Business-Intelligence-at-SSM在SSM商业智能教学课件

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1、Richard VaughnSuporn JantastooRajesh GopalsamyBusiness 2019:Hostile EnvironmentProfit pressureVicious competitionEmpowered consumersInternet servicesB2B,tighter integration with partnersMassive data accumulationGovernmental interferenceHow are you going to manage?Its a Jungle Out There Are You Lost?

2、Business Intelligence:GPS for BusinessSounds Nice What Is It?“Current literature on BI has proved to be fairly sketchy and theoretical.There is no generally agreed conception of BI,but,rather,each author has promoted his or her own idea of its connotations.”“The term is used by different pundits and

3、 software vendors to characterize a broad range of technologies,software platforms,specific applications,and processes.”Hannula,Pirttimaki“Business Intelligence.Empirical Study on the top 50 Finnish Companies”.Journal of American Academy of Business.Cambridge;Mar 2019.Vitt,Luckevich,Misner in“Busine

4、ss Intelligence”.Microsoft Press:Redmond.2019BI EvolutionBI is an evolving area derived from:Need to manage the massive accumulation of data from OLTP,OLAP,CRM,ERP,legacy systems,external data and other sourcesNeed to integrate,analyze,transform data across the enterprise for decision supportNeed to

5、 adapt to rapidly changing business environment,competition,reporting regulations“Making better decisions faster”Vitt,Luckevich,Misner in“Business Intelligence”.Microsoft Press:Redmond.2019Business Intelligence(BI)“The processes,technologies,and tools needed to turn data into information,information

6、 into knowledge,and knowledge into plans that drive profitable business action.Business intelligence encompasses data warehousing,business analytic tools,and content/knowledge management”$75 billion market by 2019 2nd only to web portal investment(Forrester)Source:the Data Warehouse Institute Facult

7、y Newsletter,Fall 2019Sounds Nice How Do We Do It?businessintelligence.ittoolbox/browse.asp?c=BIPeerPublishing&r=http%3A%2F%2Fwww%2Eittoolbox%2Ecom%2Fpeer%2Fbi%2EpdfIsolated silosm87systems/services/bi_cycle.htmMeasure resultsTake actionGain insightClean dataIs It Business Intelligence?Does it:integ

8、rate data,allow user queries,adress a business concern andenable better decisions faster?BI SegmentsInformation DeliveryAnalysis and ReportingVisualizationAnalyticsData MiningMoving from applications to services modelBest of breed or integrated solution?BI VendorsBI Best PracticesDefine the business

9、 case carefullyCost-benefits analysis(?intangibles)Alignment with business goalsManagement supportBusiness representation at every stageChange,vendor and project managementClean Data!Technology(last!)Does this look familiar?Moss,Atre.Business Intelligence Roadmap.Boston,MA:Pearson Education,Inc.,201

10、9BI Implementation“A staggering 60%of BI projects end in abandonment or failure because of inadequate planning,missed tasks,missed deadlines,poor project management,undelivered business requirements or poor quality deliverables.”Moss,Atre.Business Intelligence Roadmap,p.5.Boston,MA:Pearson Education

11、,Inc.,2019Pitfalls for BI ProjectsMisunderstanding the complexityCross-organizational projects are differentMissing/unwilling business representationPoor sponsor choice(weak or no sponsor)Poor staff/project management or skillsNo iterative development methodologyNo business analysisNot understanding

12、 data/metadataMoss,Atre.Business Intelligence Roadmap,p.xxi.Boston,MA:Pearson Education,Inc.,2019Risk AssesmentTechnologyComplexityIntegrationOrganizationalProject TeamFinancial InvestmentMoss,Atre.Business Intelligence Roadmap,p.41.Boston,MA:Pearson Education,Inc.,2019Low Risk:supports business wor

13、kflow seemlesslyMedium:some manual interventionHigh:significant manual interventionImplementationIDC survey of 400 BI projects1/3 failure1/3 adequate 1/3 successfulRisk of delay,decreased functionality and failure increases with organizational size and BI complexity Business Analytics Implementation

14、 Challenges:Top 10 Considerations for 2019 and Beyond,January 2019 IDC#2872810 Biggest BI Challenges1.Budget2.Data quality3.User expectations4.Culture change5.Time to implement6.Data integration7.Training/educ8.ROI case9.Business rules10.Sponsorship Business Analytics Implementation Challenges:Top 1

15、0 Considerations for 2019 and Beyond,January 2019 IDC#28728BI:IT vs Management Management focused on training and educationIT focused on data quality and culture changeUser expectations and training needs INCREASE with acceptance of BIData warehouse and BI investment GROWS over time Business Analyti

16、cs Implementation Challenges:Top 10 Considerations for 2019 and Beyond,January 2019 IDC#28728Bottom LineHuge amount of data to monitorRapidly changing business environmentPace of business is increasingIncreased reporting burdenData can be transformed into better,faster decisionsYou need BI to manage

17、 your enterprise and stay competitive.Canadian Tire CompanyBusiness Intelligence(Richard Ivey School of Business.Business intelligence strategy at Canadian Tire,(9B03E019)Four Portions of CTC Case StudyCTC Business BackgroundIS Problem at CTCBI make IS better,cheaper and fasterBI championCompany Bac

18、kgroundThe company was founded in 1922More than 45,000 employeesMore than 1,000 stores and gas bar operations across CanadaBusiness line“Canadian Tire Retail(CTR)was one of the best-know Canadian retailers,with 390 associate dealers owning and operating 430 stores”Canadian Tire Financial Services(CT

19、FS)(www2.canadiantire.ca/CTenglish/h ourstory.html.accessed:August 22,2019)Business line(cont)Canadian Tire Petroleum(CTP)Part Source-chain of specialized automotive parts storesMarks Work WearhouseFinancial Performance 2019(http:/media.corporate-ir/media_files/TOR/CTR.A.TO/reports/ar03.pdf)“We are

20、growing 2019 was a year marked by an unwavering commitment to the initiatives that will deliver the goals of our five-year Strategic Plan.We produced record results and are financially stronger.We are delivering on our foremost priority superior shareholder returns.And we are growing.”(Wayne C.Sales

21、 President&Chief Executive Officer at CTC)Four Portions of CTC Case StudyCTC Business BackgroundIS Problem at CTCBI make IS better,cheaper and fasterBI championIS Problems at CTC From 2019 to 2019 CTC IT strategy focused on simplification,integration and cost-cutting.Therefore,the IT group faced 7 c

22、hallenges:1.Training hard-working people to have the right skill set for future programs2.IT costs were higher than industry standard3.Business users were not responsible for their IT costsIS problem at CTC(cont)4.Project priority was not set for using business value5.Adding new systems without cons

23、ideration of global cost6.IT reacted only to short-term needs7.“Shadow IT”business unit groups were not managed and considered in IT costFour Portions of CTC Case StudyCTC Business BackgroundIS Problem at CTCBI make IS better,cheaper and fasterBI championBI:Chaos at the startIn 1994 CTC started BI,d

24、eveloping an information warehouse(IW)in order to change CTRs image and role from that of a wholesaler to that of a retailerBI became fragmented and IW evolved on old infrastructure and a poor data modelMultiple independent data sources,inaccurate data,failing architecture,lack of standards Sourcesy

25、stemExtract/Transform/Load(ETL)InformationWarehouse(IW)Business supportReport DevelopersBusiness usersReporting and ad hoc analysisCTAPSCompetitive DataCTR onlineMWWPartSourceIndependent Data SourceUserRequestLauncher Report DeveloperCurrent BI EnvironmentSourcesystemExtract/Transform/Load(ETL)Infor

26、mationWarehouse(IW)Business usersFuture BI EnvironmentFinancial Data MartABC M/modelsConsolidationsPlan&BudgetIntranet Presentation LayerVender Data MartMarketing Data MartHRData MartSupply Chain Data MartIntranetPresentationLayerPerformanceDashboardCTRPortal Retail Science:Super usersMeta BaseBI sp

27、ecialistsCTAPS,PeopleSoft,Equity,CTFS,HR,CTR online,WWW,Part Soft,OtherQuick Win Projects“These projects consist of short-term actions that IT could take to improve BI capacities and to provide users with new information”Business intelligence strategy at Canadian Tire,page 9Quick WinsAccess to daily

28、 sales promotional dataMarket basket analysisForecastingPricing optimization by regionPrice competitiveness analytics,brand analysisIncremental successes were key,but starting to block overall plan!New BI program goals1.Develop an enterprise philosophy(Governance)2.Foster a culture valuing high data

29、 quality3.Support and enable the CTR business strategies and IT strategies4.Improve BI efficiency through cross-functional synergies5.Define and implement the technology changes to enable and sustain BI and IW6.Define and implement organization changesBusiness intelligence strategy at Canadian Tire,

30、(9B03E019),page9Four Portions of CTC Case StudyCTC Business BackgroundIS Problem at CTCBI make IS better,cheaper and fasterBI champion BI ChampionAndrew Wnek,CTC CIO,worked with CTC system since the mid-90sHe lead the initial development of the IW and FRAG-separated BI of CFO for CTRHe wanted to res

31、tructure BI environment at CTC in 2019How to make it successfulAccording to Andrew Wnek perspective,there are four areas to foster BI system 1.The restructuring of the IT function to include a specific focus on retail IT2.The development of an IT vision and IT strategy3.The engagement of Cap Gemini

32、Ernst&Young to assess CTR s BI effort4.The assignment of a lead business consultant to the BI projectAndrew Wnek SVP IT&CIOConclusion1.Secured the support of top management(Wnek-Project Champion)2.Redesign business process before technology selection3.Buy in vendor experience(Cop Gemini Ernst&Young)

33、and let employees learn4.Implement Incrementally5.Include users on the development team(Ashok Subramanian and Mary C.Lacity.Journal of Information Technology:Managing client/server implementations:todays technology,yesterdays lessons,page 169-186.2019)Maximizing Profitability The Frank Russell Compa

34、nyOne of the worlds leading investment managers,with assets under management(AUM)of more than$66 billionSome of the largest institutional investors around the world turn to Russell to guide investment over$1 trillion worldwideFounded as a small brokerage firm in 1936 by Frank Russell in Tacoma,Washi

35、ngton.In 2019,it was ranked 11th in the nation in fortune magazines annual list.The Frank Russell CompanyData and decisions fragmented across business linesData stored in different formatsDifferent databasesNo ad-hoc query,manual extraction&formatingTOO SLOW and EXPENSIVEBusiness requirementsTimely

36、Information needed to manage day to day operationsBusiness users need access to predefined tabular reports in which they could make simple changesAnalysts needed quick responses for new business questions to protect revenue as best as possibleA better solution was essential to moving the business fo

37、rwardPicasso SolutionPicasso ArchitecturePicasso Sample ReportPicasso Solution BenefitsReduction in the time spent in gathering operational dataEveryone has access to the information within the first five minutes of the workdayThe time required to develop a new report has also improved radicallyEach

38、 business user has direct and faster access to the data needed to support individual decision makingAbility to rapidly prototype the solutionEinstein Solution Building on SuccessEinstein was launched in May 2019 to support the analysis of revenue from trades performed on behalf of money managers and

39、 to study profitabilityThe institutional brokerage business unit planned to use Einstein to improve its ability to manage product profitability and vendor relationshipsThe project was less complex than Picasso and required a small team to implementEinstein Solution BenefitsCompany executives are now

40、 able to prepare thoroughly for negotiations with vendorsManagers are able to obtain accurate informationManagers are able to identify which vendors are receiving high volumes of businessSummarySuccessfully deployed 2 BI solutions in 2000 and 2019Plans to expand these deployments to include European

41、 and Asian data sources to bring a global perspective to its internal operationsEinstein made brokerage managers easily and independently assess the relative value of vendor relationships and trading volumes and take decisive action to maximize profitabilityRapid access to formatted information=bett

42、er decisions,faster!Business Intelligence at SSM How to Save Lives and Win a National Quality AwardLarge health care delivery organization$1.7 billion operating revenues21 acute care hospitals and other facilitiesNot-for-profit operated by Franciscan Sisters of MaryBI integral to performance improve

43、mentBaldrige award recipient profile:nist.gov/public_affairs/releases/SSMhealth.htm5,000 physicians(some employed)23,000 employeesHospitals,home health,hospice,outpatient clinics,nursing homesOklahoma,Wisconsin,Illinois,MissouriFirst health care organization to win the Malcolm Baldrige National Qual

44、ity AwardBaldrige award recipient profile:nist.gov/public_affairs/releases/SSMhealth.htmSystem GoalsExceptional Clinical OutcomesExceptional Patient,Employee and Physician SatisfactionExceptional Financial PerformanceSr.Mary Jean RyanCEOThomas LangstonSystem VPSSMIC Steven HunterRegional PresidentSy

45、stem VPSSMHC OKRonald LevyRegional PresidentSystem VPSSMHC STLWilliam SchoenhardCOOMary Starmann-HarrisonRegional PresidentSystem VPSSMHC WisconsinJames SangerRegional PresidentSystem VPSt.Marys Good SamDepaul HospitalCardinal GlennonSJHC,SSMRISJHW,SMHCMCO,POSt.ClareSt.Marys HospSt.Marys care center

46、Good Sam RegionalHealth centerSt.Anthony hospBone and Joint Information Centerssmhc/internet/home/ssmcorp.nsf/SSMHC_Org_Chart?OpenPage(modified)SSM Information Center200 employees$30 million revenueExpertise in CQI,KPI managementWinner of Missouri Quality AwardDuopoly with system management with CIO

47、 serving at high administrative levelMo.Quality award application:mqa.org/pdf/ssmic02.pdfU.S.Health Care CrisisRegulatory burden(Medicare)Financial performanceMarket competitionStandardization problemsOlder sicker patients with more technologyVariation in care for same problemReimbursement is being

48、tied to qualityCDOs must be able to track outcomesThey must report quality dataFinancial pressure is intensifyingQuality improvement is difficult to trackNot all MDs are employeesCannot tell a doctor what to doBusiness Driven“Opportunities existed across all adult hospital campuses for length of sta

49、y reductions resulting in large cost savings,and that cost savings due to lower length of stay can have a positive association with improved clinical quality”Dr.Paul Convery,CMO SSM STLMedical Management TeamsDevelop patient care plansStandardization of care,EBMPeer to peer interaction with MDsDisch

50、arge planningPatient and MD educationQuality improvement processesDr.Paul Convery,CMOMedical Management ReportCentralized report across SSMClinical outcomes,benchmarkedCostPatient satisfactionSafetyDr.Convery,CMONetwork MedicalManagementCommitteeClinical Performance Improvement Center(CPIC)(centrali

51、zed consulting service and data management)Hospital campusMedical DirectorQI,VPMA,CMNurse,HIMHospital campusMedical DirectorQI,VPMA,CMNurse,HIMHospital campusMedical DirectorQI,VPMA,CMNurse,HIMMMR ReportTrendstar analystClinical outcomes specialistCMOMckessonTrendStar DecisionSupport ApplicationChar

52、t ReviewsJCAHO Core measuresQI TeamsPatient Surveys3MHealth DataMangementApplicationMMR REPORT1.Cover sheet:key Medicare LOS,volume;outcomes for groups;safety outcomes;system KPIs by month,YTD and last 2 years.For high level administration overview2.Patient satisfaction summary by hospital3.Performa

53、nce improvement data sheets:drill down into additional factors with monthly data over the last 12 months,used by PI teamsSafety IndicatorsNear miss reportsSurgical site marking complianceDangerous abbreviationsSystem IndicatorsPatient loyalty,satisfaction(surveys)31-day readmission rateUnscheduled r

54、eturn to OR or ERMMR:Patient Groups1.Pneumonia(DRG:79&89)2.Cardiac Bypass Surgery-CABG(DRG 107)3.Heart Failure(DRG 127)4.Hip/Knee replacement(DRG 209)5.Cardiac Stent(DRG 516&517)6.Acute Myocardial Infarction(ICD9 410)MMR:Results from BIExtracted&synthesized from multiple sourcesUsed to focus efforts

55、 on performance improvement in line with core objectivesReduced Medicare length of stay 0.5 days$5 million savings,annualizedImproved compliance with Medicare CORE measuresBetter patient outcomes!Key to winning Malcolm Baldrige AwardDr.Paul Convery,CMOMMR:Patient Outcomes-Improved coronary artery by

56、pass surgery mortality-Improved congestive heart failure readmission rate-Improved use of beta blocker with MI patients-Decreased Medicare length of stayDr.Paul Convery,CMOSSM:Lessons LearnedAlign with mission and goalsPhysician supportData definitionsBenchmarkingReport formatting(dont change it)Dis

57、tributionExecutive supportEducation of usersLink to processes for improvementDr.Paul Convery,CMO“The use of the MMR and the improvement it tracks were a key component to the performance improvement processes which resulted in SSM Health care winning the Malcolm Baldrige National Quality Award in Nov

58、ember,2019”Dr.Paul Convery,CMOIs It Business Intelligence?Does it:integrate data,allow user queries,adress a business concern andenable better decisions faster?BI Test For Our CasesSSMCTCRussellIntegrate data?AAAAllow user queries?BAAAdress a business problem?AAAFaster,better decisions?ABABI Best PracticesSSMCTCRussellDefined Business CaseAC BACost Benefit AnalysisANABAlignment with Business GoalsAC AAManagement InvolvedAF BABusiness RepresentationAA AARemember-Its a Jungle Out There Are You Lost?Business Intelligence:GPS for BusinessQuestions?谢谢你的阅读v知识就是财富v丰富你的人生