Work with these savvy users they will be useful in a later phase. While the usage may be lower than hoped, this is not actually a bad thing.These same users, seeing the promise of BI, will request a large number of new BI enhancements. The business is seeing usage by a handful of technically savvy users that have been starved for data. In this phase, there will be heavy usage of the BI system initially, but then it will fall flat. For example, intensity for “system usage” means the relative overall use of the system, whereas intensity for “Challenge to the BI team” represents how difficult it is to maintain the BI system. The meaning of “Level of Intensity” will vary based on what is being measured. This chart is a visual representation of the phases after go-live. "The dichotomy of wanting to appease the user community by making the system more robust will come in direct conflict with validation requests" Recognizing these phases is critical to making hard work of implementing BI translate into powerful benefits. However, as an implementer of BI systems over the years there are common phases in every implementation that transcend the popular methodologies.
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This methodology and others take the reader through a series of steps from project planning, requirements gathering, dimensional and technical designs, etc. There are a number of excellent books on the steps to implement BI, my favorite being the “The Data Warehouse Toolkit” by Ralph Kimball and Margy Ross. Peter Sayer covers open source software, European intellectual property legislation and general technology breaking news for IDG News Service.The challenge of bringing Business Intelligence (BI) to an organization is daunting with a substantial investment in both time and money. Sanford, senior vice president of enterprise on demand transformation and information technology, and Robert Zapfel, senior vice president of IBM Global Financing, will report to him.Īn IBM representative confirmed the existence of the internal memo, but declined to comment on its contents.Īnother IBM representative provided details of the new roles, adding that no one had left the company, and no one else had moved to a new role, as a result of the changes. He joined the company as a development engineer in 1977 before moving on to a number of financial management roles. “Either way, Daniels and Rometty are the clear successor candidates,” he said.įinally, Chief Financial Officer Mark Loughridge will become senior vice president for finance and enterprise transformation. Some think he may be asked by the board to stay on it would not be a huge surprise for another year or two,” Mines said. “In theory, Palmisano retires next year at the ‘mandatory’ age of 60. She will have two direct reports: Erich Clementi, vice president for strategy and general manager of enterprise initiatives, and Jon Iwata, senior vice president for marketing and communications.īeyond a search for synergies, some have suggested succession planning as a motive for Palmisano’s changes. Rometty will add new functions to her current role of senior vice president of global sales and distribution, becoming senior vice president and group executive for sales, marketing and strategy. “These two units have a lot of synergy, so it makes a lot of sense to reintegrate under common management.” Integrating service business is “back to the future,” said Mines. Frank Kern, senior vice president responsible for the business services side of the division since January 2009, will report to him. Daniels will step up to the role of senior vice president and group executive for all of the IBM Global Services business, after running the outsourcing and integrated technology services side of it. Palmisano also brought other major activities under one manager in Monday’s reshuffle.
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