Bi ecm a_shotgun_wedding

BI & ECM 
A Shotgun Marriage?"

Independent. Detailed. Practical.
Speciﬁc advice. Best-practice approaches. The Real Story.!

Alan Pelz-Sharpe!
Twitter: @realstorygroup !
aps@realstorygroup.com !

Real Story Group: Introduction

Analyze strengths
and weaknesses
of the tools....and
vendors

Advise on successful
technology selection

Buyer s Advocate, Independent
Copyright © 2011 Real Story Group www.realstorygroup.com

Real Story Group: What We Do

Copyright © 2011 Real Story Group 4 www.realstorygroup.com

Practicality

Desire


Why Measure

•  We need to control our business - otherwise our
business will control us
•  The only way we can control our business is to adjust
our operations to meet pre-determined standards -
the basis of the standards and means of control is
business information
•  Hence to be able to control an organisation one
needs information regarding performance standards
and actual performance
•  Having the correct information (data) is essential to
measure performance and expectations accurately


Why Measure? cont

•  Managers within the business need to decide on:
–  What information they will need
–  How they will gather that information
–  How they will use the information
–  How they will respond to the information
•  To repeat - having the right information is essential,
therefore managers will have to decide on which (to use):
–  Standards
–  Measurements
–  Metrics
•  Measuring business performance is the key to controlling
productivity, efficiency and profitability


Measure to….

•  Find out how you are using your resources (effectively or not?)
•  Monitor Trends
•  Find out the causes of errors and ongoing problems
•  Identify areas for improvement
•  Monitor progress
•  Provide information to set realistic goals


Controls

Feed-Forward Concurrent Feedback

Anticipating Solving Solving
Problems in Problems as Problems after
Advance They Occur They Occur


Feed-Forward

•  Controls that attempt to identify and prevent
problems before they occur
–  Sometimes known as Preventative Controls
•  Focuses on the resources that come into the
organization: Human, Data, Financial etc
•  For example: Scanning documents correctly at
source and extracting data from the scanned
image - will likely prevent many more complex
issues down the line


Concurrent

•  Controls that monitor ongoing activities
•  Relying heavily on performance standards, rules
and regulations
•  Monitoring where possible in real time
•  For example: BPM dashboards that monitor
ongoing business processes - down to task and
instance level


Feedback

•  Controls that focus on the organizations output
–  Sometimes called Output Control
•  Feedback controls typically measure:
–  Financials
–  Output Quality
•  Financial measurements to ensure profitability
etc
•  Quality inspections of produced goods - or
alternatively customer satisfaction
•  (Feedback controls are the most common of the three)


Feedback Control Model

Feedback

Build Set Measure Compare Take
Strategic Performance Actual Performance Corrective
Goals Standards Performance To Standard Action

Feedback


Establishing a Feedback Loop

1.  Relate feedback to individuals
2.  Make the feedback an obligation
3.  Encourage positive and negative feedback
4.  Use continuous feedback for continous
improvement
5.  Avoid the old proverb no news is good news
6.  Encourage customer complaints
7.  Give responsibility to take immediate action

Source: H. James Harrington

Types of Measurement 
Data"

Measurement Data

Attribute Variable
Data Data
Yes/No How Many?
Go/Stop How Good?
Accept/Reject


Attribute Versus Variable

•  Attribute •  Variable
–  Were there any errors? –  How many errors per
batch?
–  Is the group over –  What is the size of the
budget? variance between budget
–  Was the work and spend?
completed on time? –  What was the variance
between the planned
completion date and the
actual completion date?


Attribute Versus Variable

•  Example: 10,000 Credit Card Applications are expected to be
processed per week:

3500

3000

10% 2500

2000
Processed Processed
Not Processed Approved
1500 Rejected
90%
Not Processed
1000

500

0
1 2 3 4 5 6 7

Analysis using attribute data Analysis using variable data


Effective Measurements

•  Timeliness
–  Time taken to find information
–  Time taken to respond to query
–  Time taken to complete a task or process
•  Accuracy
–  Correct version of document
–  Number of errors
–  Number of changes to document
–  Number of customer complaints


Efficiency Measurements

•  Throughput
–  How many cases processed
–  How many documents scanned
•  Utilization
–  How many manhours per transaction
–  Server utilization %
•  Cost reduction
–  Cost per completed transaction
–  Time to complete a form
–  How much time on non-value added steps


Using Data to Increase Efficiency - Reporting

•  Summarizing measurement output (statistics) is a powerful way to
quickly focus on problem areas - making a mass of data intelligible
•  By summarizing and pulling information together in a digestible
format we can enhance decision making, provide insight into
complexity and reduce risk


Search Landscape

Oracle SES

Endeca
Vivisimo
Exalead
Autonomy IBM - OmniFind
Lucene DTSearch

Microsoft - FAST
Recommind

SAP


BI Landscape


Database
Data

Text Files
XML
Structured
Documents
CAD
Audio

Video


Data in
Intelligence
Isolation Analytics

Querying
Predictions
OLAP
Statistics
Alerts
Optimization

Context
Reporting


ECM & BI

•  BPM
•  Rules
•  Analytics


Storage volumes by data type


Estimated Documents in eMail Systems

1.6E+09

1.4E+09

1.2E+09

1E+09

800000000

600000000

400000000

200000000

0
Documents in Exchange Documents in PST Files

Total number of documents in eMail: 1,464,193,395


Estimated Documents in Shared Folders

1.4E+11

1.2E+11

1E+11

8E+10

6E+10

4E+10

2E+10

0
Documents in Shared Files Documents in Exchange Documents in PST Files

Total number of documents: 33,318,534,175


•  Search is still not Business Intelligence. As much as search
vendors have been claiming that they're moving into BI, and as much
as new search vendors are starting to claim their software actually
does BI, integrates with BI, or provides BI, search software still is not
BI software. A keyword search, a faceted search, or even an
executive dashboard may indicate performance, but that's not the
same as actually measuring your key performance indicators.


Thank you!

•  Please visit our web site: realstorygroup.com
–  One-on-one analyst advice
–  Vendor/product evaluations
–  Analyst advisory papers
–  Webinars
–  Education courses

Download a free research sample:
www.realstorygroup.com/Sample

Follow us on Twitter: @realstorygroup
Contact me at aps@realstorygroup.com


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