Cover; Title Page; Copyright Page; Contents; About the author; Preface; Introduction: a provocative question; This book's premises; References; Chapter 1 -- The Challenge of Managing and Leading the Enterprise BI/DW Program; Chapter introduction; The challenges of enterprise-scale bi and data warehousing; Immature Technology; Backlash From Early EDW Failures; Many Competing Enterprise Initiatives (and the Impact of Packaged Software); "The Need for Speed"; Individual Business Unit BI Often More Valued Than Enterprise BI; The Cost and Difficulty of Unwinding Fragmented Data Marts.
Lack of "A Voice of Authority" ChampionPostrecession Retrenchment; Why we can be successful in today's and tomorrow's ebi/edw efforts; A Rich, Easily Accessible Body of Knowledge; A New Generation of Game-Changing Technology; Greater Appreciation for the Value of Cross-Functional Business Intelligence; Broader Appreciation for Predictive and Discovery Analytics; "Back on the Table" Capabilities (and New Excitement); Cost Pressures on the Status Quo; Looking ahead: the ebi/edw program manager; Reference.
Chapter 2 -- The Role and Charter of the Enterprise Business Intelligence and Data Warehousing Program ManagerChapter introduction; The program manager job description; Organizational reporting relationship; The program management team; The Program Architect; The Program Administrator/Controller; Portfolio Project Managers; When a multilayered program management team is necessary; Looking ahead: the project portfolio; Chapter 3 -- Building the EBI/EDW Program's Initial Project Portfolio; Chapter introduction; Identifying the program's portfolio of projects: alternatives and recommendations.
The project portfolio "metadata"Looking ahead: refining the ebi/edw project portfolio; Reference; Chapter 4 -- Putting the Finishing Touches on the EBI/EDW Program's Project Portfolio; Chapter introduction; Identifying overlapping capabilities and potential economies of scale; Prioritizing the list of portfolio projects; Finalizing the program's architecture; Updating and finalizing the program budget; Risk mitigation and contingency planning; Preparing the program time line and project work plans; Conducting the Critical Design and Schedule Review; Securing buy-in and sponsorship.
Looking ahead: risk mitigation and contingency planningChapter 5 -- Program-Level Risk Management; Chapter introduction; Technology and architecture; Mitigation Strategies; "Many moving parts" interdependencies; Mitigation Strategies; Apathetic and detached leadership; Mitigation Strategies; Nondedicated resources; Mitigation Strategies; Delayed budget cuts; Mitigation Strategies; New and conflicting data marts; Mitigation Strategies; New players; Mitigation Strategies; Adversaries; Mitigation Strategies; Looking ahead: program KPIs and KOIs; Reference.
Chapter 6 -- Program Key Performance Indicators (KPIs) and Key Operating Indicators (KOIs).
Summary
Corporations and governmental agencies of all sizes are embracing a new generation of enterprise-scale business intelligence (BI) and data warehousing (DW), and very often appoint a single senior-level individual to serve as the Enterprise BI/DW Program Manager. This book is the essential guide to the incremental and iterative build-out of a successful enterprise-scale BI/DW program comprised of multiple underlying projects, and what the Enterprise Program Manager must successfully accomplish to orchestrate the many moving parts in the quest for true enterprise-scale business intelligence and.
