Project Measurement and Selection Fostered by Business Intelligence

Fact: Only 19 percent of companies say their employees have
all the data they need to make better, more informed decisions.1 

Legacy “executive information systems”, and in
some cases, failed TQM, CRM and IVR – any business-dubbed acronym assigned to a
once disruptive yet sexy piece of technology 
used to support some business process. And with each time said, the
‘apparently innocuous acronym’, became what corporate decision
support & IT leaders would hate the most; the ever-present reminder that
they, too, like you or I, believed the promised triple digit ROIs and NPVs and
IRRs and TCOs; and we all know how we feel about the typical IVR experience.

And for all of the marketing hype and business-related
jargon, none much materialized in the way of extreme financial rewards. In
fact, the pains that were felt were invisible to the average eye. They came in
the form of the levels of support (i.e. manpower) that was required to
‘support’ users and systems; but hey, they don’t call it disruptive for nothing.

But I digress…

 Let’s just say
the expectations set were far greater than the actualized returns. 

Driven to succeed and with common understanding of
importance of sharing information across silos and processes, and free from the
burden of role ambiguity, employees can truly uncover ALL of the intersection
points affecting a given process, product and plan. And with further analysis,
one could establish the root causes and relative impact to the ultimate measure
of success for most companies:  profitability.

 And with
boundary-less organizations, come a well-oiled operations machine, free from
the clutter and waste that infiltrates overly complex and bureaucratic
organizations. The same ones that have meetings to plan meetingsàI
know you know the one…

What comes when one begins to think outside of the
proverbial box, and think about things from the customer’s vantage point,
is a powerful sense of organizational self awareness, ultimately, bubbling up a
call to action to your workforce, resulting in focus and drive…but
that’s where I stop…it is stalled by middle management, filled with
less than promising mid-managers who know little about mentoring and growing
their staff, far too consumed with feelings of being threatened by xxx
up-and-comer staffie…

Using this ‘voice of the customer’ along a
supply-chain is a powerful technique for designing and developing effective
process and project metrics. In many ways, effective measurement determines the
success of the projects — A world where BI and project / processes have merged
to evolve a new technique called Process/Project Intelligence, where the
combined use of project management methodologies (including ISO9001, Agile
(Scrum) or Design for Six Sigma) and business intelligence are merged into a
true picture of the health of the organization across all verticals and
horizontals, where all root causes are explored, eliminated and prioritized.
While BI has undoubtedly evolved into a powerful set of technologies suitable
for different types of users and information analysis needs over the early
‘EIM’ days, it is far from the ‘single source of truth’
that so many vendors spin into their sales pitch because most systems negate to
weave the in element of the business managed processes that geminate out of
every department within every organization at some level.

Honestly examining one’s process by actual current
state and stop blending the truth through their rose-colored,
kaleidoscopic-view of operations, can one move into the thrilling world offered
by those at the top of the Process & Project Intelligence pyramid. A place
driven by the truth of data, where unified and systematic approaches to
understanding one’s business are commonplace rather than exception; where
process optimization is key to project prioritization rather than secondary;
where development initiatives are driven by the ‘voice of the
customer’, rather than the voice of the developer.



HP and Business
Objects study. 2007.


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