Data and Analytics Strategic Planning
Data and analytics requires a framework to develop a strategy. We propose the Enterprise Intelligence framework, breaking the complexity into Governance, Applications, Data, and Environment. Each area, while interrelated, has unique skills and technologies that can be leveraged and planned for your strategy. The same can be said for a tactical project, where data and analytics can be prescribed in Project Charter, Scope Statements, and HR Plans. Our firm always executes a post implementation review and key result indicator analysis to assure alignment with realized value.
Governance is an overarching area and often a catalyst for a data and analytics strategy. Documenting strategic and organizational objectives provide context for the strategy. Drafting a roadmap aligned with leadership priorities will facilitate conversation and debate. Assessing the organizations capability and maturity regarding data literacy, technologies, and skills sheds light on how far one can go down the roadmap. Taking stock in the data sources both inside and outside the enterprise while assessing their quality is key and will affect the final roadmaps.
IPC Global engages leadership and key personnel to develop a data and analytics strategy for our clients. We utilize the Enterprise Intelligence framework to assess an organization, layout the roadmap routes, and gain consensus. We document plans so that budgets, professional development, and resources can be provisioned. Once underway, we use our proven Implementation Methodology to manage and communicate progress along the way.
Project Management Office
Considering the fact that multiple projects, various stakeholders, and leadership is require to address achieve key data and analytics priorities, we recommend an Enterprise Intelligence PMO. The PMO will coordinate Project Steering Committees, consult wit Project Sponsors, inform Project Stakeholders, and hold accountable Project Managers.
Our goal is to help clients maximize the value of their investments through effective management of people, processes and technologies when delivering Enterprise Intelligence solutions.
Initiating and Planning
Develop Project Charter
Developing a Project Charter is a great way to engage stakeholders and gain consensus. Documenting your vision along with its impact to the organization is the first step. We can help you describe the problem, goals, objectives, and deliverable of a project. We will ask you to consider available resources, timing, and competing priorities. We will help you articulate the value and the beneficiaries of cost savings, enhanced revenues, higher productivity, improved compliance, better decision making, reduced maintenance and other costs avoided. We will document the measurable results and time-frame expected to receive a return on your investment.
Project Scope Statement
Communicating who, what, where, and when after initiating a project charter is fundamental. Setting expectations is key and controlling scope takes discipline. Within a Project Scope Statement, we will help you name each deliverable paired with acceptance criteria and aligned with the Project Charter. Required technologies and data sources will be documented in detail. Our template of estimating factors show where time and material is needed to develop the solution. Assumptions and known risks are defined here and used in estimating the cost and duration of the project.
Human Resources Plan
First, have a definite, clear practical ideal; a goal, an objective. Second, have the necessary means to achieve your ends; wisdom, money, materials, and methods. Third, adjust all your means to that end.
Don’t miss the opportunity to identify stakeholders. Enterprise Intelligence projects will impact colleagues, departments, and even affiliates to your organization. Considering each stakeholder, their specific information needs, interest in your project, the impact the project will make, and their role in the project will aid you and your communication plan before, during, and after the project. Measuring the impact to stakeholders can be tricky. We consider both qualitative and quantitative measures of value.
The alignment of roles, responsibility and experience needed to deliver a project can be challenging while organizations adopt a new technology platform. Based on their assigned role, we can consider a skills development plan before or during the project. Reconciling when they are needed capacity to deliver and competing work is important for setting achievable goals. The Project Scope Statement and the Human Resource Plan are the basis for planning implementation sprints.
... on time
Communicate Clear objectives
Establish Strong Governance
Plan properly and stay flexible as business and project needs change over time
... on target
Deliver fast, agile releases
Collaborate with the business continuously
Lead testing for usability, functionality, security & scalability
... on budget
Prioritize the highest ROI requirements
Wholistic Change Management to minimize risk and cost
Advise on roadmap to maximize adoption and long-term value
Human Resource Plan
Consider the following roles and responsibilities for your Enterprise Intelligence project. An individual may fall into more than on role. Consider their skill set where 1 is book knowledge, 2 is some experience, 3 is very experienced, and 4 is expert/trainer. We will want to estimate based on all resources being a level 3 and account for the variance once the resources and plans are established.