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BI Competency Centre

The biggest challenge most people face when it comes to BI, is a lack of co-ordination between the IT and business teams. Manthan, however, approaches BI as a holistic business solution, rather than just an IT project, and bridges this crucial gap by setting up a BICC.

We have found this to be essential to an organization’s BI strategy, and a key determinant for the success of its BI initiative. This is why Manthan adopts the BICC approach in all service offerings, so that every client is assured of predictability, quality and efficiency, in every service project.

How the BICC works.

The BICC team leverages our solution accelerators construct, which allows easy creation of new reports and modification of existing ones. The BICC addresses your specific needs through a combination of people, processes, technology, training, practice and templates that optimizes both bandwidth and effort bandwidth and efforts.

Ideally, businesses should perform a self-assessment to determine their degree of readiness, the challenges they face and the likelihood of success, before setting-out on a DW-BI initiative. Businesses that follow the lead of their BICC can minimize the impact of politics on a BI initiative and greatly enhance investment performance.

Strategic, Low-Risk, Optimal

Most businesses lack the skills and organizational commitment for managing, implementing and supporting significant cross-functional BI projects. Skills, if available, are scattered throughout the organization, and BI often gets marginalized. As a result, projects do not achieve their full potential. This is why we believe that BI success depends on the formation, organization and staffing of a BICC.

Manthan assists businesses in developing and implementing the BICC to overcome lacunae in skills, and to address differences among constituents, giving them a much-needed centralized approach to BI to meet the strategic objectives of the business.

Ten Best Practices in developing a BICC

Plan for a dynamic BICC. Stakeholders who come from IT and business units need to monitor the changes that may affect the output of the BICC, as business strategies, processes, people, services and technology evolve.     Define a sponsor. A CXO level active ‘investor’ will direct a BICC and provide guidance, requirements and management.;     Members must be cross-organization. Drawing on business users, analysts and technology-skilled resources, from across the organization, will enhance the potential business value from the BICC investment.     Offer incentives. Bonuses, rewards or recognition work better as inducements to BICC members, as compared to enforcements.     Create a priority list. The BICC can respond better to requests with a defined priority list of projects, metrics and people by business objectives.     Develop the ideal mix of business, people, process and technology. It is imperative to understand the roadmap of how the mix of tasks should develop to support different phases of the BI initiative.     Lead and follow. IT leaders should help their organizations understand their vision in order to prevent failure of their Bi initiative.     Collaborate. Seek out opportunities to work with other competency centers  to leverage skills, best practices and learning.;     Foster responses. Create ways for users to provide feedback to the BICC.     Flag successes. The business impact and value from BI investments helps stakeholders see the value of the BICC beyond ROI; as an impact analysis driven from strategic goals.