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Modernizing Enterprise Analytics
The IT Story
Tableau overview
Tell me and I forget;
Show me and I may remember;
Involve me and I’ll understand.
Chinese Proverb
The people who know the data should be
empowered to ask questions of the data
old school
old school
People are smart and computers are tools to
augment their intelligence and creativity
break free
Flow, flexibility, and freedom
are the keys to creative thinking
Driving change
not just discovering insights
We can’t solve problems by using
the same kind of thinking we used
when we created them.
Albert Einstein
Culture of Analytics
Change isn’t coming. It’s here.
Business users are demanding self service…wherever they are.
Their data is everywhere and they have questions.
Databases Big Data Spreadsheets Application Data Cloud
Self-service @ scale
Data Visual Analytics Cloud
Mobile Fast, easy, beautiful
Transformation is happening now….
People Process
Technology
01000100
01000001
DATA
01000001
01010100
We need to re-imagine our IT
processes and how we support
our business
1. Governance
2. Security
3. Scalability
4. Availability
5. Monitoring
6. Management
Self Service at Scale
The Trial…
You download the server trial, start installer, hits “Next” a bunch of times
You have a Tableau Server!! Now what??
A Day In the Life of IT
From Getting Started to Enterprise
Network, Storage
Infrastructure Systems
Application / Services
Monitoring,Management,
Governance,Scalability,Availability,
Security
Service Desk (ITIL)
APIs/Extensibility/
Integration
In IT We have too much on our plate.
Infrastructure teams are driving
toward private clouds, embracing
converged infrastructure and have
little time to understand every
application they have to deploy,
monitor and manage. Every
application needs integration to
the enterprise technology fabric
that takes time and effort. And all
of this needs to be monitored and
managed end to end.
Tableau ServerData Clients
Command Line
Tools
Browser/Mobile
Tableau Desktop
SQL
User Tier
Storage Tier
Management
Tier
Tableau ServerData Clients
Base Install Responsible for monitoring various components, detecting
failures, and executing failover when needed.
In distributed installations, responsible for ensuring there
is a quorum for making decisions during failover.
Manages the licensing of Tableau Server through periodic
compliance checks.
Command Line
Tools
Browser/Mobile
Tableau Desktop
SQL
Tableau ServerData Clients
Gateway
Base Install
Receives incoming client requests and directs them to the
appropriate service for action.
Acts as a load balancer, routing traffic across multiple
service instances.
Command Line
Tools
Browser/Mobile
Tableau Desktop
SQL
Tableau ServerData Clients
Gateway
App Server
Base Install
Includes two processes – one that renders the web portal
(vizportal) and one that handles REST APIs (wgserver).
Processes logins, content searches, content and
permission management, uploads/downloads and other
tasks not related to visualizing data.
Repository
Command Line
Tools
Browser/Mobile
Tableau Desktop
SQL
Stores Tableau Server metadata: users, group
assignments, permissions, projects, etc. Also stores flat
files (TWB, TDS). Responds to queries from other
services when they need metadata.
Holds audit data for performance reporting.
Has a SQL interface so external applications can connect
(read-only).
Tableau ServerData Clients
Gateway
Base Install
Repository Search & Browse App Server
Command Line
Tools
Browser/Mobile
Tableau Desktop
SQL
Handles fast search, filter, retrieval , and display of
content metadata on the server.
Tableau ServerData Clients
Gateway
Base Install
App ServerRepository Search & Browse
Active Directory/SAML
Command Line
Tools
Browser/Mobile
Tableau Desktop
SQL
If used, verifies authentication in conjunction with the
App Server and Repository.
Tableau ServerData Clients
Gateway
Base Install
DataSourceDrivers
App ServerRepository Search & Browse
Active Directory/SAML
Command Line
Tools
Browser/Mobile
Tableau Desktop
SQL
Drivers need to be installed for each data source (32-bit
or 64-bit, depending on installed version of Tableau
Server).
Downloads and more details at
http://www.tableau.com/support/drivers
Tableau ServerData Clients
Gateway
Base Install
DataSourceDrivers
VizQL Server
Cache Server
App Server
Loads and renders views, computes and executes
queries.
Repository Search & Browse
Active Directory/SAML
Command Line
Tools
Browser/Mobile
Tableau Desktop
SQL
The query cache used to be local to each service but now
it is distributed and shared across the server cluster.
The cache speeds user experience across many
scenarios. VizQL Server, Backgrounder, and Data Server
make requests to the Cache Server before hitting the
data source.
Tableau ServerData Clients
Gateway
Base Install
DataSourceDrivers
VizQL Server
Cache Server
Data EngineFile Store
App Server
Stores and services queries to data extracts (TDE).
Invoked when a data extract is published or viewed.
Repository Search & Browse
Active Directory/SAML
Command Line
Tools
Browser/Mobile
Tableau Desktop
SQL
Installed with the Data Engine. Automatically replicates
extracts across data engine nodes.
Tableau ServerData Clients
Gateway
Base Install
DataSourceDrivers
VizQL Server
Cache Server
Data EngineFile Store
Backgrounder
App ServerRepository Search & Browse
Active Directory/SAML
Command Line
Tools
Browser/Mobile
Tableau Desktop
SQL
Runs maintenance tasks to ensure Tableau Server is
running efficiently.
When the Data Engine is used, also handles scheduled
data refreshes.
Handles tasks initiated via TABCMD.
Tableau ServerData
DataSourceDrivers
Clients
Gateway
VizQL Server
Data EngineFile Store
Data Server
Base Install
Cache ServerBackgrounder
App Server
Invoked when a data source is published via Tableau
Desktop.
Serves as proxy for queries to the actual data source (file,
DB server or extract host). Enables centralized metadata
management for data sources and an additional layer of
access control. Allows multiple workbooks to use the
same data extract. Allows centralized driver deployment.
Repository Search & Browse
Active Directory/SAML
Command Line
Tools
Browser/Mobile
Tableau Desktop
SQL
Tableau ServerData
DataSourceDrivers
Clients
Gateway
VizQL Server
Data EngineFile Store
Data Server
Base Install
Cache ServerBackgrounder
Active Directory/SAML
App ServerRepository Search & Browse
Command Line
Tools
Browser/Mobile
Tableau Desktop
SQL
Active Repository
HTTP(S)Server
Gateway, etc.
Cluster Controller
Coordination
VizPortal
File Store
Passive Repository
HTTP(S)Server
Worker1
Search & Browse
Worker2
HTTP(S)Server
Cluster Controller
Coordination
File Store
Worker3
Data Engine
Gateway, etc.
Cluster Controller
Coordination
VizQL Server
File Store
Search & Browse
Data Engine
Backgrounder
HTTP(S)Server
Primary
Cluster Controller
Coordination
Gateway
Search & Browse
Licensing
Loading a viz
Backgrounder
User Authentication
SAML
Kerberos
Row Level Security - Kerberos
A
B
Deployment Architectures
• Single Machine, Default Installation
• Use Sample Workbooks Included
• Published your home grown workbook
Trial Deployment / Prototyping
Load testing is not recommended with trial deployments (tuned for trial)
Simple and Small - Production Deployment
• Single Machine Deployment
– 1x8 Core
– 8GB Per Core RAM
– 5MBPS IOPS or More
• Trade Offs:
– Easy to manage and administer one
node.
– Good for small teams with little to no
IT support
– Hardware and Software are single
point of failure, higher risk of down
time
– Likely hood of shared resource
(RAM,DISK etc.) contention increases
with increased usage over time
Primary Node
Gateway
Search
VizQL Server
Cache Server
Data Server
*
Data Engine
File Store
BaseInstall
Backgrounder
Repository
Application Server
*
**
**
**
**
**
**
*
*
1x8 Core Machine
Higher Risk Deployment
Gateway, Repository, Application Server,
Data Engine become single point of failures
on single machine systems
Backgrounder is CPU and Disk
intensive by design.
Can starve other server processes
with increased workload
Adding additional server processes will
come at the cost of user scale and
performance.
Medium Deployment
• Multi-Machine Deployment
– 2x8 Core Machines
• Trade Offs:
– Small increase in complexity for
companies/teams with no IT
support
– Improved availability with 2
machines, at process level
– Repository still single point of
failure
– Scalable to a certain degree,
under peak loads likelihood of
shared resource (RAM,DISK
etc.) contention increases
Primary Node
Gateway
Search
VizQL Server
Cache Server
Data Server
*
Data Engine
File Store
BaseInstall
Backgrounder
Repository
Application Server
*
*
**
****
**
*
*
*
*
Worker Node
BaseInstall
Gateway
VizQL Server
Cache Server
Data Server
*
Application Server *
**
****
**
Added gateway*, reduces
risk
Added worker alleviates
RAM, Disk contentions
Repository remains single
point of failure
Backgrounder can compete
with resources with VizQL,
Data Engine and Repository
1x8 Core Machine
1x8 Core Machine
Lower Risk Deployment, Increased
Availability
*Assumes ELB
Primary Node
Base
Install
Worker Node 1 Worker Node 2
Gateway
Search
VizQL Server
Cache Server
Data Server
*
Data Engine
File Store
BaseInstall
Application Server
*
*
**
**
**
**
*
Repository (active) *
Gateway
VizQL Server
Cache Server
Data Server
*
Data Engine
File Store
BaseInstall
Application Server *
****
****
**
**
*
Search *
Gateway
Backgrounder
(N to 2N)
****
Extract Heavy Production Deployment
501-1000 Users
1x8 Core Physical or VM
64GB + 4GB = 68 GB RAM
1x8 Core 1x8 Core
2 Additional backgrounders for
higher extract
1 Additional Worker
2 Additional VizQL for user load
2 Additional Cache Servers
2 Additional Data Engines
1x8 Core
An Enterprise Deployment Architecture
Database
Untrusted Zone
(Internet)
Public
DMZ
App
Zone
Intranet ZoneDB Zone
Maps
Reverse
Proxy
Shadow Sync
Policy
ServerClient
SSO
Firewall
Tableau Server Scalability
Scalability
Scales outScales up
Tableau architecture is designed for scale
Data Refresh Frequency for Effective Business Decisions
AnalyticsUseforEffectiveBusinessDecisions
Data Refresh Frequency for Effective Business Decisions
AnalyticsUseforEffectiveBusinessDecisions
Low
(once a day)
1.
Examples:
Engineering - Ship Room
Mortgage Inventory
Traditional BI
Low
(once a day)
Data Refresh Frequency for Effective Business Decisions
AnalyticsUseforEffectiveBusinessDecisions
Moderate
(once an hour)
5.
Examples
Patient Capacity
Dealer Management
Low
(once a day)
1.
Examples:
Engineering - Ship Room
Mortgage Inventory
Traditional BI
Low
(once a day)
Moderate
(once an hour)
Data Refresh Frequency for Effective Business Decisions
AnalyticsUseforEffectiveBusinessDecisions
High
(every second)
9.
Examples:
Air Traffic Controller
Finance Trade Execution
Moderate
(once an hour)
5.
Examples
Patient Capacity
Dealer Management
Low
(once a day)
1.
Examples:
Engineering - Ship Room
Mortgage Inventory
Traditional BI
Low
(once a day)
Moderate
(once an hour)
Always (Live)
AnalyticsUseforEffectiveBusinessDecisions
High
(every second)
7.
Examples:
WW Data Exploration
Tableau Public (US Presidential
Election) 30KViews/hour
8.
Examples:
Sales Quota Dashboard,
Tableau on TV
9.
Examples:
Air Traffic Controller Monitoring
Finance Trade Execution
Moderate
(once an hour)
4.
Examples
Daily Store Inventory
Insurance Customer Analysis
Marketing (targeting)
5.
Examples
Patient Capacity
Dealer Management
6.
Examples:
Support Escalation Dashboard
Finance Portfolio Dashboard
Fraud Investigation
Low
(once a day)
1.
Examples:
Engineering - Ship Room
Mortgage Inventory
Traditional BI
2.
Examples:
Who’s Hot
Sales Lead Tracking
3.
Examples:
Highway Web Traffic Dashboards
Low
(once a day)
Moderate
(once an hour)
Always (Live)
Data Refresh Frequency for Effective Business Decisions
AnalyticsUseforEffectiveBusinessDecisions
High
(every second)
7.
Examples:
WW Data Exploration
Tableau Public (US Presidential
Election) 30KViews/hour
8.
Examples:
Sales Quota Dashboard,
Tableau on TV
9.
Examples:
Air Traffic Controller Monitoring
Finance Trade Execution
Moderate
(once an hour)
4.
Examples
Daily Store Inventory
Insurance Customer Analysis
Marketing (targeting)
5.
Examples
Patient Capacity
Dealer Management
6.
Examples:
Support Escalation Dashboard
Finance Portfolio Dashboard
Fraud Investigation
Low
(once a day)
1.
Examples:
Engineering - Ship Room
Mortgage Inventory
Traditional BI
2.
Examples:
Who’s Hot
Sales Lead Tracking
3.
Examples:
Highway Web Traffic Dashboards
Low
(once a day)
Moderate
(once an hour)
Always (Live)
Data Refresh Frequency for Effective Business Decisions
High to Moderate
External Query
Cache Use
Low to Moderate Query Cache Use
High
(every second)
7.
Examples:
WW Data Exploration
Tableau Public (US Presidential
Election) 30KViews/hour
8.
Examples:
Sales Quota Dashboard,
Tableau on TV
9.
Examples:
Air Traffic Controller Monitoring
Finance Trade Execution
Moderate
(once an hour)
4.
Examples
Daily Store Inventory
Insurance Customer Analysis
Marketing (targeting)
5.
Examples
Patient Capacity
Dealer Management
6.
Examples:
Support Escalation Dashboard
Finance Portfolio Dashboard
Fraud Investigation
Low
(once a day)
1.
Examples:
Engineering - Ship Room
Mortgage Inventory
Traditional BI
2.
Examples:
Who’s Hot
Sales Lead Tracking
3.
Examples:
Highway Web Traffic Dashboards
Low
(once a day)
Moderate
(once an hour)
Always (Live)
AnalyticsUseforEffectiveBusinessDecisions
Data Refresh Frequency for Effective Business Decisions
Add Backgrounders
VizQL,DataServer(PublishedDS),
DataEngine,CacheServers
PERFORMANCE
Improvements across the product
Query
Improvements
Data Engine
Improvements
Server
Improvements
Parallel Query Vectorization
All Query
Improvements
Query Fusion Parallel Plans
Rendering
Performance
Performance Comparison
A test dashboard
with a100 million
rows of flight data
took ~25 secs in 8.3
The same dashboard,
takes ~12 secs in 9.0
Connection pool architecture
Connection pool
Connection group
Connection
Connection
Connection group
Connection
Connection
DBSession
Session
DBSession
Session
Connection pool
Connection
Connection
DB
Session
DB
Session
High Availability
9
35 days
9
4 days
9
8 hours
9
50 mins
9
5 mins
%
CoordinationCoordination
Active Repository
HTTP(S)Server
Gateway, etc.
Cluster Controller
VizPortal
File Store
CoordinationCoordination
CoordinationCoordination
Passive Repository
HTTP(S)Server
Worker1
Search & Browse
Worker2
Data Engine
Gateway, etc.
Cluster Controller
VizQL Server
File Store
Search & Browse
Data Engine
HTTP(S)Server
Primary
Cluster Controller
Gateway
Search & Browse
Licensing
Coordination
Triggered by:
Repository process dies
Or…
tabadmin failoverrepository [--target
<host name or IPv4>|--preferred]
Couple quick points…
Cluster Controller has a leader
Combining Coordination into
ensemble to simplify demo
Repository
Failover
Coordination
Active Repository
HTTP(S)Server
Gateway, etc.
VizPortal
File Store
Passive RepositoryActive Repository
HTTP(S)Server
Worker1
Search & Browse
Worker2
Data Engine
Gateway, etc.
Cluster Controller
VizQL Server
File Store
Search & Browse
Data Engine
HTTP(S)Server
Primary
Gateway
Search & Browse
Licensing
!
!
Cluster Controller
Coordination Coordination
Coordination
Cluster Controller
Passive Repository
Almost done. Processes take a
few minutes to bounce and
update their configuration...
…Vizportal
…API Server
…Vizql Server
…Data Server
…Backgrounder
…API Search Index
Down Repository recovers
as Passive.
Repository
Failover
You Tube Live Failover Demo
• JavaScript API: Integrate visualizations in web applications
– Drive Mark Selections, Apply / Remove Filters
– Two Way Events
– Build your own custom tool bar
• Extract API : Load any data into Tableau
– Language support flexibility (Java/C/C++/Python)
– Build data extracts on any machine
• REST API : Extend server interaction in any language
– Automate user onboarding
– Move projects, workbooks across dev/test/production environments
– Update permissions and more
Extensibility with Tableau SDK
Enterprise Heterogeneous Connectivity
Over 40 specialized connectors out of the
box and ODBC
Out of the box support for Big Data
sources, Relational Databases, SAP HANA
certified
WebData Connector allows any web data to
be brought into Tableau
Data API via Tableau SDK allows you to
bring any data you need into Tableau
Server Architecture Deep Dive
Gateway
VizQL Server
Data Server
(Extracts)
Postgres
Data Engine
Extracts
Customer Data
Source
Published data source
(live)
Live
Connection
Permissions/MetaData/twb/twbx
Request Flow – Web Visualization
Request Flow – Admin Management
Gateway
Application Server
(JAVA)
Search Service
SOLR
Postgres
JSON -RPC
Gateway
API Services (aka
WGServer)
SOLR Postgres
Request Flow - REST API
Gateway
Data Server
(Extracts)
Postgres
Request Flow - Published Data Server
Data Engine
Extracts
Customer Data
Source
Published data source (live)
Live Connection
Permissions/Metadata/tds/tdsx
Backgrounder
Postgres
Data Engine
Same as Web
Visualization
Request Flow
Refresh Extract
Request Flow – Backgrounder
Tableau ServerData
DataSourceDrivers
Clients
Gateway
VizQL Server
Data EngineFile Store
Data Server
Base Install
Cache ServerBackgrounder
Active Directory/SAML
App ServerRepository Search & Browse
Command Line
Tools
Browser/Mobile
Tableau Desktop
SQL
An Enterprise Deployment Architecture
Database
Untrusted Zone
(Internet)
Public
DMZ
App
Zone
Intranet ZoneDB Zone
Maps
Reverse
Proxy
Shadow Sync
Policy
ServerClient
SSO
Firewall
Does not mean simplistic
Tableau architecture drives enterprises
Scaling Analytic Culture
with Tableau Drive
Is this how you feel (now)?
So why do it?
Tableau is different.
It can help you create better workplaces by
building analytic culture.
Does the “report factory” model work for anyone?
Requiremen
ts Gathering
Developme
nt
Planning
User
Acceptanc
e
Test
Production
… is an IT mission...
Subject
Matter
Expert
(ideas)
Every idea….
Is your effort appreciated?
But can’t the process be “tweaked” using Agile?
Should the business users
move in with development?
Planning
Developme
nt
Production
User
Acceptanc
e
Test
Subject Matter
Expertise
(ideas)
What happens when business users do the development?
Self-service collapses phases
of the agile process, allowing
real-time iteration.
Production
Development
Planning
User
Acceptance
Test
Subject Matter
Expertise
(requirements)
Planning
Developme
nt
Production
User
Acceptanc
e
Test
Subject Matter
Expertise
(ideas)
Self-service: a more agile Agile.
Self service model: IT = enabler
IT
Business
Users
?
?
?
??
?
?
?
?
??
?
?
Report factory model: IT = bottleneck
Tableau = Disrupter
But is this a
BIG deal or a small deal?
Our customers have been telling us for
years that it’s a big deal, a really big deal
(ie. you should care)
“Try it, you’ll like it”
Fun aside… what value is this bringing to my
users and organization?
We work in a knowledge economy
Intangibles (Human Capital contribution) as % of S&P 500 market cap.
1975 2015
17% 84%
Knowledge work cannot be forced
Analytic
Culture
Thinking
Knowledge
Participation
Engagement
Analytic Culture
• A shared, baseline understanding of the business: who, what, when,
where, why, how.Knowledge
• Empower those who know the business best to analyze data and
share findings broadly with others.
• Use data to build consensus, align initiatives, and win support.
Participation
• Leverage self-reliant analytics to strengthen commitment and job
satisfaction by removing roadblocks, supporting learning, building
community, and strengthening mission alignment.
Engagement
• Exercise, promote, and celebrate critical and creative thinking through
analysis.Thinking
Curiosity: Wanting to know
Anxiety: Needing to know
Anxiety: Needing to know
Anxiety: Needing to know
Report Factory
- By technical specialists who often don’t
have business context knowledge
- Using specialized skills and complex
tools
- With exclusive access to enterprise
data
- As “Sole” source for reports
“Report factory”
- Business-aligned subject matter experts
with analytic skills
- Run the “Center of Evangelism”
- Participate in promotion to production workflow
- Are hghly encouraged to become proficient
(jedi-caliber)
- Train, mentor, and work in real-time with others
- Are sometimes paid to do analysis full time
- Goal:
- Everyone an analyst
Tableau “Analyst”
Community of
Tableau Users
Analyst
Learner
Consumer
Metcalfe’s Law
value ∝ n2
Sharing information makes organizations smarter,
exponentially.
Knowledge allows sense making
“Core”
Contextual
Knowledge
New
Information
Filtering
Validation
Synthesis
Capuchin monkey fairness experiment
https://www.youtube.com/watch?v=-KSryJXDpZo
Fairness and workplace morale
“Without data, opinion
prevails. Where
opinion prevails,
whoever has power is
king.”
Scientists seek the truth through data
Google decides with data
Systems Thinking
Simplistic isn’t sufficient
By Nicolaus Copernicus
The Earth revolves around
the sun.
(Applause)
“All you need
to know
Is in this
envelope!”
Execution is more than understanding
Analytic Culture
• A shared, baseline understanding of the business: who, what, when,
where, why, how.Knowledge
• Empower those who know the business best to analyze data and
share findings broadly with others.
• Use data to build consensus, align initiatives, and win support.
Participation
• Leverage self-reliant analytics to strengthen commitment and job
satisfaction by removing roadblocks, supporting learning, building
community, and strengthening mission alignment.
Engagement
• Exercise, promote, and celebrate critical and creative thinking through
analysis.Thinking
Feeling left out?
Democracy (vs. Monarchy)
Toyota Andon System
Toyota Way
Analytic Culture
• A shared, baseline understanding of the business: who, what, when,
where, why, how.Knowledge
• Empower those who know the business best to analyze data and
share findings broadly with others.
• Use data to build consensus, align initiatives, and win support.
Participation
• Leverage self-reliant analytics to strengthen commitment and job
satisfaction by removing roadblocks, supporting learning, building
community, and strengthening mission alignment.
Engagement
• Exercise, promote, and celebrate critical and creative thinking through
analysis.Thinking
Not Carrots, Not Sticks
Not about the Perks
Maslow
Eupsychian Management
Thinkers about thinking
Abraham Maslow
Mihaly Csikszentmihalyi
Peter Drucker
Martin Seligman
(and many more)
• Autonomy
• Mastery
• Purpose
• Community
The Four Amigos of Engagement
Engaged Not Engaged
• Autonomous
• Challenged/Growing
• Communal
• Purposeful
• Blocked
• Stuck
• Isolated
• Meaningless
Engagement Pays
Most organizations aren’t doing so well…
In developed countries, enagement hovers
around 20% on average.
Employee Value Proposition
#1 Demotivator: Road Blocks
“People are most satisfied
with their jobs (and therefore
most motivated) when those
jobs give them the
opportunity to experience
achievement.”
#1 Demotivator: Road-blocks
“[W]e discovered the progress
principle: Of all the things that can
boost emotions, motivation, and
perceptions during a workday, the
single most important is making
progress in meaningful work.”
Flow matters
Our humanity is expressed in our choices
Our humanity is expressed in our choices
Which workplace reflects our humanity?
Zappos
Traditional BI is disengaging. It is inhumane.
Analytic Culture
• A shared, baseline understanding of the business: who, what, when,
where, why, how.Knowledge
• Empower those who know the business best to analyze data and
share findings broadly with others.
• Use data to build consensus, align initiatives, and win support.
Participation
• Leverage self-reliant analytics to strengthen commitment and job
satisfaction by removing roadblocks, supporting learning, building
community, and strengthening mission alignment.
Engagement
• Exercise, promote, and celebrate critical and creative thinking through
analysis.Thinking
Where will the next great idea come from?
Critical thinking Evaluate
• Judge
• Compare
• Contrast
• Critique
• Choose
• Rate
• Select
Synthesize
• Compose
• Originate
• Design
• Construct
• Plan
• Create
• Invent
• Organize
• Combine
• Predict
• Revise
Analyze
• Compare
• Classify
• Point out
• Distinguish
• Infer
• Select
• Dissect
• Specify
• Distinguish
• Categorize
Brain exercise
Foundational skill-set, “A Liberal Art”
Cicero
Socrates
David S. Moore
“Rich setting for problem solving and group
work.”
Applied, experiential, active learning
Thinking
Knowledge
Participation
Engagement
“Organic Growth”
Analytics 4 Fun != Analytics @ Scale
Analytics for Fun Analytics at Scale
Individual effort Community effort
Self-starter, self-guided Shared resources/division of labor
Private/rogue data Sanctioned, enterprise data
Dashboard “oohs” and “ahs” Systematic skill building
“Fend for yourself” Programmatic support &
encouragement
Narrow base of adoption Broad-based adoption
Deliberate, programmatic support
Why deliberate, programmatic support?
Why deliberate, programmatic support?
Why deliberate, programmatic support?
Drive is a roadmap to scale your analytic culture
http://www.tableau.com/drive
Drive’s Big Ideas
• Business owns the creative and analytical work.
• IT is empowered to do what they do best, better.
• Great visualizations are the beginning, not the end, of
adoption.
• Drive provides a concrete plan that expands the vision and
reduces risk in deploying enterprise-wide analytics whether
implemented in-house, with Tableau consulting, or partner
consulting.
A partnership that works
IT Role
• Operations
• Infrastructure
• Systems
• Security
• Data
• Production environment
Business Role
• Creative work
• Data requirements
• Community
• Helpdesk
• Evangelism
• Sandbox environment
ExecutionEnablement
MORE responsibility
NEW
responsibilities
Drive best practices
Getting Started, Properly
– Own the “getting started” experience
and do it right.
Skills Pyramid
– Develop champions throughout the
organization and enable users.
Analysis Not Replication
– Follow a repeatable process to translate business
questions into data projects.
Balance Control with Agility
– There is a difference between managed data
discovery and traditional BI lockdown.
Teamwork or Bust
– Bridge the gap between business and IT.
Make this strategic
– Build-out the Centers of Evangelism and
Operations.
Measure and Monitor
– Create a feedback loop to quantify business impact.
• Discovery
• Prototyping
• Best Practices development
• Custom training
• Helpdesk
• Scale-out
• Assessment
• Events
Service Offerings
Tableau’s Mission
Help people see and
understand their data.
Ask a Tableau champion
IT Summit - Modernizing Enterprise Analytics: the IT Story
IT Summit - Modernizing Enterprise Analytics: the IT Story

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IT Summit - Modernizing Enterprise Analytics: the IT Story

  • 3. Tell me and I forget; Show me and I may remember; Involve me and I’ll understand. Chinese Proverb
  • 4. The people who know the data should be empowered to ask questions of the data
  • 5. old school old school People are smart and computers are tools to augment their intelligence and creativity
  • 6. break free Flow, flexibility, and freedom are the keys to creative thinking
  • 7. Driving change not just discovering insights We can’t solve problems by using the same kind of thinking we used when we created them. Albert Einstein
  • 9. Change isn’t coming. It’s here. Business users are demanding self service…wherever they are. Their data is everywhere and they have questions. Databases Big Data Spreadsheets Application Data Cloud
  • 10. Self-service @ scale Data Visual Analytics Cloud Mobile Fast, easy, beautiful
  • 11. Transformation is happening now…. People Process Technology 01000100 01000001 DATA 01000001 01010100 We need to re-imagine our IT processes and how we support our business
  • 12. 1. Governance 2. Security 3. Scalability 4. Availability 5. Monitoring 6. Management Self Service at Scale
  • 13. The Trial… You download the server trial, start installer, hits “Next” a bunch of times You have a Tableau Server!! Now what??
  • 14. A Day In the Life of IT From Getting Started to Enterprise
  • 15. Network, Storage Infrastructure Systems Application / Services Monitoring,Management, Governance,Scalability,Availability, Security Service Desk (ITIL) APIs/Extensibility/ Integration In IT We have too much on our plate. Infrastructure teams are driving toward private clouds, embracing converged infrastructure and have little time to understand every application they have to deploy, monitor and manage. Every application needs integration to the enterprise technology fabric that takes time and effort. And all of this needs to be monitored and managed end to end.
  • 16. Tableau ServerData Clients Command Line Tools Browser/Mobile Tableau Desktop SQL User Tier Storage Tier Management Tier
  • 17. Tableau ServerData Clients Base Install Responsible for monitoring various components, detecting failures, and executing failover when needed. In distributed installations, responsible for ensuring there is a quorum for making decisions during failover. Manages the licensing of Tableau Server through periodic compliance checks. Command Line Tools Browser/Mobile Tableau Desktop SQL
  • 18. Tableau ServerData Clients Gateway Base Install Receives incoming client requests and directs them to the appropriate service for action. Acts as a load balancer, routing traffic across multiple service instances. Command Line Tools Browser/Mobile Tableau Desktop SQL
  • 19. Tableau ServerData Clients Gateway App Server Base Install Includes two processes – one that renders the web portal (vizportal) and one that handles REST APIs (wgserver). Processes logins, content searches, content and permission management, uploads/downloads and other tasks not related to visualizing data. Repository Command Line Tools Browser/Mobile Tableau Desktop SQL Stores Tableau Server metadata: users, group assignments, permissions, projects, etc. Also stores flat files (TWB, TDS). Responds to queries from other services when they need metadata. Holds audit data for performance reporting. Has a SQL interface so external applications can connect (read-only).
  • 20. Tableau ServerData Clients Gateway Base Install Repository Search & Browse App Server Command Line Tools Browser/Mobile Tableau Desktop SQL Handles fast search, filter, retrieval , and display of content metadata on the server.
  • 21. Tableau ServerData Clients Gateway Base Install App ServerRepository Search & Browse Active Directory/SAML Command Line Tools Browser/Mobile Tableau Desktop SQL If used, verifies authentication in conjunction with the App Server and Repository.
  • 22. Tableau ServerData Clients Gateway Base Install DataSourceDrivers App ServerRepository Search & Browse Active Directory/SAML Command Line Tools Browser/Mobile Tableau Desktop SQL Drivers need to be installed for each data source (32-bit or 64-bit, depending on installed version of Tableau Server). Downloads and more details at http://www.tableau.com/support/drivers
  • 23. Tableau ServerData Clients Gateway Base Install DataSourceDrivers VizQL Server Cache Server App Server Loads and renders views, computes and executes queries. Repository Search & Browse Active Directory/SAML Command Line Tools Browser/Mobile Tableau Desktop SQL The query cache used to be local to each service but now it is distributed and shared across the server cluster. The cache speeds user experience across many scenarios. VizQL Server, Backgrounder, and Data Server make requests to the Cache Server before hitting the data source.
  • 24. Tableau ServerData Clients Gateway Base Install DataSourceDrivers VizQL Server Cache Server Data EngineFile Store App Server Stores and services queries to data extracts (TDE). Invoked when a data extract is published or viewed. Repository Search & Browse Active Directory/SAML Command Line Tools Browser/Mobile Tableau Desktop SQL Installed with the Data Engine. Automatically replicates extracts across data engine nodes.
  • 25. Tableau ServerData Clients Gateway Base Install DataSourceDrivers VizQL Server Cache Server Data EngineFile Store Backgrounder App ServerRepository Search & Browse Active Directory/SAML Command Line Tools Browser/Mobile Tableau Desktop SQL Runs maintenance tasks to ensure Tableau Server is running efficiently. When the Data Engine is used, also handles scheduled data refreshes. Handles tasks initiated via TABCMD.
  • 26. Tableau ServerData DataSourceDrivers Clients Gateway VizQL Server Data EngineFile Store Data Server Base Install Cache ServerBackgrounder App Server Invoked when a data source is published via Tableau Desktop. Serves as proxy for queries to the actual data source (file, DB server or extract host). Enables centralized metadata management for data sources and an additional layer of access control. Allows multiple workbooks to use the same data extract. Allows centralized driver deployment. Repository Search & Browse Active Directory/SAML Command Line Tools Browser/Mobile Tableau Desktop SQL
  • 27. Tableau ServerData DataSourceDrivers Clients Gateway VizQL Server Data EngineFile Store Data Server Base Install Cache ServerBackgrounder Active Directory/SAML App ServerRepository Search & Browse Command Line Tools Browser/Mobile Tableau Desktop SQL
  • 28. Active Repository HTTP(S)Server Gateway, etc. Cluster Controller Coordination VizPortal File Store Passive Repository HTTP(S)Server Worker1 Search & Browse Worker2 HTTP(S)Server Cluster Controller Coordination File Store Worker3 Data Engine Gateway, etc. Cluster Controller Coordination VizQL Server File Store Search & Browse Data Engine Backgrounder HTTP(S)Server Primary Cluster Controller Coordination Gateway Search & Browse Licensing Loading a viz Backgrounder
  • 30. Row Level Security - Kerberos A B
  • 32. • Single Machine, Default Installation • Use Sample Workbooks Included • Published your home grown workbook Trial Deployment / Prototyping Load testing is not recommended with trial deployments (tuned for trial)
  • 33. Simple and Small - Production Deployment • Single Machine Deployment – 1x8 Core – 8GB Per Core RAM – 5MBPS IOPS or More • Trade Offs: – Easy to manage and administer one node. – Good for small teams with little to no IT support – Hardware and Software are single point of failure, higher risk of down time – Likely hood of shared resource (RAM,DISK etc.) contention increases with increased usage over time Primary Node Gateway Search VizQL Server Cache Server Data Server * Data Engine File Store BaseInstall Backgrounder Repository Application Server * ** ** ** ** ** ** * * 1x8 Core Machine Higher Risk Deployment Gateway, Repository, Application Server, Data Engine become single point of failures on single machine systems Backgrounder is CPU and Disk intensive by design. Can starve other server processes with increased workload Adding additional server processes will come at the cost of user scale and performance.
  • 34. Medium Deployment • Multi-Machine Deployment – 2x8 Core Machines • Trade Offs: – Small increase in complexity for companies/teams with no IT support – Improved availability with 2 machines, at process level – Repository still single point of failure – Scalable to a certain degree, under peak loads likelihood of shared resource (RAM,DISK etc.) contention increases Primary Node Gateway Search VizQL Server Cache Server Data Server * Data Engine File Store BaseInstall Backgrounder Repository Application Server * * ** **** ** * * * * Worker Node BaseInstall Gateway VizQL Server Cache Server Data Server * Application Server * ** **** ** Added gateway*, reduces risk Added worker alleviates RAM, Disk contentions Repository remains single point of failure Backgrounder can compete with resources with VizQL, Data Engine and Repository 1x8 Core Machine 1x8 Core Machine Lower Risk Deployment, Increased Availability *Assumes ELB
  • 35. Primary Node Base Install Worker Node 1 Worker Node 2 Gateway Search VizQL Server Cache Server Data Server * Data Engine File Store BaseInstall Application Server * * ** ** ** ** * Repository (active) * Gateway VizQL Server Cache Server Data Server * Data Engine File Store BaseInstall Application Server * **** **** ** ** * Search * Gateway Backgrounder (N to 2N) **** Extract Heavy Production Deployment 501-1000 Users 1x8 Core Physical or VM 64GB + 4GB = 68 GB RAM 1x8 Core 1x8 Core 2 Additional backgrounders for higher extract 1 Additional Worker 2 Additional VizQL for user load 2 Additional Cache Servers 2 Additional Data Engines 1x8 Core
  • 36. An Enterprise Deployment Architecture Database Untrusted Zone (Internet) Public DMZ App Zone Intranet ZoneDB Zone Maps Reverse Proxy Shadow Sync Policy ServerClient SSO Firewall
  • 38. Scalability Scales outScales up Tableau architecture is designed for scale
  • 39. Data Refresh Frequency for Effective Business Decisions AnalyticsUseforEffectiveBusinessDecisions
  • 40. Data Refresh Frequency for Effective Business Decisions AnalyticsUseforEffectiveBusinessDecisions Low (once a day) 1. Examples: Engineering - Ship Room Mortgage Inventory Traditional BI Low (once a day)
  • 41. Data Refresh Frequency for Effective Business Decisions AnalyticsUseforEffectiveBusinessDecisions Moderate (once an hour) 5. Examples Patient Capacity Dealer Management Low (once a day) 1. Examples: Engineering - Ship Room Mortgage Inventory Traditional BI Low (once a day) Moderate (once an hour)
  • 42. Data Refresh Frequency for Effective Business Decisions AnalyticsUseforEffectiveBusinessDecisions High (every second) 9. Examples: Air Traffic Controller Finance Trade Execution Moderate (once an hour) 5. Examples Patient Capacity Dealer Management Low (once a day) 1. Examples: Engineering - Ship Room Mortgage Inventory Traditional BI Low (once a day) Moderate (once an hour) Always (Live)
  • 43. AnalyticsUseforEffectiveBusinessDecisions High (every second) 7. Examples: WW Data Exploration Tableau Public (US Presidential Election) 30KViews/hour 8. Examples: Sales Quota Dashboard, Tableau on TV 9. Examples: Air Traffic Controller Monitoring Finance Trade Execution Moderate (once an hour) 4. Examples Daily Store Inventory Insurance Customer Analysis Marketing (targeting) 5. Examples Patient Capacity Dealer Management 6. Examples: Support Escalation Dashboard Finance Portfolio Dashboard Fraud Investigation Low (once a day) 1. Examples: Engineering - Ship Room Mortgage Inventory Traditional BI 2. Examples: Who’s Hot Sales Lead Tracking 3. Examples: Highway Web Traffic Dashboards Low (once a day) Moderate (once an hour) Always (Live) Data Refresh Frequency for Effective Business Decisions
  • 44. AnalyticsUseforEffectiveBusinessDecisions High (every second) 7. Examples: WW Data Exploration Tableau Public (US Presidential Election) 30KViews/hour 8. Examples: Sales Quota Dashboard, Tableau on TV 9. Examples: Air Traffic Controller Monitoring Finance Trade Execution Moderate (once an hour) 4. Examples Daily Store Inventory Insurance Customer Analysis Marketing (targeting) 5. Examples Patient Capacity Dealer Management 6. Examples: Support Escalation Dashboard Finance Portfolio Dashboard Fraud Investigation Low (once a day) 1. Examples: Engineering - Ship Room Mortgage Inventory Traditional BI 2. Examples: Who’s Hot Sales Lead Tracking 3. Examples: Highway Web Traffic Dashboards Low (once a day) Moderate (once an hour) Always (Live) Data Refresh Frequency for Effective Business Decisions High to Moderate External Query Cache Use Low to Moderate Query Cache Use
  • 45. High (every second) 7. Examples: WW Data Exploration Tableau Public (US Presidential Election) 30KViews/hour 8. Examples: Sales Quota Dashboard, Tableau on TV 9. Examples: Air Traffic Controller Monitoring Finance Trade Execution Moderate (once an hour) 4. Examples Daily Store Inventory Insurance Customer Analysis Marketing (targeting) 5. Examples Patient Capacity Dealer Management 6. Examples: Support Escalation Dashboard Finance Portfolio Dashboard Fraud Investigation Low (once a day) 1. Examples: Engineering - Ship Room Mortgage Inventory Traditional BI 2. Examples: Who’s Hot Sales Lead Tracking 3. Examples: Highway Web Traffic Dashboards Low (once a day) Moderate (once an hour) Always (Live) AnalyticsUseforEffectiveBusinessDecisions Data Refresh Frequency for Effective Business Decisions Add Backgrounders VizQL,DataServer(PublishedDS), DataEngine,CacheServers
  • 46.
  • 48. Improvements across the product Query Improvements Data Engine Improvements Server Improvements Parallel Query Vectorization All Query Improvements Query Fusion Parallel Plans Rendering Performance
  • 49. Performance Comparison A test dashboard with a100 million rows of flight data took ~25 secs in 8.3 The same dashboard, takes ~12 secs in 9.0
  • 50. Connection pool architecture Connection pool Connection group Connection Connection Connection group Connection Connection DBSession Session DBSession Session Connection pool Connection Connection DB Session DB Session
  • 51. High Availability 9 35 days 9 4 days 9 8 hours 9 50 mins 9 5 mins %
  • 52. CoordinationCoordination Active Repository HTTP(S)Server Gateway, etc. Cluster Controller VizPortal File Store CoordinationCoordination CoordinationCoordination Passive Repository HTTP(S)Server Worker1 Search & Browse Worker2 Data Engine Gateway, etc. Cluster Controller VizQL Server File Store Search & Browse Data Engine HTTP(S)Server Primary Cluster Controller Gateway Search & Browse Licensing Coordination Triggered by: Repository process dies Or… tabadmin failoverrepository [--target <host name or IPv4>|--preferred] Couple quick points… Cluster Controller has a leader Combining Coordination into ensemble to simplify demo Repository Failover
  • 53. Coordination Active Repository HTTP(S)Server Gateway, etc. VizPortal File Store Passive RepositoryActive Repository HTTP(S)Server Worker1 Search & Browse Worker2 Data Engine Gateway, etc. Cluster Controller VizQL Server File Store Search & Browse Data Engine HTTP(S)Server Primary Gateway Search & Browse Licensing ! ! Cluster Controller Coordination Coordination Coordination Cluster Controller Passive Repository Almost done. Processes take a few minutes to bounce and update their configuration... …Vizportal …API Server …Vizql Server …Data Server …Backgrounder …API Search Index Down Repository recovers as Passive. Repository Failover You Tube Live Failover Demo
  • 54. • JavaScript API: Integrate visualizations in web applications – Drive Mark Selections, Apply / Remove Filters – Two Way Events – Build your own custom tool bar • Extract API : Load any data into Tableau – Language support flexibility (Java/C/C++/Python) – Build data extracts on any machine • REST API : Extend server interaction in any language – Automate user onboarding – Move projects, workbooks across dev/test/production environments – Update permissions and more Extensibility with Tableau SDK
  • 55. Enterprise Heterogeneous Connectivity Over 40 specialized connectors out of the box and ODBC Out of the box support for Big Data sources, Relational Databases, SAP HANA certified WebData Connector allows any web data to be brought into Tableau Data API via Tableau SDK allows you to bring any data you need into Tableau
  • 57. Gateway VizQL Server Data Server (Extracts) Postgres Data Engine Extracts Customer Data Source Published data source (live) Live Connection Permissions/MetaData/twb/twbx Request Flow – Web Visualization
  • 58. Request Flow – Admin Management Gateway Application Server (JAVA) Search Service SOLR Postgres JSON -RPC
  • 59. Gateway API Services (aka WGServer) SOLR Postgres Request Flow - REST API
  • 60. Gateway Data Server (Extracts) Postgres Request Flow - Published Data Server Data Engine Extracts Customer Data Source Published data source (live) Live Connection Permissions/Metadata/tds/tdsx
  • 61. Backgrounder Postgres Data Engine Same as Web Visualization Request Flow Refresh Extract Request Flow – Backgrounder
  • 62. Tableau ServerData DataSourceDrivers Clients Gateway VizQL Server Data EngineFile Store Data Server Base Install Cache ServerBackgrounder Active Directory/SAML App ServerRepository Search & Browse Command Line Tools Browser/Mobile Tableau Desktop SQL
  • 63. An Enterprise Deployment Architecture Database Untrusted Zone (Internet) Public DMZ App Zone Intranet ZoneDB Zone Maps Reverse Proxy Shadow Sync Policy ServerClient SSO Firewall
  • 64. Does not mean simplistic Tableau architecture drives enterprises
  • 66. Is this how you feel (now)?
  • 67. So why do it?
  • 68. Tableau is different. It can help you create better workplaces by building analytic culture.
  • 69. Does the “report factory” model work for anyone? Requiremen ts Gathering Developme nt Planning User Acceptanc e Test Production … is an IT mission... Subject Matter Expert (ideas) Every idea….
  • 70. Is your effort appreciated?
  • 71. But can’t the process be “tweaked” using Agile? Should the business users move in with development? Planning Developme nt Production User Acceptanc e Test Subject Matter Expertise (ideas)
  • 72. What happens when business users do the development? Self-service collapses phases of the agile process, allowing real-time iteration. Production Development Planning User Acceptance Test Subject Matter Expertise (requirements) Planning Developme nt Production User Acceptanc e Test Subject Matter Expertise (ideas) Self-service: a more agile Agile.
  • 73. Self service model: IT = enabler IT Business Users ? ? ? ?? ? ? ? ? ?? ? ? Report factory model: IT = bottleneck
  • 75. But is this a BIG deal or a small deal? Our customers have been telling us for years that it’s a big deal, a really big deal (ie. you should care)
  • 76.
  • 77.
  • 78. “Try it, you’ll like it”
  • 79. Fun aside… what value is this bringing to my users and organization?
  • 80. We work in a knowledge economy Intangibles (Human Capital contribution) as % of S&P 500 market cap. 1975 2015 17% 84%
  • 83. Analytic Culture • A shared, baseline understanding of the business: who, what, when, where, why, how.Knowledge • Empower those who know the business best to analyze data and share findings broadly with others. • Use data to build consensus, align initiatives, and win support. Participation • Leverage self-reliant analytics to strengthen commitment and job satisfaction by removing roadblocks, supporting learning, building community, and strengthening mission alignment. Engagement • Exercise, promote, and celebrate critical and creative thinking through analysis.Thinking
  • 88.
  • 90. - By technical specialists who often don’t have business context knowledge - Using specialized skills and complex tools - With exclusive access to enterprise data - As “Sole” source for reports “Report factory”
  • 91. - Business-aligned subject matter experts with analytic skills - Run the “Center of Evangelism” - Participate in promotion to production workflow - Are hghly encouraged to become proficient (jedi-caliber) - Train, mentor, and work in real-time with others - Are sometimes paid to do analysis full time - Goal: - Everyone an analyst Tableau “Analyst” Community of Tableau Users Analyst Learner Consumer
  • 92. Metcalfe’s Law value ∝ n2 Sharing information makes organizations smarter, exponentially.
  • 93. Knowledge allows sense making “Core” Contextual Knowledge New Information Filtering Validation Synthesis
  • 94. Capuchin monkey fairness experiment https://www.youtube.com/watch?v=-KSryJXDpZo
  • 95. Fairness and workplace morale “Without data, opinion prevails. Where opinion prevails, whoever has power is king.”
  • 96. Scientists seek the truth through data
  • 99. Simplistic isn’t sufficient By Nicolaus Copernicus The Earth revolves around the sun. (Applause) “All you need to know Is in this envelope!”
  • 100. Execution is more than understanding
  • 101. Analytic Culture • A shared, baseline understanding of the business: who, what, when, where, why, how.Knowledge • Empower those who know the business best to analyze data and share findings broadly with others. • Use data to build consensus, align initiatives, and win support. Participation • Leverage self-reliant analytics to strengthen commitment and job satisfaction by removing roadblocks, supporting learning, building community, and strengthening mission alignment. Engagement • Exercise, promote, and celebrate critical and creative thinking through analysis.Thinking
  • 106. Analytic Culture • A shared, baseline understanding of the business: who, what, when, where, why, how.Knowledge • Empower those who know the business best to analyze data and share findings broadly with others. • Use data to build consensus, align initiatives, and win support. Participation • Leverage self-reliant analytics to strengthen commitment and job satisfaction by removing roadblocks, supporting learning, building community, and strengthening mission alignment. Engagement • Exercise, promote, and celebrate critical and creative thinking through analysis.Thinking
  • 107. Not Carrots, Not Sticks
  • 108. Not about the Perks
  • 109. Maslow
  • 111. Thinkers about thinking Abraham Maslow Mihaly Csikszentmihalyi Peter Drucker Martin Seligman (and many more)
  • 112. • Autonomy • Mastery • Purpose • Community The Four Amigos of Engagement
  • 113. Engaged Not Engaged • Autonomous • Challenged/Growing • Communal • Purposeful • Blocked • Stuck • Isolated • Meaningless
  • 115. Most organizations aren’t doing so well… In developed countries, enagement hovers around 20% on average.
  • 117. #1 Demotivator: Road Blocks “People are most satisfied with their jobs (and therefore most motivated) when those jobs give them the opportunity to experience achievement.”
  • 118. #1 Demotivator: Road-blocks “[W]e discovered the progress principle: Of all the things that can boost emotions, motivation, and perceptions during a workday, the single most important is making progress in meaningful work.”
  • 120. Our humanity is expressed in our choices
  • 121. Our humanity is expressed in our choices
  • 122. Which workplace reflects our humanity?
  • 123. Zappos
  • 124. Traditional BI is disengaging. It is inhumane.
  • 125. Analytic Culture • A shared, baseline understanding of the business: who, what, when, where, why, how.Knowledge • Empower those who know the business best to analyze data and share findings broadly with others. • Use data to build consensus, align initiatives, and win support. Participation • Leverage self-reliant analytics to strengthen commitment and job satisfaction by removing roadblocks, supporting learning, building community, and strengthening mission alignment. Engagement • Exercise, promote, and celebrate critical and creative thinking through analysis.Thinking
  • 126. Where will the next great idea come from?
  • 127. Critical thinking Evaluate • Judge • Compare • Contrast • Critique • Choose • Rate • Select Synthesize • Compose • Originate • Design • Construct • Plan • Create • Invent • Organize • Combine • Predict • Revise Analyze • Compare • Classify • Point out • Distinguish • Infer • Select • Dissect • Specify • Distinguish • Categorize
  • 129. Foundational skill-set, “A Liberal Art” Cicero Socrates David S. Moore “Rich setting for problem solving and group work.”
  • 132.
  • 134. Analytics 4 Fun != Analytics @ Scale Analytics for Fun Analytics at Scale Individual effort Community effort Self-starter, self-guided Shared resources/division of labor Private/rogue data Sanctioned, enterprise data Dashboard “oohs” and “ahs” Systematic skill building “Fend for yourself” Programmatic support & encouragement Narrow base of adoption Broad-based adoption
  • 139. Drive is a roadmap to scale your analytic culture http://www.tableau.com/drive
  • 140. Drive’s Big Ideas • Business owns the creative and analytical work. • IT is empowered to do what they do best, better. • Great visualizations are the beginning, not the end, of adoption. • Drive provides a concrete plan that expands the vision and reduces risk in deploying enterprise-wide analytics whether implemented in-house, with Tableau consulting, or partner consulting.
  • 141. A partnership that works IT Role • Operations • Infrastructure • Systems • Security • Data • Production environment Business Role • Creative work • Data requirements • Community • Helpdesk • Evangelism • Sandbox environment ExecutionEnablement MORE responsibility NEW responsibilities
  • 143. Getting Started, Properly – Own the “getting started” experience and do it right.
  • 144. Skills Pyramid – Develop champions throughout the organization and enable users.
  • 145. Analysis Not Replication – Follow a repeatable process to translate business questions into data projects.
  • 146. Balance Control with Agility – There is a difference between managed data discovery and traditional BI lockdown.
  • 147. Teamwork or Bust – Bridge the gap between business and IT.
  • 148. Make this strategic – Build-out the Centers of Evangelism and Operations.
  • 149. Measure and Monitor – Create a feedback loop to quantify business impact.
  • 150.
  • 151. • Discovery • Prototyping • Best Practices development • Custom training • Helpdesk • Scale-out • Assessment • Events Service Offerings
  • 152. Tableau’s Mission Help people see and understand their data.
  • 153.
  • 154. Ask a Tableau champion

Notes de l'éditeur

  1. Simple, approachable, accessible and understandable Analytics should be easy and fun – something you want to do
  2. versus “simplistic tool to do one thing” or “don’t make me think” versus “no human in the loop” algorithms versus “automating drudgery” Leverage skills but don’t require them – best practices should be built-in
  3. Effective data analysis is based on experimentation Our definition of usability should focus on these more than learnability, intuitiveness, memorability, etc.
  4. We need to give people the tools to persuasively communicate their insights. It is a tragedy when three weeks of analysis become a single static chart in PowerPoint. True change comes form analytics @ scale.
  5. Ellie start Self-service dominates market requirements: According to Gartner, “It is very likely that 2014 will be a critical year in which the task of making ‘hard types of analysis easy’ for an expanded set of users, along with ensuring, governance, sales and performance for larger amounts of diverse data, will continue to dominate BI market requirements.”
  6. History tells us that each time, society has fundamentally transformed, it’s because of innovation in technology and transformative leaders like all of you, with a vision, driving change to the masses. We need to… Re-imagine our IT processes and how we support our business Next
  7. We need to…. Not only empower users with self-service at scale, but deliver it with governance, security, scalability, availability, monitoring and management, Tableau server enables all of these… For the rest of this session, I am going to start building out the architecture blue print of Tableau starting with the basics and going deeper.
  8. Story: A large bank You heard a few people downloading and using tableau desktop licenses. Soon you heard more than a few people downloading desktop Someone is now running a server under the desk More and more people are using that server Hang on a second – is this server governed, managed, secure, monitored well? So you download the server to play with it yourself.
  9. Going from a few people using Tableau to a large enterprise deployment can happen much faster than you may anticipate.
  10. In IT We have too much on our plate. Infrastructure teams are driving toward private clouds, embracing converged infrastructure and have little time to understand every application they have to deploy, monitor and manage. Every application needs integration to the enterprise technology fabric that takes time and effort. And all of this needs to be monitored and managed end to end. However, if we understand Tableau architecture, we can provide the best guidance both to the infrastructure teams and COE’ service desk teams on how to best deliver a high quality of service with Tableau.
  11. Lets start at the Top.
  12. Today, enterprise have data across any number of data sources across a variety of technologies. For us to be ready for the future enterprise, we cannot get locked into one technology choice. Heterogeneous connectivity empowers users to work with their data where ever it is, and gives IT the choice to host the data in the most appropriate technologies
  13. Tableau end users connect to data from multiple clients. Tableau Server enables self service analytics at scale with security, governance, shared meta data, scalability, high availability and performance. Lets start drilling into the Tableau Server box top down and understand the various components so we can begin to understand what goes on under the hood.
  14. Tableau Server – logically – contains various tiers. User Tier Storage Tier Management Tier
  15. Drilling in further, each of these tiers uses specific services and process that deliver capabilities to end users and to IT. Example: User Tier However, we are still looking at a logical view of the architecture. How does this map to physically what gets installed and what each component does?
  16. Base install components include server processes like the cluster controller, co-ordination service which are always installed on every node in a cluster. This is why you will notice the “base install” in your server configuration dialog, if you have ever noticed it.
  17. The gateway is apache (under the hood) and it serves primarily as a request handler for all incoming requests. It also does some level of caching (starting in v9) Uses sticky session for routing between cluster nodes Requires an external load balancer in front of a distributed cluster to avoid disruption with process failure.
  18. The repository is powered by postgres – a highly scalable and performant relational store that houses data. The schema for repository is documented and available for you to use to build your own integrations/customized workflows.
  19. Search and browse is powered by SOLR a very powerful search technology that powers many internet sites. Search and Browse services deliver the content browsing and administrative user experiences through an application the “App Server” (aka the vizportal.exe process)
  20. The Application Server handles all of the authentication. The flow for authentication is completely separate from the heavy workload pipeline, this is a key thing to remember and understand if you plan to load test your servers.
  21. http://www.tableau.com/support/drivers
  22. VizQL server is the workhorse doing much of the heavy lifting
  23. Lets see what happens when a user loads a viz. that is extract based. A user always comes in to a cluster via an external load balancer (if one exists) or the gateway on the primary. The gateway reroutes the request to one of the workers that has vizql servers on it. The vizql server checkin with the data engine to see if the required extract is available on the machine for the workbook. The data engine queries the file store and loads the appropriate extract into memory and services the request back to vizql. Vizql server then completes the rendering and serves up the viz to the end users client. The only thing new in this process compared to previous releases is that the data engine now requires a file store on each box it exists. The file store is responsible for maintaining copies of the extracts synchronized across all nodes in the cluster. Now what happens if one of the critical components fails? <Next>
  24. We can integrate Tableau in our enterprise standards for user authentication. Easily integrated to Active Directory Services Identity management suits like PingFederate, Siteminder, ADFS etc for SAML Kerberos, Smart Cards, 2 way mutual SSL What this really means, is Tableau allows us to leverage our existing investments in identity management technology to provide a seamless user authentication ============================ We can deliver on enterprise standard user authentication today, with Tableau. We can integrate with AD or leverage industry standard authentication mechanisms such as SAML, Kerberos, OpenID which Tableau supports out of the box. In addition, Tableau has a native implementation of single sign on called trusted tickets which could allow you to navigate tight corners. If our users need to use smart card technologies or client side certificates, we can configure server to leverage those authentication mechanism to provide a seamless experience to users. So, what does this really mean? We can leverage the existing investments we have made in user authentication technologies over the years. You can easily integrate Tableau into your environments to provide a seamless single sign on experience While Tableau server has supported SSL for quite some time now, we have recently strengthened that support to include 2 Way Mutual SSL which is key both government and non-government enterprises. IP whitelisting ensures we only accept safe incoming conversation, you can further harden your deployments to connect to our repository using SSL, should you choose.
  25. Good to authenticate user, but authorization is critical for governance Kerberos constraints based delegation can deliver row level security Flexible User Filters published to data server to accomplish same Ensuring no data leaks is a critical part of data governance. We also need to adhere to compliance regulations. It’s important to be able to manage permissions across groups like HR and other groups like sales. =============================== Know that the user is who he/she is, is the first critical step. But we need to ensure that authenticated users only get access to the data they are authorized to see for governed projects. Many of you have implemented data authorization in your back end databases, such as SQL Server or SAP HANA. By the way, if you missed the recent announcement, Tableau is now SAP HANA certified. With Kerberos constraints based delegation, you can deliver row level security to your enterprise with ease. This will ensure that only people that are authorized to use the data have access to it. If you environment doesn’t allow the use of Kerberos, you can deploy Tableau Server with User Filters that you can publish to the data server. This becomes part of the meta data. So you are probably thinking, this is great – but I want to make sure my marketing users have distinct permissions to both content and data, than the users in the finance organization.
  26. Server Core License Cost: $650,000
  27. Tolerance of Down time correlates to maturity as a business relying on data to make decisions
  28. 40 Cores = 1.3 million 1000 @ 10% Concurrency = 16 Cores 3000 @ 05% Concurrency = 32 Cores 5000 @ 05% Concurrency = 44 Cores Trade Offs: Separate Backgrounders avoid infrastructure resource conflicts and scale extract refresh Doubling VizQL and Cache Servers on Worker 1 help scale user views Setup needs more RAM Distributed Deployment without HA for repository Repository doesn’t support automatic failover.
  29. This is an example from the field to show what a “real architecture” can potentially look like.
  30. We can scale up or scale out Tableau Server Describe how to scale out / scale up We can easily break out and isolate workloads, like background processing and scale them individually =============================== You can work with user bases large and small and can connect to data sources whether they are big data or simple text files storing critical information that matters to you.
  31. We understand there are many aspects to finding the deployment architecture that is best for you and that will scale well. However, these two affect our capacity and sizing conversations the most in providing you with the best guidance. The horizontal axis shows choices on how frequently you need your data to be refreshed to make effective business decisions. The vertical axis shows choices on how frequently your users use analytics to make effective business decisions. There is a good chance that the next time someone sits down with you about sizing, they will likely have a similar conversation with you. In addition to these variables, we expect that you are authoring workbooks following performance best practices. There are several resources we can provide you (in addition to whitepapers) that will set you up for success on ensuring you and anyone on your team is able to design performant workbooks. So, why don’t we explore a few use cases together, so you get a real hang of it. <<NEXT>>
  32. Lets consider a ship room meeting where you review the status of a software release cycle. Several people get into the room, perhaps the release co-ordinator or project manager is sharing the latest status on open bugs, assigned owners and making decisions on ship blocking bugs. This is a critical business process, but it happens once weekly at the start of the release and daily as we get closer to the release. Also, its most important that data be up to date when the release co-ordinator has this meeting. So, for these use cases, the release co-ordinator will require data is updated once a day. <<NEXT>> INTERNAL NOTE: These capacity requirements two dependencies are additive, but are shown here as a matrix for simplicity.
  33. Lets another example. A business process around patient capacity in a hospital ward. In such scenarios, the data needs to be updated more frequently as patients check in and check out. If this is an ER, perhaps the data needs more frequent updates than one hour. Perhaps 15 minutes. However, several people access this workbook a bit more frequently than the engineering ship room process. So you should partner with your business teams to figure out what their business process calls for. <<NEXT>> INTERNAL NOTE: These capacity requirements two dependencies are additive, but are shown here as a matrix for simplicity.
  34. Last but not least, we all have scenarios where you need to have a live data feed. However the need to do analytics on that live feed may be variable. Lets take Air Traffic Control Systems for an example. You cannot make effective decisions if you cannot see the real time data feeds from the radars on the altitude, velocity and other critical vectors of an aircraft. These analytics scenarios need real time feeds. Tableau, can connect to many live data sources and all you have to do is ‘refresh’ the view to get the latest. However, you have different scalability considerations when you have scenarios like these. <<NEXT>> INTERNAL NOTE: These capacity requirements two dependencies are additive, but are shown here as a matrix for simplicity.
  35. If we filled out a grid with various examples, perhaps you arrive at the following permutations. Is this a full universe of possibilities, absolutely not. You may decide that your data needs refreshes every 15 minutes. That is OK. Some of you may say we do everything….(that is a popular IT joke, I have heard) What we just did, is together build a framework to ask questions of your business teams or if you are in business, share insights with your IT team so you could have an effective conversation around scalability and capacity planning. <<NEXT>> INTERNAL NOTE: These capacity requirements two dependencies are additive, but are shown here as a matrix for simplicity.
  36. Here is how it specifically impacts scalability and capacity planning. We added external query caching in 9.0. Caching servers require more system resources. Scenarios in the green are great scenarios where external query caching will be very helpful. So more cache servers are perhaps your decision point. Scenarios on the bottom, aren’t as effective for leveraging external query caching techniques. To be clear thought, external query cache is but only one caching mechanism in the product. All the scenarios will benefit from alternate caching techniques like browser caching, browser rendering, session caching etc. which don’t have deployment significance but still benefit end users. <<NEXT>> INTERNAL NOTE: These capacity requirements two dependencies are additive, but are shown here as a matrix for simplicity.
  37. Lets get concrete. If you are finding that you are going to onboard more users or that your business scenarios are changing where the same people will use more and more frequent analytics, then the server process that are most effective to scale (up or out) are the vizql server, data server, if you are using published data source, data engine and the cache server. On the other hand, if you are finding that to make effective decisions, you need to support more frequent data updates then you need to scale backgrounders. When you are connective live predominantly, backgrounders don’t help with data refresh. However, you will still need backgrounders to process your subscriptions and other system jobs. When you are planning out your deployments, hopefully you will keep these considerations in mind. While we are here though, why don’t we use the time to work through a couple scenarios. Alan, what use cases do we have in store today? <<NEXT>> INTERNAL NOTE: These capacity requirements two dependencies are additive, but are shown here as a matrix for simplicity.
  38. Tableau is introducing a new paradigm for working with data. We want to invite and encourage people to ask and answer more questions from their data. We want them to get into a “flow” with their data and explore new territory. To be successful we need to provide really fast response times. If updates take more than a couple seconds then people switch from being engaged with their data to “simply running reports”.
  39. We have invested heavily in Performance in version 9.0, both on the desktop and server side. We have introduced capabilities that will drive faster queries, make working with extracts faster and also drive significant end user experience when using server for various scenarios. <Next>
  40. Here is a simple example from a Flights data source which has XXX (100million?) rows of data. In this case, the queries that were executing sequentially in 8.3 took ~25 seconds to render the entire dashboard. In v9, the same dashboard, running queries in parallel, loaded in 12 seconds. Note how many of the queries shown in “green” are running together. This is a huge gain. <Next>
  41. Delivering mission critical highly available services depends on not just the software but also sound operational practices and infrastructure Tableau builds in multiple layers of availability 3. Cluster Level (ELB) 4. Process Level (Resource Monitoring) 5. Data Level (Next Slide: Repository, failure detection, automatic failover workflow) ======================= Delivering on mission critical services depends on not just the software but also sound operational practices and infrastructure. From a software perspective, Tableau has multiple levels of availability built into it. Resource Monitoring and Service Restoration at a Process Levels ensure that if a process fails, we restore service and let you know. If you are not a large enterprise with lots of investment in infrastructure, monitoring and alerting, you can still benefit from these process level availability capabilities because these will work no matter your deployment – large or small. Process level availability is built in for everyone, you just need to ensure you provide sufficient infrastructure to run at least 2 of each server processes. As we extend that to workers and other worker components like gateways, having an External Load Balancer in front of the cluster, extends high availability to Workers. If a worker goes down because of a hardware failure, an ELB can ensure continuity of service. That’s great, but what about the repository?
  42. Intro Triggered by legitimate failover{ and the new ‘tabadmin failoverRepository’ command (Click) Couple quick points to setup the next illustration First,{ the crown indicates the Cluster Controller Leader It’s purely coincidence{ that it happens to be the Cluster Controller on the Primary{ in this example. {(Click) And second,{ to simplify the illustration… I’m combining all the Coordination process boxes{ into one{ which represents the entire ensemble. Okay, here we go.
  43. 1 – Active Repo goes down 2 – Local Cluster Controller notices and updates state in coordination service leader 3 – Coordination Leader updates the other Coordination nodes 4 – Leader Cluster Controller sees the change, and starts the failover timer (1 minute by default) 5 – If the Repo is still down after 1 minute, then the Leader promotes the Passive to Active Notes: If you have specified a Preferred node and the Preferred is not already active, then it will become Active as long as it is healthy.
  44. You don’t have to be a hard core developer to build these integrations. A little bit of JAVA Script or a little bit of Python can get you a long ways – but clearly the more you know the more advantage you can take from the power of these APIs. Tableau 8 introduces a rich set of APIs that allow IT to extend the richness and beauty of Tableau visualizations to the enterprise web applications. A user can interact with a Tableau Viz. from within an enterprise web application or the enterprise app can subscribe to events that get fired when a user interacts with a visualization allowing the enterprise application to react to the user interact on the viz. The API provides integration both ways. This powerful API provides new ways of driving adoption of Tableau in the enterprise. It also supports asynch operations requiring longer operations. The Data Extract API allows IT to publish data into a Tableau Data Extract format giving you the flexibility to pre-process your data (outside of Tableau) prior to creating extracts. This is supported in a variety of languages. Lets see a live demonstration of the JAVA SCRIPT API. [NEXT]
  45. We reviewed a couple of deployment architectures, now lets review the over all server architecture so that you are equipped to understand any scenario deployment
  46. Can have multiple search services.
  47. This is an example from the field to show what a “real architecture” can potentially look like.
  48. Welcome and thank you so much joining us for this session: Scaling Analytic Cultue with Drive
  49. Is this how you feel right now? You’ve invested 1, 2, 5, 10 years in classic BI tools and now you’re being asked to move. It doesn’t feel right, I get it.
  50. So why do it? Why take on this Tableau thing. Why now, and for what benefit.
  51. If there is one thing I hope you get out of today, it is that Tableau is different. It can help you create better workplaces by building analytic culture.
  52. Let’s briefly go bak and explain why doing what we’re doing now doesn’t work. Just think about it. Every time business gets an idea, IT gets a waterfall development project.
  53. You do all this work and business users are not even appreciative. Why? Because candidly, they rarely get what they want. If you nail it, they have other questions. If you miss, they’re upset. This is a no win scenario for everyone. It’s like a Kamikaze mission. We know how this is going to end but do it anyway for the honor.
  54. It is seductive to think that becoming “Agile” will solve the problem.   But simply shortening development cycles and making the business user more involved doesn’t solve the fundamental problem that the creative work is happening ‘in the back.’   Are we asking business users to give up their day-jobs to supervise developers?
  55. Until the nature of the work changes — until the business use can do it themselves or see it being done in real-time – .. there’s no way to satisfy their business or emotional needs.   We do precisely that with the Cycle of Visual Analysis.   We’re taking all of those development steps, moving most responsibilities to the business user themselves, and collapsing timelines totally by making this a real-time activity.
  56. So in the old model, IT develops reports and is a bottleneck. In the new model, business does -- with data provided by IT. In this model, IT is an enabler.
  57. We do self-service very well and in the words of Clayton Christiansen, we’ve distrupted the industry. We did something really well that was really, really important.  
  58. So is the ability for business users to ask and answer their own questions… a BIG deal or a small deal? Think about it. Tableau is a company that helps people draw pictures with data. That’s all the software does.
  59. So how do we explain this. Here’s a picture from our annual conference this year. I arrived a few mintues late. There were more than 10,000 people filling the MGM Grand Garden where Mayweather fights.
  60. The enthusiasm and passion for this product is nuts. It begs a serious explanation. I’ve been with Tableau 3 years and am still trying to take it all in.
  61. And part of my frustration is that this is how we sell the software: try it you’ll like it. The software is addicting and once people try it, it spreads like wildfire.
  62. If you’re like me, you’re probably saying… “What value is this software bringing to my users and to my organization.” We take our IT responsibilities serioiusly and we can’t just go with what feels good. We need to know why.
  63. So let’s start here. In its last annual issue on Great Places to Work, Fortune Magazine makes this observation: Intangible assets, mostly derived from human capital, have rocketed from 17% of the S&P 500’s market value in 1975 to 84% in 2015. What an amazing increase. http://fortune.com/2015/03/05/perfect-workplace/
  64. And here’s the thing. You can’t force knowledge workers to do their best work. Their effort is basically voluntary. And that’s why culture is so important.
  65. Workplace culture are those pervasive behaviors, beliefs, and values that set the tempo of the workplace. A rule of thumb is that if half of employees are truly committed others will follow. What I would like to propose today is that when you deploy Tableau widely you are dialing up organizational culture in a very useful and productive way. “Analytic Culture” includes four dimensions which we will explore individually: Knowledge Participation Engagement Thinking You will change the way every employee feels about the workplace and you will change the trajectory of organizational performance.
  66. First, let’s talk about knowledge: A shared, baseline understanding of the business: who, what, when, where, why, how. Sounds like a fairly conventional value proposition. Why is understanding what is going on so important to individuals and to the organization?
  67. We are hard wired to be curious – just like dogs or other animals. We want to know… or as researchers would say, “acquiring knowledge when our curiosity is aroused is pleasurable and intrinsically rewarding.”
  68. We also need to know. Anxiety about the unknown has a strong basis in evolutionary biology. Even if 99% of the time the rustling noise behind the rock was a mouse rather than a lion, the humans who ran away every time – the one who was anxious about unknowns – had better survival rates.  
  69. Ever seen the words “breaking news” on the television screen? Do you also focus more carefully? We seem to “need to know” how and why bad things happened. That plane crash. Those emails. Bacon and our longevity. Litman, Jordan A. “Curiosity and the pleasures of learning: Wanting and liking new information.” Cognition and Emotion (Psychology Press, 2005), p. 793. Litman, Jordan A., ibid, p. 794.
  70. What do we do when we don’t understand something? We create narratives. At a personal level, knowledge is not just a passing interest. We are hard-wired to seek to understand. We get very uncomfortable when we don’t. This is not something that can be repressed or outlawed by HR. It must be addressed or morale will be destroyed.
  71. Organizations have a more prosaic concern: they want employees to make better, more well informed decisions in order to ultimately -- make money, save money, or advance the mission. Data can start conversations as well as settle arguments. It can make us feel better, allow us to think broader and deeper about cause and effect. It helps us find needles in hay-stacks – and prevent the eventual embarassment of missing them.
  72. Understanding the “who,” “what,” “when,” “where,” “why,” and “how” is vital. Some of our customers are using Tableau in IT to make the report factory go faster and frankly, that’s better than nothing.
  73. Before we go further, let’s make sure we’re all working with the same definitions. “Report factory” is a place where analysis is done: By specialists Using specialized skills Complex tools Sole” source for credible analysis
  74. So what do we call our champions, AKA, Tableau “analyst”…
  75. It turns out that as more people know more things, and they share that knowledge with one another, overall knowledge gain increases exponentially. If we think about organizations as networks, Metcalfe’s law states that the value is proportional to the square of the number of users sharing information. A smart organization has lots of people doing lots of thinking, and sharing it with one another.
  76. When we simply don’t have a broad enough understanding of what is going on, we can’t make sense of new information. Did the odds actually change or are we just on a hot streak? Is that gesture playful or life threatening? Without a baseline understanding, we cannot decide if it is important or relevant, and how it is relevant. This concept applies to societies as well as problem domains in organizations. The genesis of the much maligned “Common Core” initiative in the United States is to give everyone the ability to understand fact from fiction and to learn more quickly througout their lives. More knowledge makes more learning as well as thoughtful decision making possible.
  77. Using data to inform decision making also increases the sense of fairness in the organization. Has anyone seen the capuchin monkey fairness experiment? Monkeys are given a rock and their task is to give it back in exchange for food. Equal task for equal reward. What happens when one monkey gets a grape and the other, a cucumber?
  78. Data is fair. It does not take sides. It is blind to power and politics. Whomever can use it can have power. As Peter Scholtes says:   “Without data, opinion prevails. Where opinion prevails, whoever has power is king.”  
  79. Data’s usage in an organization tends to rise with its estimation of the value of truth. Science is a great example. As Neil de Grasse Tyson says that:   “Any time scientists disagree, it's because we have insufficient data. Then we can agree on what kind of data to get; we get the data; and the data solves the problem. Either I'm right, or you're right, or we're both wrong. And we move on. That kind of conflict resolution does not exist in politics or religion.”     https://en.wikipedia.org/wiki/Scientific_method#/media/File:The_Scientific_Method_as_an_Ongoing_Process.svg   http://www.brainyquote.com/quotes/authors/n/neil_degrasse_tyson.html#C00H72OzMvyMzopr.99
  80. In How Google Works, Eric Schmidt and Jonathan Rosenberg say:   “One of the most transformative developments of the Internet Century is the ability to quantify almost any aspect of business. Decisions once based on subjective opinion and anecdotal evidence now rely primarily on data… We don’t seek to convince by saying ‘I think.’ We convince by saying ‘Let me show you.’” Data is so integral to decision-making at Google, they have dual projectors in every conference room: one for data analysis and another for video conferencing or demonstrations.   What does this mean? Organizations deciding with data are telling employees that they can all have power. ADD FOR LONG VERSION   Google prides itself on meritocracy and expects those closest to the issues operationally, to analyze and understand the data best. As Schmidt and Rosenberg describe:   “The executives were debating some technical issues, and doing a rather poor job of it. So a young Googler who had been listening from the corner stepped up and presented several data points to clarify Google’s position. In a meeting crowded with impressive titles, this young woman with the least seniority was obviously the best-informed person in the room. She ultimately carried the day simply by having the best grasp of the facts.”   Has that happened to you? Schmidt, Eric; Rosenberg, Jonathan (2014-09-23). How Google Works (Kindle Locations 1978-1979). Grand Central Publishing. Kindle Edition. Schmidt, Eric; Rosenberg, Jonathan (2014-09-23), ibid.
  81. Data saturation also allows a different approach to management, a systems approach. In 1990, Peter Senge famously argued that if we react to events in isolation without considering how various systems interact, we will likely hurt morale and suffer from unintended consequences. A systems approach emphasizes interconnectedness, shared responsibility, and root-cause understanding. The “Fifth Discipline” is called Systems Thinking.   
  82. So knowledge necessary, but I would also argue, insufficient because running an organization is not a cold arithmetic exercise. You don’t just put decisions in and get profits out. Have you ever seen a scientific paper with a single metric or equation on it? Why not?    What if useful facts simply showed up in manila envelope one day? How would your team feel carrying out an action plan based on those facts?    There are companies now selling devices that can understand words and spit out a simple metrics.   Sales are down. Sales are up. Support tickets were flat this month. The KPI says you’re under-performing. You’re fired.   How does that make you feel? Is knowledge (or data) alone, enough propel people organizations ahead?
  83. Especially when stakes are high, we need to know WHY a decision was taken and the logical PATH (or Journey) to that decision.   Decisions must be explained in such a way that others will understand, refine, and help to execute. Scientists understand this. Their papers are long because building consensus requires good explanations.
  84. So that leads to the importance of participation – or in our world, data democratization. No strategy, no matter how brilliant, will work without the support necessary to execute it.
  85.   Have you ever worked in a company where you and your peers felt “out of the loop?” Did that job seem tedious and frustrating? It is human nature that when we can express our opinion and when we have power – even just a little – we participate and we persevere.
  86. Even our founding fathers understood that. As Abraham Lincoln said, “No man, is good enough to govern another man without that other’s consent.” Some of us always vote. Some of us rarely if ever vote. But the fact that we CAN vote gives us skin in the game, buy-in. Data democracy increases the number and quality of conversations and results in higher quality decisions that with more support for execution.
  87. What does empowerment look like in manufacturing? Have you heard of the Andon system? On the production line at Toyota, employees are authorized and encouraged to pull the Andon cord (in 2014 they changed the cord to a wireless yellow button), which lights up a board that everyone can see. Engineers and managers then rush to the shop floor to assess the situation; and if no immediate solution can be found, the production line stops. Just like that. Millions of dollars of production per hour, stopped. When defects are discovered, the entire team analyzes every step and process in order to understand root cause. Broadening participation in important decisions is a powerful and proven way to build consensus, morale, and commitment to act. Jeffrey Liker and Michael Hoseus, Toyota Culture: The Heart and Soul of the Toyota Way (Default Book Series. December 2007) http://www.autonews.com/article/20140805/OEM01/140809892/toyota-cutting-the-fabled-andon-cord-symbol-of-toyota-way  
  88.   There’s a great story about when a large Ford delegation visited the Toyota plant in Kentucky in the 1980s. They allowed him to go anywhere and ask any question, but after one and half hours, the Ford team looked disappointed and stopped the tour. They hadn’t seen “anything unusual.” After Ford left the Toyota team leader debriefed:   “We learned a very valuable lesson today.  We have the same equipment and systems as Ford, but what. [they] did not see was our competitive advantage, which is our people.  We are successful because we have intelligence, caring, highly successful team members.” The Toyota Production System (TPS) is best known for pioneering lean manufacturing and its use of statistical quality controls… but respect for employees and the contribution that each and every one can make Is their lasting competitive advantage and a core value. https://parts.olathetoyota.com/toyota-production-system-principles.html
  89. Now let’s talk about engagement. What if I could give you knowledge and participation – but forced you to use a tool that was everyone hated using. It was cumbersome, time consuming, had no community of users per se, and did not allow people to feel connected with the mission and purpose of their work. Would you be able to transform analytic culture? No, you wouldn’t.
  90. Classic economic theory suggests that we are one-dimensional, money-driven, extrinsically motivated creatures. Like donkeys, we move toward carrots and away from sticks.   TC speaker Daniel Pink calls this the Human Operating System 2.0 and it has been the bedrock of management practice since industrialization.   Although easy to understand, it turns out that feeding and striking is not all that effective at getting people like us to do our best work. Bribing us is hard.
  91. So are we motivated by perks? We have lots of expensive perks at Tableau. Our developers can make fresh eggs with bacon and fresh berry smoothies in the corporate kitchen every day. But many companies provide such benefits today and nobody changes jobs for the breakfast.   What keeps our employees engaged are continuous challenges that provide opportunities for creativity and achievement and the ability to work with other smart, engaged employees. LONG FORM: Fortune magazine says: “Here’s the simple secret of every great place to work: It’s personal—not perkonal. It’s relationship-based, not transaction-based.” http://fortune.com/2015/03/05/perfect-workplace/
  92. You’ve probably heard of Abraham Maslow’s pyramid of “higher needs.” The top of the pyramid includes things like creativity, problem solving, morality, spontaneity, and clarity. Below (the order is contested and not terribly important) are ideas of esteem, belonging, appreciation and other emotional needs. Maslow observed that while we all like to experiment we are ultimately drawn to activities that align with our human nature, which is fundamentally striving. http://brilliantnurse.com/nclex-prioritization-questions-maslows-hierarchy-needs-theory/
  93. Maslow was a university psychology professor, but do you know what Maslow’s last book was about? It was a journal about leveraging psychological principles to create great workplaces. Sounds obvious doesn’t it? His book called “Eupsychian Management” was expanded upon and republished recently as “Maslow on Management.”
  94. The modern field of “positive psychology,” builds upon work by Maslow, Peter Drucker, Warren Benis, and Douglas McGregor, and others.   A common theme in this research is that extrinsic factors including money, power, and image lose their motivational potency quickly. Over the long run, employees can be demotivated in any number of ways, but motivating them requires creating conditions for motivation.   Understanding motivational DNA is vital in a knowledge workplace because work cannot be forced; it is given voluntarily. Motivation to think – to execute, critique, or create – and to work cooperatively as a team, comes from within. It is “intrinsic.”
  95. There is broad agreement on four dimensions of intrinsic motivation -- autonomy, mastery, purpose, and community. How organizations support these things dramatically impacts engagement in the workplace. Supporting autonomy includes providing encouragement, and free choice. Autonomy is a natural inclination and when employees have real control over various aspects of their work they are much more satisfied. They do not find themselves blocked by others.   Mastery is about the thrill of progress and experiencing “flow” when doing tasks well matched to our abilities. The upward ratchet of “goldilocks” tasks that build skills and lead to mastery is deeply motivating.   Purpose involves connecting to a cause bigger than self. Being able to provide great customer service or effecting positive change in the world are examples of purpose aligned work. Know how the organization is tracking toward its purpose is extremely rewarding.   Community is the final, deep source of personal happiness. An analytic community is one that connects us together for support, encouragement, and identity.  
  96. Workplaces that are engaged support these intrinsic motivators. Hopefully you’re not in the second column.
  97. Research by Gallup and others has shown that engagement pays huge dividends in absenteism, productivity, earning, margins, and income. http://www.marketinginnovators.com/resources/blog/the-business-impact-of-engaged-employees/
  98. And most workplaces are not doing so well at engaging employees. In developed countries, enagement hovers around 20% on average. Are we just going to sit back and prove Marx right?
  99. Most of BI is focussed on enhancing the Customer Value Proposition (CVP). But in a knowledge workforce where human capital is responsible for customer satisfaction, we really need to be looking upstream at the Employee Value Proposition (EVP). Why should employees want to work for you? We need to be asking ourselves whether our current BI solution is making your workplace more or less engaging. It’s an important question.
  100. Frederick Herzberg wrote in 1968 that “People are most satisfied with their jobs (and therefore most motivated) when those jobs give them the opportunity to experience achievement.” Herzberg, Frederik. “One More Time: How Do You Motivate Employees.” Written in 1968. Archived in Best of HBR, Motivating People, January 2003.
  101. You might have heard of the “Progress Principle.” Teresa Amabile and Steven Kramer asked knowledge workers in 2011 to keep diaries describing “good days” and “bad days.” What they found is that “Of all the things that can boost emotions, motivation, and perceptions during a workday, the single most important is making progress in meaningful work… even a small win—can make all the difference in how they feel and perform.” How does it feel to know that the only chance you have to answer an urgent question is to submit a report request? How does it feel to get the call or email back after some delay, to verify what you have in mind and then to be told when the first iteration may be complete?    Does the report factory model give business users a sense of progress? Does it deliver “small wins” every day?   Teresa Amabile and Steven Kramer, The Power of Small Wins, Harvard Business Review, May 2011.
  102. Helping users get their work done is important. How that work gets done is also important.    In the software industry, quality of execution matters a lot. As our CTO, Chris Stolte has written in “Our Beliefs,” the Tableau development organization pays lots of attention to “flow,” a term coined by Mihaly Csikszentmihalyi. “MIHAY, CHIKSENTMEHIGH”    Like Maslow, Csikszentmihalyi studied psychologically healthy people. What made rock climbers and artists and high-performing professionals happy and how did they reach a high-performance state? His subjects described a subconscious energy like “water carrying them along” so he called the state “flow.” Flow activities were fun because they were hard, but not too hard. Without challenge they were boring but if too difficult, they produced anxiety. The most enjoyable activities were well matched to the end-user’s ability. Goldilocks tasks. Just right.   Tasks that produced flow offered immediate feedback and clear indicators of progress. During these activities, worry about failure and self-consciousness disappeared. Challenge led to growth and eventually mastery. Participants found that growth incredibly satisfying.   That all should sound very familiar to Tableau users.
  103. When users try Tableau they want to keep Tableau. It’s the kind of choice that we in many aspects of our lives. As Maslow suggested, when we have choice, we choose those things that more closely align with our authentic selves. Does anyone still carry a blackberry? Are you eating processed foods – twinkies and TV dinners – every day?
  104. More children today are building toys from blocks than using finished ones. Rather than reading Encyclopedia Britannica, we are writing Wikipedia for free.
  105. We love the community that Facebook provides. We want a sense of purpose and mission at work.
  106. Consider the workplace. How many of you wear a suit and tie to work every day? Do you recognize this office? IBM: 1960s Here we have the fake formalism of The Office: 2000s WeWork is a communal work environment. Obviously more casual: 2015 Do you remember casual Fridays? Is every day sort of casual Fridays these days?
  107. Zappos is all-in on a humanizing work environment where employees can be themselves.
  108. Does traditional reporting support those things we know to affect motivation? - Making progress every day. 2. Having control over ones work. 3. Keeping users in flow and supporting their learning growth. 4. Building and reinforcing human relationships. 5. Supporting purpose and meaning? This stuff matters. We need to pay attention.
  109. Finally, the last leg of the analytic culture table, THINKING.
  110. Where will the next great idea come from? Will it be a prediction of a powerful computer algorithm? Will a HAL type voice come on the intercom and say… “plastics.” Or will it come from your employees thinking and collaborating. Remember, deciding is different from imagining. Should BI tools be opening or closing minds? Should they enhance or retard our natural curiosity.
  111. Do you remember Bloom’s taxonomy from grade school or college? What if work continually challenged us to think deeply and analytically.    When we use Tableau we are continually working our way through critical thinking skills: Evaluate Judge Compare Contrast Critique Choose Rate Select   Synthesize Compose Originate Design Construct Plan Create Invent Organize Combine Predict Revise   Analyze Compare Classify Point out Distinguish Infer Select Dissect Specify Distinguish Categorize
  112. Thinking hard at work makes us smarter. There’s a whole science behind brain exercise called “neroplasticity,” which means that our neural pathways can change throughout our lives. We can compensate for injury or disease – or to achieve higher performance. With the right kind of exercise, an old brain can learn new tricks. I’m going to say this with a straight face: analyzing data with Tableau makes us smarter.  
  113. Former president of the American Statistical Association, David S. Moore said that data analysis has very important characteristics. It is not the same as abstract math or computer science. It is concrete, applied, and collaborative.   The liberal arts are defined as those subjects or skills that in classical antiquity were considered essential for a free person to know in order to take an active role in civic life. Moore argues that data analysis is so broadly applicable that it too should be considered a liberal art.   Moore, David S. “Statistics Among the Liberal Arts.” Journal of the American Statistical Association (1998, Vol 93, p. 1253).
  114. Finally, you have probably already heard that interactive, applied learning can increase understanding and retention by more than 50% compared lecture-style instruction. Outside of beginner training with our “Superstore” data, customers are using Tableau in an applied, personally meaningful context. The usage experice is concrete, visual, active and experiential. There is no better way to understand and remember aspects of your business than to analyze its data. Hake, R. R. (1998). Interactive-engagement versus traditional methods: A six-thousand-student survey of mechanics test data for introductory physics courses. American journal of Physics, 66, 64.  
  115. In the last 30 minutes we’ve talked about how this new paradigm of self reliant analytics is a gateway and catalyst to transforming your analytic culture. But this transformation is not possible if Tableau is not deployed broadly.
  116. OK, DEEP BREATH. Now… the next question is… how do we scale it out?
  117. Well… lets walk through how most customers do it. Usually a curious person stumbles upon our website and downloads the product. They like it. It spreads like wildfire. This is called “organic growth.” And that goes pretty well for a while… And then... Chaos. We get there deliberately by taking a very traditional enterprise software deployment path. Patchwork look and feel IT push-back on operations, data and security Duplicate data Lack of access to data Servers overloaded Limited end-user adoption Unappreciated users Wasted time and opportunity
  118. You can think of the organic growth path as “analytics for fun.” Individual effort Self-starter, self-guided Private/rogue data Dashboard “oohs” and “ahs” “Fend for yourself” Narrow base of adoption Analytics at Scale Community effort Shared resources/division of labor Sanctioned, enterprise data Systematic skill building Programmatic support & encouragement Broad-based adoption The best practices path is “analytics at scale.” The key idea in building a community around analytics is to provide “support and encouragement” for new users. Why is that important?
  119. In order to achieve analytics at scale we need deliberate, programmatic support.
  120. Most of us in this room are technologists. We love the challenge and adventure of new tools. By contrast, many business users are concerned about the idea of wasting precious time learning new software. They want to know where to go if they get stuck and how much time this is going to take out of their busy day.
  121. We can plot effort vs. time on a curve – what we commonly call a learning curve. With traditional BI software, the curve is so steep and the payoff so small, that only a small number of users will ever reach the “threshold of adoption.”
  122. With Tableau, we have the opportunity to move large numbers of users over the hump, to the thrill of self-reliant BI. The key idea behind Drive is to build a program of support and encouragement so that can occur at scale, with a relatively small program office.
  123. Drive is a four phase framework. In the first phase – Discovery – we ask whether the organization truly wants to empower business users. The organizations that proceed with Drive believe that the substantial benefits of self-service outweigh the costs of enablement. We then do a traditional gap-analysis to determine what is required to have a successful journey. The next step – Prototyping – is when we work with a cross-functional group to flesh out visualization, data governance, technical and operational issues. We also build up a gallery of useful and inspiring work.   After that, during – Foundation Building – we operationalize what we’ve learned to provide the answers, support, and encouragement that business users require. In this phase we setup the Center of Operations to manage the technical aspects and the Center of Evangelism to manage the program. Scale-up is the end-game – its when we introduce the value proposition, tools, and program for changing analytic culture, one business unit at a time. We know that we now have answers to the questions that business users will ask and a strong programmatic framework in place to support them. We’re not just dropping software on the business users; we’re planning and preparing for change in a responsible way.
  124. Business owns the creative and analytical work. IT is empowered to do what they do best, better. Great visualizations are the beginning, not the end, of adoption. Drive provides a concrete plan that expands the vision and reduces risk in deploying enterprise-wide analytics whether implemented in-house, with Tableau consulting, or partner consulting.
  125. When you look at the breakdown of roles and responsibilities you can see a partnership that plays to the strengths and capabilities of both IT and business. IT Role Operations Infrastructure Systems Security Data Production environment Business Role Creative work Data requirements Community Helpdesk Evangelism Sandbox environment With a real-time analysis, self-service paradigm, there are new expectations around data which will require significant IT support and investment. For Business, this is no free lunch. Self-service requires that they own the creative work and build an online analytic community that IT simply provisions and operates.
  126. I’m going to wrap up today with some key ideas for successful Driving.
  127. First up, Getting Started… If you could do only one thing from my list, this would be the one. Let’s walk through this scenario together. A new user is interested in a license. Who do they contact? What do they need to know to start using Tableau? What resources are available? On a larger scale, if you’re the only one helping new users and trying to onboard a whole department, there’s some trouble ahead. As the number of users grows, it becomes more difficult to effectively manage and support them. The “Getting Started” experience connects new users with necessary resources on your intranet. Think of all the common questions you get: How do I get a license? When is training? Who else is using Tableau in my department? What data sources are available? Goal is to think it through and get users over the hump and onto using Tableau, instead of struggling and giving up. This is the first step to empower users and build your organization’s Tableau community so write it up and get it out there.
  128. Chances are, if you’re in this room and working to grow adoption, you’re a champion. It’s a critical role in your Tableau community. Tableau champions see the transformational value of Tableau and possess the skills necessary to implement visual best practices and maximize the impact of analyzing data. The skills pyramid develops as you transfer knowledge to enable new users and create other champions. This distributes the workload and avoids the risk of your available time becoming a bottleneck. Since self-starters like you are leading the push forward, others might think, “They know Tableau, no additional training needed,” but I strongly encourage you to overinvest in champion development for each department so they can build teams. Things like classroom training and certification accelerate and qualify champions. If your champions are not true experts, you risk spreading bad practices, not best practices.
  129. Often when I sit down with a new customer, they’re inclined to reproduce existing crosstab reports, instead of creating guided analytics with visual best practices in mind. Crosstabs are familiar and comfortable and hard to part with after all these years, dare I say like a bad relationship? So why not give it a new lease on life as a crosstab in Tableau Server? In a few rare cases it can work; in most, it doesn’t. We can accomplish much, much more “the Tableau way,” which focuses on understanding data. In the field, I’ve seen this transition most challenging for financial use cases. This is your opportunity to innovate, not replicate. Business value comes from a real-time conversation with data and being in the flow of analysis, taking users from visibility to insights to action.
  130. To fuel creativity and enable users to take action on the results of their analysis, you must be responsive. Consider the obstacles users face in traditional BI – a serial development process with wait time when new questions need to be answered. Customers with traditional BI systems may also be inclined to apply these standards to Tableau, but it will inhibit users’ ability to create and share insights. Here’s the catch: IT has a responsibility to govern the systems they own, but the cycle of visual analytics is agile and iterative. What can we do? By defining policies and procedures for production, which typically has publishing rights locked down and requires content promotion, and a sandbox, to allow for prototyping, administrators can create stable and secure environments that mitigate risk, ensure successful adoption, and support innovation.
  131. There are those who say this can be done without IT. Well guess what? They’re wrong. We need IT for supporting operations, while we need business to drive the creative analysis. Teamwork is critical to your project’s success; without open communication or trying to run Tableau Server on the sneak, you’ll never achieve analytics at scale. A great opportunity to foster the Business-IT relationship is during prototyping where a responsive real-time exchange between both sides results in a published dashboard and published data source. Think again about the previous example. It turned into a win-win situation. IT saw the benefits of faster extract times, while Business gained instant feedback from their dashboard interactions. The result: improved customer satisfaction because both sides worked together.
  132. Everything we’ve just covered sum up to a strategic implementation. While Drive provides a plan to scale enterprise-wide analytics, installing Tableau and completing each Drive phase are not enough to achieve your goals. When done right, it will transform your organization. A strategic implementation requires planning and people who are capable of using and supporting Tableau so aim high, get all the support you need to succeed, and then over deliver.
  133. Measuring success is one of my favorite areas to cover with customers. How do you know you’re achieving your business objectives throughout the implementation? As with any major initiative, set goals and measure progress from your baseline. Identify both quantitative and qualitative metrics. Consider how you will communicate the results by audience, such as executive sponsors, system/site admins, compliance, and publishers. Some examples include: Capabilities – Tableau, data source and business expertise Execution – Time to ramp, # of active users, # of data sources, # of views Culture – Job satisfaction, data-driven decision making, confidence in the analysis
  134. If you have not done so already, please check out tableau.com/drive to learn more about Drive.
  135. We have a portfolio of service offerings to accelerate your Drive deployment and prevent missteps: Discovery Prototyping Best Practices development Custom training Helpdesk Scale-out Assessment Events
  136. Before closing, let’s discuss one last big idea. Tableau’s mission is to help people see and understand their data. All people. All their data. As an IT community, this is an unsolved problem.
  137. But there is light at the end of this tunnel. With Tableau and Drive, we may for the first time have line-of-site to achieving this goal. It is doable. Our speakers today are doing it and you can do it too.
  138. In closing, it is said that one experiment is worth a thousand expert opinions. Let me ask you to talk to the people who are using Tableau frequently and participating in the online forums. I think you’ll find that they’re more engaged in their work and more connected to it. The reason is that Tableau is helping to provide those things that researchers know make us happy: autonomy, mastery, purpose, and community.   It’s also making us smarter and increasing our sense of personal power and ability to persuade others.
  139. You can think of Tableau as an “invisible hand” driving Analytic Culture in the organization.   Using Tableau to make the report factory churn faster is just a glimmer of what can be achieved with Tableau + Drive. For the first time perhaps, IT has the opportunity to truly make analytic culture a reality. I am confident that you in this room will change the way every employee feels about their job and change the trajectory of your organization’s performance. THANK YOU.