1. Improving Performance Through Integrated Analytics (iAnalytics) Lori Watson Principal Consultant IBM Business Consulting Services October 29, 2002

2. Rsmt.FS1576.ppt/5/9/2002. Agenda  i Analytics – What is it?  What does it look like when it’s done?  Realm of Possibility  Case Study (BC Ferries)  Some Lessons Learned

3. Rsmt.FS1576.ppt/5/9/2002. Context  > 10 years ago, ERP/back-office transaction systems were the first wave of large-scale IT investment  Then came Year 2K and Data Warehousing and CRM/front-office applications  Integrated Analytics is the next wave aimed at unleashing the value contained within these past investments Business Intelligence Performance Management Business Intelligence Management Optimization iAnalytics Performance

4. Rsmt.FS1576.ppt/5/9/2002. iAnalytics – It’s About Closing the Gap  Today’s solutions are successful in accessing data, and making it available to users, however… …today’s solutions are not successful in directly linking information to action, and its corresponding value

5. Rsmt.FS1576.ppt/5/9/2002. iAnalytics – It’s About Closing the Gap Strategy Definition, Evaluation & Communication Financial Analytics HR Analytics Client Service Analytics (CRM) Perf. Framework Management Processes Strategic Planning Account. Contracts Feedback Operational Planning INTERNAL CONSUMERS EXTERNAL CONSUMERS Performance Improvement Tactics Performance Monitoring Executive Management Operational Regulatory Partners Clients Vendors COMMUNICATION COLLABORATION “Supply Chain” Analytics iAnalytics – It’s About Closing the Gap

6. Rsmt.FS1576.ppt/5/9/2002. The “Components” of iAnalytics Integrated Performance Management Solutions (IPM) Advanced Analytics Integrated Data & Information Solutions (IDIS) Vision, Integrated Roadmap & Blueprints (VIRB ) Program Management/ Office (PMO) PMO Design Governance Design & Implementation Benefits Planning & Realization Performance Measurement & Balanced Scorecard Solutions Integrated Planning, Forecasting & Budgeting Business Performance Management Process Measurement & Control Strategic Analytics Financial Analytics Customer Analytics Supply Chain Analytics HR Analytics IT Analytics Enterprise Info. Quality Management Data Transformation & Integration Data Modeling Database Management ODS, Data Warehouse, Data Mart Solutions Information Delivery Solutions ERP/Packaged Solutions Vendor Evaluation Vision & POV Development Capability Assessment Business case/value proposition Integration Roadmap Process Blueprint Organizational Blueprint Technical Blueprint

7. Rsmt.FS1576.ppt/5/9/2002. iAnalytics – Realm of Possibility  Demo (public sector example)

19. Rsmt.FS1576.ppt/5/9/2002. A Case Study – BC Ferries Situation Approach and Solution The Way We Were  Lots of paper; no information  Variety of applications and reporting tools; limited skill sets  Desire to provide tools to enable financial accountability and:  Provide good (i.e. correct) useful information and a means of delivering it to enable managers to pinpoint problems  Enable managers to get information without going through the IT shop  ‘Proof of Concept’ generic template including Oracle Fin’ls data mart, ETLs, data cubes, and reports for GL and Payables  IBM provided data, database, analysis experience, and methodologies for rapid deployment using Oracle Financials  Cognos provided tools and DW expertise  Template customized with BCFC data  Iterative demonstration/tailoring cycles to BCFC Users  Application into production

20. Rsmt.FS1576.ppt/5/9/2002. A Case Study – BC Ferries Key Success Factors  Executive level and business buy in secured through use of prototypes and demonstrations  Tight scope control  Involvement of trained BC Ferries staff  Solid / expandable technical infrastructure

21. Rsmt.FS1576.ppt/5/9/2002. Lessons Learned: To Succeed, You’ll Need…  Committed leadership  Active involvement (not just verbal support)  Focal points (if everyone owns it… no one owns it)  Trained staff who…  Understand concept of performance management  “End users” are actively engaged  Incentives to Use Performance Information  “Accountability contracts” aligned with performance targets  Measures make sense to staff throughout the organization linking what employee does day-to-day with organizational goals  Performance results are used to drive change  To deal with the Data  Availability (integration), timeliness, data integrity

22. Rsmt.FS1576.ppt/5/9/2002. Questions and Answers ?