during technology selection?
Unit 10.2 Selection Process and Proof-of-Concept

Focus
In this unit, we look at the selection process. The final process step leading to a decision
is a proof-of-concept which tests how well a solution performs within the enterprises
environment.
Unit 10.2.1. Selection Process

Objective 10.2.1
Become familiar with the selection process.
Learning Activity 1
Read the following:
An analysis of the current infrastructure platform and BI tools give focus as to what is
available in-house to use. It is easier and less costly to use existing technology than to
purchase new technology. However, the current environment has to be able to support the
BI platform and tools requirements. A gap analysis between the current and target
Page 145
environments have to be done with respect to the technical infrastructure / tool

requirements.
Sometimes, building a BI tool makes sense given the requirements and environment.
Since technology has changed and offering new options, it might be more cost effective
to purchase a new platform or BI tool to meet business requirements.
Evaluation criteria in business terms should be developed to research potential vendor
products through product evaluations on the internet, e.g. Gartners Magic Quadrant tool
ranking. Users should be involved in the process to provide feedback on the look-and-feel
of the tools being evaluated. The list of candidate solutions should be narrowed down to a
short list from this research.
Further product details for the short listed candidates could come from issuing a Request
for Information (RFI) or a request for proposal (RFP). The vendors could be invited to
the company for live demonstrations of their solutions. When possible, provide the
vendors with actual company data to see how their solutions perform with familiar data.
Vendor references should be checked, especially if they are from the same industry or are
working in the same or similar business function. The vendor should be researched as
well for financial stability, years of operation, type of support and training offered, etc.
Learning Activity 2
Read the following:
For further reading on the BI tool selection process, read the following:
Selecting the Best BI Tool by Cindi Howson, BeyeNETWORK, April 3, 2007,
http://www.b-eye-network.com/view/4221.
When would a RFI be written?
Page 146
Who should be involved in a BI solution selection?
Unit 10.2.2. Proof-of-Concept

Objective 10.2.2
Learning Activity 1
Read the following:
Once a solution has been selected, a proof-of-concept (PoC) is conducted probably with
one vendor or maybe two to see how their solutions can satisfy the requirements as stated
in the RFI / RFP. The sole purpose of a PoC is to confirm that the solution works the way
you expect it to work, not to solve all implementation problems.
It is better to be selective and choose the specific business requirements that represent
immediate requests even though the PoC might be a throwaway. It is best to use real
corporate data for the PoC information requirements of moderate complexity. All events
and results should be documented.
The PoC or PoT (Proof-of-Technology users perform hands-on tasks with the tool)
helps finalized a BI solution decision. Once a solution is selected, negotiation and closing
of the contract takes place between the enterprise and the vendor. Arrangements need to
be made for installation of the solution or technology.
Learning Activity 2
Read the following:
Page 147

What value does a PoC provide?
Module Summary
Recent advances in technology have provided alternatives to distributed BI platforms.
They include BI tools on the mainframe or cloud and data warehouse appliances. BI tools
can be built or bought, depending on the requirements. Various BI functionality features
can be used as evaluation criteria across all types of BI tools. Examples include ease-ofuse, availability of meta-data and report generation, and data lineage.
The technology / solution selection process includes requirements development, an
analysis of the current environment as to available tools and platforms, establishing
evaluation criteria, and developing a list of tools to look at and choose short listed
candidates. A RFI / RFP could be issued based on the requirements. Vendor demos
should be arranged.
A proof-of-concept can be conducted with one or two vendors. The purpose is to test the
solution within the enterprises environment. The end result might be a throwaway.
However, a PoC should lead to a final decision on what solution / technology to
purchase.
Page 148
Module 10 Quiz
What should support a database gateway?
a) DBMS
b) Middleware
c) Hardware platform
d) BI tool
What type of requirement should determine the operational BI proximity to source data?
a) BI tool
b) ODS
c) Data latency
d) DBMS
Q3 maps to 10.1.1
What type of platform is a self-contained black box?
a) Mainframe
b) Distributed
c) Cloud
d) Data warehouse appliance
Q4 maps to 10.1.2
A low number of reports and a single distribution channel would be reasons for _______
a BI reporting tool.
a) buying
b) not using
c) building
d) leasing
Page 149
Q5 maps to 10.1.2
What type of BI tool cuts through the volumes of data to make visual sense?
a) Data visualization
b) Data mining
c) Multi-dimensional
d) Traditional BI
Q6 maps to 10.2.2
A PoC should be considered
a) reusable.
b) a throwaway.
c) production ready.
d) difficult.
Q7 maps to 10.2.1
It is important to understand the ___________ requirements before making a BI
purchase.
a) business
b) technical
c) infrastructure
d) evaluation
Q8 maps to 10.2.1
Ideally, vendor demos should be __________so participants can objectively compare
vendors and products.
a) scripted
b) videotaped
c) scheduled
d) encouraged
Page 150
Q9 maps to 10.2.1
It is important to translate a _____________ into a BI tool capability.
a) product feature
b) strategic consideration
c) user profile
d) requirement
Q10 maps to 10.2.1
Understanding ____________ is critical in resolving conflict requirements.
a) technology
b) BI tools
c) user segments
d) IT
Page 151

Module 11: BI Solution Lifecycle
Session 11
Page 152
Module 11: Overview

The eleventh module in this course covers the iterative BI solutions lifecycle. It includes
the phases of discovery and analysis (requirements), design, development, test, and
deployment. BI project management manages these phases.
Become familiar with BI testing, deployment and roll-out, and ongoing

maintenance.
Module Resources
ISBN-13: 978-0-13-707542-3.
1422177696; ISBN-13: 978-1422177693.
Page 153

0470890614;
ISBN-13: 978-0470890615.
CD-ROM format.
Page 154
Unit 11.1 BI Project Management and Requirements Analysis

Focus
In this unit, BI project management and requirements analysis are discussed within the BI
solutions lifecycle.
Unit 11.1.1. Project Management
Objective 11.1.1
Learning Activity 1
Read the following:
BI projects can come from a BI strategic plan, Steering Committee or Roadmap. There
may be a BI program put in place to manage a group of related projects and set user
expectations. Programs are ongoing and indefinite. Projects have a definite start and end
date.
To initiate a project and obtain funding usually requires a project charter to be written.
The project charter contains the background, project description, objectives, scope,
assumptions, constraints, risks, major deliverables, estimated size, critical success factors,
change-control procedures, issue management procedures and approvals. A project scope
document outlines what is in and out of scope, and identifies risks. A statement of work
from the vendor lists the high level project tasks and identifies who will be involved by
role.
Once the project is approved and established, the project team needs to be identified and
put in place. A detailed project plan is developed that lists the tasks and the team
members who will be doing the work. A project kick-off meeting between the team and
Page 155
the stakeholders is scheduled for introductions, an explanation of project objectives and

benefits, an overview of the tasks, business responsibilities, expectations and next steps.
Lines of communication with the project team members and the stakeholders need to be
established to allow everyone to be accountable for their role. Commitment from the
company executives is important, e.g. support from the CIO, CEO, and top management
is needed.
Project reviews and ongoing monitoring of a BI project occur during the project. Status
meetings are held and status reports are published. The project manager makes sure the
tasks and milestones are delivered on time and within budget, and updates the project
plan accordingly. Scope creep is something the project manager has to monitor and
manage.
After the project is completed, a lessons learned session should be conducted to see
what went right and what went wrong during the project. Several different types of gap
analysis regarding what requirements were missed and how well the BI features meet the
business need should be conducted.
Learning Activity 2
Read the following:
Competitive Advantage, Chapter 18, specifically pages 257 261; pages 264 - 267.
For further information on BI project management, reading the following:
Implementing the Business Intelligence Collaboration: Setup by Don Arendarczyk,
Information Management Special Reports, November 27, 2007, http://www.informationmanagement.com/specialreports/2007_50/10000342-1.html?zkPrintable=true.
Implementing the Business Intelligence Collaboration: Measurement, Part 3 by Don
Arendarczyk, Information Management Special Reports, December 18, 2007,
http://www.information-management.com/issues/20050501/1026063-1.html?pg=1.
Page 156
Characteristics of an Outstanding Business Intelligence Project Manager by Jonathan

Wu, Information Management Magazine, May 2005, http://www.informationmanagement.com/issues/20050501/1026063-1.html?pg=1.
What are some issues that can come during a BI project?
What type of roles should be involved in a BI project?
Unit 11.1.2. BI Requirements Analysis
Objective 11.1.2
Learning Activity 1
Read the following:
There are various types of BI requirements to analyze: business, functional and technical.
They are the first step to develop before designing a program or a project solution. BI
requirements are collected through various methods. These methods include interviewing
users individually or in groups, JAD sessions, brainstorming, or analyzing the current
environment, reports and interfaces. Surveys and questionnaires can be used to collect
requirements from large groups of people.
Business requirements are captured at the program level to provide an understanding of
how organizations perform against business goals, the causes of the business
performance, and the ability to predict future performance. Steve Williams in his
BeyeNETWORK article suggests that BI opportunity analysis should be conducted to
identify the ways that BI can improve business results in the areas of management
processes, customer processes, and operating processes. He states that in establishing BI
requirements driven by the business, the following information should be specified for
each business improvement opportunity which is then ranked using structured evaluation
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criteria, and used as input into preparation of a BI portfolio definition and BI opportunity
map:
Targeted business process

How BI will improve the process
When BI will be used
Who will use the BI
Who units will use the BI
How improvement will be measured
Links (if any) to Balanced Scorecard
A BI Program provides support for the identified BI project scope and requirements. A
project would further refine the business requirements to include what business
capabilities are required, e.g. reporting, analysis, forecasting, and visualization. A
statement of the business value is developed about the project, e.g. ROI or identification
of the strategic, tactical or operational value.
The business requirements drive the functional requirements which include how the
required business capabilities will be delivered, if they are being developed in-house.
Functional requirements capture what analytics, BI applications, metrics, decision
support, reporting, training and support are required. The types of data and data
structured required for BI are identified. Data analysis (data profiling) is done to identify
the source of the required data and its quality. Meta-data is defined to provide the
business context definitions of data. ETL procedures and business rules for data
transformation are defined for data integration.
Both the business and functional requirements drive the technical requirements, which
describe the role of technology in delivering the business capabilities. The areas of
technology involve the infrastructure, data warehousing, BI tools, business analytics
applications, data integration (ETL), data management, meta-data management, and
information delivery mechanisms (reporting, interfaces, etc).
Non-functional requirements are also defined. They are statements of how the BI solution
should operate. They are driven by the need for security, access, availability, data
currency and retention, performance, recoverability, performance, regulations such as
privacy, and compliance.
Learning Activity 2
Reading the following:
Page 158
For further reading on BI requirements, read the following:
Business Intelligence Business Requirements and the BI Portfolio How to Get IT
Right by Steve Williams, BeyeNETWORK, February 19, 2008, http://www.b-eyenetwork.com/view/6887.
Why would it be important to capture BI business requirements?
Why should functional requirements be developed?
What are technical requirements?
Why would non-functional requirements be developed?
Unit 11.2 BI Design, Development and Implementation

Focus
In this unit, the activities around BI design, development and implementation are
discussed.
Unit 11.2.1. BI Design and Development
Page 159
Objective 11.2.1
Learning Activity 1
Read the following:
A major activity during the design phase includes further refining the data requirements.
Design decisions are made on whether a star or snowflake schema or hypercube should
be used as the BI data layer. If a star or snowflake schema is chosen, a dimensional
model is designed as part of the logical database design. If an operational data store is
used for operational BI, then a logical model is designed. These logical models are then
translated into physical database designs with the addition of physical characteristics
which creates the target databases. Implementation options for the databases should be
considered as well as indexing, and backup and recovery activities.
Another major activity is ETL design for data integration. Extract / Transform / Load
designs include the ETL modules / procedures design and the ETL process dependencies
and schedule design. A source-to-target mapping of the data is done as part of the ETL
process flow.
Other design activities can include infrastructure and security enhancements, test plan,
capacity plan and support plan. The BI application for OLAP or data mining, meta-data
repository, reports specifications and mockups, interfaces and other information delivery
methods (.e.g. dashboards) are areas when design needs to take place. Training is another
activity that may have to be designed for development.
The development phase is the constructing, creating or installing all the components for
the BI solutions based on the technical design requirements. Once built, the components
need to be prepared for deployment. Deliverables include DDL scripts for physical
database implementation, constructed and unit tested ETL modules, BI reports, ETL load
scheduling procedures, and user acceptance test plan.
Learning Activity 2
For further reading on the BI solution lifecycle, read the following:
Page 160
Implementing the Business Intelligence Collaboration, Part 2: Execution by Don

Arendarczyk, Information Management Special Reports, December 4, 2007,
http://www.information-management.com/specialreports/2007_51/100003921.html?zkPrintable=true.
Why design ETL?
Why design the data structure?
Unit 11.2.2. Testing / Deployment & Roll-out / Ongoing Maintenance

Objective 11.2.2
Become familiar with BI testing, deployment and roll-out, and ongoing maintenance.
Learning Activity 1
Read the following:
Testing of the BI solution includes test data preparation, ETL programs and application
testing (e.g. end to end scenarios), BI application testing, OLAP and cube testing, reports
test (e.g. drill down / drill through, etc.). It is a good idea to tie test plans back to the
requirements to make sure the high priority requirements are being met and are ready to
go. Any software bugs need to be tracked and the relationship established between them
and test cases, features, requirements, etc.
Deliverables include test results and recommendations from integration testing,
performance testing and regression testing as well as user acceptance approval. Users and
administrators are trained during this period.
Page 161
Deployment is the roll-out of the developed BI solutions to the production environment.

It is now available for everyday use. Deliverables include user documentation, operations
manuals, implementation approval document, and production system.
Ongoing maintenance supports the full functioning production system and the users.
Various reports such as data volumes, usage, and system status reports are deliverables. A
change management process is put in place for changes to be implemented. Training
takes place on a regular basis to ensure that people understand and effectively use the BI
system.
Why should BI components be tested?
What are some of the ongoing BI support activities?
Module Summary
The BI solution lifecycle is iterative. After one release cycle is completed, it goes back
into the start of the cycle to start again with the phases of discovery and analysis
(requirements), design, development, test, and deployment.
Project management methods are important to start and manage a BI project. Activities
include setting up a project charter, developing a project plan, and managing the projects
status, issues and changes.
Discovery and analysis activities surface requirements. There are several different layers
of requirements: business, functional, technical, and non-functional. The purpose of the
design phase is to translate the functional requirements into technical design
specifications or requirements, which will be used to develop the solution. The technical
requirements are then used to built, test, and deploy into production. On-going
maintenance includes support of the production system and the users who use it.
Page 162
Module 11 Quiz
What type of requirement does this statement represent?
The systems shall provide the ability to drill-down, and slice-and-dice.
a) Functional
b) Business
c) Technical
d) Non-functional
The BI solution must enable reliable access to accurate corporate-wide data is an
example of what type of requirement?
a) Functional
b) Business
c) Technical
d) Non-functional
Q3 maps to 11.1.2
The BI solution must offer data with real-time performance.
What type of requirement does this statement represent?
a) Functional
b) Business
c) Technical
d) Non-functional
Q4 maps to 11.1.2
A BI application within the organization must survive an internal or external audit is an
example of what type of requirement?
a) Functional
b) Business
c) Technical
d) Non-functional
Page 163
Q5 maps to 11.1.2
Which question should be asked first during requirements gathering process?
a) What do you want to see?
b) What are your business goals?
c) How is your business changing?
d) What insights do you need to address business issues?
Q6 maps to 11.1.1
One of the biggest issues on any project is _____________.
a) the project plan
b) project fluidity
c) communication
d) the budget
Q7 maps to 11.2.1
What is part of the ETL process flow?
a) Business process flow
b) Physical database design
c) Data flow diagram
d) Source-to-target data mapping
Q8 maps to 11.2.2
___________ occurs during ongoing maintenance and support.
a) Change management
b) Readiness assessment
c) Project closing
d) Quality checking
Page 164
Q9 maps to 11.2.1
What type of model is designed for an ODS?
a) Subject area data model
b) Dimensional data model
c) Logical data model
d) Conceptual data model
Q10 maps to 11.1.1
The project manager has to monitor ___________.
a) lifecycle genealogy
b) the gap analysis
c) scope creep
d) project repository
Page 165

Module 12: Additional Areas for BI Consideration
Session 12
Page 166
Module 12: Overview

The twelfth module in this course covers expanding the BI environment by the addition
of unstructured data to the structured data. Various means are available through the use of
enterprise content management systems, text analytics, RSS and enterprise search. SOA
provides a framework that creates services that can be reused for both front-end and
back-end BI. Portals and mashups are ways of providing access and content to the end
user. Future BI trends are discussed as well.
Describe unstructured data, enterprise content management, text analytics and

enterprise search.
Define Service-Oriented Architecture (SOA).
Module Resources
ISBN-13: 978-0-13-707542-3.
1422177696; ISBN-13: 978-1422177693.
Page 167

0470890614;
ISBN-13: 978-0470890615.
CD-ROM format.
Page 168
Unit 12.1 Unstructured Data and Service-Oriented Architecture

Focus
In this unit, unstructured data and SOA are discussed as considerations of expanding the
BI environment.
Unit 12.1.1. Unstructured Data, Enterprise Content Management, Text Analytics
and Enterprise Search
Objective 12.1.1
Describe unstructured data, enterprise content management, text analytics and enterprise
search.
Learning Activity 1
Read the following:
BI efforts have largely been with the structured data which is found in databases.
However, the vast amounts of unstructured data outside databases (up to 80%) make it
difficult to ignore for decision making. This data is labeled either unstructured or semistructured data, depending on how much of a structure exists. It needs to be transformed
into structured data to be useable for BI. It has to be accounted for in the data warehouse
model and in data integration.
Unstructured data includes text, sound, video, graphics and digital images in electronic
and paper formats. Examples are word processing documents, electronic mail, flat files,
spreadsheets, XML files, transactional messages, reports and microfiche.
One way companies have been trying to deal with electronic unstructured data in terms of
compliance initiatives is to implement an enterprise content management system. AIIM
defines Enterprise Content Management (ECM) as the technologies used to capture,
manage, store, preserve, and deliver content and documents related to organizational
processes. ECM tools and strategies allow the management of an organization's
Page 169
unstructured information, wherever that information exists (http://www.aiim.org/Whatis-ECM-Enterprise-Content-Management). ECM encompasses Content / Document
Management, Collaboration (e.g. groupware), Web Content Management, Digital Asset
Management, Records Management and Workflow / Business Process Management, etc.
Along with ECM, the ability to search data and information internally is important.
Enterprise search has been around for a long time. It looks for information in documents
by key terms, meta-data, etc. Along with internal searches, external searches using search
engines like Google can be used to find pertinent information. RSS (Really Simple
Syndication) feeds can bring in the latest information on a particular topic that can be
stored internally.
BI vendors are focusing on the integration of enterprise search, unstructured data and text
analytics. Text analytics or text mining looks for patterns in text that offer information to
be deduced for the value and relevance. Interest in text analytics has increased due to the
acceptance of XML as a means to house data in a variety of types.
Learning Activity 2
Read the following:
For further information on BI and unstructured data, reading the following:
Come Together: Business Intelligence and Enterprise Content Management Bleed into
Each
Other
by
Stephen
Swoyer,
TDWI,
January
6,
2010,
http://tdwi.org/articles/2010/01/06/come-together-bi-and-ecm-bleed-into-each-other.aspx.
Why should unstructured data be part of the BI environment?
Should enterprise search tools become part of the BI environment?
Page 170
How can structured and structured data be joined accurately?
How is unstructured data handled at your company?
Unit 12.1.2. Service-Oriented Architectures (SOA)

Objective 12.1.2
Define Service-Oriented Architecture (SOA).
Learning Activity 1
Read the following:
Service-oriented architecture creates services (or functions, procedures, etc.) that can be
used and reused by other systems. It provides a framework for allowing multiple
applications access to common services. These services can contain code and / or data.
SOA is an IT strategy or means of implementation.
SOA is a set of design principles that decomposes IT assets and builds them up as sets of
services. These services can be configured and reconfigured into business solutions.
Reasons to implement SOA include agility to alter core business systems and reuse.
Another benefit of SOA is that services can exist inside or outside of the enterprise with
the advent of cloud computing.
SOA for BI covers the front-end BI services visible to users and the back-end BI services
visible to IT. The front-end BI services are the essential elements of BI reporting and
analysis that can be abstracted, wrapped, published and deployed into applications
requiring analytical capabilities. BI would now operate across enterprise applications
serving a greater number of business users and improves the businesss ability to respond
Page 171
faster to change. Other front-end services include analytics, dashboards, scorecards, and
alerting.
Back-end BI services include source connectivity by using data services middleware to
write reusable services in an optimized fashion. Other back-end BI services are
transformation and integration data services, cleansing and quality services, and
movement between sources services. Once enough data services have been built,
essentially the data is virtualized, appearing as if it is in one place, always available, and
up-to-date. This unified data layer can then support the front-end BI services.
SOA supports the provision of real-time data for operational BI when combined with
another architectural style called event-driven architecture (EDA). EDA, like SOA, is
built on the push model. An event is a change in the component that publishes the event.
They are messages with a header describing the event and the body containing the
content. The use of complex event-processing (CEP) tools can provide real-time
business-activity monitoring (BAM).
Learning Activity 2
What are some of the uses for SOA?
What are the benefits of using SOA?
What are some of the problems in using SOA for BI?
Page 172
Unit 12.2 BI User Interfaces and Trends

Focus
In this unit, various BI user interfaces and trends in the industry are discussed.
Unit 12.2.1. BI User Interfaces: Portals and Mashups
Objective 12.2.1
Learning Activity 1
Read the following:
The BI portal is an access interface for BI applications. It is typically a browser
application where the user can navigate through the BI application to use its functions to
query databases and produce reports. Portlets are reusable web services that can
personalize portals.
Mashups are user-defined, similar to a user copying data from applications and pasting it
into MS Excel. The users deal with small amounts of data. Usually the number of data
sources used is between four to six data sources that are combined. The amount of data
being mashup ranges from tens to thousands of rows. Mashups are often connected
directly to source systems or to a data warehouse. A mashup can provide input to BI
visualization tools. An example of a portal with mashup data can include an ECM search
option and results, a dashboard, email, calendar and RSS feeds.
A portal and a mashup are both methods for building composite applications, which are
applications made up of existing parts. Enterprise portals are defined by infrastructure
used to deliver contextual websites that can be personalized. Mashups do not have the
concept of personalization and do not have the integration into enterprise applications.
Portals isolate information in individual square boxes while mashups can overlap
information.
Page 173
Current BI is limited by the lack of contextual business information that allows newer
users to effectively locate and use analytical information for decision making.
Collaborative BI enables users to add business knowledge and value to analytical
information and publish the results to other knowledge workers. Examples of
collaborative BI additions include tagging / folksonomies, blogs, ratings, search
capabilities, commentary and opinions, communities of interest, and links to trusted
sources of information.
Learning Activity 2
What are examples of mashups?
Why should BI users collaborate and share information?
Unit 12.2.2. BI Trends

Objective 12.2.2
Learning Activity 1
Read the following:
Page 174
Every year in December and in January of the following year, a number of predictions
and trends for BI are published by research groups such as Gartner and Forrester, and by
well-known consultants. Some BI trends are provided here for consideration.
Analytics
More businesses will see the benefits of predictive analytics. Nontechnical business users
will have user-friendly tools for quick exploratory predictive modeling, forecasting, and
what-if analysis. The advanced analytics platform will be merged with data mining
applications that take data from social networks, blogs, customer forums, etc. New
techniques make it possible to do interactive analytics directly against row-level
operational data.
From Business Analytics Predictions from Gartner and Forrester By Klint Finley,
January 6, 2011, http://www.readwriteweb.com/enterprise/2011/01/business-analyticspredictions.php:
Meanwhile, Kobielus (Forrester) examines the six trends that are shaping Forrester's
2011 analytics research:
Self-service analytics - Giving customers access to analytics tools.

Pervasive analytics - Enterprises will embed predictive analytics into all business
processes.
Social analytics - Business process management will utilize social decision
making combined with analytics.
Scalable analytics - Tools like Hadoop that help users deal with big data.
Cloud analytics - SaaS-based data warehousing.
Real-time analytics - More or less self-explanatory.
Next-best-action technologies, e.g. recommendation engine, will be embedded in most

CRM applications. They will incorporate predictive analytics. Next-best-action is an
approach that brings together marketing and customer service by taking the most
appropriate action each time there is a customer interaction. The actions could be a crosssell, a discount on existing services, no action at all or any number of other actions.
BI Organization
BI is moving away from being IT-centric and report-centric into the business. They are
recognizing that advanced analytics are essential to deliver the functionality of
forecasting, prediction simulation and optimization. More time is being spent now on
user adoption rather than technical implementation.
Page 175
BI Vendor Offerings
Because BI continues to be a growth area, new vendors and the current mega-vendors
will offer fully integrated BI platforms and industry-oriented BI applications. There is
further consolidation of the mega-vendors.
Collaboration and Social Media
BI, collaboration and social software will be combined into decision-making
environments.
Enterprise Search
Enterprise search will be offered in BI software to access unstructured data.
Infrastructure and Platform
The prices of enterprise data warehousing appliances will drop due to the appliances
becoming commodities. The competition is moving to a high-level solution focus geared
toward pre-integrated analytic solution applications.
Hadoop solutions (for compute-intensive big data applications) become enterpriseready as the core of future cloud-based platforms for advanced analytics.
Mobile BI
Mobile BI refers to the distribution of analytical data and company metrics to mobile
handheld devices, e.g. smartphones, tablets, etc. Market pressures such as the need for
faster decision making anytime and anywhere are driving this trend. The technology
should be easy to operate for users. Security is very important as the information is going
outside corporate firewalls.
Learning Activity 2
Page 176
For further information on BI trends, read the following:
Gartner Says New Relationships Will Change Business Intelligence and Analytics
http://www.gartner.com/it/page.jsp?id=1513714.
Would any of these trends apply to your companys BI environment?
Module Summary
Making available unstructured data as input for decision making can provide value to BI,
especially if it is integrated with structured data. Enterprise content management, text
analytics and enterprise search provide the toolsets to access and analyze various forms
of unstructured data.
Service-oriented architecture (SOA) provides the framework to create services that can
be reused by other systems. SOA can provide front-end BI services that are user oriented
and back-end services that provide a unified data layer that supports the front-end
services.
Other technologies include portals and mashups which are access interfaces for BI
applications and data. Collaborative BI adds contextual information to locate and use
information for decision making.
A big trend in BI is the ability to do many different types of advanced analytics. The
analytics types include self-service, pervasive, scalable, social, cloud and real-time.
Examples of other trends include collaboration and social media, the inclusion of
enterprise search inside BI tools to access unstructured data, newer BI appliance and
Hadoop platforms, and mobile BI.
Page 177
Module 12 Quiz
A common way to monitor areas of interest is to set up ___________.
a) an enterprise search query
b) a RSS feed
c) a BI query.
d) an analytics application
Organizations have implemented _______, but have not used it in a ________ sense.
a) enterprise search; BI
b) RSS; monitoring
c) ECM; BI
d) XML; rich data source
Q3 maps to 12.1.1
Which of the following is considered to be semi-structured?
a) XML
b) Sound
c) Graphics
d) Video
Q4 maps to 12.1.2
A data service has all of the following characteristics EXCEPT being
a) modular.
b) reusable
c) well-defined.
d) Independent.
Page 178
Q5 maps to 12.1.2
BI needs __________ while SOA promotes ____________.
a) analytics; agility
b) information; encapsulation
c) users; reuse
d) services; independence
Q6 maps to 12.1.1
What infers that there is important information hidden within text sources?
a) Data mining
b) Enterprise search
c) Query and analysis
d) Text analytics
Q7 maps to 12.2.1
An application within an application is called ___________.
a) a portlet
b) a mashup
c) an applet
d) a portal
Q8 maps to 12.2.1
What type of collaboration is interactive and real-time?
a) Communities of interest
b) Instant messaging
c) Blogs
d) Folksonomies
Page 179
Q9 maps to 12.2.1
Business mashups are useful for ________ business and data services.
a) integrating
b) providing
c) presenting
d) announcing
Q10 maps to 12.2.2
Taking the most appropriate action each time there is a customer interaction is called
__________.
a) Embedded analytics
b) Collaboration
c) Next-best-action
d) Big data
Page 180
Answers to Quizzes
Module 1
Answer (Unit)
Module 2
Answer (Unit)
Module 3
Answer (Unit)
Module 4
Answer (Unit)
Module 5
Answer (Unit)
Module 6
Answer (Unit)
Module 7
Answer (Unit)
Module 8
Answer (Unit)
Module 9
Answer (Unit)
Module 10
Answer (Unit)
Module 11
Answer (Unit)
Module 12
Answer (Unit)
1
2
3
4
5
6
7
8
9
10
1
2
3
4
5
6
7
8
9
10
1
2
3
4
5
6
7
8
9
10
1
2
3
4
5
6
7
8
9
10
D (1.1.1)
A (1.1.2)
B (1.1.1)
D (1.1.2)
D (1.2.2)
B (1.2.1)
D (1.1.1)
C (1.2.1)
D (1.2.1)
C (1.2.2)
1
2
3
4
5
6
7
8
9
10
B (4.1.1)
D (4.1.2)
D (4.1.2)
C (4.1.2)
C (4.1.2)
D (4.2.1)
C (4.2.1)
B (4.1.2)
B (4.2.2)
C (4.2.2)
B (7.2.1)
A (7.2.2)
A (7.2.1)
A (7.2.2)
A (7.2.1)
B (7.2.2)
A (7.1.1)
A (7.1.1)
A (7.1.1)
A (7.1.2)
B (10.1.1)
C (10.1.1)
D (10.1.1)
C (10.1.2)
A (10.1.2)
B (10.2.2)
A (10.2.1)
A (10.2.1)
D (10.2.1)
C (10.2.1)
1
2
3
4
5
6
7
8
9
10
1
2
3
4
5
6
7
8
9
10
1
2
3
4
5
6
7
8
9
10
C (2.1.2)
B (2.1.2)
B (2.1.2)
D (2.1.1)
B (2.1.1)
D (2.1.2)
B (2.2.1)
C (2.2.1)
A (2.2.2)
D (2.2.1)
A (5.1.1)
D (5.1.2)
A (5.2.1)
B (5.1.1)
C (5.2.1)
D (5.2.2)
A (5.1.2)
B (5.1.1)
C (5.2.1)
D (5.1.2)
B (8.1.1)
D (8.1.2)
D (8.2.1)
A (8.2.1)
B (8.2.1)
C (8.1.2)
A (8.2.2)
D (8.1.2)
C (8.1.2)
C (8.2.2)
A (11.1.2)
B (11.1.2)
C (11.1.2)
D (11.1.2)
C (11.1.2)
C (11.1.1)
D (11.2.1)
A (11.2.2)
C (11.2.1)
C (11.1.1)
1
2
3
4
5
6
7
8
9
10
1
2
3
4
5
6
7
8
9
10
1
2
3
4
5
6
7
8
9
10
1
2
3
4
5
6
7
8
9
10
C (3.1.1)
B (3.1.1)
D (3.1.1)
D (3.1.2)
A (3.1.2)
D (3.1.2)
C (3.1.2)
A (3.1.2)
B (3.2.2)
D (3.2.1)
C (6.1.1)
D (6.1.1)
C (6.1.1)
B (6.1.2)
C (6.2.2)
D (6.2.1)
B (6.2.2)
C (6.1.2)
D (6.1.2)
A (6.2.1)
C (9.1.2)
D (9.1.2)
D (9.1.1)
B (9.1.1)
C (9.1.2)
D (9.2.2)
B (9.2.2)
D (9.2.2)
B (9.1.1)
B (9.2.1)
B (12.1.1)
C (12.1.1)
A (12.1.1)
D (12.1.2)
B (12.1.2)
D (12.1.1)
C (12.2.1)
B (12.2.1)
A (12.2.1)
C (12.2.2)
Page 181

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CTxxx: Business Intelligence and Analytics

Respond to each of the other students

Take the Pre-Test for Module 1.

Upon completion of this unit, you will be

Learn about the CIO and IT perspectives

Read Unit 1.2.

Complete the Practice Review Quiz - aim at

Module 2: BI Current State Considerations

Business Intelligence & Analytics

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Read Unit 2.2.

Complete the Practice Review Quiz - aim at

Module 3: BI Infrastructure and Tool

Take the Pre-Test for Module 3.

Upon completion of this unit, you will be Read Unit 3.1.

Read Unit 3.2.

Module 4: BI and Data Management

Take the Pre-Test for Module 4.

Upon completion of this unit, you will be Read Unit 4.1.

Read Unit 4.2.

Business Intelligence & Analytics

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Module 5: BI and Organizational Roles

for Unit 4.2. Writing a response builds

Take the Pre-Test for Module 5.

Upon completion of this unit, you will be

Read Unit 5.2.

Module 6: Corporate Performance

Take the Pre-Test for Module 6.

Upon completion of this unit, you will be

Business Intelligence & Analytics

Read Unit 6.2.

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ICCP BIA Self-Study Guide 2011 NOT TO BE COPIED, MODIFIED or REDISTRIBUTED

Read Unit 7.2.

Module 8: Analytics Techniques

Take the Pre-Test for Module 8.

Upon completion of this unit, you will be

Read Unit 8.2.

Take the Pre-Test for Module 9.

Unit 9.1. BI Business Case and Value

Read Unit 9.1.

Business Intelligence & Analytics

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Upon completion of this unit, you will be

Respond to at least 2 Discussion Questions

Define BI value proposition.

Read Unit 9.2.

Module 10: Evaluation and Selection of a

Complete the Practice Review Quiz - aim at

Take the Pre-Test for Module 10.

Learn about a proof-of-concept.

Complete the Practice Review Quiz - aim at

Module 11: BI Solution Lifecycle

Take the Pre-Test for Module 11.

Unit 11.1. BI Project Management and

Read Unit 11.1.

Business Intelligence & Analytics

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