Client: International
industry leader in insurance broking and risk management to Fortune 500
companies.
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Challenge:
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Augment
company’s London Business Intelligence (BI) system to provide decision
makers with the information they really need when they need it. The
London insurance market carries unique BI challenges due to its
distinct history and culture. Therefore packaged BI techniques do not
get at the information specific to meeting those challenges. The BI
team needed to avoid creating yet another unused database. They needed
a comprehensive set of requirements and design techniques in order to
augment the existing decision support system. |
| Solution: |
Apply
a combination of techniques to understand the decision maker’s Business
Intelligence requirements and provide guidelines for modifying the
design of the underlying data warehouse. Targeted interviews were used
obtain decision maker’s priorities, decisions, information needs and quality of service characteristics. Top-down
modeling represented the language of the user for later user interface
specifications. Reverse engineered source databases captured
available data, data cleansing requirements, and data consistency
rules. Complex relationship modeling provided guidance for data
warehouse schema design and roll-up summarization. |
| Benefits: |
Instead
of spending a year modifying databases and decision tools only to find
that the system as built was not used by decision makers – the team
developed the right BI system that meet their needs in a few months. They improved
management’s ability to make fast and accurate decisions. Data
contained in multiple transaction processing systems was made readily
accessible. Time spent correcting and collating reports was
significantly reduced. Service Agreement Revenue was improved and
maximized. Decision makers became more independent reducing reliance on
Information Technology personnel. |
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Client: One of the leading Pharmaceutical Enterprises researching medicines and developing products world wide.
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Challenge:
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A
research unit involved with environmental issues were told they were no
longer adequately serving the needs of other business units. The
Enterprise’s obligations from an environmental point of view had
changed. This research unit was being compelled to reorganize and
change their business process, but how? They had to discover what
needed changing and the best way to reorganize once those
changes were understood. |
| Solution: |
Work
with the research unit’s management utilizing Business Process
Reengineering and Use Case techniques. Department personnel were
interviewed to understand the current business practices. Then a
complete understanding of customer requirements were developed. A gap
assessment was performed to understand the differences between existing
processes and and unmet needs. By taking a Systems perspective, new
business processes were design, and implemented resulting in an
internal reorganization. |
| Benefits: |
Six
months after completing the reorganization the research unit was
meeting the needs of other business units. Management successfully
transitioned the Department from being under performing into an
organization that efficiently met their customers true needs. |
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