15 Ways how to kill Business Intelligence / DWH project

15 tips and tricks about successful strategies for killing business intelligence software functionalities

business intelligence fail - shipwreck

From ordering side

 Start with internal development without asking users what they need. Users are never sure in their needs, guess yourself what users might need. Involve lot of personal time, make perfect Business Intelligence Solution, then search for users. If nobody could be involved into applicaion as user so what, at least company can raise PR.  

 Ask for everything, have mega appetite. DWH/BI must cover all requests without any exemptions.

 Include all departments and business units, especially call on workshops as many people as possible. Nobody should say later that was not informed. Some call it spam with project but don’t believe to gossips. 

 Jump into BI/DWH project without own IT administrators. Why should you have since it is “key in hand” solution.

 Leave all operative work to consultants.

 Without any doubt believe to presented models and presentations of vendors.

 Schedule and start in parallel major upgrades of legacy systems.

 Always trust to consultants coming in group and with cool presentations having huge list of references. It’s not a confirmation that they do not wait before project fails and consequences cannot catch them. It’s a confirmation that everybody need them and they are highly qualified.

 Don’t give up from your processes. Don’t even modify them. You now your business best, you are king. Insist on precise implementation into DWH and BI. Applications should serve you and your processes. Whenever, change application according to processes.

 For users and testers engage BI enemies, low competence administrators and lazy employees. They will find all possible and impossible errors. 

From vendor  side

 Make killing presentation model as Potemkin’s village,  don’t worry if something is very hard to implement. Promise, everything is possible.

 Modify price,  project scope, spy competition, promise, promise more …. just to enter into company. Once inside, feel like at home, start asking for additional capex strategy. Lobby all influential persons.

 Always blame insufficient customer specification:”it was not specified“. Never claim guilty.

 If project does not give required results, produce tons of not easy to understand documentation. Print all codes, several times if needed, and embed into manuals. Hire additional consultants if necessary to produce even more documentation.

 Stick in deployment/implementation phase strictly according to signed specification. Don’t change even a single line in specification. Two or free years of introduction of sophisticated software is not to long not to be foreseen in project preparation and planning activities. And of course situation on market  has minor influence on functionalities.

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