Technology is providing a powerful enabler of new as-a-Service (aaS) consumption and delivery models. The Subscription economy has evolved and is disr...
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In my experience however an equal challenge is that the business often lacks a common language, or worse, assumes that the meaning of “something” is universally understood when in fact it may have many meanings across the business.
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Business Intelligence projects should ideally be viewed as enterprise information assets, and as such tend to cut across internal organisational functions. Within these functions it is likely that the business expresses common concepts using descriptive phrases, but does not recogBnise that these phrases may also be common in another part of the business, albeit with a different meaning. Take this example of common phrase in the life insurance industry – that of start of a life insurance policy.
So when a consumer of a BI solution sees an attribute called ‘policy start’ they often automatically assume the bias of the function that they are most familiar with, sometimes with undesired consequences!
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Business Intelligence professionals are accustomed to identifying these kinds of issues in their engagement with the business, and subsequently highlighting the associated risks to the solution and to the organisation. The conversations needed to resolve these issues are sometimes surprisingly tense as functions can be quite parochial in nature.
Typically such projects benefit from the formation of a cross functional information governance group. This group has the mandate to receive requests from the project to agree and define the common language required to make best use of these enterprise information assets. The information governance group of course has other roles, best discussed in another article.
Early identification and resolution of these kinds of issues is important to ensure the development of a robust data model that represents the business. More than ever it is vital to ensure that the focus of efforts in this area are focussed on the business.
Technology is an enabler only, not a mechanism for overcoming the lack of a common language. It never fails to surprise me how common this issue still is, and the lack of will to address the problem, rather than only the symptoms.
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This article was first published in ProjectManager.com.au and has been reproduced with their consent.
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