Adapting to Uncertain and Evolving Requirements: The Case of Business-Driven Business Intelligence - RCIS 2013 yu-lapouchnian-deng
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What happened to "business-driven" BI? Why did the initial attempts not work? How did BI vendors respond? How did user organizations and IT departments adapt? What kinds of modeling can help understand the evolving situation and suggest next steps? "Adapting to Uncertain and Evolving Requirements: The Case of Business-Driven Business Intelligence" Presentation at the RCIS 2013 conference. Eric Yu, Alexei Lapouchnian, and Stephanie Deng.
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Adapting to Uncertain and Evolving Requirements: The Case of Business-Driven Business Intelligence - RCIS 2013 yu-lapouchnian-deng
- 1. Eric Yu, Alexei Lapouchnian, and Stephanie Deng Faculty of Information and Department of Computer Science University of Toronto May 29, 2013 Adapting to Uncertain and Evolving Requirements The case of Business-Driven Business Intelligence
- 2. Motivation IS today function in dynamic, unpredictable world Uncertainties, changing requirements and business and technological landscapes. Ongoing change and adaptation Design/Try/Monitor/Evaluate/Redesign Need new methods for doing analysis/design Most current methods assume stable/predictable setting Need to cope with ongoing change Agility trend – frequent releases Our Objectives Motivate the need for new modeling techniques for such systems Can existing modeling techniques be applied in these dynamic environments? In this paper, we concentrate on applying social and process models in a socio-technical context 2
- 3. Presentation Overview Motivation Example Domain Introduction: BI Adoption Applying social and process modeling techniques to the evolving the BI Adoption scenario Analysis of applicability of the existing notations Discussion Reflections on the use of the existing techniques Wish list for future notations Future Work RCIS 2013, 29.05.20133
- 4. The Solution Lifecycle 4 Requirements Analysis Design/ Implementation/ Reconfiguration Solution Deployment Monitoring/ Assessment/ Diagnosis Evolution/ Adaptation Needs New/ Changed/ Refined Requirements New Solution Requirements Specification Data/ Observation
- 6. Typical Path in BI Adoption RCIS 2013, 29.05.20136 Handling PUs Traditional BI Self-Service BI Tailoring to CUs Leveraging SUs 1 2 3 4 5 *not shown in the presentation * … (Further iterations may follow) *
- 7. Typical Path in BI Adoption RCIS 2013, 29.05.20137 Handling PUs Traditional BI Self-Service BI Tailoring to CUs 1 2 3 5 *not shown in the presentation * … (Further iterations may follow) Business Intelligence is about transforming raw data into meaningful and useful business information • Historical, predictive, current views of business data Leveraging SUs 4 *
- 8. Typical Path in BI Adoption RCIS 2013, 29.05.20138 Handling PUs Traditional BI Self-Service BI Tailoring to CUs 1 2 3 5 *not shown in the presentation * … (Further iterations may follow) Business Intelligence is about transforming raw data into meaningful and useful business information • Historical, predictive, current views of business data Context: Dynamic business environment Focus: Reporting – bringing BI to BUs Example Domain Iterative BI solution adoption path • Common sequence of socio-technical solution implementations – evolution of BI solutions in enterprises • Sources: industry reports [1,2], contacts in the industry Leveraging SUs 4 *
- 9. Can Modeling Help? How? RCIS 2013, 29.05.20139 Report interactivity D D CU BI Team D Standard Reports Ad hoc result D D D D D DD D D Ad hoc authoring tool Ad hoc request be fulfilled Ad hoc authoring tool be provided D D Perform ad hoc BI query Execute BI query D D Be implementedD D SU Timely [ad hoc report] Ad hoc reports D D D D Access pre- built standard reporting Ad hoc analysis be conducted Monitor business Right time Fulfilled by SU Provide standard reporting DW Meet business information needs Fulfill ad hoc request Interactivity Help Learn tool Quick to learn [tool] Help Empowered Help Analytical aptitude On-demand tool feature D D Help Timely [analysis] Help Help Ad hoc analysis be supported Provide ad hoc authoring tool D D Belonging [BI Team] D BI tool expertise Help Governance [data] D Gather input Recognition [SU] Help D D Help Follow enterprise standard Help Formulate BI query On-demand tool feature D D Technical skills Accurate requirements User behavior Sense and analyze user needs Help Enterprise standard be followed D Tool input D Tool training be provided Std. report requirements User behavior D D Evolving Socio-Technical Solutions Process Models: processes, lifecycles, change Social and Goal Models: functional/non-functional objectives, actors, relationships
- 10. 1: Traditional BI RCIS 2013, 29.05.201310 Handling PUs Traditional BI Self-Service BI Tailoring to CUs 1 2 3 5 *not shown in the presentation * … (Further iterations may follow) Typical Initial BI solution within many BI adopters: • BU – standard reports • BI Team – repository of standard reports and development of ad hoc reports Leveraging SUs 4 *
- 11. 1: Traditional BI RCIS 2013, 29.05.201311 Handling PUs Traditional BI Self-Service BI Tailoring to CUs Leveraging SUs 1 2 3 4 5 *not shown in the presentation * … (Further iterations may follow) Typical Initial BI solution within many BI adopters: • BU – standard reports • BI Team – repository of standard reports and development of ad hoc reports What actually happened: • Business domain volatility → changing analytical needs of BUs • Gap b/w capabilities of standard reports and BU needs grows → # of ad hoc report requests increase → bottleneck
- 12. The Case for Modeling RCIS 2013, 29.05.201312 Handling PUs Traditional BI Self-Service BI Tailoring to CUs 1 2 3 4 5 *not shown in the presentation * … (Further iterations may follow) Leveraging SUs 4 * Given what happened, • Could modeling have anticipated the result? • Can modeling be used to help understand what happened? • Can modeling help us find a new solution?
- 13. RCIS 2013, 29.05.2013 Using the i* social modeling notation to capture the scenario 13 1: Traditional BI: Modeling
- 14. RCIS 2013, 29.05.2013 Using the i* social modeling notation to capture the scenario 14 LEGEND Task Resource Goal Softgoal Help Hurt Means-ends link Decomposition link Contribution link Actor boundary D Dependency link ? Denied Unknown 1: Traditional BI: Modeling
- 15. RCIS 2013, 29.05.2013 Analyzing the model. With i*, we are able to capture: Actors, their functional and non-functional goals, and dependencies 15 1: Traditional BI: Modeling
- 16. RCIS 2013, 29.05.2013 Analyzing the model. With i*, we are able to capture: Actors, their functional and non-functional goals, and dependencies Unmet goals, the driving forces for change 16 1: Traditional BI: Modeling
- 17. RCIS 2013, 29.05.2013 Analyzing the model. With i*, we are able to capture: Actors, their functional and non-functional goals, and dependencies Unmet goals, the driving forces for change Alternative ways of fulfilling goals – i.e., the possible adaptation paths 17 1: Traditional BI: Modeling
- 18. RCIS 2013, 29.05.2013 Analyzing the model. With i*, we are NOT able to capture: Dynamics of the scenarios – i* model is just a snapshot. Speed and rates of change. Frequencies of occurrences (e.g., of dependencies). 18 i* Modeling • i* could not have anticipated the failure of Solution 1, can somewhat help understand what happened, can help identify future alternatives. 1: Traditional BI: Modeling
- 19. Process Models: Modeling Temporal and Iterative Aspects Social models Can capture motivations and driving forces behind change (+social aspects) We use BPMN (with extensions) to: Look at multiple layers of change in dynamic environments Determine if we can Visualize feedback loops Capture the details of (re-)design cycles, analyze their relative frequencies, duration. RCIS 2013, 29.05.201319
- 20. BusinessMonitoring Sell Products Online Analyze & Interpret Decide Managerial Action Personalize Create (Query) Execute Analyze Generate (Ad hoc report) Adjust? Analyze (Reporting Requirement) Design Develop Test Deploy (Standard report) Data Warehou sing Drill Down C Continued D= minutes Operational Process AdhocReporting Standard Reporting D= seconds ~ minutes D= hours D= days Report interactivity Managerial Action Standard reports Ad hoc reports Ad hoc request Report requirements Operational data S C S M S M M S Report requirements S Legend Pool Task Sequence flow Annotation S M C Sensing flow Control flow Mechanism flowStart event End event Start message DurationMessage flow D Text End message Association
- 21. BusinessMonitoring Sell Products Online Analyze & Interpret Decide Managerial Action Personalize Create (Query) Execute Analyze Generate (Ad hoc report) Adjust? Analyze (Reporting Requirement) Design Develop Test Deploy (Standard report) Data Warehou sing Drill Down C Continued D= minutes Operational Process AdhocReporting Standard Reporting D= seconds ~ minutes D= hours D= days Report interactivity Managerial Action Standard reports Ad hoc reports Ad hoc request Report requirements Operational data S C S M S M M S Report requirements S Legend Pool Task Sequence flow Annotation S M C Sensing flow Control flow Mechanism flowStart event End event Start message DurationMessage flow D Text End message Association Capturing Duration
- 22. BusinessMonitoring Sell Products Online Analyze & Interpret Decide Managerial Action Personalize Create (Query) Execute Analyze Generate (Ad hoc report) Adjust? Analyze (Reporting Requirement) Design Develop Test Deploy (Standard report) Data Warehou sing Drill Down C Continued D= minutes Operational Process AdhocReporting Standard Reporting D= seconds ~ minutes D= hours D= days Report interactivity Managerial Action Standard reports Ad hoc reports Ad hoc request Report requirements Operational data S C S M S M M S Report requirements S Legend Pool Task Sequence flow Annotation S M C Sensing flow Control flow Mechanism flowStart event End event Start message DurationMessage flow D Text End message Association Capturing Control Flow
- 23. BusinessMonitoring Sell Products Online Analyze & Interpret Decide Managerial Action Personalize Create (Query) Execute Analyze Generate (Ad hoc report) Adjust? Analyze (Reporting Requirement) Design Develop Test Deploy (Standard report) Data Warehou sing Drill Down C Continued D= minutes Operational Process AdhocReporting Standard Reporting D= seconds ~ minutes D= hours D= days Report interactivity Managerial Action Standard reports Ad hoc reports Ad hoc request Report requirements Operational data S C S M S M M S Report requirements S Identifying Sense-Control Pairs
- 24. BusinessMonitoring Sell Products Online Analyze & Interpret Decide Managerial Action Personalize Create (Query) Execute Analyze Generate (Ad hoc report) Adjust? Analyze (Reporting Requirement) Design Develop Test Deploy (Standard report) Data Warehou sing Drill Down C Continued D= minutes Operational Process AdhocReporting Standard Reporting D= seconds ~ minutes D= hours D= days Report interactivity Managerial Action Standard reports Ad hoc reports Ad hoc request Report requirements Operational data S C S M S M M S Report requirements S Identifying Feedback Loops Monitor Analyze Plan Execute
- 25. A Hierarchical View of Design Processes Adaptation loops reveal special relationships among processes Higher-level process – control/design/change process Lower-level processes – target/use/etc. processes Change though Control – constrains the options for the target process. Adaptation. Mechanism – changes the space of options for the target process. Evolution Result – hierarchy of processes reflecting their control order. These also help when change cannot be accommodated at runtime (e.g., when we need to design new capabilities) RCIS 2013, 29.05.201325
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- 28. 28 Controller/Designer procs vs. controlled/designed procs • Controller/Designer (C/D) procs – executed less frequently • Decisions in C/D procs – higher-level • Different responsible roles • Different decision criteria • …
- 29. 2: Moving to Self-Service BI RCIS 2013, 29.05.201329 Handling PUs Traditional BI Self-Service BI Tailoring to CUs 1 2 3 5 *not shown in the presentation * … (Further iterations may follow) In response, vendors came up with Self-Service BI Tools: shorten ad hoc report design cycle • BU – given the self-service tool • BI Team – repository of standard reports and tool training Leveraging SUs 4 *
- 30. 2: Moving to Self-Service BI RCIS 2013, 29.05.201330 Handling PUs Traditional BI Self-Service BI Tailoring to CUs Leveraging SUs 1 2 3 4 5 *not shown in the presentation * … (Further iterations may follow) In response: vendors came up with Self-Service BI Tools, shorten ad hoc design cycle • BU – given the self-service tool • BI Team – repository of standard reports and tool training What actually happened: • Wide-ranging needs of BUs + unrealistic expectations of BUs’ capabilities → self- service tool too complex or too restrictive. Reverted to Solution 1.
- 31. 2: Moving to Self-Service BI RCIS 2013, 29.05.201331 Handling PUs Traditional BI Self-Service BI Tailoring to CUs 1 2 3 4 5 *not shown in the presentation * … (Further iterations may follow) Leveraging SUs 4 *i* and BPMN Modeling • As we will see in the next iteration, social models could have anticipated the failure and can be used to “diagnose” it. • BPMN models: can’t capture social aspects, but can analyze shorter report design cycle.
- 32. 3: Tailoring to CUs RCIS 2013, 29.05.201332 Handling PUs Traditional BI Self-Service BI Tailoring to CUs 1 2 3 5 *not shown in the presentation * … (Further iterations may follow) In response: self-service solution to Casual Users + customizable standard reports + ample training • CU – new role (BU with limited report creation capabilities). Needs simple and easy-to-learn tools. Leveraging SUs 4 *
- 33. 3: Tailoring to CUs RCIS 2013, 29.05.201333 Handling PUs Traditional BI Self-Service BI Tailoring to CUs Leveraging SUs 1 2 3 4 5 *not shown in the presentation * … (Further iterations may follow) In response: self-service solution to Casual Users + customizable standard reports + ample training • CU – new role (BU with limited report creation capabilities). Needs simple and easy-to-learn tools. What actually happened: • Assumption of analytical aptitude fails for many CUs + the tool is difficult even with training → limited adoption.
- 34. 34 With i*, we are able to capture: Objectives from the p.o.v. of CUs w.r.t. the tool and assumptions about their capabilities w.r.t. the tool and assumptions about their capabilities. NOTE: Physical actors (agents) and logical actors (roles) are distinct in i*. A capability is a property of an agent. Physical agents may fail to possess skills required for playing logical roles. CU BI Team DStandard Reports Ad hoc result D D D D D Access pre- built standard reporting Provide standard reporting DW Ad hoc analysis be conducted D D Ad hoc authoring tool Execute BI query D D Be implementedD D Monitor business Rely on self with authoring tool Meet business information needs Easy to use [tool] Perform BI query Easy to use [tool] D D Right time Help Help ? Learn tool Analytical aptitude Quick to learn [tool] Help Help ? ? ? Zero request backlog Help Ad hoc analysis be supported Provide ad hoc authoring tool Formulate BI query Std. report requirements Tool training be provided 3: Tailoring to CUs: Modeling
- 35. 35 CU BI Team DStandard Reports Ad hoc result D D D D D Access pre- built standard reporting Provide standard reporting DW Ad hoc analysis be conducted D D Ad hoc authoring tool Execute BI query D D Be implementedD D Monitor business Rely on self with authoring tool Meet business information needs Easy to use [tool] Perform BI query Easy to use [tool] D D Right time Help Help ? Learn tool Analytical aptitude Quick to learn [tool] Help Help ? ? ? Zero request backlog Help Ad hoc analysis be supported Provide ad hoc authoring tool Formulate BI query Std. report requirements Tool training be provided 3: Tailoring to CUs: Modeling With i*, we are able to capture: Objectives from the p.o.v. of CUs w.r.t. the tool and assumptions about their capabilities. Failures to achieve CUs’ goals and wrong capability assumption.
- 36. 36 CU BI Team DStandard Reports Ad hoc result D D D D D Access pre- built standard reporting Provide standard reporting DW Ad hoc analysis be conducted D D Ad hoc authoring tool Execute BI query D D Be implementedD D Monitor business Rely on self with authoring tool Meet business information needs Easy to use [tool] Perform BI query Easy to use [tool] D D Right time Help Help ? Learn tool Analytical aptitude Quick to learn [tool] Help Help ? ? ? Zero request backlog Help Ad hoc analysis be supported Provide ad hoc authoring tool Formulate BI query Std. report requirements Tool training be provided 3: Tailoring to CUs: Modeling With i*, we are NOT able to capture: The difference in frequencies of Learn Tool and Execute BI Query cannot be captured. Gradual learning and skill improvement and tool adjustment cannot be easily represented.
- 37. 3: Tailoring to CUs RCIS 2013, 29.05.201337 Handling PUs Traditional BI Self-Service BI Tailoring to CUs 1 2 3 4 5 *not shown in the presentation * … (Further iterations may follow) Leveraging SUs 4 *i* and BPMN Modeling • i* could have predicted some problems with solution adoption and can help with post mortem. • BPMN models: can’t capture social aspects, but can analyze shorter report design cycle.
- 38. Conclusions Based on our experience with the case study The need for modeling ongoing adaptation and change in the face of uncertain/evolving requirements is a fact of life for enterprises. Co-evolution and alignment of the social and technical components of solutions is important. Neither the i* social modeling notation nor the (augmented) BPMN notation is adequate. Aspects of modeling and analysis that are important to support: Variability Modeling and Binding, criteria for alternative selection, barriers to adoption/change. Social Modeling – physical vs. logical actors, skills/capabilities, personal goals, incentives. Feedback (failures, changes in context, requirements), multiple levels of design – changes within/across levels, iterations. Temporal and dynamic aspects – frequencies, duration, etc. 38
- 39. Future Work Further case studies. We are aiming at proposing a modeling and analysis approach that addresses the challenges identified in this paper. Working on the idea of enterprise decision space Requirements-driven, goal-oriented High-variability, explicit capturing of decision criteria Many linked decisions at multiple levels Feedback Informed by BI RCIS 2013, 29.05.201339
- 41. Bibliography [1] W. Eckerson, “Business-driven BI using new technologies to foster self-service access to insights,” TechTarget, 2012. [2] B. Evelson, “The Forrester wave: self-service business intelligence platforms, Q2, 2012”, Forrester Research, 2012. 41
Notes de l'éditeur
- Transforming raw data into meaningful business information. Gives companies critical competitive advantage. Organizational/socialAnd technical components.
- We will see how augmented BPMN models could be used to model the dynamics of this solution.
- To evaluate enterprise adaptiveness, it’s important to evaluate monitoring and change processes w.r.t. to their operational processes. E.g., the operational process runs in seconds (and we may have 1000’s of them) and if the monitoring/change process takes days, than the org. will not be able to adapt the operational process when needed.
- Control flow – usually constrains the options for the target process. Adaptation.Mechanism flow – changes the space of options for the target process. Evolution.
- Note: 2 processes involved in the feedback loop. One controls another.
- Need to focus on physical actors, not just on abstract roles.