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ISBN/EAN: 978-90-814105-1-9

I
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Busi
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1
2.
2
2.
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2.
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2.
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BISol
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98

Benef
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t
soft
heBIEngi
neer
i
ngFr
amewor
k.
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.99
Connec
t
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heBIl
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.100
St
ak
ehol
derper
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pec
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.102
Engi
neer
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ngdi
s
c
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pl
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nes.
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.104
TheBIEngi
neer
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ngFr
amewor
kModel
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.106
Bus
i
nes
sCont
ex
t(
sc
opi
ng).
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.107
Bus
i
nes
sCont
ex
t(
anal
y
t
i
c
al
).
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.108
Sy
s
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em Cont
ex
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.109
BIAr
c
hi
t
ec
t
ur
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.110
Sy
s
t
em Concept.
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.111
Sy
s
t
em Spec
i
f
i
cat
i
on.
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.112

Bes
tPr
ac
t
i
ces
DWHAr
c
hi
t
ec
t
ur
eev
al
uat
i
on
ETLFr
amewor
k
Dat
aQual
i
t
y
Dat
aVaul
t
Di
mens
i
onal
model
l
i
ng
Dat
aandTex
tMi
ni
ng

Avai
l
abl
ei
nMay2010

8
1
8.
2
8.
3
8.
4
8.
5
8.
6
8.
7
8.
8
8.
9
8.
10
8.
11
8.
12
8.

Fer
r
ar
i
Cas
e

160

I
nt
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.170
St
r
at
egys
t
udy.
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.170
Feas
i
bi
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t
ySt
udy.
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.171
Requi
r
ement
sAnal
y
s
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.173
Demonst
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.174
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.175
Dat
awar
ehouseReal
i
sat
i
on.
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.183

10

Preface
Dear reader,
Do I have the same common language and
Welcome to our newest version of the Logica Business
Intelligence Framework. It has come about thanks to
the global collaboration between multicultural, multi

definition of indicators throughout my company?

How do I explain the need for so many reports,
dashboards, etc.?

specialist and very experienced people dedicated to

Is my Business Intelligence as mature as my ERP?

improving organisational performance enabled by CPM

If I was to make a call to the helpdesk for every

and BI. When we listen to our customers, or look at our

data quality issue, would I need to double the size

own companys organisation, we still face some of the

of the helpdesk?

traditional challenges:
We have many ways of producing metrics.

Today, our goal is to give you our latest vision of the Logica

We do not have a common language within each

Business Intelligence Framework, and so help you to take

part of our organisation.

We provide alignment in mergers but we have
experienced challenges in supporting them.
We have a wealth of data but have yet to determine

full responsibility for some of the challenges listed above,

and some of the other challenges that have to be faced.
We face them knowing that it will not be easy. We have
shaped visions, crafted strategies, scoped and delivered

what value it adds and how to deal with the quality

projects, and then we completely outsourced them; this

control.

work represents millions of man hours. Our challenge

is to leverage our former common language that we

I could keep going, and it is an easy job to list all of the

used for Business Intelligence and to make it a source of

challenges, but that does not help create value. We

additional value for our customers and our people. The

consider every project that involves Business Intelligence

main difference is that it is not a book written by a few of

to be an opportunity for transforming and improving

our experts but a collaborative effort. It is also the result

the organisation. It is part and parcel of the change

of different practices that have been merged together and

management process. Since the 90s we have been

the blended experience from a variety of our constituent

delivering process-oriented projects using pre-built

countries. They have been challenged by our best people

applications, such as ERP-related solutions. This greatly

and customers; the practices that are used are present

helped to rationalise behaviour involved in such a process,

because we are confident that they deliver results in

gave us a sense for how IT departments and new maturity

todays global environment.

levels operate with an industrialised approach, but in

many cases lacked the impact it had on the associated

So what can I expect from the Logica Business

decision-making process. If we need proof of this, we just

Intelligence Framework? A quick win could be to

need to ask ourselves a few questions.

benchmark an approach, a vision, the performance of a

Business Intelligence Competence Center, or simply your

operational costs. Another possibility could be to use the
framework in your own effort of aligning your organisation,
thus avoiding the need of making the investment yourself.
We strongly believe that the Total Cost of Ownership
of BI can be lowered significantly by implementing
a standardised BI development and management
methodology in your organisation. Sharing the same
standards, procedures and guidelines within your
organisation and with your BI suppliers enables effective
communication between the parties involved and makes
BI development a repeatable and predictable process. We
use the BI Framework to align and optimise the blended
delivery of BI, combining local expertise with near- and
offshore delivery centres.
We like to consider this BI framework to be an open
source project. We will maintain it, provide new releases
and commit to improving it with our community and in
doing so unify our customers, partners and people in
doing so. We always talk of Web 2.0 and we would like
to think of our Framework as BI 2.0. Therefore, we invite
you to be part of our innovation process. We prefer talking
about collaboration and development rather than research
and development. We encourage you to read this book
and to become acquainted with BI and our vision of it.
We look forward to you comments.
Stphane Jaubert,
Managing Director
Business Intelligence
Global Practice Leader

11

wled

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Proven pra

98

6 BI Solution Engineering
Designing and developing a BI Solution requires not only

Framework of Zachman. Also, each phase has different

a good understanding of the BI lifecycle as defined in

types of activities associated to it. Construction activities

chapter five. It also requires strong skills and capabilities in

to develop a BI solution. Research activities to provide

software engineering. In this chapter we will introduce our

advice, plan ahead or envision future solutions. Service

BI engineering framework, supporting BI practitioners in

activities for repeatable activities that do not require full

their daily operating environment.

time involvement. Verification activities to verify if the results

of the actual stage comply with earlier set expectations.

The BI engineering framework is the working environment

for the BI practitioner. It offers a structured set of
activities and deliverable templates to enable efficient,
manageable and repeatable BI development. BI framework
describes the main processes to be understood by
all involved parties in a BI initiative. The BI engineering
framework defines in detail the activities, deliverables,
interdependencies and resources to support the BI
practitioner. The stages of the BI Framework map onto the

 o prevent companies from disintegrating,

T
the concept of a comprehensive information
architecture becomes more and more
vital. The Zachman Enterprise Architecture
Framework model provides an integrated
model to structure and manage the
information architecture of an organisation.
(Source:John Zachman,1987,www.zifa.com)

phases in the engineering framework. The BI engineering

framework is not only used by the BI consultants of Logica,

It is not the intention to develop an entire methodology.

but has also been adopted as the formalised development

In fact, there is more a need for a taxonomy which

methodology for BI by many of our customers.

offers insight into relationship with an existing system

development or project management methodology.

The Engineering Framework developed from the need to

After all, we want to deliver services to a wide variety of

structurally collect, manage and reuse the best practices

customers and independent of trends.

of the BI community. For effective adoption of the

Before going in more detail on the Engineer Framework

Engineering Framework, Logica based its best practices

itself we will start with the benefits of using this framework

on existing methodologies and industry standards

in the design and development of a BI solution. After

wherever possible and on specific Business Intelligence

that we will go in more detail on how the engineering

ones where appropriate.

framework is connected to the earlier defined BI lifecycle

The framework consists of several phases bringing

and how the engineering framework is structured by

you from high level definition of the BI strategy to the

engineering disciplines and stakeholder perspectives.

maintenance and support of existing BI solutions. In

We will conclude this section by bringing together the

every phase the same set of engineering disciplines need

different components of the engineering framework into a

attention, which are based on the Enterprise Architecture

comprehensive BI engineering framework model.

6.1 Benefits of the BI Engineering Framework

The design and development of business intelligence is an

over to BI practitioners in- and outside an organisation.

engineering process, and therefore requires a structured

Smooth knowledge transfer and hand-over are key

approach of executing activities and delivering results.

enablers to improve resource management of BI

Without that kind of structure, designing and developing

projects, change management and maintenance

a BI solution would be like an new invention every time

again. Imagine Toyota building cars without properly
documented production processes in place.

efforts.
zz Sharing the same engineering methodology between
parties is a huge advantage in achieving effective
communication. Effective communication is a key

The tangible benefits of using a consistent and proven BI

enabler in aligning the demand and supply chain on

engineering framework are:

BI. Using the same reference framework is a proven

success factor in outsourcing and off-shoring BI

zz It offers a good proven practice in conducting a BI

development and maintenance. Out-sourcing and off-

initiative. By using it, you prevent making the same

shoring of BI in a effective manner can significant lower

mistakes over and over again. It improves the quality

the Total Cost of Ownership (TCO).

of BI development and lowers the cost of design and

zz It offers BI specific engineering content and does

development by re-using best practices. On top of the

not replace existing project management or system

available best practices the engineering framework

development methodologies. The structured definition

offers a structured knowledge management system

of all deliverables, activities and required resources

to collect and evaluate organisation specific best

enables easy integration into any standard project

practices as well.

management methodology. Also the models used, are

zz It offers a repeatable process for designing and

developing a BI solution. By using it, the organisation
achieves BI solutions with predictable quality, time to
deliver and cost to deliver. The engineering framework

commonly known in the marketplace. This makes the

BI engineering framework easy accessible for any BI
practitioner.
zz It offers technology independent design of BI

already includes industry metrics on a lot of the

solutions. Considering the rather dynamic BI

activities and products to be used for benchmarking or

marketplace preventing vendor lock-in becomes

estimation. Consistent usage enables an organisation

important. The preferred tool vendor of today may well

to collect organisation specific metrics. This allows to

be replaced by some other vendor tomorrow, based

better predict future BI initiatives.

on market dynamics or shifting requirements in the

zz It offers a standardized traceable and audit able

organisation. The engineering framework keeps BI

documentation system through all perspectives

development agile by enabling low cost and low risk

and disciplines of BI design and development. This

migration to new BI technology.

dramatically improves knowledge transfer and hand-

BI Solution Engineering

99

100

6.2 Connection to the BI lifecycle

The four main stages in a BI lifecycle are BI Strategy, BI

activities, deliverables and services needed to execute the

Definition, BI Development and BI Exploitation. The BI

four stages in the BI lifecycle.

engineering framework provides the detailed collection of

BI Engineering Framework activities & deliverables

Lifecycle Stage

Construction Activity

Deliverable

Research or Service Activity

Audit Services

BI Strategy

Business Analysis

Business Context

Strategy Study

Information Management
Assessment

Demonstration
Feasibility Study
BI Definition

BI Development

Requirements Analysis

System Context

Prototype

BI Architecture Design

BI Architecture

Proof of Concept

Logical Design

System Concept

Physical Design

System Specification

Realisation

Repository data & code

Transition

BI Solution Configuration

Maintenance and Support

BI Exploitation

Readiness Assessment

Compliance Audit

Service Audit

Data Resource Management

Information Delivery
Management

Table 6.1 BI Engineering Framework activities

As shown in the table four different types of activities exist

functionality of the system from their perspective. In

in the engineering framework:

addition, using standard design primitives imposes

uniformity. The entire set of models constitutes the

zz Construction activity;
A construction activity is part of the development

system documentation.
zz Research or Service activity;

cycle and as such contributes directly to the design

A research activity is also part of the development

of a solution. The result of a construction activity has

cycle. However, this time it is a specific question

the form of a model. By using models to document

that needs answering. Certain questions arise

the design, those involved can evaluate the proposed

during every design and realisation process to some

extent. Answering them is more efficient and safer

(due to uncertainty) when done separately from the

Engineering Disciplines

from the models delivered by a construction activity.

The result of a research activity is an advisory text.
The result of a service activity is the operability of the
system, manifested by a status report.
zz Audit Services;
A audit activity is an activity that is taken from the
primary development cycle to offer an objective insight
into the results of prior construction activities. Thus,

Stakeholder Perspectives

construction activities. A research activity originates

Deliverable

Deliverable

Deliverable

BI

So

lut

ion

Deliverable

En

gin

ee

rin

Deliverable

the audit activity makes a statement about an existing

situation; for stages 1 and 4 this would be the existing
business, for stages 2 and 3 this would be the work in

Figure 6.1 BI Engineering Framework

progress (a project), i.e. the intended situation.

The result of an audit activity comes in the form of a list

the matrix we will introduce the meaning of the horizontal

of findings.

and vertical axis in the engineering framework.

When reading the Engineering Framework from left to right

In a typical BI engineering process the deliverables in the

it is becomes apparent that deliverables of a construction

engineering framework will be delivered in order from left

activity serve as input for the research, review and service

to right, from top to bottom. All deliverables need attention

activities. Potentially an activity can be performed twice

to ensure a complete and comprehensive definition and

over the course of a project because, as we derived

specification of the BI solution. Depending of the situation

earlier, we have to deal with development of the back end

some deliverables will contain more and some deliverable

and with the development of the front end.

will contain less information. However, determining that

a certain model is not relevant for a particular BI solution

The BI engineering framework is organised as a matrix

is also valuable information. Therefore, there is no reason

of related deliverables, as shown in figure 6.1. On the

to skip a subject. IT specialists have a tendency to add

horizontal axis we find the various subject areas to be

increasing detail when using a top-down approach.

specified, based on engineering discipline perspectives.

However, from the perspective of a stakeholder a high

On the vertical axis the level of detailing the specification

level of details always matters. In doing so the framework

based on stakeholders perspective are given. Before

follows the best practice as prescribed by Zachman.

going into detail on the various deliverables in the cells of

BI Solution Engineering

101

102

6.3 Stakeholder perspectives

On the vertical axis the framework is ordered in such a

activities are linked to these perspectives, as shown in the

way that the models depict the view on the business from

table below.

a specific stakeholders perspective. The deliverables and

Deliverable

Perspective

Stakeholder

Business Context

Business scope
Business model

Business Owner

System Context

Added value for the business

Capabilities provided to the business

Business Analist

BI Architecture

Key design decisions based on BI strategy,

system context and roadmap

BI Architect

System Concept

System behaviour (internal)

BI Designer

System Specification

System construction aligned with

technical constraints

BI Developer

Inventory of system components and

procedures to run the BI solution

BI Administrator

Repository data & code

BI Solution Configuration

Table 6.2 BI Engineering framework stakeholder perspectives

Below the definition of the deliverables aligned with the

The business scope is the first row in the Engineering

stakeholder perspectives:

Framework. The business model describes how the

organisation is structured in order to achieve objectives

zz Business Context;

within the business scope. The business model is

The business context provides the BI initiative with a

the second row in the Engineering Framework. The

consistent frame of reference for all those involved in

requirements of the information system are derived

the initiative. Also, it serves as input for the BI strategy

because it contains the objectives of the business

from the lowest level of detail of the business model.

zz System Context;

and the business drivers. The business context is

The system context describes the capabilities of the

made up of the business scope and the business

system within the scope and the criteria of the BI

model. The business scope defines the activities that

strategy. Synonymous terms would be: Definition,

the organisation focuses on because the mission

System Requirements. The documentation consists

and vision of the organisation deem them important.

of models that contain natural language which

makes it legible for the user organisation. These

zz System Specification

models describe the external behaviour and not the

The system specification describes the physical details

internal behaviour of the information system. The

of the system in order to embed the desired behaviour

required capabilities are already present implicitly, in

and to enforce a particular construction method. It is

the earlier mentioned business model. The system

the representation of the business according to the

context however, explicitly states the items in the

system developer. Documentation consists of models

business model that are relevant for a specific IT

and specifications that are legible to IT (product)

solution. It offers the user organisation and the project

specialists. At this level the documentation does

management a specific definition of the scope of the

depend on the technology. The system specification

required IT solution.

is an augmentation of the system concept, containing

zz BI Architecture

technical instructions. A system specification is

Key concerns follow from the scope and criteria in the

especially applicable in situations where complex

BI strategy and the requirements. The BI architecture

and risky components have to be built or when less

describes the key design decisions that address

experienced developers must to perform a task and

those key concerns. The architecture also provides

need support in doing so. In both situations it allows

so-called key concepts to enforce a standard way

for the technical solution to be evaluated within the

of implementation of certain subjects. Late arriving

team before commencing the realisation. For trivial

dimensions for example can be dealt with once as a

processes (e.g. the simple 1-to-1 loading of reference

key concept and within the system concept referring to

data) a good practical approach is to define a standard

the key concept is sufficient then.

and to identify all processes that adhere to the

zz System Concept
The system concept describes the internal behaviour

standard.
zz Repository

data and Code

of the system. It is the representation of the business

The code and the repository data are in fact the detailed

according to the system designer. Using the system

representation of the system in formal language. It is the

concept the solution can be verified against the

representation of the business according to the system

system context and the architecture. Documentation

developer. The documentation consists of comments

consists of formal models at the attribute level that

are legible to experienced IT generalists. At this point

in the code and release notes.

zz BI
Solution Configuration

the documentation is still independent of technology.

The configuration is the entire collection of objects

As such, the documentation should not be cryptic or

and documentation that will be handed over for

specific to a certain software product.

maintenance. The documentation consists of a list of

physical objects that are legible to IT specialists.

BI Solution Engineering

103

104

6.4 Engineering disciplines

As described, on the horizontal axis the framework

model. Therefore, these models are defined at enterprise

is ordered by engineering discipline perspectives.

level, independent of a particular systems implementation.

Deliverables follow the same design primitives within a

Components of hierarchical models, like process,

column, but each row assigns the meaning relevant to the

control and organisational models, can be considered

stakeholder. The table below shows the characteristics of

independently. The components of those models can

the engineering disciplines.

interfere through interfaces which allow detachment at

Aspect

Data

Function

Network

Timing

People

Motivation

Meaning

What

How

Where

When

Who

Why

Design primitive

Entity / Relationship

Input Output

Node Connection

Event Response

People Labour

Goals / Means

Business discipline

Data Management

Business Process
Engineering

Logistics

Planning

Organisational
Design

Performance
Management

IT Discipline

Software or
Information
Engineering

Software
Engineering

Infrastructure
Engineering

Software
Engineering

Interaction
Engineering

Business Rule
Engineering

Model type

Essential

Essential

Implementation

Essential

Implementation

Essential

Model dependency

Network

Hierarchical

Network

Hierarchical

Hierarchical

Network

Table 6.3 BI Engineering Framework disciplines

The motivation aspect forms an essential cohesive

certain points. This allows those sections to be isolated

element when combined with the Data, Function and

and therefore to be part of a particular systems

Timing aspects. This stems from the fact that business

implementation.

rules evaluate data and then either trigger a response

or enforce a constraint. Business rules guide processes

Below the definition of the deliverables aligned with the

into specific scenarios. The People and Network

engineering disciplines:

perspectives bring to life what is described and form

the implementation. Models in the Data, Network and

zz Data;

Motivation aspects consist of components that cannot be

Defines the data structures from the perspectives

considered independently. These models form a network;

of various stakeholders in terms of entities and

changes in a component cause changes in the entire

relationships. At the business level these are semantic

 descriptions of data and the data structures. At the IT

descriptions of the organisational structure and

level these are logical and physical data models which

the associated Critical Success Factors and Key

demand specific modelling techniques, like Data Vault

Performance Indicators. At the IT level these are logical

or dimensional modelling.

and physical user interface models.

zz Function;

zz Motivation;

Defines the processes from the perspectives of various

Defines the decision-making rules from the

stakeholders in terms of input and output of data and

perspectives of various stakeholders in terms of

the necessary transformations. At the business level

objectives and resources and the relevant properties

these are the descriptions of business processes.

such as priority, value and uncertainty. At the business

At the IT level these are logical and physical process

level these are semantic descriptions of business

models.

rules that converge to targets. At the IT level these are

zz Network;

logical and physical business rule models.

Defines network components from the perspectives

of various stakeholders in terms of nodes and
connections and the relevant properties such as
location, availability, volume and access security. At
the business level these are semantic descriptions of
the logistic system. At the IT level these are the logical
and physical infrastructure models.
zz Timing;
Defines the temporal dependencies from the
perspectives of various stakeholders in terms of events
and responses and the relevant properties such as
timing, lead time and frequency. At the business
level these are semantic descriptions of the business
master plan. At the IT level these are logical and
physical process flow models (for batch processing) or
state transition models (for transactional processing).
zz People;
Defines the human facets from the perspectives
of various stakeholders in terms of labour and the
relevant properties such as autorisation, norms and
bandwidths. At the business level these are semantic

BI Solution Engineering

105

106

6.5 The BI Engineering Framework Model

The combination of the engineering disciplines and

the various subject models used in the engineering

stakeholder perspectives is a matrix of deliverables to

framework.

be managed in a BI initiative. The table below presents

BI Engineering Framework subject models

Deliverable

Data

Function

Timing

Network

People

Motivation

Mission & Vision statement

Business Context

Business Terms

Services & Products

Business Locations

Business Events

Organisational
Entities

Goals & Strategy

Semantic
data model

Business
process model

Logistic System

Master Plan

Organisational
Structure

Objectives & Policies

Enterprise Architecture criteria, topologies and standards

BI semantic
data model

BI essential context

System Concept

Logical data model

Logical
process model

Logical Infra. Model

Logical control model

Logical user
interface model

Logical rule model

System Specification

Physical data model

Physical
process model

Physical Infra. Model

Physical
control model

Physical user
interface model

Physical rule model

Repository
data & Code

Database code

Process code

Infrastructure
Environments

Procesflow code

User interface code

Busines rule code

BI Solution
Configuration

Database objects

Process objects

Infrastructure
Environments

Procesflow objects

User interface
objects

Business rule objects

System Context

BI Architecture

BI infra context

BI event model

BI user task model

BI semantic
rule model

Enterprise Architecture criteria, topologies and standards

Table 6.4 BI Engineering Framework overview

The last two rows in the engineering framework are in fact

and running BI solution. In the next sections the models

not models to deliver. The Repository data & Code and

used in the BI engineering framework are defined in more

BI Solution Configuration do represent the results of the

detail, grouped by the stakeholder perspective.

engineering efforts in the previous rows, an implemented

6.5.1 Business Context (scoping)

The business scope defines the activities that the

of the organisation deem them important. The business

organisation focuses on because the mission and vision

scope is the first row in the Engineering Framework.

Model

Description

Method

Business terms

The things (entities) that are important to the organisation, including a semantic definition

A list

Services and products

That which the organisation wants to deliver to its customers, summarised in the way of
business processes performed by the organisation.

A list

Business locations

Locations of active involvement by the organisation

A list or geographical map

Business events

The events that are important to the organisation

A list

Organisational entities

The organisational entities that are important to the organisation and the assignment of
critical success factors.

A list

Business goals and strategy

The qualitative description of objectives that the organisation strives to achieve and the strategy
chosen to achieve them. The critical success factors follow from the objectives.
The strategy may (partially) follow from a SWOT analysis.

A statement

Table 6.5 BI Engineering Framework business context

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6.5.2 Business context (analytical)

The business model describes how the organisation

business scope. The business model is the second row in

is structured in order to achieve what is defined in the

the Engineering Framework.

Model

Description

Method

Semantic data model

The data model that describes the data structure from an analytical perspective.
This model is the main depiction of the information needed by management and staff.

Fact-Dimension diagram;
dimensional model

Business Process model

The management model, for example according to INK or CPM.

Flowchart of swimming lane

Logistic network

The locations where management and staff functions reside. The head offices and local branches.
This model illustrates the locations where the information will be required and applied.
This may be of particular interest to businesses that operate across various time zones.

Geography

Master plan

The internal alignment of activities (the response) as a result of report events.

This model will illustrate the dependencies and lead times of the reporting processes.

Dependency diagram

Organisational structure

The organisational hierarchy. This model will illustrate the boundaries of management and staff.
The model shows the assignment of the key performance indicators (KPIs).

Organisational chart

Objectives & Policy or

Business plan

The semantic business rule model consists of a hierarchical depiction of objectives and means
(business rules). At the analytical level, however, it is important to classify objectives as operational,
tactical or strategic ones and to define the relevant means to achieve them. A BI solution can monitor
and enforce business rules at the operational level and assist management in achieving their
assigned objectives.

Business rules dictionary

Table 6.6 BI Engineering Framework Business Context

6.5.3 System Context

The system context describes the capabilities of the

information system. The required capabilities are already

system within the scope and the criteria of the BI

present implicitly in the aforementioned business model.

strategy. Synonymous terms would be: Definition, System

The system context, however, explicitly states the items

Requirements. The documentation consists of models

in the business model, that are relevant for a specific IT

that contain natural language which makes it legible

solution. It offers the user organisation and the project

for the user organisation. These models describe the

management a specific definition of the scope of the

external behaviour and not the internal behaviour of the

required IT solution.

Model

Description

Method

BI Semantic data model

Reference to / or subset of
the semantic data model

The definition of the system in terms of data and information.

The explicit listing of facts and dimensions as supported by the data from external sources

A cross-section of the
FDD or dimensional model
as documented in the
business model

BI Essential context
Top-level design
consolidating business
requirements

The definition of the system in terms of terminators (users and systems) and
corresponding data flows.

Context diagram of
level-0 DFD

BI Infrastructure context
Reference to / or subset of
the logistic system

The definition of the system in terms of attached devices and the types of connections,
taking into account the various locations and the logistic system.

Context diagram
displaying the devices.
Note: combined with
business locations as
documented in the
business model

BI Event list

The definition of the system in terms of business events and the expected input and
output responses.

Event list

BI User task model

Top level design
consolidating business
requirements

The definition of the system in terms of tasks and labour with corresponding KPIs.
The nature of the labour offers insight into the most effective method of presenting information
to a particular type of user.

Formalised table or
UML activity diagrams

BI Semantic business
rule model
Reference to / or subset
of the business plan

The definition of the system in terms of objectives and business rules.

The explicit listing of the supported objectives and business rules.

See the business model

Top level design

consolidating business
requirements

Table 6.7 BI Engineering Framework System Context

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6.5.4 BI Architecture
Key concerns follow from the scope and criteria in the

certain subjects. Late arriving dimensions for example can

BI strategy and the requirements. The BI architecture

be dealt with once as a key concept and within the system

describes the key design decisions that address those key

concept referring to the key concept is sufficient then.

concerns. The architecture also provides so-called key

concepts to enforce a standard way of implementation of

Model

Description

Method

Topology for data

processing

The data logistics from source to report. Possible topologies are Hub-Spoke,
bus structure or separate data marts.

Template

Product topology

The software stack for ETL, Reporting & Analysis, data storage and the OS.

Template

Table 6.8 BI Engineering Framework Architecture

6.5.5 System Concept

The system concept describes the internal behaviour

of formal models at the attribute level that are

of the system. It is the representation of the business

legible to experienced IT generalists. At this point the

according to the system designer. Using the system

documentation is still independent of technology. As such,

concept the solution can be verified against the system

the documentation should not be cryptic or specific to a

context and the architecture. Documentation consists

certain product.

Model

Description

Method

Logical data model

This model describes the entities and relationships. Depending on the architecture, the most
appropriate modelling methodology can be chosen, such as normalised (3NF), Data Vault or
dimensional modelling.

Entity relationship
diagram (ERD)

Logical process model

This model describes the transformation processes; broken down to a level that shows how the
output is generated. The level of detail is sufficient when an accurate estimate can be given and test
cases can be designed.

Data flow diagram (DFD)

for ordering and overview.
Mapping matrix for the
specification of the
transformations.

Logical infrastructure model

This model describes the setup of the application, middleware and data layers.
When designing the model topics of importance are the OS, the file system, the connections (lines),
the storage architectures, the firewalls and the routers.

3 tiered model

Logical control model

This model describes the various states in which a system can reside. The model should also
enforces that the system can only reside in a particular predefined state and that changing states
can only takes place in a controlled manner.
For regular data warehouses this is usually a simple model; a workflow diagram or dependency
diagram will often suffice.
For large data warehouses or in the case of real-time BI with transactional or time-dependent input
this is a very important model.

Workflow / dependency
diagram
State transition
diagram (STD )

Logical user
interface model

This model describes the user interfaces that the users need within their assigned tasks.
The description covers the information that the user interface portrays in the form of a cross-section
of the semantic data model. The design is conform the assigned KPIs.

Fact dimension diagram

Logical business rule model

This model is a hierarchical depiction of the business rules in terms of entities and attributes
according to the logical data model. The condition of a business rule evaluates a historical dataset.
When the condition results in TRUE a certain action follows. Examples of such an action can be the
firing of another business rule, returning a value, manipulating a data element or sending a message.
Within the BI discipline the following uses of business rules apply:
Evaluating data quality (plausibility of the data)
Revealing the degree to which the operational business follows the business rules.
A special variation of (2) is Business Activity Monitoring (BAM)

Hierarchy of rules with

the following syntax:
IF condition THEN action
taking into account priority
and importance.

Table 6.9 BI Engineering Framework System Concept

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6.5.6 System Specification

The system specification describes the physical details

concept, containing technical instructions. A system

of the system in order to embed the desired behaviour

specification is especially applicable in situations where

and to enforce a particular construction method. It is the

complex and risky components have to be built or when

representation of the business according to the system

less experienced developers need to perform a task and

developer. Documentation consists of models and

need support in doing so. In both situations it allows for

specifications that are legible to IT (product) specialists.

the technical solution to be evaluated within the team

At this level the documentation does depend on the

before commencing the realisation. For trivial processes

technology. Specifications are allowed to be encoded

(e.g. the simple 1-to-1 loading of reference data) a good

and specific to a certain product and, thereby, fitting

practical approach is to define a standard and to identify

well into the culture of a technical competence. The

all processes that adhere to the standard.

system specification is an augmentation of the system

Model

Description

Method

Physical data model

This model offers database specific instructions for what techniques to use (or to avoid).
Other specifications are schemas, data files and parameters like block size etc.

Template

Physical process model

This model offers ETL tool specific instructions for what techniques to use (or to avoid).
Furthermore there is a breakdown into tool specific process steps.

Template

Physical
infrastructure model

This model offers hardware specific instructions for what techniques to use (or to avoid).
Other specifications are of hardware and network components, software versions of the OS,
the network and the middleware.
Basically, this information should be sufficient to request an infrastructure administrator or
supplier for an offer.

Template

Physical control model

This model offers workflow tool specific instructions for what techniques to use (or to avoid).
Furthermore there is a breakdown into tool specific states

Template

Physical user
interface model

This model offers reporting tool specific instructions for what techniques to use (or to avoid).
Furthermore there is a breakdown into tool specific reporting structures
(menu- and authorisation matrices)

Template

Physical business
rule model

This model offers business rule engine specific instructions for what techniques to use (or to avoid).
Other specifications are of search algorithms, sourcing technologies etc.

Template

Table 6.10 BI Engineering Framework System Specification

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170

8.1 Introduction
Within this book we use a case to illustrate the vision

case is used to demonstrate the activities to perform and

and approach we take in achieving Business Intelligence

the products to deliver in the defined stages of the BI

solutions. The information used in this case is based on

Framework. The table below present the case against the

public available sources. The case does however not

BI Framework stages.

necessarily reflect the actual situation at Ferrari. The

Ferrari case

BI Framework stage

Strategy study

BI strategy

Feasibility study
Requirements analysis

BI definition

Demonstration
BI architecture
Data warehouse realisation

BI development

Reporting and analytics realisation

Data quality
Data vault modelling
Dimensional modelling
Exploitation

BI exploitation

Table 8.1 Ferrari case - BI Framework stages

8.2 Strategy Study

Since 1950 Ferrari has been at the peak of F1. When the

Ferrari. The history of Formula 1 is tied to that of Ferrari.

titles come along, and there have been many, the season

The Ferrari F1 team is the only team to have taken part

has been viewed positively. But even when championships

in all world champion races in the maximum formula that

were not won, Ferrari was at the centre of things. Success

have taken place until know. In describing each Ferrari

hasnt always come along and there have always been

model, inevitably, you will find some information on the

times of hardship. Racing will always be fundamental to

drivers that won on circuits around the world as they

too are part of our history. Of course, our fans are also
fundamental and their joy adds a shine to all our victories.

1. Investing in Racing intelligence, leverage past race

experience, combined with long-term weather
forecasting, to gain insight in specific conditions and

2005/2006 Evaluation

requirements for each race in the new season and to

After a six year winning streak, the Ferrari run comes to

predict racing conditions for upcoming races.

an end. Nine wins, seven pole positions and 201 points

2. Reliable pits-driver communication, preventing last

on the board: that is a resume of Ferraris 2006 World

Championship. The figures are impressive but they were

season mishaps.
3. Optimise information delivery to the FIA (Fdration

not enough to take either of the two titles. 2005 has been a

Internationale, de lAutomobile), to stay compliant with

very difficult year and on the eve of the Bahrein Grand Prix,

regulations and prevent fines or worse penalties.

the first round of the new season, there was tension in the
air. A less than perfect reliability record and a few too many

BI Strategy Ferrari F1 team

mistakes proved very costly. (Source: www.ferrariworld.

The Ferrari F1 team needs a Business Intelligence solution

com)

to support reporting and analysis on racing statistics

and long-term weather forecasting. The same BI solution

Business strategy Ferrari F1 team

will also deliver the necessary information delivery to the

After two years without success Ferrari really needs a

FIA. Reliable pits-driver communication is of course very

successful season to live up to its reputation. Success in

important but will not be supported by the BI solution due

F1 obviously has a positive effect on the image and sales of

to the pure operational nature of this process.

Ferrari Company as a whole. To gain success next season

the Ferrari F1 team, next to excellent drivers and cars, will
focus on:

8.3 Feasibility Study

Current BI situation

the pit system to determine necessary pit stops and/or

Currently Ferrari does use the circuit information

adjustments to the cars configurations. After the race this

systems to acquire race statistics during a race. The

data is sent to the Ferrari Factory for further analysis and

race statistics are used to evaluate the race but are not

historical perspectives. Race analysts and constructors

stored historically. Information about the performance

in the Ferrari team are used to working based on their

of the cars in the race is fed real-time from the cars into

experience and available real-time data and do not use

Ferrari Case

171

172

any historical data. Reporting to the FIA is performed by

manually typing up a report based on data available from
the pit systems, where traceability and audit ability of this
information is not guaranteed.

Gap Analysis
The Ferrari F1 team does not have any serious BI
capabilities available yet to support the business strategy
of the team. Neither a BI system nor experience with trend
analysis and predictive analysis is available within the
team. Also historical data is not available, except perhaps
for car statistics within the Ferrari Factory. Reporting to
the FIA is not compliant with traceability and audit-ability
requirements of the FIA. The Ferrari F1 team has to
invest in acquiring the right data, BI technology, skills and
capabilities to fulfil the requirements as stated in the BI
strategy.

8.4 Requirements Analysis

Based on interviews and workshops with the

Also, in this early stage a data source analysis is performed

constructors and race analysts of the F1 team an

to ensure the availability of data or to identify any data

information requirements matrix is defined, indicating

sourcing issues upfront. The analysis shows that the F1

the measurements and the dimensional view on the

team relies on a lot of external data. Efforts can now be

measurements for both the constructors and the race

started to acquire this external data to support the future

analysts.

BI solution.

Dimensions

Race Results
Position

Location
Continent
Country
Circuit
Calendar
Year
Quarter
Month
Day
Week
Day
Time
Hour
Min
Sec
Msec
Race
Type
Lap
Sector
Corner

Data Source
Measures

Time

Measures
Car Statistics
Oil Temp Tire Pres

Weather
Susp.

Temp

Humidity

Data Source
Dimensions

Race Analysts

Constructors

Race Analysts &

Constructors

FIA Database

Race Analysts &

Constructors

Constructors

Race Analysts

Generate in BI
Solution

Race Analysts &

Constructors

Constructors

Race Analysts

Generate in BI
Solution

Race Analysts &

Constructors

Race Analysts & Constructors

Race Analysts

N/A

Constructors

N/A

FIA Database for

history, Pit system
for actuals

Ferrari Factory Reseach lab

for history, car telemetrics
system for actuals

FIA Database for

history, Weather
forecast agency for
predictions

Circuit
Database

Ferrari Case

173

174

8.5 Demonstration
To give the constructors and race analysts some idea

For the race analysts a simple model is configured to

of the advantages of a BI solution, a demonstration

predict the required minimum lap time and average lap

environment is created with some relevant sample data

time on a specific circuit based on races on that circuit in

and some reporting and analysis capabilities, using

the past. Lap time prediction is very important for the race

standard functions of Excel.

analysts to plan the right racing strategy with the drivers.

For the constructors a simple model is configured to

Both demonstrations are realised using sample data and

predict the average and maximum lateral G-force of

very basic analytical functionality. By selecting the most

the car on a specific circuit based on races on that

relevant analysis subjects the future end-users, are now

circuit in the past. G-force prediction is very important

convinced of the benefits of a BI solution.

for the constructors to optimise the configuration of the

3,5

3,5

3,0
2,5
2,0
1,5

G-Force Statistics
G-Force Statistics
3,4
Prediction

3,0

2,7
Prediction

2,5

3,4
Prediction

2,7
Prediction

2,0
2002

1:37:55

1:35:02

1:35:02

1:32:10

1:32:10

1:29:17

1:29:17

1:26:24
1:23:31

2002

2,1 1,9
2,6

Max Lateral G-Force

2,6 G-Force 3,0
Max Lateral

2004
2003 2005
2004 20062005
2,0 2,1
2,4 2,0
2,5 2,4
3,2 3,0
3,4 3,2
3,2 3,4
Season
Season

2007
2006
2,5
3,2

2007

1:23:31
1:20:38

1:17:46

1:17:46

Agv Lap-Time
Max Lap-Time

Laptime Statistics
Laptime Statistics

1:27:00
Prediction

1:27:00
Prediction

1:22:00
Prediction

1:22:00
Prediction

1:26:24

1:20:38
1:14:53

1,52003

Agv Lateral G-Force

1,9 G-Force
Agv Lateral

1:37:55

Laptime

4,0

Laptime

4,0

Lateral G-Force

Lateral G-Force

suspension of the car.

1:14:53

2002
2003
2002
1:32:03
Agv Lap-Time 1:30:21
1:32:03
1:28:02
Max Lap-Time 1:26:01
1:28:02

2004
2005
2006
2003
2004
2005
1:35:06
1:30:21 1:28:12
1:35:06 1:27:05
1:28:12
1:25:34
1:26:01 1:24:01
1:25:34 1:24:04
1:24:01
Season
Season

2006
1:27:05
1:24:04

8.6 BI Architecture
Based on the strategy study and a very successful

formats to maximise flexibility, however authentication and

demonstration of how a Business Intelligence solution

authorisation are very important.

could support the F1 team a decision is made to

implement a brand new Business Intelligence solution for

In the table below the requirements of the new BI

the Ferrari F1 team. The solution must provide all required

solution are mapped onto a standardised BI Architecture

information by the FIA and support the race analysts and

framework.

the constructors with predictive analytics. Data will be

extracted from multiple sources and historical data must

Ferrari needs the most comprehensive architecture

be stored to provide trend analysis capabilities. Information

scenario, based on the mapping of the requirements onto

to the FIA will be provided with a secure publication

the BI architecture functions. Now we know what type of

mechanism, audit-able and traceable. Information for the

functions and supporting software we have to consider

constructors and race analysts will be provided in multiple

when starting development.

Function in Architecture

Ferrari F1 BI Solution

Extract

Data from the circuit databases and the FIA database will be purchased and delivered. Historical data from
the Ferrari factory research lab will be acquired. All data from the pits and car systems will be collected.

Integration

All acquired data will be integrated to provide maximum support to the race analysts and constructors.

Storage

A single source of facts, keeping track of all historical data, is very important for Ferrari.

Subject Area

Subsets of data will be created to support the different information needs of the FIA, the race analysts
and the constructors.

Function

To map our data to the information requirements of the FIA, specific calculations and aggregations
will be performed.

Utility

Analytical tools will be provided to the race analysts to perform simulations.

Publish

Authentication and authorisation are very important due to the value of the available information to
our competitors. A secure publication mechanism has to be provided.

Personalize

The information to the FIA will be delivered compliant with the specific interface requirements of
the FIA officials.

Present

All BI products will be presented trough the standardised portal of the Ferrari F1 team.

Ferrari Case

175

176

8.7 Data warehouse Realisation

As defined in the BI architecture a data warehouse with

Based on the priorities set by the F1 team and the

multiple data marts has to be developed to support the

required source data for each data mart the releases are

information requirements of the FIA, the race analysts

defined and developed accordingly. The data warehouse

and the constructors. Multiple data sources will be

will be modelled using Data Vault, the data marts using

extracted and integrated into a singe source of facts. The

dimensional modelling.

development will be performed in three releases, based

on the priorities set by the Ferrari F1 team. The figure
below presents an overview of the components that will be
developed in each of the three increments.

Pits
data
Release 1

Car
Telemetrics

Circuit
Data

Release 1

Release 1

Release 2

Ferrari F1
Data Warehouse

Release 2

FIA Compliance
Data Mart

Car Analytics
Data Mart

Release 3

Release 3

Race Analytics
Data Mart

Weather
Forecasts
Release 3

FIA
Data
Extract, Integration, Storage, Access

8.8 Reporting and analytics Realisation

In the first increment the standard reports to comply

analyses and development of standardised reports. In the

with FIA regulations will be developed based on the

third increment the race analysts will be provided with ad

FIA compliance data mart. In the second increment the

hoc analysis and reporting capabilities. The authentication,

information needs of the constructors will be met by

authorisation, publication and distribution of all information

implementing a car simulation modelling toolkit and by

products will be managed trough the existing portal of the

implementing OLAP functionality. These functions enable

Ferrari F1 team.

the constructors to perform simulations, ad-hoc detailed

FIA Compliance
Data Mart

FIA
Reports
FIA

Car Simulation
Models

Ferrari
F1
Portal

Car Analytics
Data Mart

Constructors

Car
Cubes
Car
Reports

Race Analytics
Data Mart

Authentication,
Authorisation,
Publication,
Distribution

Race Analysts

Race
Cubes
Car
Reports

Function, Utility, Publish, Personalize, Present

Ferrari Case

177

178

8.9 Data Quality

In the business strategy of the Ferrari F1 team one focus

The driver did not finish this race and ends up third in the

area was mentioned, which we could not cover with a

overall championship. Analyzing this of communication

Business Intelligence initiative:

reveals some serious quality issues:

zz Reliable pits-driver communication, preventing

zz Oil temperature was within margins, but the car caught

mishaps of last season to happen again.

fire? Was temperature given in degrees Celsius or

Fahrenheit? Considering the international set up of the

Let us to take a closer look at the reasons why this issue

F1 team some agreements on this would have been

has gained this level of interest of the F1 management

helpful.

team of Ferrari. Last season the following peace of pits-

zz Why did the driver lose his position to the second

car communication between a German driver and an

driver of the race, without knowing? His position in

Australian constructor became critical. The driver was on

the race was not noticed by the pits, causing serious

pole position and racing for the champions title. The oil

problems on the track.

temperature in his car is rising and he needs to now his

position.

Lap

Driver

Pits

34

Oil temperature rising to 200, should I make a pitstop?

Within margins, keep pushing.

35

Current position?

Pole position, your are half a lap before.

36

Who is driving close behind me?

You lapped him already I guess.

37

Oil temperature is now rising to 250!

Within margins, keep pushing.

38

I am losing my position!

39

Engine on fire!

8.10 Data Vault Modelling

Based on the information requirements matrix and
mapping to the available sources the following business
keys are defined for the F1 datawarehouse data model:

Hubs

Definition

Car Hub

The unique identification of a car in the Ferrari F1 team.

Driver Hub

The unique identification of a driver in the Ferrari F1team

Circuit Hub

The unique identification of a circuit in the F1 Grandprix organization

Race Hub

The unique identification of a race in the F1 Grandprix organization

Based on the information requirements matrix and

following relevant relationships are defined for the F1

the performed mapping to the available sources the

datawarehouse data model:

Links

Definition

Linked hubs

Race Event Link

Identifies the occurence of a race on a circuit

Race, Circuit

Car Performance Link

Identifies the telemetrics of a car in a specific race

Car, Race

Driver Performance Link

Identifies the performance of a driver in a specific race

Driver, Race

Ferrari Case

179

180

We can now start drawing the data vault data model,

associating the hubs with the links.

Race Event Link

Circuit Hub

Race Hub

Car Performance Link

Driver Performance
Link

Car Hub

Driver Hub

Based on the information requirements matrix and

following descriptive attribute sets are defined for the F1

the performed mapping to the available sources the

datawarehouse data model:

Satellites

Definition

Linked to

Circuit Satellite

Containts descriptive attributes of a circuit

Circuit Hub

Driver Satellite

Contains descriptive attributes of a driver

Driver Hub

Car Satellite

Contains descriptive attributes of a car

Car Hub

Race Satellite

Contains descriptive attributes of a race

Race Hub

Car Performance Satellite

Contains the performance attributes of a car in a particular race with a particular driver.

Car Performance Link

Driver Performance Satellite

Contains the performance attributes of a driver in a particular race.

Driver Performance Link

When we add the defined satellites to the data vault

model we end up with the following model for the F1 data
warehouse.

Race Event Link

Circuit Hub

Circuit Satellite

Race Satellite

Race Hub

Car Performance
Link

Car Performance
Satellite

Driver Performance
Satellite

Driver Performance
Link

Car Hub

Driver Satellite

Driver Hub

Car Satellite

Ferrari Case

181

182

Dimensional Modelling
8.11

Based on the information requirements matrix and the

Based on the future use and granularity of the facts we

mapping to the available sources; two subject areas are

would share the calendar, circuit and race dimension

defined. The first one measures the performance of the

between the two star schemes making them conform

driver, the second one is measuring the performance

dimensions.

of the car. Both subject areas are modelled in a star

scheme below.

Circuit
Dimension

Driver
Dimension

Driver
Performance
Fact

Calendar
Dimension

Circuit
Dimension

Race
Dimension

Race
Dimension

Car
Performance
Fact

Car
Dimension

Calendar
Dimension

8.12 Exploitation
Ferrari managed to implement the first two increments
of their BI solution, including a strong maintenance and
support organisation. In their opinion the BI solutions
contributed to the success of the 2007 season.

 he season 2007 will be remembered in the

T
history of F1 as fiercely contested and one
of the most spectacular ones of the entire
history of F1. Three drivers were only one
point apart at the end of the last race, while
the Finn from Ferrari, Kimi Raikonen, gained
the laurels and became World Champion.
With nine victories Ferrari gained the
Constructors Title, after three years without.
(Source: www.ferrariworld.com)

Ferrari Case

183

184

References
Abonyi, J., Feil, B., and Abraham, A.

Computational Intelligence in Data Mining, Informatica, 29, 3-12.

Cios, K. J., Pedrycz, W., Swiniarski,

R. W., and Kurgan, L. A.

Data Mining, A Knowledge Discovery Approach, Springer, New York.

CRISP-DM

Cross Industry Standard Process for Data Mining. (www.crisp-dm.org)

Dan Linstedt

The Business of Data Vault Modelling, This book presents the business of next generation data warehousing,
including the Data Vault model and approach or methodology. (www.danlinstedt.com)

Dy, J. G., and Brodley, C. E.

Feature Selection for Unsupervised Learning., Journal of Machine Learning Research, 5, 845-889

Fayyad, U., Piatetsky-Shapiro, G.,

and Smyth, P.

From Data Mining to Knowledge Discovery in Databases., American Association for Artificial Intelligence.

Gartner

Gartner, Inc. (NYSE: IT) is the worlds leading information technology research and advisory company. (www.gartner.com)

Inmon

Bill Inmon, world-renowned expert, speaker and author on data warehousing, is widely recognized as the father of data
warehousing. He is creator of the Corporate Information Factory and more recently, creator of the Government Information
Factory. (www.cif.com)

Imhoff

Claudia Imhoff, Ph.D., is the President and Founder of Intelligent Solutions, a leading consultancy on data warehousing
and business intelligence technologies and strategies. (www.intelsols.com)

Kaplan and Norton

Founders of the balanced score card approach (www.valuebasedmanagement.net)

Kimball

Worldwide known innovator, writer, educator, speaker and consultant in the field of data warehousing. He has remained
steadfast in his long-term conviction that data warehouses must be designed to be understandable and fast. His books
on dimensional design techniques have become the all time best sellers in data warehousing. (www.kimballgroup.com)

Mimno

Mr. Mimno has accumulated extensive practical experience in identifying mistakes that are commonly made in the
development of data warehousing applications, and assists MMH clients in building successful data warehouses
incrementally.(www.mimno.com)

Miradi, M.

Knowledge discovery and pavement performance, data mining, Wohrmann Print Service, The Netherlands.

Moss

Ms. Moss has written a number of books, white papers, and articles on business intelligence, project management,
information asset management, development methodologies, data quality, and organizational realignments. In 1991 she
self-published her first methodology RSDM 2000, Relational System Development Methodology, Volumes I & II. Since
then, she has co-authored the books Data Warehouse Project Management, Impossible Data Warehouse Situations, and
Business Intelligence Roadmap, and Data Strategy

NESMA

NESMA (Netherlands Software Metrics Association), the second largest Functional Sizing Measurement Organisation in
the world.(www.nesma.nl)

OVUM

At Ovum we fully understand convergence across telecoms, IT services and software. We invest heavily in researching
what is happening in a market that is dynamic and full of risk and reward. We analyse the changes and identify the threats
and opportunities ahead for our clients. (www.ovum.com)

TDWI

TDWI (The Data Warehousing Institute) provides education, training, certification, news, and research for executives
and information technology (IT) professionals worldwide. Founded in 1995, TDWI is the premier educational institute for
business intelligence and data warehousing. (www.tdwi.org)

Treacy and Wiersema

Founders of the value discipline model (www.valuebasedmanagement.net)

Zachman

John A. Zachman is the originator of the Framework for Enterprise Architecture which has received broad acceptance
around the world as an integrative framework, or periodic table of descriptive representations for Enterprises.
(www.zachmaninternational.com)

185

186

Index of Terms
accountable

........................................................................................................................................................................................................ 22, 36, 72

Analytics Culture

.................................................................................................................................................................................................................... 43

appliances

..................................................................................................................................................................................................................... 83

architecture design

........................................................................................................................................................................................................ 73, 79, 83

Audit Services

............................................................................................................................................................................................................ 68, 101

balanced scorecard

.................................................................................................................................................................................................. 28, 29, 38, 44

Basel II

.............................................................................................................................................................................................................. 23, 25

benchmark

................................................................................................................................................................................................... 10, 49, 59, 61

BI CC

................................................................................................................................................................................................... 10, 52, 53, 54

BI Development

..........................................................................................................................................................................11, 53, 59, 67, 85, 98, 99, 100

BI Exploitation

........................................................................................................................................................................................................67, 94, 100

BI foundation

................................................................................................................................................................................................... 36, 37, 38, 72

BI lifecycle

........................................................................................................................................................................................... 14, 66, 68, 98, 100

BI projects

..................................................................................................................................................................................... 51, 52, 53, 54, 99, 127

BI strategy

........................................................................ 52, 53, 66, 67, 68, 69, 70, 71, 72, 73, 85, 86, 94, 98, 100, 102, 103, 109, 110, 122, 171, 172

BI value creation

.................................................................................................................................................................................................................... 40

Blended delivery

................................................................................................................................................................................................... 11, 55, 56, 58

Business Analysis

........................................................................................................................................................................................................ 52, 66, 69

Business Analytics

............................................................................................................................................................................................................... 38, 40

Business Context

.................................................................................................................................................................................... 100, 102, 106, 107, 108

Business modelling

.................................................................................................................................................................................................................... 90

Business Modelling

..................................................................................................................................................................................................................... 38

business performance

.............................................................................................................................................................................................................. 25, 38

Business reporting

............................................................................................................................................................................................................... 37, 90

business value discipline

..................................................................................................................................................................................................................... 18

Cause Effect

.................................................................................................................................................................................................................... 44

change cost

.................................................................................................................................................................................................................... 60

Client Relationship Management

.................................................................................................................................................................................................................... 82

CMMI

............................................................................................................................................................................................................... 55, 56

Configuration

......................................................................................................................................................................................................79, 103, 174

construction cycle

............................................................................................................................................................................................................... 40, 41

consumption cycle

.................................................................................................................................................................................................................... 41

content rationalisation

.................................................................................................................................................................................................................... 50

Corporate Performance Management .......................................................................................................................................................................................... 28, 29, 34, 38, 186

cost effective BI

.............................................................................................................................................................................................................. 48, 56

cost reduction

............................................................................................................................................................................................................ 49, 127

Critical Success Factors

........................................................................................................................................................................................... 28, 30, 36, 40, 105

Customer Intimacy

..................................................................................................................................................................................................................... 19

customer profitability

......................................................................................................................................................................................................... 26, 27, 59

Customer Relationship Management .......................................................................................................................................................................................... 25, 34, 38, 70, 154

data governance

................................................................................................................................................................................................. 36, 37, 72, 133

Data Integration

..................................................................................................................................................... 37, 39, 85, 87, 118, 121, 130, 131, 159, 186

data management

..................................................................................................................................................................................... 36, 37, 38, 72, 87, 131

Data Migration

....................................................................................................................................................................................................... 37, 39, 127

Data mining

................................................................................................................. 26, 44, 90, 153, 154, 155, 156, 158, 159, 160, 161, 163, 164, 165

data modelling

............................................................................................................................................................ 37, 55, 58, 88, 116, 134, 135, 137, 146

data models

................................................................................................................................................................... 74, 83, 88, 90, 105, 129, 134, 147

data ownership

.............................................................................................................................................................................................................. 36, 72

Data Quality

.............................................................................................................................................................................. 39, 116, 126, 127, 170, 178

Data Resource Management

....................................................................................................................................................................................................... 67, 95, 100

Data Vault

................................................................................................................ 88, 105, 111, 116, 124, 134, 135, 136, 138, 140, 141, 142, 146, 176

DBMS

.................................................................................................................................................................................................................... 88

definition of BI

.................................................................................................................................................................................................................... 34

dimension

..................................................................................................................................... 60, 74, 76, 77, 124, 147, 149, 150, 151, 152, 153, 182

Dimensional modelling

.............................................................................................................................................................. 88, 105, 116, 146, 147, 153, 176, 182

document warehouse

........................................................................................................................................................................................................... 161, 162

DW2.0

................................................................................................................................................................................................................... 162

engineering framework

............................................................................................................................................................................... 98, 99, 100, 101, 104, 106

Enterprise Application Integration

.............................................................................................................................................................................................................. 39, 80

Enterprise Content Management

.......................................................................................................................................................................................... 34, 35, 39, 91, 160

Enterprise Resource Management

.............................................................................................................................................................................................................. 70, 82

Enterprise Value Management

................................................................................................................................................................................................... 18, 19, 20, 38

estimating

....................................................................................................................................................................................................... 59, 61, 124

ETL

............................................................................................................................................................ 56, 58, 83, 87, 116, 123, 124, 125, 126

expert estimation

.............................................................................................................................................................................................................. 59, 61

187

188

Extract more value from customer

interactions

.............................................................................................................................................................................................................. 22, 25

facts

...................................................................................................................................................... 44, 60, 74, 76, 81, 146, 147, 149, 150, 182

Feasibility study

........................................................................................................................................................................................... 52, 66, 69, 71, 171

FPA

.................................................................................................................................................................................................................... 61

funding

.................................................................................................................................................................................................................... 53

granularity

............................................................................................................................................................ 76, 77, 88, 90, 140, 147, 148, 159, 182

increments

..................................................................................................................................................... 38, 56, 67, 73, 76, 79, 83, 85, 86, 176, 183

Information Culture

.................................................................................................................................................................................................................... 43

Information Delivery Management

............................................................................................................................................................................................................... 67, 94

Information Lifecycle Management

.................................................................................................................................................................................................................... 38

Information Management Culture

.................................................................................................................................................................................................................... 70

Information Security

............................................................................................................................................................................................................... 57, 77

Infrastructure rationalisation

.............................................................................................................................................................................................................. 50, 51

investment

................................................................................................................................................................ 11, 20, 21 42, 43, 57, 59, 60, 61, 85

Key Performance Indicators

................................................................................................................................................................................................. 27, 28, 30, 105

lifecycle management

.............................................................................................................................................................................................................. 38, 41

Maintenance and Support

...................................................................................................................................................................................................... 95, 98, 183

Master Data Management

.............................................................................................................................................................................................................. 39, 50

maturity

.............................................................................................................................................................. 10, 41, 42, 43, 44, 45, 56, 66, 68, 85

measures

................................................................................................................................................ 28, 30, 36, 38, 57, 77, 146, 147, 148, 149, 182

Meta data

.................................................................................................................................................................................................................... 83

MIFID

.................................................................................................................................................................................................................... 23

offshore

................................................................................................................................................................................................... 11, 51, 55, 58

OLAP

................................................................................................................................................. 44, 88, 90, 153, 154, 158, 159, 160, 163, 177

Operational Excellence

............................................................................................................................................................................................................... 19, 20

opportunity matrix

.................................................................................................................................................................................................................... 49

predictive model

.............................................................................................................................................................................................................. 26, 27

Processes and organisation

optimisation

.............................................................................................................................................................................................................. 50, 51

Product Leadership

..................................................................................................................................................................................................................... 19

project cost

.............................................................................................................................................................................................................. 60, 61

Query & Reporting Services

.................................................................................................................................................................................................................... 90

reduce churn

.............................................................................................................................................................................................................. 25, 26

Repository

........................................................................................................................................................................... 100, 102, 103, 106, 160, 164

risk & compliance framework

.................................................................................................................................................................................................................... 25

ROI

....................................................................................................................................................................................................... 21, 61, 134

SAS-70

.................................................................................................................................................................................................................... 57

service cost

.............................................................................................................................................................................................................. 60, 61

snowflake

........................................................................................................................................................................................................... 149, 153

Solvency II

.................................................................................................................................................................................................................... 23

SOX

.................................................................................................................................................................................................................... 23

stakeholders

............................................................................................................................................................... 18, 22, 23, 69, 78, 85, 101, 104, 105

star

...................................................................................................................................................................... 88, 117, 134, 149, 152, 153, 182

strategy cycle

.................................................................................................................................................................................................................... 40

Strategy study

................................................................................................................................................................................... 66, 68, 69, 70, 170, 175

System Concept

............................................................................................................................................................................................ 103, 110, 111, 112

System Context

.................................................................................................................................................................................... 100, 102, 103, 107, 111

System Specification

................................................................................................................................................................................... 100, 102, 103, 106, 112

TCO

............................................................................................................................................................................................ 41, 43, 49, 55, 99

Testframe

.................................................................................................................................................................................................................... 93

text mining

................................................................................................................................. 26, 38, 90, 116, 153, 154, 160, 161, 162, 163, 164, 165

traceable

..................................................................................................................................................................................... 22, 24, 36, 72, 99, 175

Track performance and align metrics

across the organisation

.............................................................................................................................................................................................................. 22, 28

Track risk and compliance

.............................................................................................................................................................................................................. 22, 23

V-model

.................................................................................................................................................................................................................... 93

189

190

Index of Figures
Figure 2.1 Value disciplines

..................................................................................................................................................................................................................... 19

Figure 2.2 Enterprise Value Management.................................................................................................................................................................................................................. 20

Figure 2.3 BI Spend Prediction (Source Gartner, Feb 2008)..................................................................................................................................................................................... 21
Figure 2.4 Regulations introduced (Source: Gartner)................................................................................................................................................................................................ 23
Figure 2.5 Logica GRC Framework

..................................................................................................................................................................................................................... 24

Figure 2.6 Predictive model generation (The CRISP DM Model)............................................................................................................................................................................... 26

Figure 2.7 Predicting bad debt customers................................................................................................................................................................................................................ 27
Figure 2.8 Lack of alignment on vision, mission and strategy................................................................................................................................................................................... 29
Figure 2.9 BI and CPM alignment

..................................................................................................................................................................................................................... 30

Figure 3.1 Challenges for BI

..................................................................................................................................................................................................................... 36

Figure 3.2 Business Intelligence foundation.............................................................................................................................................................................................................. 37

Figure 3.3 Value creation with BI

..................................................................................................................................................................................................................... 40

Figure 3.4 Maturity model (source: TDWI)................................................................................................................................................................................................................. 42

Figure 3.5 BI Maturity by Logica

..................................................................................................................................................................................................................... 44

Figure 4.1 Cost reduction roadmap (illustration)........................................................................................................................................................................................................ 50

Figure 4.2 BI Competence Center

..................................................................................................................................................................................................................... 52

Figure 4.3 Blended delivery model

..................................................................................................................................................................................................................... 58

Figure 5.1 BI Framework

..................................................................................................................................................................................................................... 66

Figure 5.2 Granularity diagram

..................................................................................................................................................................................................................... 76

Figure 5.3 Architecture components ..................................................................................................................................................................................................................... 81

Figure 5.4 Sequential and Iterative Development...................................................................................................................................................................................................... 86
Figure 5.5 Star scheme

..................................................................................................................................................................................................................... 88

Figure 5.6 Universal testing model

..................................................................................................................................................................................................................... 93

Figure 6.1 BI Engineering Framework ................................................................................................................................................................................................................... 101

Figure 7.1 Dimensional Data Warehouse ETL Framework....................................................................................................................................................................................... 123
Figure 7.2 Data Quality skills

....................................................................................................................................................................................................................131

Figure 7.3 Data Quality Score card

................................................................................................................................................................................................................... 132

Figure 7.4 Continuous data quality improvement.................................................................................................................................................................................................... 133

Figure 7.5 Loading hubs

................................................................................................................................................................................................................... 143

Figure 7.6 Loading links

................................................................................................................................................................................................................... 144

Figure 7.7 Loading Satellites

................................................................................................................................................................................................................... 145

Figure 7.8 End dating Satellites

................................................................................................................................................................................................................... 146

Figure 7.9 Granularity Diagram

................................................................................................................................................................................................................... 148

Figure 7.10 The Crisp-DM Model

................................................................................................................................................................................................................... 156

Figure 7.11 Data Mining Techniques

................................................................................................................................................................................................................... 157

191

192

Index of Tables
Table 1.1 Target audience

..................................................................................................................................................................................................................... 14

Table 2.1 Decision making levels

..................................................................................................................................................................................................................... 28

Table 3.1 Levels of BI usage

..................................................................................................................................................................................................................... 35

Table 4.1 Content rationalisation oppertunities......................................................................................................................................................................................................... 50

Table 4.2 Infrastructure rationalisation oppertunities................................................................................................................................................................................................ 51
Table 4.3 Process and organisation rationalisation oppertunities............................................................................................................................................................................. 51
Table 4.4 Organisational structure of a BI CC........................................................................................................................................................................................................... 54
Table 4.5 Management of a BI CC

..................................................................................................................................................................................................................... 54

Table 4.6 Predictive value of benchmark parameters................................................................................................................................................................................................ 60

Table 5.1 BI Architecture components ..................................................................................................................................................................................................................... 82
Table 6.1 BI Engineering Framework activities........................................................................................................................................................................................................ 100
Table 6.2 BI Engineering framework stakeholder perspectives............................................................................................................................................................................... 102
Table 6.3 BI Engineering Framework disciplines..................................................................................................................................................................................................... 104
Table 6.4 BI Engineering Framework overview........................................................................................................................................................................................................ 106
Table 6.5 BI Engineering Framework business context............................................................................................................................................................................................107
Table 6.6 BI Engineering Framework Business Context.......................................................................................................................................................................................... 108
Table 6.7 BI Engineering Framework System Context............................................................................................................................................................................................. 109
Table 6.8 BI Engineering Framework Architecture...................................................................................................................................................................................................110
Table 6.9 BI Engineering Framework System Concept............................................................................................................................................................................................111
Table 6.10 BI Engineering Framework System Specification....................................................................................................................................................................................112
Table 7.1 Architecture evaluation criteria..................................................................................................................................................................................................................119
Table 7.2 Evaluating architecture topologies........................................................................................................................................................................................................... 122
Table 7.3 ETL Framework Stages

................................................................................................................................................................................................................... 125

Table 7.4 ETL Framework Management Processes................................................................................................................................................................................................ 126

Table 7.5 History strategies

....................................................................................................................................................................................................................151

Table 7.6 Dimension types

................................................................................................................................................................................................................... 152

Table 7.7 Data versus text mining

................................................................................................................................................................................................................... 164

Table 8.1 Ferrari case - BI Framework stages..........................................................................................................................................................................................................170

Index of References
Abonyi, J., Feil, B., and Abraham, A. ........................................................................................................................................................................................................... 166, 184
Cios, K. J., Pedrycz, W., Swiniarski,
R. W., and Kurgan, L. A.

................................................................................................................................................................................................................... 166

CRISP-DM

............................................................................................................................................................................................. 26, 155, 156, 157

Dan Linstedt

............................................................................................................................................................................................................. 88, 134

Dy, J. G., and Brodley, C. E.

................................................................................................................................................................................................................... 166

Fayyad, U., Piatetsky-Shapiro, G.,

and Smyth, P.

................................................................................................................................................................................................................... 166

Gartner

............................................................................................................................................................................................................... 21, 83

Inmon and Imhoff

................................................................................................................................................................................................................... 120

Kaplan and Norton

.................................................................................................................................................................................................................... 28

Kimball

........................................................................................................................................................................................................... 120, 146

Mimno

................................................................................................................................................................................................................... 120

Miradi, M.

................................................................................................................................................................................................................... 166

Moss

................................................................................................................................................................................................................... 120

NESMA

............................................................................................................................................................................................................... 61, 62

OVUM

.................................................................................................................................................................................................................... 83

TDWI

............................................................................................................................................................................................... 42, 83, 120, 122

Treacy and Wiersema

..................................................................................................................................................................................................................... 19

Zachman

............................................................................................................................................................................................................. 98, 101

193

Logica
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Green Park
Reading, RG2 6UA
United Kingdom
T: +44 20 7637 9111
F: +44 20 7468 7006
E: hga.bi.ww@logica.com
I:

www.logica.com/BI

About Logica
Logica is a leading IT and business services company, employing 40,000 people. It provides business consulting, systems
integration, and IT and business process outsourcing services. Logica works closely with its customers to release their
potential - enabling change that increases their efficiency, accelerates growth and manages risk. It applies its deep
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their markets. Logica is listed on both the London Stock Exchange and Euronext (Amsterdam) (LSE: LOG; Euronext: LOG).
More information is available at www.logica.com.

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