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Must taken steps for advancing your BI career:
Wednesday, 17 July 2019

 Before speaking BI project, a reminder of definition: the Business Intelligence, also known as intelligence and sometimes decision supporting system (DSS), is to place a set of technological resources, methods, and computer tools decision-making service within a company. For "enlightened" piloting, namely an approach that really allows the company to be able to rely on reliable data and relevant analyzes to make its tactical, strategic and operational decisions, well supervise its BI project is fundamental.

 Important steps for advancing your BI career:

Define its needs, objectives, and scope of the BI project: The success of the BI project will depend in particular on a clearly defined strategy of the company. This implies having a clear vision of the future and being able to work on the basis of realistic objectives, clear in the short, medium and long term, without forgetting the phase of studying the existing. This strategic mastery will make it possible to anticipate and properly manage deadlines. Business intelligence must adapt to the pace and projections of the business, not the other way around. It is also important at this stage to identify what kind of information policymakers, project managers and other key roles will need to improve their data management.

Choose your methodology, with the possibility of opting for an agile approach:

The choice of a methodology adapted to society is essential for the success of the project. In particular, the speed of change in needs and priorities must be taken into account. Too often, BI projects are developed "apart" from the life of society, without engaging all the strata involved at different moments of reflection and implementation, so that a shift as time-consuming as counterproductive occurs. Opting for an agile approach will then allow to gain reactivity, opt for frequent deliveries and limit iterations, where a conventional approach will involve stopping all details of the project from the start.
Choose your business intelligence tools and share your action plan:

To carry out your decision-making project requires adapted BI tools, but also exchanges and a consequent training of the work teams that will be involved, for an optimal adoption within the company: users of the tools in question, details of the actions to come, identification of resources and necessary infrastructure. Again, the project manager will play an important role. It will help guide the choice of BI solutions based on the company's strategy and specific expectations and not the other way around. The action plan must also specify the hierarchy and tasks of each in terms of monitoring and implementation of the BI project.
Organize the reporting and (well) transmit the information:

So that the people in charge of the decisions can really decide, precisely, to have access to information clearly organized and presented. This is not an aesthetic whim: clear dashboards, diagrams, readable digits, and other reporting formats will allow you to navigate and avoid that the BI project results in a mass of data or poorly consulted. This involves several things: a perspective to be kept in mind when choosing the tool, adequate technical training for people who use and consult it, and a clear design that gives meaning to the content of the reports.

For example, building a functional dashboard is a question of balance. From the simplest to the most complex (which will for example aggregate the data from a multitude of sources, CRM, Google Analytics, ERP, etc.), it must be sufficiently provided to give access to the figures and information needed to make a decision, without falling into too much complexity. To make an informed decision and take action, this type of report can also include comments, recommendations for action and an estimate of the impact of the action.

In the end, this stage of access to relevant and organized data is therefore crucial, otherwise, the BI project can only result in poorly informed decisions, lack of action or misinterpretations that may directly threaten the objectives sought, and with them the performances.
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