Business intelligence (BI)

How to build successful BI strategy

Summary
This paper focuses on building a BI strategy that aligns with
the enterprise goals, improves knowledge management,
advances business by making the best use of information,
enables BI penetration into the business processes, and
helps enterprise with strategic, tactical, and operational
decision making. It discusses the essential components of
BI strategy to enable the vision of driving better business
performance by empowering all in the enterprise to be
able to do their job effectively as a natural part of their
daily work. It explains the steps to build the BI strategy that
brings together the forces that drive business operations,
i.e., people, processes, and technology in a collaborative
environment and highlights the approach to enable
successful adoption of BI to deliver true business value.
BI is a very broad topic of study, however, if you would
like your business to succeed, it is extremely important to
understand the factors that inuence BI and learn how
to design an effective BI strategy. This paper takes into
account the fact that too often what is missing from BI
is transformation of insight into action and thus failure
to exploit the full potential of BI. It explains that building
an effective BI strategy requires a conscious approach, a
blending of enterprise resources to deliver a predictable,
complete, consistent, reliable, and timely source of
information to deliver on the promise of BI.
Prashant Pant
Deloitte Consulting LLP
Business Intelligence: How to build successful BI strategy
Introduction: Why do you need BI strategy? 1

Scope of BI Strategy Driven by business objectives 2

Dos and donts Proven practice 3

As-is state analysis 4

To-be State analysis 5

Transformation roadmap 6

BI framework 7

Vision to empower all 8

Implementation approach Think big, start small, and deliver value 9

BI Solution Adoption by Stakeholders 10

Essential components of the BI strategy 11

Conclusion: BI strategy A living artifact 18
Table of contents
Business Intelligence: How to build successful BI strategy 1
Gartners 2008 CIO survey highlights that Business
Intelligence (BI) is the top priority of CIOs. It is considered
that BI can have a direct positive impact on business
performance of an enterprise, dramatically improving
the ability to accomplish the mission by making smarter
decisions at every level of the business from corporate
strategy to operational processes.
1
If you are starting to build BI capabilities in your enterprise
and you are not sure how to proceed, you arent alone.
It is a challenge to design a successful BI enterprise by
selecting the right combination of people, processes,
and technology. To overcome this challenge, you need to
build an effective BI strategy, which is driven by business
objectives, enables stakeholders with better decision
making capabilities and helps enterprise achieve desired
goals. It is common for an enterprise to build a BI strategy
only to nd it on the shelf later, as it is not acceptable
across the enterprise. Effective BI strategy should ensure
that enterprise objectives, business strategy, investments,
and BI are aligned. Enterprises that are able to connect
BI to overall enterprise objectives become intelligent
enterprises.
It requires a conscious approach, a blending of enterprise
resources to deliver a complete, consistent, and reliable
source of information to fulll the promise of BI. A BI
initiative is of no use if it is not driven by the objectives
of the enterprise. Implementing a BI solution should help
enterprise in achieving the objective of advancing business
by making the best use of information. It sounds easy but
in very few places this goal is attained. It must be ensured
that business requirements and enterprise objectives drive
the iterations. You must establish strategy before bringing
technology or techniques in the conversation.
Introduction: Why do you need
BI strategy?
Business intelligence is a very broad topic of study,
however, if you would like your business to succeed, it
is extremely important to understand the factors that
inuence BI and learn how to design an effective BI
strategy. Prior to starting work on BI strategy, you must
learn and document your overall business objectives to
help formulate BI vision for the growth of business. After
documenting the initial list of key objectives, you should
work with the key stakeholders to conrm the validity of
items on the list and their prioritization. This will ensure
that you start building your BI strategy with a proper
foundation aligned with your business and with the buy-in
from stakeholders.
1. Gartner, Gartner Identies the Top 10 Strategic Technologies for
2009, October 2008.
Business Intelligence: How to build successful BI strategy 2
Scope of BI should include making the best use of
information for strategic, tactical, and operational needs.
Your purpose in building BI strategy is to help business
with long-term planning, help middle management with
tactical reporting, and help operations with day-to-day
decision making to run the business efciently. BI is all
about providing people with the information they need
to do their jobs more effectively. A wide range of BI
services need to be provided to meet a wide range of
requirements. Scope of BI Strategy should be determined
by the business drivers and business goals. Scope should
always account for the changing business requirements to
keep the BI strategy aligned with business.
You should not limit your ability to apply the principles
with a restrictive BI strategy. BI strategy should include a
broad set of processes, technologies, and stakeholders
for collecting, integrating, accessing, and analyzing
information for the purpose of helping enterprise make
better business decisions. BI solutions should enable users
to be able to quickly adapt to new business requirements
and evolving sources of information. Overall, BI vision
should be planned in advance of any iteration being
implemented. It is vital to establish a BI vision to ensure
that implementation of specic components ts in the
overall BI strategy. BI strategy should state and document
the needs as identied by the stakeholders, highlighting
how BI ts into the broader enterprise vision. BI strategy
should take into consideration appropriate framework,
methodology, processes, governance, systems, and
technology to deliver value that aligns with the business
objectives and priorities.
Scope of BI strategy Driven by
business objectives
Business
Intelligence
Technology
Decisions
and actions
Vision and
strategy
Business
divers
Business
planning
Business
process
Data
architecture
Governance
Organization
Creating and realizing value through Business Intelligence
Figure 1 BI aligning with enterprise strategy to deliver value
Business Intelligence: How to build successful BI strategy 3
There are certain proven practices that have been widely
accepted in the BI arena and you should follow these
practices. These can serve as broad guidelines in terms of
things to do and things to avoid for ensuring success of
the BI initiative.
Steps to ensure success of the BI strategy:
Create a business case and outline the expected
benets
Obtain buy in from stakeholders, especially the senior
executives
Have an enterprise-wide perspective
Establish criteria for success
Treat information as an asset
Adopt best practices and standards
Set up change management procedures
BI strategy should align with the overall IT strategy and
enterprise goals
Do a current state, future state, and gap analysis
Think actionable and baby steps
Establish governance body
Use iterative implementation approach with parallel
tracks
Work with frameworks and adopt proven
methodologies
Assess BI readiness of the organization and identify
related gaps and issues
Document and analyze the constraints and
assumptions
Consider all BI components (see 'Essential Components
of BI Strategy' for details)
Dos and donts Proven
practices
Potential pitfalls to avoid when designing the BI strategy:
Dont fall into the trap of starting with a narrow vision.
BI strategy needs to be holistic and prepared in the
context of the wider BI denition.
Dont plan to use big-bang implementation approach.
It has been proven that iterative implementation works
better for BI initiatives.
Always remember that scope of BI is not limited to just
selection and implementation of technology. Often
mistake is made by BI architects to associate the BI
initiatives to specic technology components, such as
implementing parallel processing database technology
or building OLAP cubes or dimensional modeling.
BI iterations should not be done in the haphazard
manner. BI strategy document is the necessary
roadmap that you should follow as you begin
designing BI environment.
Dont just focus on data integration and state-of-
the-art BI tools. BI strategy should be comprehensive
and it should incorporate much more than a data
warehouse or BI tools.
During warehouse-centric planning, dont lose sight of
the broad vision to ensure the design of a successful
enterprise-wide informational asset.
Dont adopt inexible approach. BI strategy should
be treated as a living artifact. It should be constantly
tuned and adjusted to reect the needs of your
business.
Business Intelligence: How to build successful BI strategy 4
Complete assessment of processes, technology, and
people in the current state has to be done as these will be
critical to the success of any changes made to the current
environment. You should discuss and document the
current information systems, technology, processes, and
governance procedures being used. You should detail how
your organization is currently utilizing BI, which should
include a complete inventory of all platforms, technologies,
and tools being used to develop and deliver BI content.
Current state should include current users, user proles,
and how users have been using information. It should
document current processes, structures for managing
information. All of it put together will help you determine
the viability of the options based on overall enterprise
objectives.
As part of current state analysis, you should gauge your
current state of BI capabilities. You should determine how
various technologies and governance procedures are being
implemented. You can focus on how people are using the
BI solutions after analyzing how BI capabilities are being
leveraged. You can visualize if users are currently receiving
information in a format that allows them to make the
best use of BI resources. It also helps to determine how
the users are consuming information. Another important
aspect to look at is the existing governance procedures
and processes for data management to ensure proper
denition and quality of the data. These are all important
questions to keep in mind when you are gathering and
documenting your current state information.
Current state analysis helps you in highlighting the pain
points, which makes it easier to address them. You
should plan to do analysis of current BI maturity state.
By documenting current BI maturity model, you enhance
your capability to identify the problem areas, which helps
you in coming up with solution denitions. It is also useful
to determine the BI readiness of the enterprise. It is easy
to ll in the gaps once you dene the issues that need to
be addressed and you have a clear vision of the overall
objectives and the direction to get to the future state.
As-is state analysis
Business Intelligence: How to build successful BI strategy 5
After current state analysis, you understand the BI
environment that you have and now you must decide
what you want your future environment to be in order
to achieve the BI vision. In the current state analysis, you
identied how stakeholders are currently accessing and
using information. Now, you have to determine the best
approach for users to access and consume information.
You should dene how users will share information and
knowledge in the target state and the kind of collaborative
environment that will be made available to them for the
best utilization of BI solutions. Use of multiple technologies
and techniques could be needed to come up with the
desired method of delivery and the best t. Identifying
business processes and key stakeholders is a must for this
effort as these will be critical to obtain funding and to
progress the project forward.
As part of the analysis, you should review BI plans to
conrm whether you are moving in the right direction.
You should also assess the organizational readiness,
enterprise ability to leverage BI to ensure success of the
BI initiatives. Following the evaluation, you can begin
to create a long-term program through recommended
next steps for detailed planning and design. The target
state should reect the vision to combine BI with the
areas of business process management, performance
improvement, customer service, knowledge management,
cross-functional information exchange, etc. Building on the
BI-driven initiatives provides opportunities for performance
improvement and better business process management.
To-be state analysis
Assessment of imminent requirements, long-term business
needs should enable you to breakdown BI strategy work
into multiple projects classied into phases. You must
prioritize the objectives for efcient use of available BI
resources. Prioritization of BI objectives also provides you
and business with a better understanding of how the BI
environment will take shape as you progress forward.
Projects should be evaluated for their overall contribution
to the BI strategy by determining how a particular project
helps you get a step closer to the BI strategic vision. For
example, a project to build a performance measurement
system for nancials would align with the business strategy
of effective utilization of funds. As you progress through
the phases, you can see the focus of projects transitioning
from addressing the current requirements to the future needs.

Information analysis, decision, and action
Data acquisition/integration/management and information delivery
As is To be
Figure 2 Change of BI focus from current state to future state
Business Intelligence: How to build successful BI strategy 6
According to the Ventana Research study, the biggest
development challenges to BI are data-related issues such
as assuring data quality (47%), supporting highly complex
conceptualdata models (36%), and supporting access to
intraday real-time data (34%).
2
Current and future-state
analysis should help you with building a transformation
plan to bridge the gap between the current and future
state. Transformation plan establishes the guidelines
necessary for building the proposed BI structures and
related technologies.
The sequence of implementation of core processes and
data structures are laid out in this section. Transformation
plan can start with a high-level perspective, with detail
being added to the plan as you progress forward. To
transform from current to desired future state, plan
should include actionable steps, i.e., it should dene a
set of projects to be undertaken, establish governance
and processes, set the conceptual, logical, and physical
architecture, establish the infrastructure outline, develop
information delivery projects, and incorporate information
needs. When designing the transformation roadmap, you
should take into account information needs of users, how
users want to receive and consume the information.
In the transformation plan, you can formalize how you
plan to identify and prioritize BI iterations. Plan should
account for the capacity, performance, data quality, data
security, metadata control, data retention policies, etc.
You should also consider the BI implementation time
frame, prioritization of individual BI projects, and resource
availability for BI-centric projects. Broad policy outlines in
transformation roadmap will help you when you get to the
details. As an example, high-level decisions made on data
retention will impact data architecture such as partitioning
of the data, as well as technical architecture such as disk
storage.

Transformation roadmap
In the transformation plan, you must outline high-level
process issues, such as refresh rates, capacity plan,
backup, recovery, archive, workow, and security. Again,
you should address as many of these topics as possible
even though no particular iteration of BI initiatives is
being discussed. A component of the overall roadmap
that is often overlooked is how iterations will be tested
before rollout. Topics should include criteria for enterprise
adherence and approval, criteria and plan for test data
selection, capacity planning, scalability of the BI solutions,
high-level testing plans and overview of unit, integration,
performance, and user testing.
As-is State
Technology-driven BI initiatives
Multiple BI systems
No enterprise-wide BI standards
Limited or no-data governance
Data in silos resulting in multiple
unsynchronized reporting
solutions
Each BI system has own set of
governance and standards
Business collects data from
multiple systems and spends a
lot of time in data processing
Lack of collaborative BI
environment
To-be State
Business-driven BI
One version of truth
Collaborative BI environment
Effective data governance
BI initiatives align with the
overall enterprise goals
BI adoption empowers all in the
enterprise with better decision-
making abilities
Standardized enterprise-wide
BI/DW methodologies and tools
Data quality issues addressed in
holistic manner
T
r
a
n
s
f
o
r
m
a
t
i
o
n
2. BusinessWeek, Operational BI Comes of Age.
Figure 3 Enable value by BI transformation
Business Intelligence: How to build successful BI strategy 7
BI framework provides a broad overview of how different
components of your BI strategy t together to serve your
entire BI vision. It brings together the forces that drive
business operations: people, processes, and technology
in a collaborative environment. It highlights high-level
business drivers for the BI initiative, business need for BI,
and its link to broader enterprise strategy. BI framework
should begin by setting the business context, high-level
scope, overall objective, what is intended to be achieved,
the intended enterprise-wide coverage of the BI strategy,
and the criteria of success.
You should understand that a smart BI framework involves
connecting together BI, business processes, collaborative
applications, and their underlying data stores. The
framework further enhances the integration with business
planning systems, supports knowledge management,
business processes, performance management technologies,
and users. BI strategy should have a comprehensive
approach in describing the current and future behavior of
the processes, technology, people, and other components
to ensure that they align with the goals and strategic
direction of the enterprise. BI framework helps you in
connecting these pieces together.
BI framework brings together data governance, data
architecture, technical architecture, data integration,
data quality, end-user information delivery, data security
etc. to empower the BI initiatives. Framework should set
standards that BI participants must adhere to. Framework
should provide means to connect signicant components
that are part of your overall BI vision. Establishing BI
competency center or center of excellence as part of the BI
framework will help you in integrating BI best practices with the
on-going BI work and the BI environment of the enterprise.
BI framework
Business Intelligence
Figure 4 BI using people, process, and technology to
enable value
Business Intelligence: How to build successful BI strategy 8
You should outline how a BI initiative will help enterprise
achieve strategic, tactical, and operational goals. BI vision
should be to help drive better business performance by
enabling all decision makers essentially empowering all
employees, customers, and external parties to be able to
play their roles effectively as a result of the BI adoption.
When laying out the BI strategy, you should have the vision
to provide everyone with the ability to gain insight into
business information to work on the strategic, tactical and
operational levels. The idea should be to use BI to help all
in the enterprise in making better informed decisions as a
natural part of their daily work experience.
BI strategy should aim to support the complete breadth of
decision making ability in the enterprise. Strategic decisions
deal with the long-term planning, performed by top
management, focus mostly on demographic, and industry
trends. These address broad issues to achieve general
objectives. Strategic decisions are where BI traditionally has
been implemented. Businesses today want more than just
strategic insight from their BI implementations.
There is an expectation from BI to enable better execution
of the tactical and operational decisions that enterprise
makes numerous times every day through more effective use
of information. An example of such a decision would be
a product manager deciding about the discount schedule
or making a pricing decision for a product. Tactical and
operational decisions are the drivers for day-to-day
management of the business at different levels. These
decisions have smaller business impact when measured
in silos as compared to strategic decisions. However,
when put together, multiple tactical and operational
decisions add up to account for a lot of value and can help
signicantly in driving better business. BI strategy should
embody the approach to enable better decision making at
all levels of the enterprise.
Vision to empower all
Business Intelligence
empowering all users
Analytical
BI empowers all in the enterprise, it
provides for all operational, tactical,
and analytical needs.
Tactical
Operational
Users
Business Intelligence
value chain
BI transforms data to information and
information to knowledge. knowledge
leads to informed decisions and actions
and thus BI delvers value.
Users
Value
Action
Knowledge
Information
Data
Figure 5 BI enabling all in the enterprise Figure 6 BI value chain
Business Intelligence: How to build successful BI strategy 9
It has been proven that an iterative approach to implement
BI vision works better than the approach of big-bang BI
deployment. Iterations must be focused and well dened
to address specic business requirements. At the same
time, iterations should be assimilated into the long-term
implementation of the BI enterprise. Iterations are driven
by specic requirements but guided by the broader,
enterprise-wide roadmap. You should try to develop
an implementation vision for the project that could be
built out in steps. It should be phased through multiple
sub-projects, each going through iterations.
BI implementation approach should be designed to be
agile and adaptive so that the project implementations can
be organized and managed effectively. Prioritization is the
key in implementation. You should work with business to
prioritize the iterations according to business needs leading
to the value-based implementation plan. BI strategy should
encourage parallel development tracks where multiple
steps can be performed simultaneously and multiple
activities within the steps can occur at the same time.
You should make an effort to follow parallel development
approach on various tracks of BI work, such as for data
integration (back-end processing), reporting (front-end
information delivery), data governance (establishment of
governance body, policy, and processes), and metadata
repository tracks (data navigation tool for information
lineage, impact analysis, and business denitions), while
keeping in mind the interdependency of these tracks.
Implementation approach Think
big, start small, and deliver value
Business Intelligence: How to build successful BI strategy 10
True returns can only be achieved when the BI is adopted
by the enterprise and it penetrates into the business
processes. Too often what is missing from BI is moving
from insight to action and therefore failing to exploit the
potential of BI. Overall aim of a successful BI strategy is
to help business with improved information management
and better decision making. BI strategy should address
the steps required for successful adoption of BI solution
by stakeholders. Education and communication regarding
BI initiatives is necessary to help your end-users derive
value from the BI environment. As the data is introduced
in the BI environment, training sessions, data forums, and
metadata need to be made available to the BI community.
Be sure to offer good metadata (a data dictionary
including denitions and data sources), business logic (tie
the data to the business goal), key dimensions and metrics
(including how to use them for best results), and data
availability (when and where data can be found) to enable
BI adoption.
Successful BI strategy aims to help the enterprise in
leveraging the enterprise information assets effectively
to gain competitive edge in the market. BI strategy
document should highlight high-level training programs,
support organization, collaborative BI environment,
and socialization of the BI solution. Objective is to
provide enterprise with the improved analysis, planning,
forecasting, and decision making by all users. As part of the
BI strategy, you should address cross-functional business
analysis and decision support environment. Creation of the
BI strategy provides an opportunity and a method to
document and align BI investments to business objectives.
This will also help you in determining the functional
areas of your business that are being served well and
the ones that need improvement. Always remember, the
goal is to bring value to the business by empowering all
stakeholders.
BI solution adoption by
stakeholders
A plan to enable successful adoption of the BI solution
is the key component of the BI strategy. You should
create enterprise-wide processes for collection of data,
transformation of data into information and knowledge.
You should plan to support end-users with education and
communication. Establish cross-functional support for
the BI solutions at different levels in various functions of
the enterprise. You should also plan for usage analysis to
support and enhance the use of BI platform. Determination
of usage patterns is critical to determine the success of
your overall BI strategy as this will help you in determining
the ROI to create and maintain the environment. The
creation of a successful BI strategy that is widely accepted
by users in the enterprise delivers true value.
Business Intelligence: How to build successful BI strategy 11
There is often disagreement regarding the constituent
components of the BI strategy, but there are some topics
that are widely agreed upon as essential components of BI
strategy. What you ultimately include will be largely driven
by the overall business goals, scope, and objectives of your
BI initiatives. You should describe core components when
drafting your BI strategy to make it successful.
Business context
BI strategy should address how will it help enterprise
achieve business objectives, how will it enable better
decision making to enable better business performance
and how will it lead to better process management in the
enterprise. Keep in mind a successful BI strategy aligns with
the enterprise goals, improves knowledge management,
advances business by making the best use of information,
enables BI penetration into the business processes, and
helps enterprise with strategic, tactical, and operational
decision making.
Always remember, BI strategy and everything about
it hinges completely upon business requirements. It is
essential that BI strategy is aligned with the business
strategy and goals. Business objectives, business drivers,
and business processes should drive the BI strategy to
ensure the successful adoption of BI solutions. Driving BI
strategy based on the inputs from business context ensures
the successful alignment of business objectives, goals, and
processes with BI initiatives.
You should determine what business values are being
delivered and what business needs are being addressed.
Some examples of business objectives that should be
addressed by BI strategy include how to increase customer
loyalty, increase the number of customers, increase
marketshare, plan product promotions, decide product
and service bundles, analyze customer demographics
to align business goals, determine customer protability
patterns, etc. These are the end goals of BI strategy and
not the BI tools and technologies being implemented.
Keeping business context in the driver seat ensures that we
dont start confusing tool with solution as we build the BI
strategy.
Essential components of the
BI strategy
Key Performance Indicators (KPIs)
As part of BI, KPIs are extensively used to evaluate the
state of business. KPIs provide insight into the critical
success factors of the enterprise and help the enterprise
in measuring the progress. You should include KPIs in the
BI strategy as KPIs are high-level, well-dened quantiable
measurements based on pre-established criteria. KPIs
should be designed to measure the performance against
the targets. KPIs are not performance targets but are a
mechanism to assist you in moving the enterprise to the
desired state.
KPIs are used as a tool to measure and improve
performance, they communicate to all what is important
and where the focus should be and thus indirectly help in
motivating people to reach goals. KPIs differ for business
units and businesses depending on the nature of business
and business strategies but in all enterprises these align
with the overall goals of the business. KPIs include vital
statistical information, such as sales trends, prot values,
customer satisfaction measurements, relative departmental
performances, real-time inventory statistics, or anything
that is deemed critical for the success of the enterprise.
KPIs are an integral part of a BI solution as they contribute
to successful execution of the BI and overall enterprise
strategy.
Use of KPIs provides enterprise users with key performance
information within very little time. Without the use of KPIs,
it will take signicant time and effort to collect and process
the data to get the overall performance information
causing further delay in addressing the business issues. At
the BI strategy level, it is a good idea to highlight essential
KPIs, as these help in achieving the primary goals of the
business. BI is increasingly being used to deliver corporate
performance management. BI uses KPIs to gauge the
current state of the business and relate it to the enterprise
objective and help business come up with a course of
action to get to the target state of business.
Business Intelligence: How to build successful BI strategy 12
Integration services Data sources
Enterpirse
operational/
transactional sources
Business
rules engine
Extract,
Transform,
and Load
(ETL)
Enterprise
Application
Integration
(EAI)
Enterprise
Information
Integration
(EII)
Rules engine/
events
processing
Content
lifec cycle
management
Library services
Work ow
and state
management
Predictive
modelling,
data mining,
forecasting
Operational/
analytical
reporting
Ad-hoc
querying
and batch
reporting
OLAP
Enterprise Web portals
Collaboration
platforms
Scorecards/
dashboards
Extracts
Publications/
subscriptions
User access methods
Customized search
Personalization
services
Environment
monitoring
Data
proling
Data
integrity
Data
replication
Web
services
Documents
Image content
Enterprise reference/
master sources
External sources
Unstructured data
Data management services
Information security
Data quality
Metadata management
Data governance
Reporting and
analytical
services
Information
delivery and
consumption services
Data marts
Data marts
Federated
Data
Marts
Rules database
Enterprise
data warehouse
ODS
Near real-time
operational feeds
Master data
stores
Document
management
Digital asset
management
Web content
management
Image
Management
Subject-oriented
and analytical
Figure 7 Typical BI architecture
BI architecture varies in each enterprise but there are some
common components of BI architecture, which are found
in some shape or form in all BI solutions. What is included
in your BI architecture will be driven by the objectives,
goals and requirements of your enterprise.
Following diagram depicts a comprehensive representation
of the typical BI architecture. Multiple disparate Data sources,
data integration services, data management services,
reporting, analytical services, information delivery, and
consumption services form the broad spectrum of the BI
architecture.
Typical BI architecture
Business Intelligence: How to build successful BI strategy 13
BI platforms and tools selection
Process of selection of BI tools requires tremendous effort
as it can be perplexing to select the tools to best serve the
needs of the enterprise. You should lay down a process for
BI tools selection based on the industry best practices as the
use of these practices streamlines the selection process.
Adoption of best practices helps you in mitigating business
risk and managing effort.
Considering the importance of BI initiatives for the
enterprise, executives are spending larger portions of
IT budgets on BI. Increase in spending is due to urgent
requirement to deliver consistent, accurate, and trusted
information to all stakeholders to meet the business
goals. Often the selection process is launched without
a methodology and guidance to realize later that the
selection process is in a state of chaos. Industry best
practices enable you to meet your schedule and budget.
Following are some of the best practices for BI platforms
and tools selection:
Dene and classify business, functional, and technical
requirements
Categorize requirements as essential, important, and
desired
Evaluate the functionality, features, and the t
Assess vendor capabilities, framework, stability, and
support
Evaluate professional services, including consulting and
education
Leverage Gartner, Forrester, and The Data
Warehousing Institute (TDWI) etc. research
Assess licensing and support cost models
Go through the vendor selection process to make an
informed business decision
Processes and methodologies based on proven approaches
help the enterprise manage risk, schedule, cost, and effort.
BI tools selection has less to do with the features and
more to do with the fact that selected tools can deliver
on the specic BI requirements of business. BI broadly
refers to concepts and technologies used to analyze the
information in enterprise. Existence of multiple disparate
datasources and systems complicates the BI environment.
Selection process should also take into account the
existing infrastructure of the enterprise to enable the best
use of existing capabilities. The idea is not to implement
BI software with cutting edge features but to provide
a collaborative environment enabling all users to work
towards the common goals of the enterprise. Instead
of comparing the products from BI vendors for the rich
technology features, the focus should be to evaluate the
tools and technologies to see how effectively the tools can
deliver to achieve the enterprise goals.
Data governance
Data governance as part of BI strategy ensures that you
achieve the goals of increasing condence in decision
making, making the data universally visible throughout
the enterprise, and instilling condence in users across
enterprise that the data is accurate. Data governance
provides for an enterprise-wide data governance body,
a policy, a set of processes, standards, controls, and an
execution plan for managing the data. It promotes data
quality, data integrity, data consistency, data timeliness,
data security, information privacy, and thus increases the
information usability and reliability. It provides a framework
to create a consistent and methodical approach towards
managing the data across the enterprise.
Any time data crosses an organizational boundary, it
should be governed, whether youre sharing data among
business units internally or publishing data to customers,
partners, auditors, and regulatory bodies externally.
Organizations are under renewed pressure to ensure that
compliance and accountability requirements are met as
the scope of data integration broadens.
3
Data governance
should include identication of data stakeholders,
such as data owners, data stewards and their roles in
handling enterprise data assets. These individuals in data
governance council provide for how the data is created,
collected, processed, manipulated, stored, made available
for use, or retired. Data governance comes into play as
these activities require stakeholders from various functional
areas to take decisions according to a set of dened
processes. Data governance program encourages the
understanding and management of the data from both
business and technical perspectives, plus it promotes the
importance of the data as a valuable resource, allowing the
enterprise to use the data condently to satisfy business
needs.
3. The Data Warehousing Institute, Data Governance Strategies:
Helping your Organization Comply, Transform, and Integrate,
April 2008.
Business Intelligence: How to build successful BI strategy 14
Effective data governance can lead to new business
opportunities and help in retaining existing customers by
improving information reliability. Other business benets
include reduction in data redundancy, improved business
decisions due to accurate data from the dened source
of record, shorter time to compile information for better
decision making and increased user trust in the data.
Governance plays a fundamental role in BI strategy. When
crafting the BI strategy, you should take into account the
fact that instituting a data governance program along
with master data management (MDM) initiative will
provide enterprise with a central focus for identifying
and controlling the collection, storage, and disposition of
information resources. To support the volume and variety
of enterprise data, your data governance program should
be built on a robust and exible technology infrastructure.
Governance models should be comprehensive and provide
for governance of both structured and unstructured
content.
The realization that the data is a valuable and manageable
enterprise asset is one of the main business benets of
a data governance initiative. Most enterprises carefully
manage other assets, such as nancial, physical, human
capital but overlook the immense value inherent in the
data. In addition to focusing on traditional aspects of
governance, enterprise should get a true handle on the
data to go beyond just managing the data and use it as
a vital asset for growth. You need governance models to
protect and share the data on different levels across the
enterprise. You must remember that data governance is
an essential part of successful BI strategy as it improves
information quality and condence in decision making,
lowers the costs of managing the data, designates
accountability for data quality, and makes the best use
of the data to achieve the overall enterprise objectives.
Governing thought here is that by including effective
data governance program as part of BI strategy, you are
ensuring that the data is dened, enriched, protected, and
managed as a valued enterprise asset.
Data architecture
BI strategy should incorporate data architecture as it
transforms abstract data models to logical business entities
and subsequently leads to implementation of physical
data models. Data architecture provides for detailing the
subjects into atomic level data and then composing the
desired form using atomic level data during denition phase.
Data models for the subject areas of the core functions
of the enterprise should be dened. Conceptual, logical,
and physical data models should be drawn to provide
the foundation for overall data architecture goals.
Conceptual data model lays out business entities and their
relationships. Logical data model denes detailed attributes
of business entities. Physical data model provides for the
actual implementation of logical model.
Understanding and laying out a comprehensive enterprise
data architecture map is an essential prerequisite to
building an effective BI strategy. Enterprises mostly have
complicated data, which is commonly held in large legacy
or packaged systems, custom databases, and spreadsheets.
Data may reside in external systems maintained by
service providers or business partners. Across a number
of systems, data will have signicant variations in quality,
format, and meaning. It is important to create powerful,
simple, and effective models of the data structure from
the enterprise view-point, a set of models known as
the enterprise data architecture. You should dene and
document the data architecture goals, assumptions,
and constraints surrounding it. Document the guidelines
detailing usage of the data modeling techniques,
establishment of atomic level of the data, signicant
components of the data architecture, and appropriate
security measures as part of the BI strategy.
Addressing the data architecture issues is critical for all
BI initiatives. It is nearly impossible to have the complete
data architecture for the whole enterprise dened at any
point in time. The idea is to have enough information
to enable a context for modeling activities. You should
model the current state of the data architecture and
then build upon it to mature the data architecture state.
Always remember that modeling is just one way of
looking at it, to make the data architecture comprehensive
technical and non-technical issues surrounding better data
collection, usage, and governance must be addressed. Data
architecture helps you to get a handle on the data as it
is really used by the business. Data architecture acts as a
key artifact to help you in developing and implementing
processes to support a data management strategy leading
to effective BI governance.
Business Intelligence: How to build successful BI strategy 15
Data integration
Data integration is a major component of the BI strategy
as it refers to data assets, processes, methodologies, tools,
and philosophies of the enterprise by which fragmented
data in multiple disparate systems is integrated to support
business goals. You can optimize the data integration
process by documenting it, making it repeatable, easy
to dene, and easy to use. Data is integrated to deliver
useful information to enable better business decisions. You
can adopt several strategies to achieve data integration
for a given business purpose. Broadly, the strategies can be
determined as using virtual data federation, virtual data
marts, virtual operational data stores, web data services,
relational views, physical data warehouses, physical data
marts, and physical operational data stores.
Most common of the data integration approaches use
ETL, EAI and EII. ETL solutions read the data from a set
of data sources, transform the data to the target form,
and subsequently move that data to a target data store.
EAI is sharing the data and processes among the various
applications in the enterprise while keeping the changes
to the existing applications at a minimum. EII uses data
abstraction to present a single integrated view of the
business. EII makes the data from multiple disparate data
sources to appear as coming from a single datasource.
Keep in mind that many enterprises are also using MDM
along with these approaches to deliver consistent data
enabling 'one version of the truth'.
Data integration primarily uses middleware, which
integrates the data through connectors and adaptors. There
is a big push in the enterprises for adopting the philosophy
of service oriented architecture using enterprise service
bus, which promotes the use of the data, platform, and
software as a service. When addressing the component of
the data integration in overall BI strategy, you should keep
in mind the current data integration trends and also the
coming wave of forward-looking approaches.
Metadata
Metadata roadmap is an essential part of the BI strategy as
metadata explains how, why, and where the data can
be found, retrieved, stored, and used in an information
management system. An effective metadata strategy
enables productivity improvements by helping with
the data lineage, reduction in data redundancy, better
understanding of how the information is used in the
enterprise, impact analysis, better use of the data in the
enterprise, information sharing, knowledge transfer,
navigation of the corporate data assets, inventory of
corporate data assets, and identication of data
discrepancies and overlap.
Technical metadata provides for the data lineage and
impact analysis. It should include the data for all data
integration, data modeling, data proling, data quality,
database, reporting, analysis, usage, and monitoring
processes. It should include source system information,
entity and attribute denitions, system usage information,
and an understanding of what information is fed from BI
to other systems. Business metadata provides context to
the data and thus it makes the meaning of the data explicit
and provides denitions of data elements in business terms
from the business point of view.
Metadata repository is where all the metadata information
about source, target, transformations, mappings,
workows, sessions, and business terms is stored.
Metadata can be manipulated, queried, and retrieved
from the repository. In any enterprise, metadata stored
in the repository can be a useful knowledge resource.
Architecture of a metadata repository could be centralized,
distributed, or hybrid. In centralized architecture, metadata
from all sources is stored in a central repository and all
users access it from here. In distributed architecture,
users access metadata from all metadata repositories
in real time. Federated or hybrid architecture leverages
the strengths and minimizes the weaknesses of both
centralized and distributed architectures.
You should be able to trace the data as it ows from data
entry systems, transactional systems, data-staging environments,
data warehouses, and data-marts to the means of
information delivery used for business analysis. Metadata
enables the tracking and monitoring of the data through
the entire data ow.
Business Intelligence: How to build successful BI strategy 16
Data quality
A recent Gartner BI survey of more than 600 BI users found
that more than 35% of users identied data quality as
one of the top three BI problems facing their organization
in the next 12-18 months, making it the second biggest
challenge overall.
4
Data quality often dictates the success
of a BI project. The impact of poor data quality is far
reaching and the affects are both tangible and intangible.
Poor data quality leads users to abandon the system and
creates considerable rework in deploying the BI solution.
Ensuring complete and consistent data lays the true
foundation of the successful BI environment.
The Ideal BI strategy makes data quality the cornerstone of
its success. BI strategy should emphasize data quality and
this emphasis should be continued throughout the entire
lifecycle and through all iterations. In order to address the
data quality issues, rst you have to dene it properly. It is
a common blunder that addressing bad data addresses the
data quality issue. You should remember that data quality
is not about the bad data. A data quality initiative includes
setting up data governance council, dening roles of
people in the enterprise to handle data, building consensus
on denition of data, establishing framework to deal with
and resolve the issues with data. Data quality is dened as
providing complete, consistent, and accurate data.
Data quality approach should be holistic and it should have
enterprise perspective, otherwise the data delivered against
different data stores will deliver different information
leading to inconsistent BI solutions. Data should be
managed all the way from inception to the state of
consumption and data quality issues should be addressed
in a holistic manner. Data quality initiatives should not be
put on the back seat just to comply with the schedule or
budget targets. Keep in mind, disregarding the data quality
issues results in limited acceptance or rejection at a later
stage because the information delivered at the end cant
be trusted.
Data quality should be a joint effort by business and IT
to ensure the success of the initiative. ITcan enable the
processes to manage the data through technology, but
business has to dene it. Any gaps in the data should
be documented and the results should be discussed and
addressed by business and IT as a team. Data quality
enables the users across the enterprise with better
decision-making ability to achieve the common goals of
the enterprise. Data is a corporate asset and has to be
consistent across the enterprise. You should establish
common data denitions for providing the consistent
information to business to enable single version of the
truth across the enterprise.
End-user information delivery
A collaborative approach
Use of knowledge management, content management,
and portals is the key to sharing information in a
collaborative environment. Your purpose should be to
bring everyone together to work towards the common
goals of the enterprise. BI strategy should emphasize
on the integration of BI with the overall knowledge
management environment of the enterprise. All
components of end-user information delivery should be
addressed in this section of the BI strategy. To name a few, it
could be the use of standard reporting, ad-hoc analysis,
OLAP cubes, dashboards, scorecards, notications, and
use of semantic layer, budgeting, planning, forecasting
technologies, etc. The purpose is to provide users with
action-oriented information and analysis capabilities in a
collaborative environment.
BI should be integrated with business operations to
associate the results of BI with business activities. In
this sense, BI should attempt to be both process centric
and data centric. This involves integrating performance
improvement and process management technologies.
Traditionally, operational data store, enterprise data
warehouse, and data marts that supply the integrated,
consistent data are the core of the BI system. As BI is
integrated with the business environment to achieve
the broader business goals, traditional architecture must
evolve to provide for a collaborative environment of the
user-friendly technologies to enable better decision making
along with process and performance improvement.
4. Gartner, Gartner Says Organizations Must Establish Data
Stewardship Roles to Improve Data Quality, January 2008.
BI strategy should be designed to be agile and adaptive.
It should be treated as a living artifact, which can be
continuously rened to meet the enterprise objectives.
BI strategy must focus on communicating what you are
planning to build, how you plan to build it, and when
users can expect their requirements to be met. It should
start with broad policy statements, general guidelines, and
high-level diagrams. As the BI environment matures so will
the formal documentation and depth of details identied
in BI strategy. It should be your intent to evolve your BI
strategy as part of the enterprise vision as you implement
iterations and more details become available. Plan to
continually asses and reinvent BI according to changing
business needs. Consider the current BI trends and also the
coming wave of forward-looking approaches for building
the successful BI strategy.
Conclusion: BI strategy
A living artifact
About the author
Prashant Pant is a Senior Specialist with
Deloitte Consulting LLP. He is an
Information Management professional
with over 12 years of consulting
experience. He specializes in Business
Intelligence and Data Warehousing. He
holds a Masters degree in Engineering.
He is an Expert Certied Business Intelligence Professional
(CBIP) certied by The Data Warehousing Institute (TDWI),
Project Management Professional (PMP) certied by
PMI (Project Management Institute), Oracle Certied
Professional, and Teradata Certied Professional.
This publication contains general information only and Deloitte Consulting LLP is not, by means of this publication, rendering business, nancial,
investment, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used
as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business,
you should consult a qualied professional advisor. Deloitte Consulting LLP, its afliates, and related entities shall not be responsible for any loss
sustained by any person who relies on this publication.
About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, and its network of member rms, each of which is a legally separate
and independent entity. Please see www. deloitte. com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu and its
member rms. Please see www. deloitte. com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.
Copyright 2009 Deloitte Development LLC. All rights reserved.
Member of Deloitte Touche Tohmatsu