Moss L.T., Atre S. Business intelligence roadmap: The complete project lifecycle for decision-support applications
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About the Authors
Larissa T. Moss
Ms. Moss is president of Method Focus, Inc. She consults, lectures, and speaks at
conferences worldwide on the topics of business intelligence, data warehousing,
customer relationship management, information quality, data integration, and cross-
organizational application development. She has coauthored the books Data
Warehouse Project Management (Addison-Wesley, 2000) and Impossible Data
Warehouse Situations (Addison-Wesley, 2002). She publishes white papers through
the Cutter Consortium and articles in TDWI Journal of Data Warehousing, DM
Review, Cutter IT Journal, The Navigator, and Analytic Edge. She is a member of the
IBM Gold Group and a senior consultant of the Cutter Consortium. She is a
contributing member to the "Ask the Experts" forum of DM Review. She was a part-
time faculty member at the Extended University of California Polytechnic University,
Pomona, and an associate of the Codd & Date Consulting Group. Ms. Moss can be
reached at lmoss@methodfocus.com.
Shaku Atre
Ms. Atre is president of Atre Group, Inc., specializing in business intelligence, data
warehousing, and DBMS. She is on the board of AtreNet, Inc., a Web agency in
Santa Cruz, CA. Ms. Atre was a partner with PriceWaterhouseCoopers. She held a
wide variety of management and technical positions at IBM. She is a renowned
expert, consultant, and a speaker in business intelligence, data warehousing, end-
user computing, and "Politics and IT." She has taught graduate-level courses in
databases at New York University. Ms. Atre lectures on these topics worldwide. She
is a columnist with Computerworld. Her articles are available at
http://www.atre.com. Ms. Atre is the author of five books, including Data Base:
Structured Techniques for Design, Performance and Management, and Distributed
Databases, Cooperative Processing & Networking. Ms. Atre holds a master's degree in
statistics and has done research at the University of Heidelberg, Germany, in
mathematics. She can be reached at shaku@atre.com.
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Foreword
In today's highly competitive and increasingly uncertain world, the quality and
timeliness of an organization's "business intelligence" (BI) can mean not only the
difference between profit and loss but even the difference between survival and
bankruptcy.
In helping senior executives and information technology (IT) managers, Moss and
Atre's greatest contribution, I believe, is the comprehensive nature of their
"roadmap"; as the subtitle of their book promises, they have provided a complete
project lifecycle for the development of such systems. Because BI and decision-
support systems ultimately rely on a rich treasure trove of data, there is a significant
emphasis in Business Intelligence Roadmap on various technical aspects of data:
meta data, data mining, data warehousing, multidimensional data analysis (online
analytical processing [OLAP]), data security, and so on. But there is also significant
emphasis on the business justification, project planning, analysis, implementation,
and deployment details of BI systems. In addition to the more traditional details of
systems analysis, Moss and Atre also provide practical advice on the structure and
organization of the project team, as well as the skills and talents of the human
resource roles required for such project teams. And, because of the importance of
building enterprise-wide BI systems, the authors also describe the lifecycle activities
that must be carried out in a cross-organizational fashion.
Anyone planning to lead a BI project initiative, as well as the data analysts, systems
architects, and other senior IT professionals involved in such an initiative, should
definitely read Business Intelligence Roadmap from cover to cover. It wouldn't hurt
senior executives to read the entire book, too, for then they might have a better
appreciation for the careful planning and disciplined project organization required to
make a BI project succeed. But Moss and Atre have wisely recognized that many
senior executives are too busy, or too technophobic, to read the entire book; for such
people, they have provided an "at a glance" section of the book that concludes with a
final chapter summarizing dos, don'ts, and tips for each of the project lifecycle steps
that they discuss in detail. For example, the penultimate tip, in the final chapter of
the book, advises the reader to
Implement your BI applications using the release concept. It is much better to
deliver high-quality, partially functioning application releases over time than to
deliver a low-quality, completed application that is fraught with many defects
and with dirty data. If the first release is successful, new requirements will
emerge as the business people get used to the iterative development process.
Edward Yourdon
New York City
September 2002
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Preface
Many organizations are already well equipped to implement successful business
intelligence (BI) decision-support applications, such as data warehouses, data marts,
and other business analytics applications. However, during our consulting and
teaching engagements, we have encountered many ill-equipped organizations as
well. We observed some common factors among them, which we address in this
book:
Lack of understanding of the complexity of BI decision-support projects
Lack of recognizing BI decision-support projects as cross-organizational
business initiatives and not understanding that cross-organizational initiatives
are different from stand-alone solutions
Unavailable or unwilling business representatives
Unengaged business sponsors or business sponsors who have little or no
authority due to their low-level positions within the organization
Lack of skilled and available staff as well as suboptimum staff utilization
Inappropriate project team structure and dynamics
No software release concept (no iterative development method)
No work breakdown structure (no methodology)
Ineffective project management (only project administration)
No business analysis and no standardization activities
No appreciation of the impact of dirty data on business profitability
No understanding of the necessity for and the usage of meta data
Too much reliance on disparate methods and tools (the "silver bullet"
syndrome)
BI project managers and project teams can use this book to improve their project life
cycles. They can also use it to obtain the appropriate recognition for their BI projects
from the business community and to solicit the required support from their executive
management. BI project team members and the business representatives assigned
to them can use this book to gain a better understanding of the development effort
required to build and deploy successful BI decision-support applications.
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The Purpose of This Book
Business Intelligence Roadmap is a guide for developing BI decision-support
applications. The two main purposes of this book are to
Explain the complexity of BI decision-support projects1.
Present a step-by-step guide for the entire BI project lifecycle2.
Complexity
In order to give you an appreciation of the complexity of BI decision-support
projects, we describe all of the components that go into a BI decision-support
development effort. For example:
You should know what makes a BI decision-support application different from a
traditional decision-support system so that you can avoid costly mistakes.
You should understand the infrastructure components of your new BI decision-
support application, such as the tools available (for development and for access
and analysis).
You should be able to recognize items that could impair the success of your new
BI decision-support application.
You should determine how many resources you need and what type of
resources, both technical and human.
You should decide on the design or architecture of your BI decision-support
application, such as designing for multidimensional reporting or ad hoc
querying.
Step-by-Step Guide
Our step-by-step guide across the breadth of a complete development lifecycle
includes activities, deliverables, roles and responsibilities, dos and don'ts, and entry
and exit criteria, plus tips and rules of thumb to lead you to a successful BI decision-
support implementation. For example:
You should choose which steps you ought to perform on your BI project because
no two BI decision-support projects are exactly alike.
You should know whether to start with a cross-organizational decision-support
solution or a tailored departmental solution with the basis for expansion.
You should understand the sequence in which to perform development
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activities, that is, which ones can be performed in parallel tracks and which
ones have a strong dependency on one another.
In contrast to topic-specific materials available on BI, this book is a single-source
development guide written specifically for BI decision-support applications. The
guidelines presented in this book are based not only on our personal experiences but
also on some of the best practices covered in topic-specific books, articles, and Web
sites.
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How This Book Is Organized
All software development projects are complicated engineering projects, as
demonstrated by the breadth of topics covered in this book. Chapter 0, Guide to the
Development Steps, explains the general organization of the development guidelines
in Business Intelligence Roadmap, which is as follows:
This book is organized into two major parts. Part I, Stages and Steps, describes the
16 development steps, which are introduced in Chapter 0. Part I gives you a broad
understanding of the development effort involved in BI decision-support projects.
Part II, At a Glance, supplements the text contained in the first part of the book with
several matrices that should be used together as a reference guide for all BI
decision-support projects.
Part I: Stages and Steps
Part I begins with Chapter 0, Guide to the Development Steps, and is followed by 16
development chapters. Each of the 16 development chapters is dedicated to one
unique development step and describes the effort required to perform the activities
of that step.
Guide to the Development Steps (Chapter 0) describes the general layout of the
development guidelines presented in this book, contrasting those guidelines with a
traditional development methodology. It discusses the six engineering stages as well
as the three parallel development tracks, and it groups the applicable development
steps under both. Chapter 0 explains the application release concept and shows how
to organize a BI project with the appropriate roles and responsibilities for the core
team and the extended team.
Each of the development steps (Chapters 1–16) begins with an individual chapter
overview followed by a section called Things to Consider. These are general
questions BI project teams usually contemplate when deciding which activities need
to be performed under each development step. These questions are merely
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presented as "food for thought" and are not necessarily explored in the chapters; nor
are they all-inclusive. Each chapter discusses the main topics applicable to the
development step covered by that chapter. Some topics apply to more than one
development step, such as testing or product evaluation. However, to avoid
redundancy these common topics are covered in only one chapter and are only
briefly referenced in the other chapters.
Each of the 16 chapters contains a list of major activities for that development step,
accompanied by a figure showing what activities could be performed concurrently.
The list of activities is followed by descriptions of the deliverables resulting from
these activities and the roles involved in performing these activities. Each chapter
concludes with a brief discussion of risks to weigh in case you decide not to perform
that step on your project. Do not interpret the risks of not performing the step to
mean that every BI project team must perform every development step exactly as
suggested. Instead, use the risk section to determine whether the activities in that
development step are—or should be—mandatory on your project. If they are not,
you may decide not to perform some or all of those activities after discussing the
risks with the business sponsor.
Part II: At a Glance
Part II contains the following matrices.
The Human Resource Allocation Matrix (Chapter 17) lists all the vital roles
involved in performing the step activities, tasks, and subtasks. The roles listed
in this matrix need to be assigned to project team members. In order to help
you discover and avoid potential resource allocation problems, the steps that
can be performed in parallel and their appropriate roles are listed together.
The Entry & Exit Criteria and Deliverables Matrix (Chapter 18) indicates the
prerequisites, results, and deliverables for each development step. Not every BI
project team will need to perform all activities for all development steps. This
matrix should help you determine whether you can skip a step or incorporate
some of its activities into other steps.
The Activity Dependency Matrix (Chapter 19) is a collection of activity
dependency charts for the development steps. This matrix shows at a glance
which activities in each step can be performed concurrently. It should be used
to determine workflow and task assignments for project team members.
The Task/Subtask Matrix (Chapter 20) itemizes all pertinent tasks, and in some
cases subtasks, for all the major activities under each step. This matrix should
be used to prepare the work breakdown structure for the project plan. You can
customize (expand or reduce) the tasks and subtasks on an as-needed basis for
individual projects.
The Practical Guidelines Matrix (Chapter 21) presents three subsections for
each development step: Dos, Don'ts, and Tips and Rules of Thumb. Dos point
out best practices for the development steps, and Don'ts instruct you how to
avoid traps and pitfalls. Tips and Rules of Thumb are our personal collection of
experiences over several decades of developing cross-organizational decision-
support applications.
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How to Use This Book
We suggest that all core members of the BI project team make use of this book as
follows.
First, read all the chapters in Part I to gain an overall understanding of all the
components of BI decision-support development.
1.
Next, compare your own BI project scope and requirements to the topics in the
book. Use the discussions in the chapters to decide which specific development
steps apply to your project.
2.
Go to Chapter 18 and look up the entry and exit criteria for the steps you
selected. Be sure that you have the prerequisites to implement your
development approach and that you have a clear understanding of what it takes
to move forward.
3.
Put your project plan together for the steps you have chosen by consulting the
activity dependency flow charts in Chapter 19 and by using the tasks and
subtasks listed in Chapter 20. To kick-start your project, you may want to copy
and customize the work breakdown structure provided on the CD included with
this book to fit your needs. The work breakdown structure on the CD is a
Microsoft Project file that already includes the step dependencies (shown in
Figure 0.6 in Chapter 0) and the activity dependencies (shown in the flow
charts in Chapter 19). In addition, the work breakdown structure contains some
basic mandatory task dependencies.
4.
Use the matrices in Part II as a quick reference to help guide your development
work throughout the project.
5.
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