7 spo bi maturity trendovi 2012

8/11/2019 7 SPO BI Maturity Trendovi 2012

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SUSTAVI ZA PODRKUSUSTAVI ZA PODRKU ODLUIVANJUODLUIVANJU

ak.god. 2010./2011.ak.god. 2010./2011.

Doc.dr.sc. Sanda MartiniDoc.dr.sc. Sanda Martini IpiIpi [email protected]@uniri.hr

SKLADITESKLADITEPODATAKAPODATAKA

BI trendoviBI trendovi


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PlanPlan

BIBI MaturityMaturity modelmodelkako odrediti gdje smo?kako odrediti gdje smo?

GartnerGartner GroupGroupMagicMagic QuadrantQuadrant for BIfor BI 20092009,, 20102010,, 20112011


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TDWITDWI BIBI maturitymaturity modelmodel Wayne W.Wayne W. EckersonEckerson,, ex.ex. Director ofDirector of TDWITDWI

ResearchResearch ( (TheThe DataData WarehousingWarehousing Institute)Institute)created 2004,created 2004,renewed 2007,renewed 2007,new aspects 2009new aspects 2009

maturity model that benchmarks your progressin data warehousing and business intelligence

help you determine where you are, where togo next and how to get there

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TDWITDWI BIBI maturitymaturity modelmodel

TDWITDWI_BI_ _BI_MaturityMaturity_Model _Model http://http://tdwi.orgtdwi.org/ /pagespages/ /postersposters/ /businessbusiness- -

intelligenceintelligence--maturitymaturity--

model.aspxmodel.aspx??scsc_lang= _lang=enen 4
http://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=enhttp://tdwi.org/pages/posters/business-intelligence-maturity-model.aspx?sc_lang=en


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How the Model WorksHow the Model Works TheThe TDWITDWI BI Maturity Model consists ofBI Maturity Model consists of 5 5 stages:stages:Prenatal- pred faza

Infant, dojenaka Child, djeija Teenager,

Adult, odraslaSage, zrela

There are alsoThere are also two major obstaclestwo major obstacles ::the Gulf , , which occurs between the Infant and Childwhich occurs between the Infant and Childstages,stages, ( ( jaz jaz ))the Chasm , which occurs between the Teenager and, which occurs between the Teenager and

Adult stages. Adult stages. ( (ponorponor ))


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Prenatal StagePrenatal Stage ManagementManagementReportingReporting

runo kodirani statiki izvjetajiruno kodirani statiki izvjetaji distribuiraju se redovito(mjeseno, tjednodistribuiraju se redovito(mjeseno, tjedno itditd.).)OLTPOLTP,, printanjeprintanjeIT ne moe promptno zadovoljiti sve noveIT ne moe promptno zadovoljiti sve novekorisnike potrebe zato su korisnici nezadovoljnikorisnike potrebe zato su korisnici nezadovoljni analitiari posebice zato poinju koristitianalitiari posebice zato poinju koristitiproraunske tablice (proraunske tablice ( spreadmartsspreadmarts) )

static reportsInform Executives!


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Infant StageInfant Stage SpreadmartsSpreadmarts

analitiari izrauju svoje male osobne dataanalitiari izrauju svoje male osobne datamartemarte

spreadsheetsspreadsheets oror desktop databasesdesktop databases troe puno vremena na pripremu podataka a netroe puno vremena na pripremu podataka a nena analizuna analizuimaju ogranienu i iskrivljenu sliku stanjaimaju ogranienu i iskrivljenu sliku stanja nemaju istu metriku i pravila za analizunemaju istu metriku i pravila za analizu

jeftini i ire se brzinom svjetlosti po poduzeu jeftini i ire se brzinom svjetlosti po poduzeu silosi nepovezanih podatakasilosi nepovezanih podataka

Spreadmarts : spreadsheets or

desktop databases that function assurrogate data marts


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Problemi ranih (Problemi ranih (prepre)) DWDW fazafaza SpreadmartsSpreadmarts sprjeavaju osprjeavaju o rganizarganizacijuciju (or CEO)(or CEO)da dobije jasnu, cjelovitu i konzistentnu slikuda dobije jasnu, cjelovitu i konzistentnu sliku

poslovanjaposlovanjane omoguavaju istinitu slikune omoguavaju istinitu sliku

teko ih se rijeiti:teko ih se rijeiti: lokalni nadzor, nevjerojatno nizak troak koritenjalokalni nadzor, nevjerojatno nizak troak koritenja nesvjesnost o izgubljenim prilikamanesvjesnost o izgubljenim prilikama

organizacija se nalazi pred jazom kako krenutiorganizacija se nalazi pred jazom kako krenutiuu DWDW

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Jaz (Jaz (TheThe gulf gulf)) prijelaz tvrtke iz dojenake u djeiju fazuprijelaz tvrtke iz dojenake u djeiju fazu

(infant to(infant to childchild)) za prijelaz je potrebo promijenitiza prijelaz je potrebo promijeniti

menadersku percepciju na vanost BI imenadersku percepciju na vanost BI i DWDWosigurati sredstva (to ponekad znai imati jakoosigurati sredstva (to ponekad znai imati jakodobre i brze rezultate pilotske instalacije)dobre i brze rezultate pilotske instalacije)

nene podcjenitipodcjeniti vanost kvalitete podataka (izvora)vanost kvalitete podataka (izvora) upravljati promjenama u poslovanju i promjenamaupravljati promjenama u poslovanju i promjenamaljudiljudibebe realisticrealistic!! overover--promisepromise andand underunder--deliverdeliver


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Child StageChild Stage Data MartsData Marts

organizacija postaje svjesna vanosti razvoja i kreeorganizacija postaje svjesna vanosti razvoja i kreese u realizaciju pilotskog projektase u realizaciju pilotskog projekta

prvog data martaprvog data marta najee za jedan poslovni proces ilinajee za jedan poslovni proces ili jedan od djela tvrtke, za jedan od djela tvrtke, za knowledge workersknowledge workers

kupuju sekupuju se reportingreporting, , queryquery iliili OLAPOLAP alatialatidrill down or across a dimensional structure to follow trendsdrill down or across a dimensional structure to follow trendsand gain a deeper insight into events driving the process orand gain a deeper insight into events driving the process ortasks they managetasks they manage

problemi izolirani i ne integrirani dataproblemi izolirani i ne integrirani data martovimartovipotpora lokalnim potrebamapotpora lokalnim potrebamane mogu se agregirati, i raditi meune mogu se agregirati, i raditi meu --odjelne analizeodjelne analize

potrebno integrirati datapotrebno integrirati data martovemartove

Empower Workers!

fokus: what happened


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Teenager StageTeenager Stage Data WarehousesData Warehouses

integracija i konsolidacija dataintegracija i konsolidacija data martovamartova umjesto pojedinih projekata integrirani BI projektumjesto pojedinih projekata integrirani BI projekt

radi se na centralizaciji tima, razvoja, metodologije i skladita,radi se na centralizaciji tima, razvoja, metodologije i skladita,standardizacijastandardizacija Interactive Reporting and Analysis.Interactive Reporting and Analysis.

deeper levels of analysisdeeper levels of analysis, , queries across functional boundariesqueries across functional boundaries dashboardingdashboarding

alerting, drillalerting, drill--down paths to detailed reports, distributed queries to pulldown paths to detailed reports, distributed queries to pull

data from nondata from non- -warehouse system, and more timely loading ofwarehouse system, and more timely loading ofwarehousewarehouse potpora pojedinim individualnim potrebama korisnikapotpora pojedinim individualnim potrebama korisnika

self service for power usersself service for power users, , suppoortsuppoort casualcasual usersusers executives valueexecutives value DW DW/BI as a tactical way/BI as a tactical way to to

improveimprove process efficiency , empower more users with, empower more users with information , and, andembraceembrace fact-based decision making

Monitor Processes!

fokus: what is happening


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TheThe chasmchasm (ponor)(ponor) dublji i ozbiljniji od jaza (dublji i ozbiljniji od jaza (gulf gulf)) organizacije ve rade i teko jeorganizacije ve rade i teko je prijeiprijei na novu razinuna novu razinu

uporabeuporabe

tvrtke esto upadnu u ponor i ne izvuku se iz njegatvrtke esto upadnu u ponor i ne izvuku se iz njega problemiproblemi

poslovne promjene, nove strategije, preuzimanja..poslovne promjene, nove strategije, preuzimanja..standardizacijastandardizacija DWDW, meta podataka i semantike, meta podataka i semantike

prelaza na centraliziranuprelaza na centraliziranu IT IT i usklaivanje s poslovanjemi usklaivanje s poslovanjemkaos u velikoj koliini izvjetaja ikaos u velikoj koliini izvjetaja i reportareporta pokuava sepokuava sezamijeniti sa standardnim setom uzamijeniti sa standardnim setom u dashboarddashboard aplikacijiaplikacijinefleksibilnostnefleksibilnost postavljene arhitekture i infrastrukturepostavljene arhitekture i infrastrukture


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CrossCross thethe ChasmChasm

prijelaz na slijedeu razinuprijelaz na slijedeu razinu managemanage businessbusiness changeschanges

standardizestandardize semanticssemantics

movemove toto corporatecorporate ITITpreventprevent reportreport chaoschaos keep up with business needskeep up with business needs

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Adult Stage Adult Stage The Enterprise DataThe Enterprise DataWarehouse (Warehouse (EDWEDW))

jedna verzija istine jedna verzija istinepodaci postaju konkurentska prednost i vaan poslovni resurspodaci postaju konkurentska prednost i vaan poslovni resurs

EDWEDW postaje sredstvo integracijepostaje sredstvo integracijepodataka i poslovanja, kontinuirano udruivanje svih izoliranih analitikih procesapodataka i poslovanja, kontinuirano udruivanje svih izoliranih analitikih procesa

novih tvrtki koje su se udruilenovih tvrtki koje su se udruile ide se u smjeru predikcije i simulacijskih modelaide se u smjeru predikcije i simulacijskih modelapoinju se ukljuivati i vanjski izvori podatakapoinju se ukljuivati i vanjski izvori podataka (e.g. real time data feeds or Web data.)(e.g. real time data feeds or Web data.)

EDWEDW postaje mjesto za integraciju podataka i kritinih poslovnih procesa:postaje mjesto za integraciju podataka i kritinih poslovnih procesa: drive thebusiness ..

poslovanje se poinje mjeriti:poslovanje se poinje mjeriti: Stewardship and Scorecards.Stewardship and Scorecards.svako je ukljuen u proces integracije mjera poslovanja usvako je ukljuen u proces integracije mjera poslovanja u

deploys scorecards to align every worker and business process with the corporate strategydeploys scorecards to align every worker and business process with the corporate strategy investicija uinvesticija u EDWEDW se poinje vraatise poinje vraati ROIROI

brzo ukljuivanje novih kritinih poslovnih procesabrzo ukljuivanje novih kritinih poslovnih procesa korisnici pronalaze nove vrijednosti u podacima i poinju ii u smjeru datakorisnici pronalaze nove vrijednosti u podacima i poinju ii u smjeru data miningaminingausers begin to find new and unexpected uses for the data warehousing environment thatusers begin to find new and unexpected uses for the data warehousing environment that

developers hadnt anticipated. This developers hadnt anticipated. This serendipity of scaleserendipity of scale further accelerates further accelerates ROIROI..

Drive the Business!fokus: what should we do


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EDWEDW adultadult stagestage featuresfeatures strategicstrategic enterpriseenterprise DWDW unifiedunified architecturearchitecture fullyfully loadedloaded flexibleflexible andand layeredlayered just just--inin--timetime deliverydelivery

dashboardsdashboards && scorecardsscorecards predictivepredictive analyticsanalytics centralizedcentralized managementmanagement

competencecompetence centercenter16


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Sage StageSage Stage BI ServicesBI Services

zrela faza skladita podatakazrela faza skladita podataka EDWEDW postaje strateki poslovni resurspostaje strateki poslovni resurs BI se koristi kao servisBI se koristi kao servis

prelazi se granice organizacije i ide se uprelazi se granice organizacije i ide se u extranetextranet BIBI,, prema dobavljaima iprema dobavljaima iprema stankamaprema stankama

simple, yet powerful interactive reporting tools to compare and benchmarksimple, yet powerful interactive reporting tools to compare and benchmarktheir activity and performance to other groups across a multitude oftheir activity and performance to other groups across a multitude ofdimensionsdimensions

BIBI postajepostaje WebWeb ServiServiss

poinjepoinje decnatralizacijadecnatralizacija razvoja na dobrim standardima za integracijurazvoja na dobrim standardima za integraciju ide se u smjeru ozbiljnih statistikih analiza i data mininga-Decion Enginesfraud detection, Web personalization, and automated loan approvalfraud detection, Web personalization, and automated loan approvalapplications.applications.

vrijednostvrijednost EDWEDW poinje rasti eksponencijalno i vide se opipljivi i jasnipoinje rasti eksponencijalno i vide se opipljivi i jasnirezultatirezultati

EDWEDW postaje kritina infrastruktura poslovanjapostaje kritina infrastruktura poslovanja

Drive the Market!

fokus: what can we offer


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BIBI DecisionDecision supportsupport


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BI UsageBI Usage


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Zato BIZato BI MaturityMaturity modelmodel slui kao model za mjerenjeslui kao model za mjerenje svatko moe procijeniti u kojoj fazi se nalazisvatko moe procijeniti u kojoj fazi se nalazi do kuda je stigao i to ga jo ekado kuda je stigao i to ga jo eka TDWITDWI koristi za procjenu stanja na tritu i izradukoristi za procjenu stanja na tritu i izradu

analizaanalizapo 8 kriterijapo 8 kriterija


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Kriteriji evaluacije po BIKriteriji evaluacije po BI MaturityMaturitymodelumodelu

1.1. Scope.Scope.To what extent does the BI/DW program support all parts of the organization and all potential users?

2. Sponsorship.2. Sponsorship.To what degree are BI/DW sponsors engaged and committed to the program?

3. Funding.3. Funding.How successful is the BI/DW team in securing funding to meet business requirements?

4. Value.4. Value.How effectively does the BI/DW solution meet business needs and expectations?

5. Architecture.5. Architecture.How advanced is the BI/DW architecture, and to what degree do groups adhere to architecturalstandards?

6. Data.6. Data.To what degree does the data provided by the BI/DW environment meet business requirements?

7. Development.7. Development.How effective is the BI/DW teams approach to managing projects and developing solutions?

8. Delivery.8. Delivery.How aligned are reporting/analysis capabilities with user requirements and what is the the extentextent of of usageusage??


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Kako izmjeriti BI fazu ili zrelost?Kako izmjeriti BI fazu ili zrelost?

moete ispuniti upitnik namoete ispuniti upitnik na http://http://1105media.inquisiteasp.com1105media.inquisiteasp.com/ /cgicgi--bin/bin/qwebcorporate.dll?rqqwebcorporate.dll?rq= =survey&ridsurvey&rid==INQINQ--2010032113234220100321132342- -568554771&np568554771&np==23&idx23&idx==H24ARA&lgH24ARA&lg==englishenglish

primjerprimjerHow many distinct BI/DW groups exist in yourORGANIZATION as a whole?

0 1 2 3 4 5+Which best describes the SCOPE of the group in which youwork?

Corporate Business unit Department or functional area (e.g. finance, sales,marketing) Other

Which best describes the ORIENTATION of the group inwhich you work? Business IT Other

How LONG AGO was your group's BI/DW initiative started? Not started yet (*) Less than one year ( ) 1 to 2.5 years ( ) 2.5 to 5 years ( )

5 to 10 years ( ) 10 to 20 years ( ) 20+ years ( ) Don't know
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Kako izmjeriti BI fazu ili zrelost II?Kako izmjeriti BI fazu ili zrelost II? To what degree is the BI sponsor held ACCOUNTABLE for theTo what degree is the BI sponsor held ACCOUNTABLE for theoutcome of the BI/DW solution?outcome of the BI/DW solution?

Very low Very low -- Only project or program managers are held accountable.Only project or program managers are held accountable.LowLow -- Between very low and moderate.Between very low and moderate.ModerateModerate - - Sponsor assumes accountability but is not incented forSponsor assumes accountability but is not incented forperformance.performance.

HighHigh -- Between moderate and very high.Between moderate and very high. Very high Very high - - Sponsor assumes accountability and is incented for performance.Sponsor assumes accountability and is incented for performance. To what degree does the BI/DW program have PROCESSES inTo what degree does the BI/DW program have PROCESSES in

place to plan, prioritize, and adjust its BI/DW investments andplace to plan, prioritize, and adjust its BI/DW investments andresolve conflicts?resolve conflicts?

Very low Very low -- Every BI/DW group does its own thing with its own resources.Every BI/DW group does its own thing with its own resources.

LowLow -- Between very low and moderate.Between very low and moderate.ModerateModerate - - Every BI/DW group competes for corporate resources throughEvery BI/DW group competes for corporate resources throughthe budgeting process.the budgeting process.HighHigh -- Between moderate and very high.Between moderate and very high.

Very high Very high - - BI/DW groups come together to prioritize investments within aBI/DW groups come together to prioritize investments within aformal BI/DW governance process.formal BI/DW governance process.


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Analize trita Analize trita

PoredPored TDWITDWI modela postoje i druge analizemodela postoje i druge analizena tritu jedna od najznaajnijih jena tritu jedna od najznaajnijih je GartnerGartnergroupgroup reportreport-- MagicMagic QuadrantQuadrant

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Gartner Group Magic QuadrantGartner Group Magic Quadrant


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Gartner's ETL Magic QuadrantGartner's ETL Magic Quadrant20022002


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Gartner Magic Quadrant forGartner Magic Quadrant forData Integration 2008 to 2009Data Integration 2008 to 2009


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Gartner's Magic QuadrantGartner's Magic Quadrant: : DataDataQuality Tools 2009Quality Tools 2009


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Gartner'sGartner's DatabaseDatabase MagicMagicQuadrantQuadrant 20082008


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Gartner's Magic QuadrantGartner's Magic Quadrant: : BIBIPlatforms 2008Platforms 2008


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MagicMagic QuadrantQuadrant forfor BusinessBusinessIntelligenceIntelligence PlatformsPlatforms, , 20092009


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MagicMagic QuadrantQuadrant forfor BusinessBusinessIntelligenceIntelligence PlatformsPlatforms, , 20112011

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Kako su postavljeni kriteriji?Kako su postavljeni kriteriji?

Table 1. Ability to Execute Evaluation Criteria 2009

Evaluation Criteria Weighting

Product/Service high

Overall Viability (Business Unit, Financial,Strategy, Organization)

standard

Sales Execution/Pricing standard

Market Responsiveness and Track Record standard

Marketing Execution low

Customer Experience high

Operations standard


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Kako su postavljeni kriterijiKako su postavljeni kriteriji 20092009II?II?

Product/Service:Product/Service: How competitive and successful are the goods andHow competitive and successful are the goods andservices offered by the vendor in this market?services offered by the vendor in this market?

Overall Viability:Overall Viability: What is the likelihood of the vendor continuing toWhat is the likelihood of the vendor continuing toinvest in products and services for its customers?invest in products and services for its customers?

Sales Execution/Pricing:Sales Execution/Pricing: Does the vendor provide costDoes the vendor provide cost- -effectiveeffectivelicensing and maintenance options?licensing and maintenance options?

Market Responsiveness and Track Record:Market Responsiveness and Track Record: Can the vendorCan the vendorrespond to changes in market direction as customer requirementsrespond to changes in market direction as customer requirementsevolve?evolve?

Market Execution:Market Execution: Are customers aware of the vendor's offerings in Are customers aware of the vendor's offerings inthe market?the market?

Customer Experience:Customer Experience: How well does the vendor support itsHow well does the vendor support itscustomers?customers?

Operations:Operations: What is the ability of the organization to meet its goalsWhat is the ability of the organization to meet its goalsand commitments?and commitments?


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Kako su postavljeni kriteriji III?Kako su postavljeni kriteriji III?

Table 2. Completeness of Vision Evaluation Criteri

2009a

Evaluation Criteria Weighting

Market Understanding high

Marketing Strategy standard

Sales Strategy standard

Offering (Product) Strategy high

Business Model no rating

Vertical/Industry Strategy standard

Innovation no rating

Geographic Strategy standard


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Kako su postavljeni kriterijiKako su postavljeni kriteriji 20092009IV?IV?

Market Understanding:Market Understanding: Does the vendor have the ability toDoes the vendor have the ability tounderstand buyers' needs, and to translate those needs into productsunderstand buyers' needs, and to translate those needs into productsand services?and services?

Marketing Strategy:Marketing Strategy: Does the vendor have a clear set of messagesDoes the vendor have a clear set of messagesthat communicate its value and differentiation in the market?that communicate its value and differentiation in the market?

Sales Strategy:Sales Strategy: Does the vendor have the right combination of directDoes the vendor have the right combination of directand indirect resources to extend its market reach?and indirect resources to extend its market reach?

Offering (Product) Strategy:Offering (Product) Strategy: Does the vendor's approach to productDoes the vendor's approach to productdevelopment and delivery emphasize differentiation and functionality asdevelopment and delivery emphasize differentiation and functionality asit maps to current and future requirements?it maps to current and future requirements?

Business Model:Business Model: How sound and logical is the vendor's underlyingHow sound and logical is the vendor's underlyingbusiness proposition? Note that this criterion has been given no ratingbusiness proposition? Note that this criterion has been given no ratingbecause all vendors in the market have a viable business model.because all vendors in the market have a viable business model.

Vertical/Industry Strategy: Vertical/Industry Strategy: How well can the vendor meet the needsHow well can the vendor meet the needsof various industries such as financial services or retail?of various industries such as financial services or retail?

Geographic Strategy:Geographic Strategy: How well can the vendor meet the needs ofHow well can the vendor meet the needs oflocations outside its native country, either directly or through partners?locations outside its native country, either directly or through partners?


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Kako su odreeni kandidati?Kako su odreeni kandidati? Inclusion and Exclusion CriteriaInclusion and Exclusion Criteria Vendors were included in the Magic Quadrant if they Vendors were included in the Magic Quadrant if they

met the following requirements:met the following requirements:GenerateGenerate $20 million or more total software$20 million or more total softwarerevenuerevenue * from BI platform software sales annually or, in* from BI platform software sales annually or, inthe case of openthe case of open- -source BI platform software, generatesource BI platform software, generate$20 million total company revenue annually.$20 million total company revenue annually.Have customers that have deployed the vendor'sHave customers that have deployed the vendor'sBI platform as their enterprise BI solutionBI platform as their enterprise BI solution and, inand, inthe case of vendors that also supply transactionalthe case of vendors that also supply transactionalapplications, the BI platform is routinely used byapplications, the BI platform is routinely used byorganizations that do not use its transactionalorganizations that do not use its transactionalapplications.applications.Deliver at least eight out ofDeliver at least eight out of 12 capabilities in the BI12 capabilities in the BI platform market definition.platform market definition.


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KandidatiKandidati 20112011

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MicroStrategyMicroStrategy--StrengthsStrengths 20092009 MicroStrategy specializes in enterprise BI deployments running on top ofMicroStrategy specializes in enterprise BI deployments running on top of large enterpriselarge enterprise

data warehousesdata warehouses its customers reported theits customers reported the highest mean data volume of anyhighest mean data volume of anyvendor surveyedvendor surveyed , coupled with, coupled with a level of satisfaction with technical performancea level of satisfaction with technical performance only surpassed by vendors using much smaller datasets.only surpassed by vendors using much smaller datasets.

Parameterized reportingParameterized reporting for the report consumer is a MicroStrategy sweetspot. It offersfor the report consumer is a MicroStrategy sweetspot. It offersanan objectobject- -oriented report development environmentoriented report development environment with an extensive library ofwith an extensive library ofprebuilt objects, including metrics, prompts, filters and statistical functions for creatingprebuilt objects, including metrics, prompts, filters and statistical functions for creatingreports withreports with high degrees of formatting and analytic sophisticationhigh degrees of formatting and analytic sophistication ..

Without the demands of growth through acquisition, MicroStrategy offers aWithout the demands of growth through acquisition, MicroStrategy offers a wellwellintegrated BI platform with a common metadata layer and infrastructure, and aintegrated BI platform with a common metadata layer and infrastructure, and aunified user experienceunified user experience . Since MicroStrategy is not bogged down by the integration. Since MicroStrategy is not bogged down by the integrationchallenges, overhead and complex operating environment of the megavendors, it haschallenges, overhead and complex operating environment of the megavendors, it has aawindow of opportunity to forge ahead with innovation.window of opportunity to forge ahead with innovation.

Strong BI metadata managementStrong BI metadata management (rated highest in the customer survey).(rated highest in the customer survey).MicroStrategy offers a powerful metadata modeling tool to create the semantic layer for allMicroStrategy offers a powerful metadata modeling tool to create the semantic layer for allthe components in the BI platform. As a result,the components in the BI platform. As a result, report drilling and mapping toreport drilling and mapping tometadata is very flexible,metadata is very flexible, allowing end users to drill down, drill up and drill across inallowing end users to drill down, drill up and drill across inany attribute of the metadata.any attribute of the metadata.

MicroStrategy recognized that its strict licensing, contracting and rated CPU pricingMicroStrategy recognized that its strict licensing, contracting and rated CPU pricingpractices caused customer dissatisfaction and earned it a reputation for being expensivepractices caused customer dissatisfaction and earned it a reputation for being expensiveand difficult. It is now offering unrated CPU pricing as a primary pricing option. In the past,and difficult. It is now offering unrated CPU pricing as a primary pricing option. In the past,while unrated CPU pricing was available, it was rarely offered, as customers could only getwhile unrated CPU pricing was available, it was rarely offered, as customers could only getdeep discounts by selecting rated CPU pricing.deep discounts by selecting rated CPU pricing.


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MicroStrategyMicroStrategy CautionsCautions 20092009

WhileWhile thethe MicroStrategyMicroStrategy developmentdevelopment environmentenvironment isis robustrobust andand flexibleflexible,, therethere is is aasteepsteep learninglearning curvecurve ,, eveneven forfor seasonedseasoned reportreport developersdevelopers. . OutsideOutside of of parameterizedparameterizedreportsreports thatthat simulatesimulate adad hochoc analysisanalysis forfor anan endend useruser,, self self--service adservice ad hochoc reportingreporting andanddashboarddashboard creationcreation havehave notnot beenbeen wellwell supportedsupported to date,to date, althoughalthough enhancementsenhancements areareplannedplanned forfor MicroStrategyMicroStrategy 9.9.

InIn aa marketmarket wherewhere megavendorsmegavendors areare offeringoffering endend--toto--endend BI,BI, CPMCPM,, packagedpackaged analyticanalyticapplicationsapplications andand integrationintegration middlewaremiddleware optimizedoptimized forfor theirtheir specificspecific enterpriseenterprise applicationsapplicationsandand technologytechnology stacksstacks,, MicroStrategyMicroStrategy's's focusfocus on BIon BI platformsplatforms maymay increasinglyincreasingly excludeexclude itit

fromfrom considerationconsideration, , particularlyparticularly inin enterprise BIenterprise BI standardizationstandardization projectsprojects thatthat seek seek totoleverageleverage thethe existingexisting informationinformation infrastructureinfrastructure. . MicroStrategyMicroStrategy's SQL's SQL generationgeneration mechanismmechanism isis optimizedoptimized forfor queriesqueries againstagainst a dataa data

warehousewarehouse ,, andand withoutwithout federatedfederated queryquery supportsupport ( (anan enhancementenhancement scheduledscheduled forforMicroStrategyMicroStrategy 9),9), it isit is notnot asas wellwell suitedsuited forfor operationaloperational reportingreporting off off of oftransactiontransaction systemssystems asas otherother vendorsvendors. .

MicroStrategyMicroStrategy's's highhigh--endend "BI"BI vendorvendor of of lastlast resortresort"" opportunityopportunity spacespace,, whichwhich allowedallowed it toit to

commandcommand premiumpremium pricingpricing andand enforceenforce restrictiverestrictive contractingcontracting inin thethe past, ispast, is narrowingnarrowing asascommoditizationcommoditization putsputs downwarddownward pressurepressure onon pricingpricing andand asas otherother vendorsvendors moremore tightlytightlyintegrateintegrate, , enhanceenhance functionalityfunctionality andand leverageleverage new technologies (new technologies (suchsuch asas inin memorymemory andandappliancesappliances) to) to matchmatch MicroStrategyMicroStrategy's's largelarge datadata performanceperformance. .

WhileWhile MicroStrategyMicroStrategy hashas addedadded OEMOEM relationshipsrelationships andand developeddeveloped partnershipspartnerships toto deliverdeliverindustryindustry--specificspecific solutionssolutions leveragingleveraging itsits solidsolid productproduct vision,vision, itsits geographicgeographic presencepresence andandpackagedpackaged analyticanalytic applicationsapplications continuecontinue toto bebe moremore limitedlimited thanthan otherother leadingleading BIBI platformsplatforms


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ForecastForecast 20092009 Gartner's view is that BI platform revenue will be lessGartner's view is that BI platform revenue will be less

affected by the economic downturn than some otheraffected by the economic downturn than some othertechnologies because of the heightened need to maketechnologies because of the heightened need to makebetter, factbetter, fact- -based decisionsbased decisions BI is a vital competitiveBI is a vital competitivetool of increased importance in an environment wheretool of increased importance in an environment where

doing business more smartly, in order to maximize sharedoing business more smartly, in order to maximize shareof the reduced revenue in circulation, is a necessity.of the reduced revenue in circulation, is a necessity. That said, however, the recession, commoditization andThat said, however, the recession, commoditization and

consolidation are expected to put BI platform growth intoconsolidation are expected to put BI platform growth intothe single digits in 2009 and beyond. As such,the single digits in 2009 and beyond. As such, the BIthe BI

platform market's compound annual growth rateplatform market's compound annual growth rate (CAGR) through 2012 is expected to be 7.0% for stand(CAGR) through 2012 is expected to be 7.0% for stand- -alone BI platforms and 7.9% for both standalone BI platforms and 7.9% for both stand- -alone andalone andembedded functionalityembedded functionality

Several demandSeveral demand- -side factors indicate that BIside factors indicate that BI


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Several demandSeveral demand- -side factors indicate that BIside factors indicate that BIplatform revenue will continue to grow:platform revenue will continue to grow:

CIOs are increasingly being requiredCIOs are increasingly being required to invest in technologies that drive business transformationto invest in technologies that drive business transformationand strategic changeand strategic change . The fact that BI is a top priority for CIOs indicates that they see BI as part of the. The fact that BI is a top priority for CIOs indicates that they see BI as part of theanswer to this requirement. BI can deliver on this promise if deployed successfully because it couldanswer to this requirement. BI can deliver on this promise if deployed successfully because it couldimprove decision making and operational efficiency, which in turn drives the top line and the bottom line.improve decision making and operational efficiency, which in turn drives the top line and the bottom line.

Information generated from enterprise applications is at an allInformation generated from enterprise applications is at an all- -time high and will continue to increase.time high and will continue to increase. BIBIplatforms are seen as a means to turn that information into an asset on which betterplatforms are seen as a means to turn that information into an asset on which betterdecisions can be made.decisions can be made.

BI platforms areBI platforms are expanding their capabilities beyond traditional query, reporting and onlineexpanding their capabilities beyond traditional query, reporting and onlineanalytical processing (OLAP) functionalityanalytical processing (OLAP) functionality , toward providing dashboards, scorecards and visualization, toward providing dashboards, scorecards and visualizationas well. We expect innovation and growth to come from technologies that make it easier to build andas well. We expect innovation and growth to come from technologies that make it easier to build andconsume BI applications (such as visualization, search, inconsume BI applications (such as visualization, search, in- -memory analytics, SaaS and servicememory analytics, SaaS and service- -orientedorientedarchitecture [SOA]).architecture [SOA]).

Smaller and midsize organizations are becoming an importantSmaller and midsize organizations are becoming an important target market for BI vendors,target market for BI vendors, with awith alarge proportion being new opportunities. The success of smaller vendors targeting the segment, new SaaSlarge proportion being new opportunities. The success of smaller vendors targeting the segment, new SaaSdelivery models and increased offerings from Microsoft are prompting further growth in demand. Indelivery models and increased offerings from Microsoft are prompting further growth in demand. Inaddition, several vendors traditionally not in this domain have been modifying or extending their product,addition, several vendors traditionally not in this domain have been modifying or extending their product,pricing and partner strategies to reach this key group.pricing and partner strategies to reach this key group.

While BI standardization projects are increasing,While BI standardization projects are increasing, departmental projects are also on the risedepartmental projects are also on the rise ,,especially those provided by smaller horizontal analytics specialists and within emerging technologies, suchespecially those provided by smaller horizontal analytics specialists and within emerging technologies, suchas inas in--memory BI, search and visualization.memory BI, search and visualization.

Areas that have traditionally been under Areas that have traditionally been under corporate performance managementcorporate performance management (CPM), such as business(CPM), such as businessplanning and forecasting, are increasingly being embedded with BI capabilities. This, together with a trendplanning and forecasting, are increasingly being embedded with BI capabilities. This, together with a trendof embedding analytics into business processes, will drive further investment in BI.of embedding analytics into business processes, will drive further investment in BI.

Consumerization of informationConsumerization of information Users are becoming increasingly savvy in using and manipulatingUsers are becoming increasingly savvy in using and manipulatinginformation to their advantage. This will enable a spread of BI across organizations, leading to a need forinformation to their advantage. This will enable a spread of BI across organizations, leading to a need formore licenses. Technology trends, such as increasing visualization, might help further.more licenses. Technology trends, such as increasing visualization, might help further.

Another positive driver is the use of BI functions in Another positive driver is the use of BI functions in customercustomer- -facing Web site applications as afacing Web site applications as avaluevalue- -addingadding service differentiator, using Rich Internet Application (RIA) techniques.service differentiator, using Rich Internet Application (RIA) techniques.


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LiteraturaLiteratura W. H.W. H. InmonInmon :: Building the Data Warehuse; 4thBuilding the Data Warehuse; 4thedition, John Wiley & Sons; Canada, 2005.edition, John Wiley & Sons; Canada, 2005. R.R. KimballKimball et al.: The Data Warehouse Lifecycleet al.: The Data Warehouse Lifecycle

Toolkit, Expert Methods for Designing, DevelopingToolkit, Expert Methods for Designing, Developing

and Deploying Data Warehouses; John Wiley &and Deploying Data Warehouses; John Wiley &Sons; Canada, 1998.Sons; Canada, 1998. Ian W.Ian W. WittenWitten Data Mining, 2nd edition, PracticalData Mining, 2nd edition, Practical

machine lerning tools and techniques,Morganmachine lerning tools and techniques,MorganKaufmann, 2005.Kaufmann, 2005.

TurbanTurban , Aronson, and Liang, Aronson, and Liang Decision SupportDecision SupportSystems and Intelligent Systems, Seventh EditionSystems and Intelligent Systems, Seventh Edition, ,Prentice Hall, Englewood Cliffs, N.J., 2005.Prentice Hall, Englewood Cliffs, N.J., 2005.


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Literatura IILiteratura II S. Martini:S. Martini: Modeliranje sistema za nadzor porabeModeliranje sistema za nadzor porabe zdravil zdravil , Magistarski, Magistarski

rad, Ekonomski fakultet,rad, Ekonomski fakultet, UniverzaUniverza v Ljubljani, Slovenija,v Ljubljani, Slovenija, 19991999.. Imhoff Imhoff, C.,, C., GalemmoGalemmo, N.,, N., GeigerGeiger, J., J. MasteringMastering DataData WarehoseWarehose DesignDesign,,

WileyWiley,, 20032003..

TDWITDWI,, http://tdwi.org/Articles/2011/04/13/Key-Trends-Driving-Future-BI.aspx?Page=1
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7 spo bi maturity trendovi 2012

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