These are my Garnter BI Summit 2010 notes, if you also have any notes I hope you would like to share them with me.

About 700 people attended to the summit from over 36 different countries. The main subject was: performance it instead of measuring it.

Andreas Bitterer and Nigel Rayner opened the summit with their Keynote.
Some quotes:
They were referencing to Esperanto. “Like we are able to create one single language for the business. It’s impossible. ”
“All pillars in BI are equal except Finance. They are always higher.”
“Beautiful churches that’s how IT wants BI to look like.
Marrakesh chaos is where the Business ends up with.”
“Business has no choice but building excel silos”
“You need a BI glossary / dictionary”
“If you talk with the business, you can only end up with a massive metrics matrix”
“You need a “Enterprise Metric Framework.”
“What is driving the performance, is what we need to focus on.”
“If you put information on a dashboard then you get the real questions”
“Rational thought versus reading runes”
“Under pressure you make decisions like you always did”

They performed a great Business / IT miscommunication presentation about the term “the Definition Hell.”
Personal note: I think instead of BICC we need a Information CC and a Process CC.

Their tips 3E’s: Educate, Evangelize, Enable
Educate:
– Run a BI CPM workshop. Tell people what BI is about.
– Brainstorm sessions, what if scenarios
– Share case studies

Evangelize:
– Advocate how tech supports BI and Performance management
– Be a Chief information Officer, not a technology officer
– Show Business benefits and best practices

Enable
– Assemble a BI CC
– Create a BI strategy document
– Align BI with the Performance Management Framework

(BI like a Rosetta stone!)

Key note: Andy Neely
You need to connect information. F.e. sales of supermarket connection to medical insurance
A story about the best selling product: Hard Boiled Eggs, and they found out that a hard boiled egg just was a sales registration solution to sell products as hard boiled eggs when the barcode was unreadable.

People:
1) Desire for quantity
2) Unanticipate consequences
3) Need for balance

70% of all BSC implementations is worthless and it’s very dangerous following just a BSC.

Technology is part of Methodology which is part of a measure framework. So you start with a measure framework!
The right information to the right people is not the same as All information to All people. R4IPTD
– Right Information, Right People, Right Time, Right Decision

Metrics Workshop
– What we are doing indicators versus How we are doing indicators
– Forward and lagging indicators
– Financial and performance metrics
You have Business Function Metrics and Business Process Metrics, steps:
1) Intend the strategy
2) Define the goal
3) Describe the processes
4) Measure the indexes
It’s hard to do, so you need a hybrid group
The problem with 360 degrees metrics is the problem “What decision can you make?”
You need to change the view from costs to growth!
“You need to manage performance, else you got a new excel dashboard”

Round table “BI in the Cloud”
Some similar definitions:
– BI from the cloud
– Self service systems
– Software as a service
Isn’t this pushing the problem to another, to the business?
Why should you put KPI’s into the cloud?
You need to become the information aggregator
Open cloud versus secure clouds
Last year 4% – 17% were going into BI as a Service (uploading data to shared warehouses)
How about federated BI
– You need to think about getting BI into your processes
How to add more information into the cloud?
Conclusion: Security and trust!

Round table “Linking BPM with BI”
– Process vendors massively bought BI software
– BAM, is real time monitoring the process, you don’t need high level sophisticated BI software
– The most importing thing is not loose orders during the process
– You need to think about, past, present and future
– Everyone had a problem defining a business process. How does BI suits a Business Process Model what is continuously changing.
– How about a BI and BPM mashup?
Conclusion: There are more questions than answers. When you finished defining the Business Processes they are already changed and they can’t be clearly defined.

GARNTER MAGIC QUANDRANT session
BI Platform:
Oracle / Microsoft / IBM / SAS / Microstrategy / SAP / Infobuilders
Buying is almost over, there is not much to buy anymore
IT centered vendors have large percentage of the market
Business user influences more the buying decision
In memory architectyre and dynamic gui are the mayor shift
There are 2 new vendors
There is not enough market presence for open source
There is an increasing interest in SAAS BI, but it’s still small because business will have a problem to put information into the cloud.

CPM Suite:
Market is growing massively
4 new vendors
Oracle/SAP/IBM are in the leader quadrant and will be challenged by new companies
Microsoft is not on!
First time software as service vendors are in
In memory is an option especially for scenario planning it will be an advantage (my database) but also would be something for prototyping (myDatawarehouse)

DATA Integration tools:
Informatica/IBM/Oracle/SAPBO
9,6% annual growth
A lot of providers / vendors
Master data management and integration is the issue
Just 4 leaders
Some specialists
Open source is a hot subject especially on functionality
This market WONT exist in 10 years and will merge to another

DATAWAREHOUSING:
Hard to define and find out how to count
More vendors then ever
New vendors are pushing the functionality to leaders
It’s always a architecture swing
But no one support all demands u need
DWH Strategy: sourcing, flexibility, reuse and performance
Sharable architectures

SOME DISCUSSION NOTES WITH AUDIENCE
You need to look to total costs of owner instead of licencies
Microstrategy has a high learning curve
Lot of users are tiered to all the buying, MegaVendors must start to integrate and tell how long it takes. Users are already waiting too long!
BI SAAS: A hot issue is to share scenario short term and long term maps. Analytic competitors won’t do that!
Question: how do you measure Gartners definition of Execute. Answer: that are 7 criteria that changes every year. This year criteria are: Product / Vendor liability / Sales execution / Market Response / Market execution / Customer experience / Operations

Discussion subjects between the analysts: acquire / integrate / as a service
When we say no excel, we mean: Don’t program in a spreadsheet like it’s a a storage method.