By David Loshin
Attention-grabbing, well timed, and primarily, worthwhile, Savvy publications supply IT managers the knowledge they should successfully deal with their technologists, in addition to rigorously tell company selection makers, in the middle of technological revolution.
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Extra info for Business Intelligence: The Savvy Manager's Guide
Practically speaking, a program for which promises made by individuals or teams are not delivered is a program destined for failure. Even if the delivery time is not as timely as the client would like, what is more important is predictability, in other words, knowing when you can reliably expect a feature or access rights to be made available. • Quality is very frequently talked about but seldom addressed. High quality of information in a BI program is probably the most important success factor, because if the information is of low quality, no other component of the system can be trusted.
In the world of BI, some investment is probably required to build the environment where data can be turned into knowledge, but the real benefit occurs when that knowledge is actianable. That means that an organization cannot just provide for the information factory; it must also have some methods for extracting value from that knowledge. This is not a technical issue--it is an organizational one. To have identified actionable knowledge is one thing, but to take the proper action requires a nimble organization with individuals empowered to take that action.
The second concept focuses on the senior management's establishing a vested stake in the success of the project. Whether this involves direct profit and loss (P&L) responsibility or whether it is defined more loosely in terms of stated business expectations, having a senior manager with a personal stake in the success (and failure) of the program will project a corporate commitment to project accountability. Even more important is the financial backing (in other words: budget) needed to build the infrastructure and the right team.