Business-Intelligence-at-SSM在SSM商业智能教学课件

RichardVaughnSupornJantastooRajeshGopalsamyBusiness2019:HostileEnvironmentProfitpressureViciouscompetitionEmpoweredconsumersInternetservicesB2B,tighterintegrationwithpartnersMassivedataaccumulationGovernmentalinterferenceHowareyougoingtomanage?It’saJungleOutThere–AreYouLost?BusinessIntelligence:

GPSforBusinessSoundsNice–WhatIsIt?“CurrentliteratureonBIhasprovedtobefairlysketchyandtheoretical.ThereisnogenerallyagreedconceptionofBI,but,rather,eachauthorhaspromotedhisorherownideaofitsconnotations.”“Thetermisusedbydifferentpunditsandsoftwarevendorstocharacterizeabroadrangeoftechnologies,softwareplatforms,specificapplications,andprocesses.”Hannula,Pirttimaki“BusinessIntelligence.EmpiricalStudyonthetop50FinnishCompanies”.JournalofAmericanAcademyofBusiness.Cambridge;Mar2019.Vitt,Luckevich,Misnerin“BusinessIntelligence”.MicrosoftPress:Redmond.2019BIEvolutionBIisanevolvingareaderivedfrom:NeedtomanagethemassiveaccumulationofdatafromOLTP,OLAP,CRM,ERP,legacysystems,externaldataandothersourcesNeedtointegrate,analyze,transformdataacrosstheenterprisefordecisionsupportNeedtoadapttorapidlychangingbusinessenvironment,competition,reportingregulations“Makingbetterdecisionsfaster”Vitt,Luckevich,Misnerin“BusinessIntelligence”.MicrosoftPress:Redmond.2019BusinessIntelligence(BI)“Theprocesses,technologies,andtoolsneededtoturndataintoinformation,informationintoknowledge,andknowledgeintoplansthatdriveprofitablebusinessaction.

Businessintelligenceencompassesdatawarehousing,businessanalytictools,andcontent/knowledgemanagement”$75billionmarketby20192ndonlytowebportalinvestment(Forrester)Source:theDataWarehouseInstituteFacultyNewsletter,Fall2019SoundsNice–HowDoWeDoIt?businessintelligence.ittoolbox/browse.asp?c=BIPeerPublishing&r=http%3A%2F%2Fwww%2Eittoolbox%2Ecom%2Fpeer%2Fbi%2EpdfIsolatedsilosm87systems/services/bi_cycle.htmMeasureresultsTakeactionGaininsightCleandataIsItBusinessIntelligence?Doesit:integratedata,allowuserqueries,adressabusinessconcernandenablebetterdecisionsfaster?BISegmentsInformationDeliveryAnalysisandReportingVisualizationAnalyticsDataMiningMovingfromapplicationstoservicesmodelBestofbreedorintegratedsolution?BIVendorsBIBestPracticesDefinethebusinesscasecarefullyCost-benefitsanalysis(?intangibles)AlignmentwithbusinessgoalsManagementsupportBusinessrepresentationateverystageChange,vendorandprojectmanagementCleanData!Technology(last!)Doesthislookfamiliar?Moss,Atre.BusinessIntelligenceRoadmap.Boston,MA:PearsonEducation,Inc.,2019BIImplementation“Astaggering60%ofBIprojectsendinabandonmentorfailurebecauseofinadequateplanning,missedtasks,misseddeadlines,poorprojectmanagement,undeliveredbusinessrequirementsorpoorqualitydeliverables.”Moss,Atre.BusinessIntelligenceRoadmap,p.5.Boston,MA:PearsonEducation,Inc.,2019PitfallsforBIProjectsMisunderstandingthecomplexityCross-organizationalprojectsaredifferentMissing/unwillingbusinessrepresentationPoorsponsorchoice(weakornosponsor)Poorstaff/projectmanagementorskillsNoiterativedevelopmentmethodologyNobusinessanalysisNotunderstandingdata/metadataMoss,Atre.BusinessIntelligenceRoadmap,p.xxi.Boston,MA:PearsonEducation,Inc.,2019RiskAssesmentTechnologyComplexityIntegrationOrganizationalProjectTeamFinancialInvestmentMoss,Atre.BusinessIntelligenceRoadmap,p.41.Boston,MA:PearsonEducation,Inc.,2019LowRisk:supportsbusinessworkflowseemlesslyMedium:somemanualinterventionHigh:significantmanualinterventionImplementationIDCsurveyof400BIprojects1/3failure1/3adequate1/3successfulRiskofdelay,decreasedfunctionalityandfailureincreaseswithorganizationalsizeandBIcomplexityBusinessAnalyticsImplementationChallenges:Top10Considerations

for2019andBeyond,January2019IDC#2872810BiggestBIChallengesBudgetDataqualityUserexpectationsCulturechangeTimetoimplementDataintegrationTraining/educROIcaseBusinessrulesSponsorship

BusinessAnalyticsImplementationChallenges:Top10Considerationsfor2019andBeyond,January2019IDC#28728BI:ITvsManagementManagementfocusedontrainingandeducationITfocusedondataqualityandculturechangeUserexpectationsandtrainingneedsINCREASEwithacceptanceofBIDatawarehouseandBIinvestmentGROWSovertimeBusinessAnalyticsImplementationChallenges:Top10Considerationsfor2019andBeyond,January2019IDC#28728BottomLineHugeamountofdatatomonitorRapidlychangingbusinessenvironmentPaceofbusinessisincreasingIncreasedreportingburdenDatacanbetransformedintobetter,fasterdecisionsYouneedBItomanageyourenterpriseandstaycompetitive.CanadianTireCompanyBusinessIntelligence(RichardIveySchoolofBusiness.BusinessintelligencestrategyatCanadianTire,(9B03E019)FourPortionsofCTCCaseStudyCTCBusinessBackgroundISProblematCTCBImakeISbetter,cheaperandfasterBIchampionCompanyBackgroundThecompanywasfoundedin1922Morethan45,000employeesMorethan1,000storesandgasbaroperationsacrossCanadaBusinessline“CanadianTireRetail(CTR)wasoneofthebest-knowCanadianretailers,with390associatedealersowningandoperating430stores”CanadianTireFinancialServices(CTFS)(www2.canadiantire.ca/CTenglish/hourstory.html.accessed:August22,2019)Businessline(con’t)CanadianTirePetroleum(CTP)PartSource-chainofspecializedautomotivepartsstoresMark’sWorkWearhouseFinancialPerformance2019(http://media.corporate-ir/media_files/TOR/CTR.A.TO/reports/ar03.pdf)“Wearegrowing 2019wasayearmarkedbyanunwaveringcommitmenttotheinitiativesthatwilldeliverthegoalsofourfive-yearStrategicPlan.Weproducedrecordresultsandarefinanciallystronger.Wearedeliveringonourforemostpriority–superiorshareholderreturns.Andwearegrowing.”(WayneC.SalesPresident&ChiefExecutiveOfficeratCTC)FourPortionsofCTCCaseStudyCTCBusinessBackgroundISProblematCTCBImakeISbetter,cheaperandfasterBIchampionISProblemsatCTC

From2019to2019CTCITstrategyfocusedonsimplification,integrationandcost-cutting.Therefore,theITgroupfaced7challenges:Traininghard-workingpeopletohavetherightskillsetforfutureprogramsITcostswerehigherthanindustrystandardBusinessuserswerenotresponsiblefortheirITcostsISproblematCTC(con’t)4.Projectprioritywasnotsetforusingbusinessvalue5.Addingnewsystemswithoutconsiderationofglobalcost6.ITreactedonlytoshort-termneeds7.“ShadowIT”businessunitgroupswerenotmanagedandconsideredinITcostFourPortionsofCTCCaseStudyCTCBusinessBackgroundISProblematCTCBImakeISbetter,cheaperandfasterBIchampionBI:ChaosatthestartIn1994CTCstartedBI,developinganinformationwarehouse(IW)inordertochangeCTR’simageandrolefromthatofawholesalertothatofaretailerBIbecamefragmentedandIWevolvedonoldinfrastructureandapoordatamodelMultipleindependentdatasources,inaccuratedata,failingarchitecture,lackofstandardsSourcesystemExtract/Transform/Load(ETL)InformationWarehouse(IW)BusinesssupportReportDevelopersBusinessusersReportingandadhocanalysisCTAPSCompetitiveDataCTRonlineMWWPartSourceIndependentDataSourceUserRequestLauncherReportDeveloperCurrentBIEnvironmentSourcesystemExtract/Transform/Load(ETL)InformationWarehouse(IW)BusinessusersFutureBIEnvironmentFinancialDataMartABCM/modelsConsolidationsPlan&BudgetIntranetPresentationLayerVenderDataMartMarketingDataMartHRDataMartSupplyChainDataMartIntranetPresentationLayerPerformanceDashboardCTRPortalRetailScience:SuperusersMetaBaseBIspecialistsCTAPS,PeopleSoft,Equity,CTFS,HR,CTRonline,WWW,PartSoft,OtherQuickWinProjects “Theseprojectsconsistofshort-termactionsthatITcouldtaketoimproveBIcapacitiesandtoprovideuserswithnewinformation”BusinessintelligencestrategyatCanadianTire,page9QuickWinsAccesstodailysalespromotionaldataMarketbasketanalysisForecastingPricingoptimizationbyregionPricecompetitivenessanalytics,brandanalysisIncrementalsuccesseswerekey,butstartingtoblockoverallplan!NewBIprogramgoalsDevelopanenterprisephilosophy(Governance)FosteraculturevaluinghighdataqualitySupportandenabletheCTRbusinessstrategiesandITstrategiesImproveBIefficiencythroughcross-functionalsynergiesDefineandimplementthetechnologychangestoenableandsustainBIandIWDefineandimplementorganizationchangesBusinessintelligencestrategyatCanadianTire,(9B03E019),page9FourPortionsofCTCCaseStudyCTCBusinessBackgroundISProblematCTCBImakeISbetter,cheaperandfasterBIchampion

BIChampionAndrewWnek,CTCCIO,workedwithCTCsystemsincethemid-90sHeleadtheinitialdevelopmentoftheIWandFRAG-separatedBIofCFOforCTRHewantedtorestructureBIenvironmentatCTCin2019HowtomakeitsuccessfulAccordingtoAndrewWnekperspective,therearefourareastofosterBIsystemTherestructuringoftheITfunctiontoincludeaspecificfocusonretailITThedevelopmentofanITvisionandITstrategyTheengagementofCapGeminiErnst&YoungtoassessCTR’sBIeffortTheassignmentofaleadbusinessconsultanttotheBIprojectAndrewWnekSVPIT&CIOConclusionSecuredthesupportoftopmanagement(Wnek-ProjectChampion)RedesignbusinessprocessbeforetechnologyselectionBuyinvendorexperience(CopGeminiErnst&Young)andletemployeeslearnImplementIncrementallyIncludeusersonthedevelopmentteam(AshokSubramanianandMaryC.Lacity.JournalofInformationTechnology:Managingclient/serverimplementations:today’stechnology,yesterday’slessons,186.2019)MaximizingProfitability–TheFrankRussellCompanyOneoftheworld’sleadinginvestmentmanagers,withassetsundermanagement(AUM)ofmorethan$66billionSomeofthelargestinstitutionalinvestorsaroundtheworldturntoRusselltoguideinvestmentover$1trillionworldwideFoundedasasmallbrokeragefirmin1936byFrankRussellinTacoma,Washington.In2019,itwasranked11thinthenationinfortunemagazine’sannuallist.TheFrankRussellCompanyDataanddecisionsfragmentedacrossbusinesslinesDatastoredindifferentformatsDifferentdatabasesNoad-hocquery,manualextraction&formatingTOOSLOWandEXPENSIVEBusinessrequirementsTimelyInformationneededtomanagedaytodayoperationsBusinessusersneedaccesstopredefinedtabularreportsinwhichtheycouldmakesimplechangesAnalystsneededquickresponsesfornewbusinessquestionstoprotectrevenueasbestaspossibleAbettersolutionwasessentialtomovingthebusinessforwardPicassoSolutionPicassoArchitecturePicassoSampleReportPicassoSolutionBenefitsReductioninthetimespentingatheringoperationaldataEveryonehasaccesstotheinformationwithinthefirstfiveminutesoftheworkdayThetimerequiredtodevelopanewreporthasalsoimprovedradicallyEachbusinessuserhasdirectandfasteraccesstothedataneededtosupportindividualdecisionmakingAbilitytorapidlyprototypethesolutionEinsteinSolution–BuildingonSuccessEinsteinwaslaunchedinMay2019tosupporttheanalysisofrevenuefromtradesperformedonbehalfofmoneymanagersandtostudyprofitabilityTheinstitutionalbrokeragebusinessunitplannedtouseEinsteintoimproveitsabilitytomanageproductprofitabilityandvendorrelationshipsTheprojectwaslesscomplexthanPicassoandrequiredasmallteamtoimplementEinsteinSolutionBenefitsCompanyexecutivesarenowabletopreparethoroughlyfornegotiationswithvendorsManagersareabletoobtainaccurateinformationManagersareabletoidentifywhichvendorsarereceivinghighvolumesofbusinessSummarySuccessfullydeployed2BIsolutionsin2000and2019PlanstoexpandthesedeploymentstoincludeEuropeanandAsiandatasourcestobringaglobalperspectivetoitsinternaloperationsEinsteinmadebrokeragemanagerseasilyandindependentlyassesstherelativevalueofvendorrelationshipsandtradingvolumesandtakedecisiveactiontomaximizeprofitabilityRapidaccesstoformattedinformation=betterdecisions,faster!BusinessIntelligenceatSSMHowtoSaveLivesandWinaNationalQualityAwardLargehealthcaredeliveryorganization$1.7billionoperatingrevenues21acutecarehospitalsandotherfacilitiesNot-for-profitoperatedbyFranciscanSistersofMaryBIintegraltoperformanceimprovementBaldrigeawardrecipientprofile:/public_affairs/releases/SSMhealth.htm5,000physicians(someemployed)23,000employeesHospitals,homehealth,hospice,outpatientclinics,nursinghomesOklahoma,Wisconsin,Illinois,MissouriFirsthealthcareorganizationtowintheMalcolmBaldrigeNationalQualityAwardBaldrigeawardrecipientprofile:/public_affairs/releases/SSMhealth.htmSystemGoalsExceptionalClinicalOutcomesExceptionalPatient,EmployeeandPhysicianSatisfactionExceptionalFinancialPerformanceSr.MaryJeanRyanCEOThomasLangstonSystemVPSSMICStevenHunterRegionalPresidentSystemVPSSMHCOKRonaldLevyRegionalPresidentSystemVPSSMHCSTLWilliamSchoenhardCOOMaryStarmann-HarrisonRegionalPresidentSystemVPSSMHCWisconsinJamesSangerRegionalPresidentSystemVPSt.Mary’sGoodSamDepaulHospitalCardinalGlennonSJHC,SSMRISJHW,SMHCMCO,POSt.ClareSt.Mary’sHospSt.Mary’scarecenterGoodSamRegionalHealthcenterSt.AnthonyhospBoneandJointInformationCenterssmhc/internet/home/ssmcorp.nsf/SSMHC_Org_Chart?OpenPage(modified)SSMInformationCenter200employees$30millionrevenueExpertiseinCQI,KPImanagementWinnerofMissouriQualityAwardDuopolywithsystemmanagementwithCIOservingathighadministrativelevelMo.Qualityawardapplication:/pdf/ssmic02.pdfU.S.HealthCareCrisisRegulatoryburden(Medicare)FinancialperformanceMarketcompetitionStandardizationproblemsOldersickerpatientswithmoretechnologyVariationincareforsameproblemReimbursementisbeingtiedtoqualityCDO’smustbeabletotrackoutcomesTheymustreportqualitydataFinancialpressureisintensifyingQualityimprovementisdifficulttotrackNotallMD’sareemployeesCannottelladoctorwhattodoBusinessDriven“Opportunitiesexistedacrossalladulthospitalcampusesforlengthofstayreductionsresultinginlargecostsavings,andthatcostsavingsduetolowerlengthofstaycanhaveapositiveassociationwithimprovedclinicalquality”Dr.PaulConvery,CMOSSMSTLMedicalManagementTeamsDeveloppatientcareplansStandardizationofcare,EBMPeertopeerinteractionwithMDsDischargeplanningPatientandMDeducationQualityimprovementprocessesDr.PaulConvery,CMOMedicalManagementReportCentralizedreportacrossSSMClinicaloutcomes,benchmarkedCostPatientsatisfactionSafetyDr.Convery,CMONetworkMedicalManagementCommitteeClinicalPerformanceImprovementCenter(CPIC)(centralizedconsultingserviceanddatamanagement)HospitalcampusMedicalDirectorQI,VPMA,CMNurse,HIMHospitalcampusMedicalDirectorQI,VPMA,CMNurse,HIMHospitalcampusMedicalDirectorQI,VPMA,CMNurse,HIMMMRReportTrendstaranalystClinicaloutcomesspecialistCMOMckessonTrendStarDecisionSupportApplicationChartReviewsJCAHOCoremeasuresQITeamsPatientSurveys3MHealthDataMangementApplicationMMRREPORTCoversheet:keyMedicareLOS,volume;outcomesforgroups;safetyoutcomes;systemKPIsbymonth,YTDandlast2years.ForhighleveladministrationoverviewPatientsatisfactionsummarybyhospitalPerformanceimprovementdatasheets:drilldownintoadditionalfactorswithmonthlydataoverthelast12months,usedbyPIteamsSafetyIndicatorsNearmissreportsSurgicalsitemarkingcomplianceDangerousabbreviationsSystemIndicatorsPatientloyalty,satisfaction(surveys)31-dayreadmissionrateUnscheduledreturntoORorERMMR:PatientGroups