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In the early 1990s, a number of business and technological factors merged to drive and enable the creation of a new breed of tools, business intelligence, as shown in Figure 1-2 Several factors drove the need for more information, faster With the fall of the Berlin wall, the signing of NAFTA, the endless possibility of emerging markets, and economic prosperity, growth and globalization were the mantra for many organizations However, to operate a global company, companies need access to global or multiregional data The function- and region-based DSSs could no longer satisfy users needs Silo-based EISs broke At the same time, PCs were becoming common office tools Users were increasingly analyzing data via spreadsheets or PC-based graphics programs With this limited data analysis, users put pressure on IT to deliver more robust reports IT could not keep pace with the demand Personal computing both drove business intelligence and enabled client/server computing A number of technological advances became enablers for business intelligence First, large corporations began implementing enterprise resource planning (ERP) systems, such as SAP, PeopleSoft, and Oracle Financials With these implementations, companies hoped to: (1) reduce the number and complexity of custom transaction systems, (2) meet the business demands for growth and globalization, and (3) derive the productivity and cost benefits of business process reengineering With ERP systems (Figure 1-3), companies implement modules that share common business data Each module includes rules that ensure a company is following its intended business processes For example, in generating

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Influencers are another set of people that affect how well your implementation proceeds Influencers provide input to your users about how good the solution is, whether it will really be useful, and how it is being deployed The influencers often have some role in an existing reporting process and may have a vested interest in keeping the old reporting process running They may be source system report programmers (why do we need a BI tool when we can hand-code everything ), source system experts (why do we need a data

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Figure 6-43 The Decomposition Tree wizard, including the Grouping Items Editor used to make background selections

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First, you need to realize that we re dealing with a different layer depth here than the previous sections. At each different depth, we re faking (or stubbing) a different object. Table 3.1 shows three layer depths that are used inside the code to return stubs.

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warehouse, anyway ), business analysts who have developed departmental databases, or power users Positive influencers expedite your implementation and provide a lot of positive word-of-mouth promotion Negative influencers impede your efforts by spreading fear and doubt Unfortunately, you may encounter a degree of job protection or not invented here syndrome with negative influencers These are the hurdles to overcome If a business analyst has spent an inordinate amount of time creating queries to populate departmental databases and spreadsheets, then the BusinessObjects XI implementation will be perceived as a threat It renders their data sources obsolete Negative influencers may slow your implementation by seeding your new users with doubt by saying, Look how slow it is! The data is wrong! For this reason, you need influencers on your side If they know the data requirements, then get them to have a stake in BusinessObjects XI s success While they may be proud of the departmental system they created, they will know too well the manual processes and reconciliation time they go through to keep the data current and accurate If they cannot be directly part of the project team, ensure they are a focal point for implementation or a designated BusinessObjects expert Many companies have more than one BI tool for a variety of reasons: departmental autonomy to buy their own BI solution, merger and acquisition, best of breed capabilities in several tools, to name a few Of all the applications IT must deliver, BI standardization is the most contentious (next to spreadsheets, that is) If you are charged with reducing the number of different BI tools and converting users to the corporate standard of BusinessObjects XI, then the competing BI tool experts will be powerful influencers They will be the first to spot how their tool is better and argue for standardizing on their BI tool In some cases, competing BI tools may have better functionality in specific areas, so give them credit and save your breath If you have followed an objective selection process, you should be able to articulate how the standard was selected and by what criteria BusinessObjects XI was the best fit for your company You may have to do this multiple times before you gain acceptance If the decision to implement BusinessObjects XI as a corporate standard was autocratic, blame the decision-maker and march onward The bottom line is that the measure of success is not who agrees with the decision, but rather, that the standard is adopted and how well you use it to achieve a measurable business benefit.

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