Help your career start take off

Agenda

• About Wishtree
• Why Wishtree is Here?
• BI and EPM
• Industry Outlook
• Who is Using?
• Who is Hiring?
• The Wishtree Advantage
• Q&A
About Wishtree

• Emerging Software Development, Consulting and Training Company

focused on services like
▫ IT Consulting (BI / EPM / ERP / CRM)
▫ Education Services
▫ Outsourced Product Development
▫ Application Development
▫ Mobile Application Development
▫ Software Testing

• Has presence in USA, UK and India

• We cater to a very diverse range of industries and business domains

such as healthcare, manufacturing, banking, travel, education.
Why We Are Here?

?
? ? ?

• Do I know enough?  Expand Your Industry-Specific Skills

• Where do I look?  Business Intelligence

• Where do I start?  Enterprise Performance Management

• My career roadmap  Prepare for the professional life

What Does BI Mean to an Organization?

• Business intelligence is about business and people, not information and technology. Information is useless unless you actually change something in the way your organization does business. And technology is useless unless it actually gets to the people who should be using
it.
• A truly successful BI program is one that not only provides value to the business with every project, but also inspires the company as a whole to push to the next level of information use.
• I regularly present on the topic of best-practice BI, with topics like “Why BI Projects Fail and What to Do About It”, where I go through a long list of the BI problems I‟ve seen repeatedly over the last two decades. In this post, I‟ve extracted the top five that I think make the
biggest difference in the long run:
• 1. Focus on Changing the Business
• If you‟re in charge of BI, your job is not providing a technical infrastructure, nor information, nor keeping internal customers happy – it‟s using information to improving the way the company works.
• BI projects aren‟t delivered when you have built the data warehouse and started providing the reports to the business people – that‟s just the start of the real project of changing the business.
• Yes, of course the business people think that‟s their job, but it‟s the mindset that is important. Focusing on the end goal – even though you are not directly responsible for it – leads to the types of behavior that correlate to BI success:
• It helps you ask why people want information, and what they‟re going to do when they get it – which in turn helps focus business people who may only have a vague idea of what they‟re really trying to do, and what is possible
• It helps you learn and understand your company‟s business
• It helps you prioritize projects, make the right tradeoffs, and dedicate resources more intelligently
• It helps you explain the value of your projects in business benefits, not just cost or productivity savings
• As an example: somebody comes to you with a strong business need for better data, but the only way to achieve it is through manual information gathering and spreadsheets, and it doesn‟t have anything to do with your existing DW or BI infrastructure. Is it still part of your
business? Yes! (note this doesn‟t mean that your team necessarily does the work).
• You should be THE go-to person in the company that best understands both the business information needs and what‟s feasible. You should be a clearing-house for best-practice “better run business through better information”, using whatever means are necessary.
• 2. Focus on People
• The figures to the left came from a old IBM survey about IT in general, but ring especially true for business intelligence projects. We spend over 90% of our time on data and technology, while 75% of project success or failure depends on
people, process, organization, culture, and leadership.
• BI is a crucial interface between the tens of millions of dollars invested in your information systems over the years, and the people who are in a position to unleash some of the value in that investment.
• Ultimately, BI projects never fail because of technology alone. Things go wrong all the time, of course, but it‟s only if non-technology factors like leadership and expectation setting have been neglected that a BI project truly fails.
• There are myriad signs that indicate underinvestment in people: the intended audience is disappointed with the solution(and IT replies “but that‟s exactly what you asked us for!”); user adoption is systematically under-funded, with little ongoing training; executives don‟t
understand “why it all seems so hard – I just want these numbers!”; business teams end up downloading information into Excel because that‟s what they‟re used to; etc. etc.
• If 75% of success is about people, why aren‟t we spending 75% of our time on it? If your job is world-class BI, you should be spending a lot more time listening, explaining, evangelizing, and leading than you do “implementing”.
• 3. Provide Some Simple Data Access for Everyone
• You must, of course, focus on the BI projects that provide the most value to your organization. B, but there‟s one thing we have to learn from the consumer world: the most effective way to build demand for your product or service is to provide something that‟s “too
simple”, and then create a community around it.
• For example, the iPod wasn‟t the first MP3 player, it wasn‟t the most advanced, and it certainly wasn‟t the cheapest – but it was the simplest to use. And that‟s why it‟s the first MP3 player that most people ever heard of.
• We design our BI implementations for our power users, and implement what they want – typically lots of complex data and “features”. Apple designed something for everybody, but keeping the number of features deliberately, even artificially low.
• I‟m convinced that Apple employed somebody whose job it was to say “no”: “Can we add some more buttons?” “No!” “Can we add search?” “No!” “Custom playlists?” “No!”.
• Once the iPod was a success, more features were slowly added, and it‟s a formula that Apple has repeated with newer devices like the iPhone and iPad – launching with fewer features than the competitors and aiming for volume first, and then extending.
• The Web 2.0 world has followed a similar model: Facebook and Twitter did one simple thing well first, then built a community, then provided more features. Even video games follow this model. They start out easy: level one is about understanding the basic controls, and
then you slowly build up skills level by level.
• How does this apply to business intelligence? You should aim to roll out some simple analytic information to everybody in your organization – such as travel and expenses, or breakdown of mobile phone bills, or budget spending, or time management. And it should be
incredibly simple to use – basic reports, with every fancy option turned off, and with no extra logon required.
• Once you‟ve done this (and promoted it widely), you‟ll find that people soon come and ask for more information, other types of information, and more features. People get used to having information, their expectations get higher, and you‟ve started changing the information
culture from the bottom up.
• Unlike rolling out BI to power users, widespread information to everyone sets up a long-term virtuous spiral of people accessing, using, and demanding information.
• 4. Tell Stories
• Obviously, people need to believe in the benefits of BI if you stand a chance of changing the culture of the organization.
• It‟s notoriously hard to predict the return on investment on business intelligence projects, because “you don‟t know what you don‟t know”: having better information reveals new areas for improvement.
• As a study by IDC showed, the majority of BI benefits are typically in “business process enhancements” which can be very hard to determine in advance.
• By following #1 above, you‟ll have a better idea of what the business benefits of your project really are, and be able to take credit for them (Sadly, if a Marketing VP, say, improves campaign performance thanks to improved business intelligence, they don‟t often include a big
„thank you‟ to the IT organization when they tout their performance to the board)
• But this can only take you so far. For all the insistence on “hard numbers,” executives – like the rest of us – are surprisingly anecdote-driven. Just as charities know that focusing on the plight of one child is more effective than a series of statistics, you need to be able to tell
the stories behind the numbers. You need to collect real-life examples of how your projects have helped individuals in the organization transform the way you do business.
Enterprise Performance Management
- It’s BI with ‘A Purpose’

 Develop strategies and goals

 Define key initiatives and KPIs
 Financial & Statutory  Assign Accountability
 Management Reporting
 Compliance
 SDR – GRI Metrics
 Long term planning scenario’s
 Variances to budget  Full P&L, B/S, Cashflow
 Key trends across LOBs  Set strategic targets
 Profitability  Capital structure/financing
 Effectiveness
 Allocate strategic targets
 Financial budgeting
 Operational planning
 Financial and operational  Rolling forecasts
 Revenue, profits, KPIs
 Efficiency and Utilization
 Benchmarking and metrics
Industry Outlook on EPM / BI
Worldwide Enterprise IT Spending to
Reach $2.5 Trillion in 2011

BI spending up, skills down

Business intelligence spending to increase

as more organizations realize the benefits

IT spending (…on BI) will expand in

a cost-effective manner in 2011

BI is once again top priority for

companies in 2011
 The Road Ahead
Roles & Responsibilities Industry Distribution
Other 13
BI director 2
Transportation/logistics 3
Decision support (BI) architect or developer 3
Government (federal) 3
BI program manager 3
Telecommunications 4
Data acquisition (ETL) architect or developer 4
Lead information architect Manufacturing (non-computer) 6
6
Technical architect or systems analyst Software/Internet 8
9
BI project manager Financial services 10
11
Data analyst or modeler Consulting/professional services 15
Business requirements analyst
Skill set comparison of salaries offered in IT
Business sponsor or driver
Subject matter expert 1,200,000
Database administrator
1,000,000
BI support and service IT (Median)
800,000
Data quality analyst Java
Data warehouse administrator 600,000 ERP

Business user BI
400,000
Data administrator or metadata manager
200,000
Data owner/steward
Software Engineer
Sr. Software
/ Developer
Engineer
/Information
Programmer
/ Developer
Project
Technology
/ Programmer
Manager,
(IT) Consultant
Information Technology (IT)

Source: TDWI Research 2010 www.tdwi.org Note: All figures are average numbers across country
Source: All figures are up dated till 21st Jan 2011 as per www.payscale.com
Who is Using?

Aerospace & Defense 5 of

5 of the
thetop
top66

Commercial Banks 4 of
4 of the
thetop
top55
8 of the top 9
Pharmaceutical 8 of the top 9
6 of the top 9
Computer Office Equip 6 of the top 9
3 of the top 4
Diversified Financials 3
3 of
of the
thetop
top44
Railroad 3
3 of
of the
thetop
top46
Medical Products & Equip 3
5 of
of the
thetop
top66
Telecommunications 3 of
5 of the
thetop
top66

Securities 2 of
3 of the
thetop
top64
3 of the top 5
Network & Comms Equip 2 of the top 4
Life & Health Insurance 3 of the top 5
 Oracle Hyperion EPM / BI Suite
Oracle Planning & Budgeting
 Revenue Planning
 Expense Planning
 Project Planning
 Cash Flow Planning
Oracle Capital Exp. Planning
Oracle Work Force Planning
 Management Reporting
 Corporate Dashboards
 Financial Reporting
 Operational Reporting
 Production Reporting
 Oracle Business Intelligence
 Oracle Financial Analytics
 Oracle Human Resources Analytics
 Oracle Procurement and Spend
Analytics
 Oracle Supply Chain and Order
Management Analytics
 Oracle Sales Analytics
 Oracle Financial Management
 Oracle Financial Data Quality Mgt.
 Oracle Strategic Finance
 Oracle Financial Reporting
 Oracle Data Integrator
 Oracle Warehouse Builder
 Oracle Essbase
 Oracle Data Relationship Mgt.
 Oracle Data Mining
Performance
 Oracle Real Time Decisions
Scorecards &
Strategy
Management
 Oracle Performance Scorecards
 Strategy Management
 Workforce Performance Measurement
Training Tracks

• Current
▫ Essbase, Smartview and Financial Reporting.
▫ Oracle Business Intelligence Enterprise Edition (OBIEE)

• Upcoming
▫ Hyperion Planning
▫ Hyperion Financial Management
▫ Financial Data Quality Management
▫ Hyperion Profitability and Cost Management.
▫ Oracle Data Integrator
▫ Hyperion Performance Scorecard.
The Wishtree Advantage

• Strongest Curriculum

• Implementation Perspective

• In excess of 1000 hours of training

• Cost Effective Training

• Blend of Finance and Technology

Who is Hiring?

Our Network
 Q
&A
education@wishtreetech.com