Business Intelligence Project error Summary (3) Demand Research

Business Intelligence Project error Summary (3) Demand Research

 

My company is a real estate development company. After the company has determined to work on this bi project, Party B's project team began to enter the site. In the early stage, the Information Department Manager (leader later) confirmed that this project only implemented the sales and finance lines. Party B started a demand survey through questionnaires and interviews, using the performance scorecard example as an example to draw a line of thought, managers of various business departments are thoroughly analyzed, hoping to get their usual analysis methods and concerns to form an analysis system. After the two rounds of interviews, we have also gained some things, including the reports in this period and the requirements of some business departments for the reports, as well as some important indicators, party B also sorted out a cash flow-oriented value chain, but in general, there are not many analysis methods, and the analysis focus is scattered and there is a lack of relevance. In addition, according to the current business system, Party B's technical staff Database Structure, combined with the requirements of the survey documents, sorted out some dimension tables and fact tables. However, at this time, Party B only confirmed some interview records with Party A's business department, but did not refine the requirements to determine the data caliber, dimension, and measurement level granularity with the business department, this will expose a lot of problems in the future, and we will talk about it later. For the above description, we need to pay attention to the impact of Party B's Demand Survey Methodology on the project. Due to the leader arrangement, I was not asked to cooperate with Party B's demand research at the time. Instead, I was dispatched to another project, so that I could lead the project before the project went online. After leading the project, I learned about the requirement document and found the problem above, that is, the validation of the business department and the lack of granularity of the requirements. We said, in the Bi project, how can we make bi products more adaptable? We need to: Industry positioning, value chain positioning, and development phase positioning. The industry positioning mainly depends on the degree of information requirements of an industry? For example, the "three industrial division regulations" published by the National Bureau of Statistics has a clear division, which will not be detailed here. The positioning of the value chain is very important for Bi projects. Enterprise In Informatization Focus, and then determine the key links of Bi for analysis and monitoring. Discover the enterprise value chain. From the technical point of view, you can judge from the historical data accumulated by enterprise informatization, such as: Production Manufacturing Pay attention to costs, so Informatization First involves mrp2 or ERP. enterprises like real estate that integrate production and sales need to understand the customer's needs, develop market positioning, and pay attention to the sales and cash chains, therefore, the sales system and CRM will be launched at multiple occasions. After the value chain is obtained through historical data, it is necessary to identify Value-Added links based on the needs of business departments, that is, to find out some key indicators that Bi can improve the value chain refinement process, so as to use Bi Technology for analysis and monitoring, and then according to Party A's Management The analysis logic of the layer starts from the indicators of interest, analyzes exceptions and problems, and traces back to details to reflect the causes, so as to provide plans and improvements for the development phase. Obviously, Party B did not find out Party A's business analysis logic. For example, if ranking analysis shows that the sales revenue decreases significantly in March, we need to know the income of each project in May, if the problem is found to be a, check what type of product is the best and what type of product is the worst? You can also jump to the analysis of customer consumption or customer characteristics in the region. Without such logic support, analysis can only be performed on the surface, but cannot be traced to the cause. What does such a product feel like to middle-and high-level managers?