Optimizing BI Operational Reports with Internal IT Ticketing / CRM Systems


How often do you think about optimizing your operational reporting processes with your internal ticketing system / IT CRMs? Probably not as often as you would like –

Being a Lean Six Sigma Black Belt, I can’t help but think about these things.

In the process of promoting a report between a test environment and a production environment often involves customer communication in the form of an email – Why not standardize and automate that process?

First, you should have an inventory of your reports with an ID or CUID. This can be extracted from the BusinessObjects or BI provider auditor universe/logs respectively; in a worst case, start reporting off of your SQL data source instances or event logging tables.

Here is an example of C# code that automates the promotion process and generates a nice user friendly output which is standardized, and calls out the folder class where the report lives, provides a login link or if using SSO, a pass through token to log the user in auto-magically. Anything in maroon are comments for you , dear blog reader; anything in navy is a part of the actual email content.

“Your report has been created and placed on the TEST system for testing.

Please login (by clicking the link below) and test the report.

Your report can be found in: \\" target=_blank>\\<LOB folder>\<Department folder>\<Department subfolder>

The report name is: <ReportName>

Hide the CUID, Display the mapped report name only to end users like you see above.

Link using OpenDocument and append to C# code: http://<servername>:<port>/OpenDocument/opendoc/<platformSpecific><parameter1>&<parameter2>&…&<parameterN>

OR, you can go directly and get updated or new report here  :
You will have to login manually if you use this link. Remember to change the default Authentication (on the login window) to "Windows AD" or your respective authentication method (“Enterprise” or “LDAP” are your other choices).
Once the report has been tested please let me know by re-opening the ticket so I can move it to the production system.

Untested reports are purged every 30 days. Should you want to make any further changes to an existing report outside of data quality corrections, please open a new ticket but reference it to the old one for tracking purposes. Thank you for your kind consideration and adherence to the BI team report process.”

To obtain the document ID, navigate to the document within the Central Management Console (CMC).
The properties page for the document contains the document ID and the CUID. Use this value for the iDocID parameter.


One thought on “Optimizing BI Operational Reports with Internal IT Ticketing / CRM Systems

  1. What can the Kit do for you?The Six Sigma Action Kit for IT provides the IT Manager with practical tools for bringing Six Sigma processes to their IT organization– even if there is no formal Six Sigma program in place. The tools you’ll find here are user-friendly and tailored for the IT professional. We’ve organized the Kit into the five sections:Maturity Assessment: Are you ready for this?This questionnaire will allow you to assess whether your IT organization is ready and able to implement a Six Sigma program. You can also use the assessment to identify areas that you’ll need to address in order to establish a successful and sustainable program.Education & AwarenessThese documents are easy-to-read summaries of Six Sigma basics and the jargon that is associated with its processes. You’ll find three key documents in this section, which are great to share with other members in your organization:  Overview presentation on Six Sigma Factsheet on when to use DMAIC, DFSS and Lean Overview of convergence between ITIL, CMMI and Six SigmaLeadership & CommunicationsSix Sigma forces a change in the way an organization thinks of its processes. Having the right leadership and communications plan in place is essential. To help you organize and equip members of your team, the Kit provides three documents, which outline:  Different roles and responsibilities, including the role of the Champion and of different Belt Levels Talent management, competencies and job descriptions for MBB and BB A communications and rollout plan

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