Group items tagged

1. Project Sponsorship and Governance 2. Project Management 3. Development Team (Core Team) 4. Extended Project Team

1. Project Sponsorship and Governance IT and the business should form a BI steering committee to sponsor and govern design, development, deployment, and ongoing support. It needs both the CIO and a business executive, such as CFO, COO, or a senior VP of marketing/sales to commit budget, time, and resources. The business sponsor needs the project to succeed. The CIO is committed to what is being built and how.

2. Project Management Project management includes managing daily tasks, reporting status, and communicating to the extended project team, steering committee, and affected business users. The project management team needs extensive business knowledge, BI expertise, DW architecture background, and people management, project management, and communications skills. The project management team includes three functions or members: Project development manager - Responsible for deliverables, managing team resources, monitoring tasks, reporting status, and communications. Requires a hands-on IT manager with a background in iterative development. Must understand the changes caused by this approach and the impact on the business, project resources, schedule and the trade-offs. Business advisor - Works within the sponsoring business organization. Responsible for the deliverables of the business resources on the project's extended team. Serves as the business advocate on the project team and the project advocate within the business community. Often, the business advocate is a project co-manager who defers to the IT project manager the daily IT tasks but oversees the budget and business deliverables. BI/DW project advisor - Has enough expertise with architectures and technologies to guides the project team on their use. Ensures that architecture, data models, databases, ETL code, and BI tools are all being used effectively and conform to best practices and standards.

f you are running a large Oracle data warehouse you should be using parallel

Like all tools you have to use parallel correctly; no more would we think of using a wrench to hammer a nail then should you think parallel is the answer to all performance problems. Sometimes parallel will make things worse, sometimes parallel will make performance less predictable.

Parallel introduces additional work to a query, simplistically we need to: split the query into multiple parallel processes, execute them, wait for the processes to complete and finally coordinate the results. This all takes time to do. Our time saving comes from being able to process multiple smaller chunks of data simultaneously. If the time to execute the step in parallel is not significantly faster than doing it without parallel then the additional overhead may make parallel processing a slower option; this is typically the case with small tables where a full tablescan or an indexed access is fast. Use too few parallel processes and we will not gain much in performance, too many and we risk starving the database of resource for other work or even slow our own process as it waits for resource. If you have implemented some form of CPU resource management on your system you may find that you experience delays as your parallel slaves ‘wait their turn’

OBIEE, at the BI Server level. lets you define query limits that either warn or stop users from exceeding certain elapsed query times or number of rows returned. Assuming you define a “standard” group for most OBIEE users, you might want to stop them from displaying reports (requests) that return more than 50,000 rows, whilst you might want to warn them if their query takes over five minutes to run.

Great design, high-quality code, strong business sponsorship, accurate requirements, good project management, and thorough testing are some of the obvious requirements for successful analytics systems.

As a professional in the field, you must be able to do these things well because they form the foundation of a good analytics implementation.

Successful analytics professionals should follow a set of guiding principles.

In the past, prospects primarily accessed information about a company by interacting directly with a salesperson.

As media evolved, mass ads, events, direct mail, and more recently, email, have been the primary tools for engagement.

The balanced scorecard is one popular methodology for linking strategy, technology, and performance management. Other methodologies, such as applied information economics, combine statistical analysis, portfolio theory, and decision science in order to help firms calculate the economic value of better information. Whether you use a published methodology or develop your own approach in-house, the important point is to make sure your BI activities are keyed to generating real business value, not merely creating pretty, but useless, dashboards and reports.

Any individual fish or pod of fish in your sea represents one lead.

Your Nemo will not be the first or the second fish that you catch. At the beginning, you will have very little information about the Nemo you would like to catch. You will start to examine your fish and create some criteria as to how Nemo should look like. In other words, you are qualifying your fish.

Lead = Any Fish in The Sea. Opportunity = Nemo