Bi reporting final
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This document provides details for a BI reporting project proposal for Wronski Medical Devices. It includes an agenda, introductions of the project team, background on the business and identified problems, proposed solutions, business needs, as-is and to-be process maps, a project timeline, demonstration of the BI reporting tool, status updates, cost-benefit analysis, risk analysis, rollout plan, and appendix with additional details.
Bi reporting final
- 1. 1EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY WRONSKI MEDICAL DEVICES BI REPORTING PERMISSION TO DEPLOY TEAM B-RED
- 2. 2EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY MEET THE TEAM Corey Horohoe Niamh Crowley Michelle Ly Peter Shipman
- 3. 3EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY • The Business - Corey • Problem and Solution - Michelle • Business Needs - Michelle • Process Maps - Peter • Project Timeline/Status Update - Peter • Demo • Status Against Plan – Michelle/Corey • Risk Analysis - Niamh • Roll-Out Plan – Niamh • Wrap Up - Niamh AGENDA
- 4. 4EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY THE BUSINESS BACKGROUND, PROBLEMS, SOLUTIONS
- 5. 5EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY • Produces products used by health care professionals • Main customers • Hospitals • Patient Clinics • Dental Surgical Centers • Medical Emergency Centers WRONSKI MEDICAL DEVICES BUSINESS BACKGROUND Corey
- 6. 6EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY PROBLEM AND SOLUTION Unusable reports Non Value Adding Reports 5% Error Rate Long Cycle Time Reports are Costly Reports that addresses current business problems One dashboard with standard reports for entire company Reports are refreshed daily Resources are redistributed to value adding roles Predictive modeling and forecasting reports Michelle
- 7. 7EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY BUSINESS NEEDS Increase percentage of SLA met Equipment Services Increase inventory turnover Inventory Profitability by Product Sales Collect $80m owed Finance
- 8. 8EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY AS-IS AND TO-BE PROCESS MAPS
- 9. 9EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY AS-IS PROCESS Identify problem Determine report requirements Request report Gather data from recording systems Manual data reconciliation Formatting Email Business system data Review Is it Accurate? End No Yes ManagementAnalystsBusinessSystems 2 day 7 day 10 day 1 day 20 days Peter
- 10. 10EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY TO-BE PROCESS Manager identifies needs Check report catalog for required information Use report catalog to analyze data End Analysts Generate New Report Update report catalog Report not available 1 day Report not available *Generating new reports may take a maximum of 2 days
- 11. 11EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY PROJECT TIMELINE
- 12. 12EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY PROJECT TIMELINE March April May June July Aug Sep Oct Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7 Initiation Planning Data Staging Development Sprint 2 Star Schema Build for Departments Deploy Deploy Deploy Deploy Deploy Deploy Key Sprint 2: Mission Critical Sprint 3: High Sprint 4: Above Average Sprint 5: Normal Sprint 6: Below Normal Sprint 7: Low 2014 Calendar Year Peter
- 13. 13EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY BI REPORTING TOOL Equipment Services Inventory Sales Finance Inventory Turnover Service Order Demand Estimate Target List SLA Percentage Globally Yearly Equipment Failure Engineer surplus/ deficit Future Failing Devices Order to Pipeline A/R Collection Period Products Returned Sales Profitability Order to Remittance Orders Fulfilled Order to Ship Profitability by Region Profitability by Modality
- 14. 14EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY STATUS AGAINST PLAN UPDATE ON FINANCIALS
- 15. 15EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY Project Expense Capital Expenditure Allocated Spent Hardware $ 648,000 $ 648,000 Staff $ 374,125 $ 357,666 PM*, Business/Finance Manager*, Development Programmers, Testers*, IT Analysts, DBA One-Time Expense Staff $ 110,833 $ 110,833 PM, Business/Finance Manager, Development Programmers, Training Total Expense $ 1,132,958 $ 1,116,499 PROJECT INVESTMENT STATUS Key Assumptions Project Manager, Financial/Business Manager, and Testers will still be place 2 weeks after final deployment Design, construct, validate phase is 4.5 months and can be capitalized Initiation and definition phase is 2 months and is a one-time expense 90% of allocated funding has been used Michelle
- 16. 16EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY OPERATING COSTS Key Assumptions Project lead is owner of system after complete deployment, decreases year-over-year due to user adoption Help desk is offshore and contracted at a cap of $15,000 a year, available internationally, 24/7 around the clock Users will gradually adopt system Corey
- 17. 17EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY COST BENEFIT ANALYSIS Key Assumptions Rate of adoption are assumed Project benefits are delta of old system NPV(@15% WACC): $21,605,903 IRR: 227%
- 18. 18EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY RISK ANALYSIS
- 19. 19EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY Deliverable/Event Potential Risk And Impact Actions Recommended Users stop using product No value add, wasted resources Highlight key benefits, Communication plan, system champion Users don't understand product Produce faulty data, reduce value impact Demo and training System crashes System unavailable Backup servers, Uninterruptable power supply (UPS) Loss of connectivity to data providers (i.e. Oracle changed to SAP) Unusable data, unavailability from systems Change management, ETL response team RISK ANALYSIS (FMEA) *Failure Mode Effect Analysis Niamh
- 20. 20EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY ROLL-OUT STRATEGY
- 21. 21EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY Change Management •Change agent for each department •Weekly Status Meetings Documentation •ETL/Migration Plan •Operation Data •User documentation UAT •Testing Groups •Provide a test plan (Bugs Found – Defect Resolution) Training and Support •Three one hour live sessions – Beginner – Intermediate –Advanced •Recordings of training sessions (For new employees joining organization) ROLL-OUT STRATEGY Niamh
- 22. 22EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY WRAP UP Quicker Process Reduction in error rate Customer satisfaction Cumulative benefits $40 million
- 23. 23EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY APPENDIX COSTS, MILESTONE ETC.
- 24. 24EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY Data Staging area EMC Oracle Server SAP Sales Finance Services ETL ETL ETL ETL ETL Star Schema EMC Oracle Server Tableau EMC BI Server Equipment Vitals, SLA response time, Inventory Turnover… Hadoop TECHNICAL SOLUTION
- 25. 25EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY CAPITAL EXPENDITURES Key Assumptions Project duration is approximately 6.5 months 10 Servers –4 Development, 3 Testing, 3 Production and Backup Project Manager and Business Analyst are working full time on project Design, construct, validate phase is 4.5 months Initiation and definition phase is 2 months Capital Basis Year 1 Year 2 Year 3 Year 4 Year 5 Total Hardware BI Server $4000/month, 3 servers 28,800$ 28,800$ 28,800$ 28,800$ 28,800$ 144,000$ Oracle Server $6000/month, 7 servers 100,800$ 100,800$ 100,800$ 100,800$ 100,800$ 504,000$ Staff Project Manager $100,000, 4.5 months 7,500$ 7,500$ 7,500$ 7,500$ 7,500$ 37,500$ Business/Financial Analysts $70,000, 4.5 months 5,250$ 5,250$ 5,250$ 5,250$ 5,250$ 26,250$ Development Programmers 1 Programmer, $35/hr x 4.5 months 7,280$ 7,280$ 7,280$ 7,280$ 7,280$ 36,400$ Testers 3 testers x $75,000 salary, 4.5 months 16,875$ 16,875$ 16,875$ 16,875$ 16,875$ 84,375$ IT Analysts 2 analysts x $80,000 salary, 4.5 months 12,000$ 12,000$ 12,000$ 12,000$ 12,000$ 60,000$ Database Admin 4 admin, $45/hr, 4.5 months 25,920$ 25,920$ 25,920$ 25,920$ 25,920$ 129,600$ Total Capital Costs 1,022,125$
- 26. 26EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY ONE TIME COSTS Project Expense (One-time Expense) Staff Project Manager $100,000, 2 months 16,667$ Business/Financial Analysts $70,000, 2 months 11,667$ Development Programmers 5 programmers, $35/hr, 2 months 56,000$ Training Implementation, marketing, rollout 26,500$ Total Expense 110,833$
- 27. 27EMC CONFIDENTIAL—INTERNAL USE ONLYEMC CONFIDENTIAL—INTERNAL USE ONLY RISK REGISTER (FULL) Deliverable/Event Potential Risk and Impact I L D R (I*L*D) Actions Recommended I L D R Business Lack of support from stakeholders Failure to complete project, failure to change current process, no-value added solution to fix current process 8 2 5 80 Consistent communication, highlight benefits 5 1 2 10 Users stop using product No value add, wasted resources 8 4 7 224 Highlight key benefits ,Communication plan, system champion 8 2 4 64 Users don't understand product Produce faulty data, reduce value impact 5 7 7 245Demo and training 4 3 4 48 Change/added requirements Impact delieverables , delay rollout 6 6 3 108Clear project scope 2 2 2 8 Project Reduction of funding Impact delieverables 8 5 4 160Adjust delieverable date 3 5 2 30 Loss of SMEs Project stall, delay rollout 7 4 3 84 Cross train and select team so we don't rely on a single SME 4 4 3 48 Produce reports with no value Negatively impact decisions 7 4 7 196 Training, retain analysts for validation 7 2 3 42 Overbudget (scheduling and resources) Project failure/reassess 8 5 5 200Project management tools 6 2 3 36 Enhancements/Changes to system Reallocation of resources, downtime, miscommunication 7 7 6 294Change management 5 4 5 100 Technology System crashes System unavailable 9 3 3 81 Backup servers, Uninerruptable power supply (UPS) 9 2 2 36 System providers change (i.e. update to data input) Unusable data, unavailability from systems 9 5 7 315 Change management, ETL response team 5 4 4 80 Security Threat Loss of intellectual property, company reputation, data tampering 5 3 7 105 server hardening, data validation, security audit 5 1 4 20 Outages Inaccurate reports 7 3 7 147Change management 7 1 4 28 TOTAL 2239 TOTAL 550
Editor's Notes
- #10: Pete
- #13: Explain that data received from inventory will help create better reports for services, services will create better report for finance, etc. (articulate trickle down approach for inventory) Initiation - march 2 - 18 days Planning - April 26 - 28 days Sprint 1 - June 11 - 27 Days Sprint 2 - June 30 - 13 days Sprint 3 - July 24 - 18 days Sprint 4 - Aug 14 - 15 days Sprint 5 - Sept 2 - 13 days Sprint 6 - Sept. 22 - 14 days Sprint 7 - Oct 5 - 9 days
- #17: Maintenance DBA – They are involved in security – 2 DBA forever
- #20: Update to current status
- #23: Niamh
- #26: DBA – Database Authorization, Database Implementation, Database Security, Monitoring Database Load Operations, Database Backup and Recovery