Too often, tech projects are pushed for go ahead by IT departments and decision-makers, for which the organisation is not ready. And unfortunately, as business intelligence (BI) is a process that involves understanding certain necessary requirements and procedures before complete (and successful) implementation within any type of organisation can occur, it is one such initiative that can easily fall into this category.
Implementing a BI project assumes a certain level of sophistication from the end-user and some key understandings before go-ahead takes place. As such, if a company's BI project comes to a realisation during the User Acceptance Testing (UAT) phase - during which the end-user is not entirely ready for the project - then it is safe to say that the company has wasted valuable - and probably - large amounts of time and money on an aspect that may be technically sound, but that will never be accepted by the end-user. The project will, therefore, not have the positive impact on business decisions that a correctly implemented and rolled out BI initiative would have.
If a company is in this unfortunate position, decision-makers really only have two choices going forward. The company can a) abandon the project and face the possible implications, or b) embark on a proper organisational change management initiative to ensure all levels within the business are trained and educated correctly in how BI should and should not be used and rolled out in the business.
Be prepared
Such an organisational management change initiative is essential to any BI plan and roll out, but is usually pre-planned for upfront, with full knowledge of the levels of skills of all individuals that will be exposed to and involved in the BI initiative, and not as a last grasp emergency initiative to salvage a project that is technically successful, but ultimately incompatible with the way the business operates.
Any professional involved in the BI space will emphasise that BI should be a business initiative from the beginning, and this is just another example of why strong, compelling and sustained business involvement is so crucial right from the word go. Taking the necessary steps to getting the process right and ensuring the business is ready for the implementation of a BI project will not only mean the BI project is successful, but will save time and money and deter many potential hiccups along the way.
Decision-makers within the business should ensure that, as part of the initial business requirements gathering process, a comprehensive BI readiness assessment is undertaken.
Cor Winckler is technical director at PBT
Therefore, to ensure a planned BI initiative is rolled out correctly, decision-makers within the business should ensure that, as part of the initial business requirements gathering process, a comprehensive BI readiness assessment is undertaken. Although the assessment and evaluation of various business areas need to be undertaken before the BI initiative is put into place, it is also important to determine an organisation's BI initiative readiness. Additionally, the ability to pre-plan the possible changes in the way people work can be accounted for, and the necessary measures can then be taken before the entire BI initiative kicks off. The areas that such a BI plan readiness assessment covers include the following:
* Strong business management sponsorship
This area focuses on whether the business is ready for the BI project plan from a management perspective. Determining management's support of the initiative - from understanding the benefits, to willingness to help resolve possible issues and take initiative when it comes to decision-making.
* Compelling business motivation
This looks at whether BI is part of the business vision for the organisation and if it is considered a strategic initiative.
* IS/Business partnership
This assessment looks at if the business and information system (IS) work well together and whether the IS is trusted within the organisation.
* Business users' current analytical skills
The focus here is on the skills of the users, as well as the current analytical culture, if one exists.
* Technical feasibility
|The focus of this area is on the established organisational infrastructure and the skills and resources available, looking at the maturity of the infrastructure and the reliability of available resources and source data.
Taking the time to determine an organisation's BI readiness, at the end of the day, can be considered one of the major factors in the success of that BI initiative, and can go a long way to ensure that BI delivery is successful and meets desired organisational objectives. As such, the readiness factor of an organisation should always be considered before planning - and implementation - goes ahead.
BI is a concept that, if implemented correctly, has so much to offer any organisation. However, it is also clear from the above that BI needs a clear thought process before being rolled out into a business plan and strategy. Taking the time to invest in ensuring the readiness for a BI initiative for one's organisation will not only allow them to reap all the benefits of BI, but will ensure the BI model is effective throughout its life cycle.
* Cor Winckler is technical director at PBT.
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