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Strategic Information Reporting Initiative (SIRI)

Strategic Information Reporting Initiative (SIRI). Overview June 24, 2009 – Joseph Kerr Jkerr@Buffalo.edu. Agenda and Objectives. Context: University at Buffalo Data warehouse/BI at UB Business Case & Vision Approach / Phases Outcomes Future Phases Challenges and Lessons Learned.

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Strategic Information Reporting Initiative (SIRI)

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  1. Strategic Information Reporting Initiative (SIRI) Overview June 24, 2009 – Joseph Kerr Jkerr@Buffalo.edu

  2. Agenda and Objectives • Context: University at Buffalo • Data warehouse/BI at UB • Business Case & Vision • Approach / Phases • Outcomes • Future Phases • Challenges and Lessons Learned

  3. Context: University at Buffalo • Student Body • 28,054 (19K Under-graduate, 9K Graduate) • 7K Degrees awarded 06/07 • Research $300M+, “Operating” $500M, $1.3B Impact • 10K employees • University Center in State University of New York (SUNY) 64 campus system • Campus Financial Transformation • BI: SIRI in production 1 yr+, 500+ users, 1,100 by 7/1 • Decommissioning 3 systems 7/1 • Financial, HR, Procurement focus with Research, Philanthropy, Space, and Student • Operational and Strategic Dashboards

  4. Business Case: Pre- Financial Transformation Reporting and Analysis How many people work for me? How much (money, space, research, …) do we have? What has turnover been? How do I get everything purchased for a lab? Why didn’t someone get paid? Why does everything take so long? • School / VP Area Resource Impact • 2004/05 $16M / 281 FTE Financial and Procurement Campus Expenditure out of $20M • CFO Survey 11 of 20 areas responding with approx. $4.5M spent on data aggregation and reporting efforts InfoSource RF Central UBB People and Money Student UB First SUNY InfoSource On-Line BARS UBF Travel SPS OSC UBF Requisitions Renaissance General Ledger RF Requisitions UBF RF Travel State Requisitions Cash Receipts FSA UBF HR Forms Petty Cash State Travel RF HR Forms CPP Transactions / Operations

  5. Strategic Information Reporting Initiative ( SIRI ) Financial – HR – Student – Research – Philanthropy - Facilities Purpose Operational / Managerial Who needs re-appointment? Which accounts are in the red? Do we have any unassigned space? Strategic Net $$ impact by fund of Hires and Departures? Enrollment on track? Overall current picture & compare to last year Dashboards People Money Procurement Resource Management Executive Dean /VP Space Philanthropy Student CFO Dept Chair Planning Information InfoSource Information InfoSource Operational Data “Original InfoSource” Strategic New Summary / Trend / Analyzed Operational Data “Original InfoSource” Strategic New Summary / Trend / Analyzed Transform Transform Data Quality - Summarize - Calculate - Trend Analysis Translate -Transform - Consolidate Data Quality - Summarize - Calculate - Trend Analysis Translate -Transform - Consolidate Sources BARS SUNY RF Central UBF OSC Cash Receipts Sources BARS SUNY RF Central UBF OSC Cash Receipts Student FSA CPP General Ledger SPS E-PTF Student FSA CPP General Ledger SPS E-PTF

  6. 3 Basic Questions SIRI Vision Single Authoritative Source: Student, Research, Financial, HR, Facilities, and Philanthropy data integrated across funding sources, reliably, accurately, and consistently aggregated and integrated into one place: InfoSource • 1.) How do we bring data together into a trusted environment that is reliable, usable, timely, and accurate? • 2.) How do we present the information to the customer? • 3.) How do we change our ability To analyze information? Single Reporting Solution: Student, Research, Financial, HR, Facilities, and Philanthropy integrated into one analytic and reporting solution: Oracle Business Intelligence Foundation for enhanced analysis and strategic decision making in the future: Data and reporting environment + skill sets Forecasting and Planning: Forecasting and planning tools integrated with the SIRI solution and information

  7. SIRI: Phases And Approach

  8. SIRI: Phases and Approach • Data Warehouse: Oracle 10g • BI: Oracle Business Intelligence Ent. Edition • ETL: Oracle Warehouse Builder (OWB) • Scope / Rollout: • Customer Team: approx 20-25 users • Dean/VP/Assoc VP Operations: “CFO’s”: 120 users • Remainder of campus: Total: approx. 1,200 users • Project Team: Business Offices, Planning and Budget/Inst Anal, Central and Business Office IT, Customers • Consulting: • BI Consulting Group, Inc: Guidance, Modeling, Training, Meta Data (RPD), etc. • http://www.biconsultinggroup.com/ Brad Reinders • LPA Systems, Inc.: OWB ETL and Modeling • http://www.lpa.com : Dave Meintel

  9. Financial Transformation Campus Impact Reporting and Analysis RF Central Operations Financial & HR Research SUNY SIRI Student Philanthropy Strategic OSC Facilities State Human Resources UBF Automated Transactions RF FSA OTPS UBF CPP Transactions / Operations

  10. Financial Transformation Campus Impact CFO Rosters to approve dashboard access (Feb.) approx. 890 people, 1,109 on rosters Provided letter for CFO’s to send to approved customers Customers attend 16 SIRI Overview sessions, totaling over 500 people since March 1. 300+ new Customers sign on, receive access to dashboards 104 Different Areas signed on to SIRI, 14K+ page views Notices on systems ending on July 1 Personal e-mails to individuals still using UBB People & Money Present to CFO’s, IT Node Directors, Business Offices • SIRI & InfoSource: Single Authoritative Source for information • Organized Abandonment • BARS Financial and Human Resources • UBBusiness People and Money • InfoSource On-line financial, employee, and inventory reports • Access to these solutions will end 7/1/2009 • InfoSource is NOT GOING AWAY!

  11. Challenges • Data Quality: • Issues from source systems • Lack of Consistency – Data standardization Project • Fragmentation – many sources • Reliability • ETL (Extract, Transform, Load) • Data Quality • Load Window • Skill availability – expensive commodity • Expectation Management / Communication • The customer lull before delivery • Get people to think strategically • Maintain Support • Scope and Project Management

  12. What do people think? • I'm part of the pilot group for SIRI and just wanted to give some feedback.  First, this is such a huge improvement over current systems and I have been so glad to be part of the pilot and can't wait until it is implemented and fully up to speed (UBF data etc.).  (Associate Dean, School of Architecture and Planning) • I just logged into SIRI for the first time. The ability to see historical data is going to be very helpful to me. (Assist. To Chair, Sociology) • I have to say, I can’t be more pleased to see SIRI come out. It will be even better as you add features. This is an idea that worked! (Assist to Chair, Dept. Rehab Science) • I love SIRI! It is already helping me to do things faster, like finding information on past employees. We are heavily fee based and so the information in SIRI is really helpful. The navigation and performance is great! (Director, Resource Management Student Affairs)

  13. What do people think? • “We couldn’t produce this information 3 years ago and wouldn’t have been able to do it without SIRI” UB President

  14. Benefits – Hidden Value • What are the following worth? • Single table for: • All expenditures • Budget records • Standard coding for expenditures and revenue • Pre-calculated data elements • How many new hires and departures? • Time at UB • Faculty Tenure / Tenure Track indicators • TWFR indicators • “Mago and Yago” • 200 Data “Issues” addressed • Progress on data quality at the source • Shining a light on information • Forming holistic efficiency teams to work with departments • The best is yet to come!

  15. Lessons Learned • Get the data right (Model, blueprints, ETL, RPD) and the reporting is easy. • Don’t underestimate value or pre-built data models and ETL if your environment is right fit, i.e. ERP • Design security up front (row level, vs. OBIEE) data level and access to reports and dashboards. • Security: If you integrate various subject areas, are existing security models silo's and will they still work? Should security be at a higher level for strategic customers? (Department vs. Account level) • Deploy Dashboards and Reports as they are ready to give customers a stream of deliverables.

  16. Lessons Learned • Balance data quality solutions at the source vs. in the ETL vs. time. Real solutions happen at the source • You will need more time for testing than you put in your plan • Did you count on having to address the data issues you find during the ETL process? And, fast? • Remote OBIEE training can work. Model we used with BI Consulting Group, even though we were skeptical at first about having it be remote. Found it to be very effective.

  17. Results

  18. Results

  19. Thanks for your interest!Questions?

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