Super Simplification of Problems
I can not help myself, I can not stop noticing managers and project leaders making suggestions on how Information Systems work and what others should do. They are not experts in IT, they are experts for their respective area of expertise like product development, marketing analysis and research, business analytic’s, predictive analytic’s,
Continue reading Simple Minds [...]
It is so easy to proclaim solution for Information Systems wihtout knowledge about consequences of such decision.
Continue reading Wonderful Generalization and Banality [...]
Sometimes it is easier for decision makers to have unclear decision processes, decisions without clear and measurable costing or revenue metrics. Those are individual or related group interests, not company interests.
Continue reading Transparent Decisions [...]
If each marketing product is going to be implemented without general concept and idea of future business logic of products and without cost and revenue details for thorough profitability analysis then Information Systems are going to be caught in trap of impossible functionality and business logic.
Continue reading General Concept [...]
Outsourcing is one aspect of business that significantly influences capability of quality data collection.
Continue reading Outsourcing and Reporting Quality [...]
What do you have in DWH? This is political question, because everything can be set up to be available through DWH but others allocate resources and schedule priorities. This is not question for DWH but for management and most of all for CMO, CFO and CSO who are main pushers toward DWH resources.
Continue reading What Do You Have in DWH? [...]
It’s Time To Panic, I Don’t Want to be Part of Reporting Definition Process
When management washes hands and says that they want pure figures and does not want to participate responsibly together in large and complex project, then it is TIME TO PANICK!
If management does not want to participate in data definition,
Continue reading Not Part of Reporting Definition Process [...]
Choosing for example between 50 reports, and what needs to be developed might seem simple, but… Budget is enough for only 20, to pay to vendors, and rest should be somehow replaced with processes, negotiations with users and their bosses and with own deployment. Whatever you do, it is not your decision how will budget be allocated. Decision is more in hands of those who have better
Continue reading Limited Business Intelligence Budget Problem [...]
When two or more managers fight then two worlds collide and there is a lot of collateral damage. When managers confront then employees serve like raw meet in the fight. They have to find mistakes of confronted group, even from long time ago. Only thing that is important is how to fight with other department and to discover mistakes of colleagues with whom we have to usually work. Life is not easy between two or more fires… You have to give ammunition to your boss, but it has to be clever ammunition without too much damage for possible future cooperation with others. This ammunition needs to be very clever,
Continue reading Managers Mortal Combat [...]
Do not count jobs and tasks per tables or lists, with semaphore lights, comments, deadlines and etc. These lists can be easily transformed into many smaller tasks. Lists can mislead for example it might look that nothing is happening while there are happening solutions on instances that are not mentioned (not on the list) but do make significant basis of complete reporting later. If there is no true and deep knowledge about what is going on in business intelligence processes it is easy to misinterpret value of …
Continue reading How Not to Measure Business Intelligence Performance [...]