q Intelligence

Quarterly
Journal of Advanced Analytics
3

Q2
Transformational IT
Mikael Hagström
Top 5 reasons why CIOs want 5

1O
business analytics
Patrick Van Deven
Keys to the BI kingdom 7
Stan Gibson
Managing the data asset 9
Tony Fisher
The challenge of change 12
Kelly LeVoyer
Toward an integrated approach 15
to economy statistics
Four methods for 17
high-performance computing
Keith Collins
Why business analysts are 21
so important for IT and CIOs
Thomas Wailgum
Ready for takeoff 23
Postmodern storage 26
Allan Russell
Why you need a customer state vector 28
Jim Goodnight
q Intelligence
Quarterly
Journal of Advanced Analytics
Second Quarter 2010

Editorial Director
Mikael Hagström
mikael.hagstroem@sas.com
Editor-in-Chief
Alison Bolen
alison.bolen@sas.com
Managing Editor
Anne-Lindsay Beall
anne-lindsay.beall@sas.com
Intelligence Quarterly is published
quarterly by SAS Institute Inc. Copyright
© 2010 SAS Institute Inc., Cary, NC,
USA. All rights reserved. Limited copies
may be made for internal staff use only.
Credit must be given to the publisher.
Otherwise, no part of this publication
may be reproduced without prior
written permission of the publisher.
SAS and all other SAS Institute Inc.
SAS is the leader in business analytics
software and services, and the largest
independent vendor in the business in-
telligence market. Through innovative
solutions delivered within an integrat-
ed framework, SAS helps customers
at more than 45,000 sites improve per-
formance and deliver value by making
better decisions faster. Since 1976 SAS
has been giving customers around the
world THE POWER TO KNOW. ®

Copy Editors product or service names are reg-

Amy Dyson • Trey Whittenton istered trademarks or trademarks
Editorial Contributors of SAS Institute Inc. in the USA and
Anne-Lindsay Beall other countries. ® indicates USA
registration. Other brand and product
Keith Collins
names are trademarks of their respec-
Wayne Eckerson
tive companies.
Katie Fabiszak
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Stan Gibson
Kelly LeVoyer
Jennifer McDonald
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Allan Russell
Peter Schütte
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Patrick Van Deven
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 P3|IQ|1OQ2
Transformational IT
by Mikael Hagström, Executive Vice President of SAS Europe, Middle East, Africa and Asia Pacific
It is now more than 1.5 years since the
Lehman Brothers collapse shook the
financial world and marked the begin-
ning of the worst economic recession
in recent history. As I mentioned in
the last issue of Intelligence Quarterly,
we appear to be past the worst and
on our way to a recovery. While eco-
nomic forecasts still vary, we do know
for certain that the way we operated in
the past will not return. CIO magazine,
McKinsey & Company, and others are
referring to this new way of operating
business as the “new normal.”
Equally relevant in this new economy is
the changing role of the CIO and of IT
departments in general. As the strategic
importance of the data asset and its im-
pact on the entire organization becomes
known, IT – as the enabler of that asset
– also increases in importance.
Within many organizations, business de-
mands are increasingly outpacing IT’s
ability to deliver. Technology benefits get
recorded in the business units while IT
becomes a cost center under increased
scrutiny. Instead of joining forces, the
two areas often find themselves at odds.
In the new normal, however, the role and
impact of IT is changing.
Consider when the role of the CIO
first gained acceptance. I refer to this
period as the era of CIO 1.0. Around
the time that ERP systems were put
in place, the CIO 1.0 became relevant
due to the size and the importance
of the ERP investment. Take Nokia,
for example, who at its peak invested
US$100 million annually into the
deployment of its ERP systems.
The next wave was the CIO 2.0, who
increased focus on gaining competi-
tive advantage through incremental im-
provement of core business processes
and moved away from the earlier model
where “one size fits all.” The CIO 2.0
began to add value to core segments
of the business, even taking part in
business planning and shifting IT’s sta-
tus from that of a cost center to a value
creator and a core business enabler.
The CIO 2.0 began closing the gap
between business and IT.
Today, in the new normal, the CIO 3.0 has
become a business leader with a seat in
the boardroom. The CIO 3.0 is playing a
key role in the planning, development and
execution of companywide strategy be-
cause – within smart organizations – intel-
ligence fuels every business decision.
While the CIO 1.0 started to optimize the
business, the CIO 2.0 looked at how to
realize its full potential. Now, in the new
normal, the CIO 3.0 will also help trans-
form the business to meet the needs of
the future.
I see three key trends that are further
affecting the CIO 3.0:
1. The focus on the customer is in-
creasing. More and more knowledge
about the customer is being captured
and used to improve the business.
The concept of customer analytics is
evolving into true customer insight into
the customers and their needs, with a
strong focus on customer profitability.
2. The IT “sandbox” becomes more
and more powerful. With that, the
need to run models on nearly all
operations across the organization
increases. Using information to man-
age the entire supply chain has almost
exclusively replaced the earlier focus
on automation and standardization
that the ERP wave brought forward.
3. Real-time information is being used
to make operational decisions.
Running complex models to evaluate
risk-weighted performance by client

or pricing optimizations on every prod-
uct, for example, will become more
and more data-intensive and require
data from more sources across the
organization. Real-time information is
increasingly being used in areas rang-
ing from risk and trading to sales calls
or delivery. This trend is accelerating
with the use of social media analysis.
These trends have one thing in common.
To be successful in the new normal, IT
needs to better capitalize on what could
become your most valuable asset: data.
The continued explosion in data vol-
umes results in higher costs for data
storage and a stronger emphasis on
data movement and quality. From what
I’ve seen and heard as I talk with senior
executives around the globe, there is no
indication that this trend will subside.
In fact, SAS has long anticipated these
increases, and has been focusing its re-
search and development resources to
engineer a single, integrated platform
for business analytics that builds on
four building blocks of: data integration;
data storage; advanced analytics;
and customized business intelligence,
including mobile BI and in-memory BI
for user empowerment.
These four building blocks support
the area of analytical intelligence
where real-time BI can bring intensely
competitive solutions. For example,
powerful grid environments can be run
at a fraction of the old server costs and
enable banks to run hundreds of thou-
sands of price-risk algorithms in real
time – or even allow a trader to secure
the spread in real time on the trading
floor. Likewise, retailers who can no
longer afford to waste 15 percent or
more in markdowns alone don’t have
to. In the new normal, new ways to
better manage markdowns or reduce
waste levels become critical. Business
analytics makes that possible.
IQ|1OQ2|P4
4 building blocks of an Integrated Business Analytics Platform
1. Data integration focused on data governance to reduce the movement of data, and data
quality to get it right at the source. New strategies are developed to decide what source
data to keep, what to aggregate, in what format and how to recreate if necessary.
2. A flexible framework with a focus on elasticity and best-of-breed databases. Other op-
timized storage features include in-memory processing as a clear performance advan-
tage and flat tables as a clear cost advantage. To properly manage IT spending, you need
to be flexible and work independently along the whole chain, including cloud computing.
Otherwise, you will risk finding yourself locked in, with relational database management
systems (RDBMS) as a scarce resource.
3. Access to a wide range of analytical techniques and methodologies has never
been more important. Following the automation-based ERP trend, reaching the next level
of business process optimization will require a comprehensive range of analytical capabili-
ties – ranging from basic models to self-learning networks and social intelligence. It’s just as
important to enable users with specialized, industry-specific solutions that solve the problems
they face every day. Enablers such as cloud computing will further accelerate this trend.
4. Empowering business users is another clear imperative. Self-service is the
mantra of the day, but one size does not fit all. Usability and data visualization capabilities
deploy business analytics across the enterprise and empower decision makers with the
ability to leverage transactional systems and BI in real time. In-memory BI and mobile BI
allow for transformational convergence of core business processes when fueled by real-
time BI (refer to the first-quarter issue of Intelligence Quarterly for more on real-time BI).
In nearly every industry, business ana- We have indeed entered the digital age
lytics is quickly assuming a key role as where time to knowledge has become a
the primary competitive differentiator clear competitive advantage. q
for top-line business strategies. You’ll
see that in this issue of Intelligence
Quarterly, where today’s leading
organizations – including Briggs &
Stratton, Fraport AG and the Belgium
Federal Public Service Economy – are
leveraging analytics to create value,
mitigate risk and optimize operations.
As the Executive Vice President of SAS Europe, Middle East,
Africa and Asia Pacific, Mikael Hagström is passionate
about providing a culture where innovation can flourish, re-
sulting in market leadership both for the organization and
its customers. He is responsible for optimizing business
performance, delivering revenue and managing operations
in more than 50 countries with individual P&L (profit and
loss) centers and nearly 4,000 employees.
 P5|IQ|1OQ2
Top 5 reasons why CIOs
want business analytics
SAS executive explains how to bring efficiency to IT
by Patrick Van Deven, SAS Belgium Country Office Manager
We work hard at SAS to understand our
customers’ business problems, but we
also make every effort to understand
what IT leaders are confronted with on
a day-to-day basis. Let me be clear: It’s
not that IT isn’t interested in the business
value, or that IT leaders don’t understand
it. That would be insulting.
The CIO of a Belgian Federal Ministry
explains it like this: “IT invests in new
technologies that deliver massive
efficiency gains to the business, but
then we [IT] are left with the recur-
ring charges from these investments
– including maintenance, licenses,
upgrades – while the business
enjoys the benefits. The following year,
the benefits are forgotten and the IT
budget gets cut again.” Over time, this
pattern creates such frustration that
IT leaders become leery of vendors
who pitch business benefits.
In my 11 years at SAS, I’ve worked
with dozens of CIOs, and I’ve helped
with hundreds of SAS implementa-
tions. In that time, I worked two years
in sales, five years as Director of our
professional services division, and –
most recently – I’ve led the country
office for SAS Belgium. Based on my
experiences with CIOs in nearly every
industry, I’ve come to believe there are
five main reasons CIOs enjoy working
with SAS Business Analytics:
System integration
To deal with budget cuts and demands
for efficiency, IT leaders are always look-
ing for ways to reduce disparate skill
sets so that they don’t have to have
different employees supporting a
complex, patchwork system. We have
customers managing SAS with just one
or two full-time employees for a popu-
lation of hundreds of users for critical
business applications. One international
bank I work with has a long history of
business analytics developments, and
they are a best-of-breed shop because
they’ve implemented a series of dispa-
rate systems over a long period of time.
The CIO knows that situation very well,
and he understands fully the value of
an integrated platform and the cost
savings that could come with it. How-
ever, it’s not a strategic time for him to
make a wholescale change across his
organization. But who did he choose
last year when looking for a complete
platform for a new site in a foreign
subsidiary? He chose SAS, partly
because he wanted a test case for the
benefits of an integrated system.
Portability
The SAS System is portable, and we
engineer our releases in a way that
minimizes migration issues. The CIO of
a large manufacturer recently told me
they migrated their 15-year-old SAS
programs from a VAX VMS system to
Windows in just a few hours, and they
still run fine. In contrast, he has decid-
ed to drop Business Objects, because
his team had to rewrite everything to
migrate it to XI, and that was the third
time he confronted that same issue with
them. That rewriting is something he
has never experienced with SAS.
Diversity
SAS Analytics can do almost anything.
That means we can replace a lot of other
systems. If standardization is the agenda,
SAS can help reduce vendors in order
 IQ|1OQ2|P6

The SAS Benelux office, Robiano Castle, houses 110 employees.

to reduce overall costs. We’ve helped
customers successfully replace CA
MICS, Focus, IBM QMF and more. One
retail bank we work with decided to
buy the entire SAS Business Analytics
Framework for data integration, busi-
ness intelligence and analytics. Then
they started looking at SAS IT Resource
Management, and realized if they bought
it to replace CA MICS, the savings they
saw by not paying the MICS license fees
paid for the entire SAS investment, includ-
ing the business analytics framework.
Plus, we used a SAS Macro to complete
the conversion project in 1/20 the time
it would have taken for the bank to do
it themselves manually. In the end,
the bank invested 400 man days to
complete the conversion, but increased
revenue by US $1 million per year.
to replace QMF and Focus on the
mainframe. In both cases, SAS
mainframe renewal fees are lower
than the competitors for the same
or better functionality.
 odernization
M their SAS usage to cheaper platforms,
The CIO of a Belgian payroll man-
agement company said that SAS is
probably the only software that will
survive the phaseout of their mainframe.
He says that negotiating with us is to-
tally different than with the other legacy
vendors who know that they have no
future anymore and therefore play it
extremely hard. At SAS, we help these
customers move away from a lock-
in situation where they get charged
rip-off prices by platform providers. At
one company, we learned that SAS
usage fees on the mainframe have larger
collateral costs than the actual SAS li-
cense fees. For every $1 spent on the SAS
renewal fee, they’re spending $2 for CPU
time and $1 for storage. We’re now help-
ing that customer move 80 percent of
where CPU cost will be 50 cents per
dollar of the SAS renewal.
As you can see from these examples,
SAS makes every effort to support IT
and the business. It doesn’t have to
be either or. When we take the time to
understand both, everyone benefits. q
ONLINE
SAS Belgium and Luxembourg:
www.sas.com/belux

Flexibility Patrick Van Deven is the Country Office Manager

SAS can do what others vendors do, for SAS in Belgium and Luxembourg. Van Deven
but those vendors can’t do everything started at SAS in 1999 as Account Manager and
was subsequently appointed Professional Services
that we do. In other words, customers
Director in September 2001. Prior to joining SAS,
can use their existing SAS products Van Deven was Managing Director of BJL I.T.,
for more than they currently do to- a Brussels-based services company.
day without paying anything more.
We’re working with two different CIOs
 P7|IQ|1OQ2
Keys to the BI kingdom
How to unlock business intelligence with data integration
by Stan Gibson, independent technology writer
Without business intelligence, a compa-
ny’s leaders are likely to find themselves
stumbling in the dark, deprived of the
information they need to make key
strategic decisions. Business intelligence
(BI) applications are needed to shed
light on critical information and reveal
the path to greater competitiveness.
BI applications that have been success-
fully deployed across enterprises enable
managers to notice patterns, focus on
their meaning and act on their findings
to improve business performance.
But before an effective business intel-
ligence application can be deployed,
a firm foundation of reliable data must
be built. This is the purpose of data
integration. Data integration is the
bringing together of data from a
variety of sources in a variety of formats,
cleansing it of duplication and inaccu-
racy, and assuring it’s available to BI
tools when it’s needed. With an effective
data integration infrastructure in place,
correct and timely data can be delivered
to BI applications, which in turn can
serve up strategically valuable informa-
tion to business managers.
Effective data integration tools bring
together data not only from structured
sources such as database management
systems, but also from unstructured
sources such as text files, eliminating
duplication and inaccuracy and applying
metadata – data about the data – so
that it can be accessed by business
intelligence applications.
With the advent of operational ERP
systems, it has become necessary to
pull in data for BI from those systems as
well, in what has become known as “op-
erational BI.” Operational BI can speed
up the business intelligence process, or
the “time to intelligence,” because the
data is obtained and made actionable
in real time (or near real time) from
the systems on which a company’s
operations are running.
Briggs & Stratton is a case in point.
In 1998, the maker of small gasoline
engines deployed SAP R/3, only to find
that the new ERP system did not work
with the reporting system it had in place.
The company needed to quickly de-
ploy a new BI system drawing on the
operational data from the SAP R/3
applications. Briggs & Stratton had
previously deployed a SAS Business
Intelligence solution and once again the
company turned to SAS.
“SAS, as a company, really stepped up
to the plate for us to resolve the situa-
tion,” says Grant Felsing, Decision
Support Manager at Briggs & Stratton.
“We moved from a legacy mainframe
environment to Unix-based servers, and
SAS added the insight and business
reporting we needed on top of SAP
R/3 to make the system complete.” Now,
Felsing says his team can concentrate
on providing executives with more
strategic-level information.
Taming a data tsunami
Briggs & Stratton is not alone. Accord-
ing to a recent report by research firm
IDC, the need for access to different
types of data – including data from
operational sources such as SAP, real-
time data and unstructured data – is a
major factor driving industry growth.
Meanwhile, the market growth asso-
ciated with traditional batch-oriented
extract-transform-load (ETL) data
integration will “slow to a crawl.”
The reason for tapping integrated data
from new sources, including data from
ERP systems, is that it can expose
opportunities for improving productivity,
says Dave Loshin, President of consult-
ing firm Knowledge Integrity Inc. This
is possible because when data from
a variety of sources comes together,
patterns emerge.
In the case of Briggs & Stratton, the
company developed a system for track-
ing historical information and monitoring
quality trends, facilities operations and

failure rates for each of its engine series.
This quality improvement application
automatically flags potential areas of
concern and sends e-mails to notify
managers and executives when prob-
lems may be emerging. Briggs &
Stratton was able to identify and address
a multimillion-dollar quality issue as
soon as the SAS application was imple-
mented. “Identifying that one problem at
such an early stage in production may
have saved us more than $3 million,”
says Felsing.
Companies that don’t take advantage
of all the information available to them,
regardless of where the data actually
sits or what application created it, will
take longer to make critical business
decisions, notes Ken Hausman, Global
Product Marketing Manager for Data
integration products at SAS.
Hausman adds that having all the
information you need, when you need
it, enables you to make better, as well
as faster, decisions. For example, sales
tracking data may be in one sys-
tem, while inventory data may be in a
mainframe, and customer data may
be purchased from external sources.
Still other data could be in flat files or
Excel spreadsheets. Without the abil-
ity to access and assess all the relevant
data, you could miss critical information
that could affect your decision.
Companies that address the need for
data integration often face management
challenges as well. As a result, manag-
ing the integration process is becoming
a best practice in its own right.
Philip Russom, Senior Manager of
Research and Services at The Data
IQ|1OQ2|P8
Warehousing Institute, has researched “SAS provides the entire infrastructure.
and written about collaborative data We have data integration and data qual-
integration in a recent report calling ity, analytics and business intelligence
for the formation of teams made up of software,” says Hausman. In the critical
workers from different groups with a area of operational data, SAS products
stake in the data integration process. are certified by SAP to be compliant
When two companies merge, for ex- with that vendor’s products.
ample, a data integration team made up
SAS’ data cleansing products are a key
of technical and business people from
ingredient. It’s important to note that
both companies should be formed
cleansed data can be fed back into
to develop and execute a data integra-
the operational system from whence it
tion strategy, so that data assets of the
came. SAS CEO Jim Goodnight puts
combined company can be leveraged
it this way: “It’s a shame to wait until
in a coherent manner.
people want to use data in a warehouse
Getting the toolset right before cleaning up the data. It should be
At least as important as any organiza- cleaned up in the operational system.”
tional measures for data integration are
Since corporate executives and man-
the right tools. SAS Enterprise Data
agers never know for sure exactly
Integration Server–featuring technol-
what data they might need to access
ogy from SAS subsidiary DataFlux– can
for their business intelligence appli-
access virtually all data sources and
cations, it makes sense to integrate
can extract, cleanse, transform, conform,
data in a structured manner across
aggregate, load and manage data.
the enterprise. Doing so assures the
It supports real-time data integration
correct data will be available for the
services and service-oriented archi-
business intelligence applications that
tecture. In addition, it supports data
need it, when they need it. That will give
warehousing, migration, synchroniza-
business leaders the knowledge they
tion and federation.
need to make the strategic decisions
their companies require. q
Although it is possible to select point
products from many different vendors, it
stands to reason that a collection of tools
that are engineered to work together is
likely to result in far fewer headaches.
Stan Gibson is a technology writer in the Boston area and
the former executive editor of eWEEK.
P9|IQ|1OQ2
Managing the data asset
How to treat your data like the high-value business asset that it is
by Tony Fisher, President and CEO of DataFlux
Data is now collected and saved from
every conceivable source – Internet
applications, front-office and back-office
systems, trading networks, social media
– and such complexity requires a sophis-
ticated, deliberate process for managing
this vital information. After all, data holds
the key to sales, marketing, customer
support, production and other initiatives.
Without an accurate view of customers,
products, materials, locations and
assets, how can a company compete in
today’s marketplace?
Organizations must approach data
management in the same fashion that
they manage any process – with a
well-defined, repeatable methodology.
To accomplish this, you need a data
management lifecycle methodology
to manage, monitor and maintain
data to benefit every phase of the
business. DataFlux recommends this
six-phase process:
1. Define. 4. Execute.
2. Discover. 5. Evaluate.
3. Design. 6. Control.
Let’s look at each step in detail.
Define
The Define phase of the data manage-
ment methodology is just as important
as mapping out a journey. The deci-
sions made at this phase will guide the
collection, organization, enhancement,
monitoring and retirement of your data
assets throughout the process. While
you don’t need all the answers at the be-
ginning, you need a solid plan on how to
proceed – and what the ultimate success
indicators will be. Also, these success
indicators have to map to the business
problem identified earlier; the reason for
the project (cut costs, mitigate risks, en-
hance revenue, etc.) provides a crucial
guide for the Define phase.
During the definition phase, an
organization should first answer a
series of questions about:
• People. Who’s involved? And for what
purpose? This step outlines everyone
involved in the data management
process, including executive sup-
port, manager/director sponsorship
and business and IT involvement.
Organizations also set up steer-
ing committees and/or stewardship
teams to facilitate collaboration on
cross-functional issues.
• Road map. Where are we now?
Where do we want to go? What ob-
stacles are in our way? Often, the first
task after selecting the right people is
to determine a path to a successful
outcome – including the definition of
a successful outcome.

• Source systems. What data will we
need? Where is that data coming
from? The road map tells the story of
where the project is intended to go.
This part of the Define phase will in-
form the team on the source systems
and which data will play a role in the
data management project.
• Business processes. Which business
processes will be affected? How will
better data enhance the way the or-
ganization operates? This part of the
Define process maps the data man-
agement strategy to existing business
processes. Better data can ultimately
streamline business processes, as less
time is spent reconciling confusing
views or managing poor-quality data.
• Business rules and data definitions.
How do we define “customer?” How
do we want to optimize procurement
and spending? This phase seems
simple enough, but it can be decep-
tively difficult. Billing might define
“customer” as anyone that receives
an invoice, while customer support
may only want to know who the user
is. These decisions will form the basis
of business rules and data definitions
that will guide later phases.
Discover
Data can only be useful if you understand
where it is, what it means to your organi-
zation and how it relates to other data in
your organization. The Discover phase is
designed to do just that.
Every new application implementation,
data warehouse development, data mi-
gration or consolidation initiative should
start with data discovery. Additionally,
any time that new data sources enter
your organization, start with data discov-
ery. Data discovery has several compo-
nents to it, and each prepares you for
your data initiatives:
•D
 ata exploration. This diagnostic
phase is concerned with document-
ing the data in your organization and
the characteristics of that data. Data
discovery arms you with information
about the accuracy, consistency and
reliability of your data.
• Data profiling and auditing. Data pro-
filing alerts you to data that does not
match the characteristics defined in
the metadata compiled during data
exploration. But, more importantly,
data profiling can also tell you if the
data meets the business rules and
definitions established in the Define
phase. In addition, data profiling can
help you determine the relationships
across your data sources – where
you have similar data, where data is in
conflict, where data is duplicated and
where data may be dormant.
• Data cataloging and business
vocabulary. You need a development
environment where data sources
can be combined and rationalized.
A place where you can group data
sources into projects to allow you to
work across your data sources and
develop a consistent environment for
managing your data. Data catalog-
ing lays the groundwork for all data
management tasks to follow. Data
catalogs must be augmented with
business definitions and vocabular-
ies, allowing the business user to
comfortably navigate the landscape.
Design
After completing the first two steps of
the data management methodology, you
will be able map your strategy, identify
sources, understand the underlying for-
mats and structures, as well as assess
the relationships and uses of data. Now
you face another challenge – taking all of
these different structures, formats, data
sources and data feeds, and creating
IQ|1OQ2|P10
an environment that accommodates the
needs of your business.
The Design phase requires consolidation
and coordination, all the while concen-
trating on three major imperatives:
1. Consistency of rules. Ultimately, an
organization needs one set of busi-
ness rules that can be stored centrally
but deployed across all data sources,
applications and lines of business.
2. Consistency of the data model. The
data model is the single, definitive
source for how your data maps to
your business. Through the process
of creating a well-structured data
model, you identify the appropriate
source systems and begin to reconcile
multiple views, if required.
3. Consistency of business process-
es. During the Define and Discover
phases, you will identify processes
that are potentially affected. Now,
the task is to provide consistency
across these processes. When cre-
ating business rules, you have to
know how to reconcile questions like
“Is this a new customer or an exist-
ing customer?” or “Is this a customer
in good standing?” By understand-
ing the processes that are affected,
you can design more effective rules
to automate business processes.
Execute
Now that the business users have es-
tablished how the data and rules should
be defined, it is up to the IT staff to en-
sure that databases and applications
adhere to the definitions. There are
many types of architectures involved
in this phase: enabling ERP and CRM
applications via proprietary interfaces,
enabling data marts and data ware-
houses via extraction, transformation
and loading (ETL) flows, enabling MDM
systems via service-oriented architecture
 P11|IQ|1OQ2
(SOA)/ETL or other technologies. The
method and management of enabling
the data in any of these environments is
a decision that IT has to make in order to
ensure the integrity and integration into
the various systems.
One potential pitfall in the Execute phase
is to duplicate the rules and standards
from the Design phase for each applica-
tion or data source. When duplicating the
rules and definitions across siloed, un-
related systems, multiple, point-to-point
interfaces are inadvertently created.
These rules definitions must then be
updated, separately, each time a rule or
business initiative changes.
Naturally, this approach is highly imprac-
tical for the IT team to manage. A better
solution is to build the definitions once
and ensure that you have the ability to
collectively apply those definitions across
your organization. As one IT director put
it: “We want to build our standards and
rules once and then have the ability to
use them repeatedly and propagate to
the entire organization seamlessly.”
For each data source, each business
process and each application that is
modified to the new data definitions,
you need to:
• Understand the requirements.
• Validate that the new integration meets
the requirements.
• Deploy the interface into production.
By repeating this process during
the execution phase, you can create
the data management rules to guide
the collection and organization of data,
test its integrity, and move to the next
phase of the process.
Evaluate
A healthy data life cycle requires a robust
monitoring and reporting system. The
data needs to be consistently monitored
so it remains fit-for-purpose for your
organization. Why is this so critically
important? After all, you just spent lots of Control
time, energy and resources to get your One thing is certain in today’s information
systems to a point where the business age: A wide variety of data will continue
users have a consistent and validated to quickly pour into your organization.
view of your organization. Isn’t it time to It is easy to see why data is a key asset.
just enjoy the success of all this effort? However, it is also important to recog-
nize when data needs to be retired. The
Actually, the opposite is true. Very few
Control phase is about reassessing data.
organizations are static – they are forever
If data is no longer useful to your organi-
growing and evolving. For example, you
zation, you must be able to retire the data
add new partners that bring new data to
appropriately. This allows you to free
the table. Your business changes, sales
up resources that are being expended
regions are created or modified, you take
maintaining the data environment.
on new initiatives and you develop new
products. All of these changes must be For example, let’s look at a common data
reflected in your data, which makes the problem facing financial services firms.
Evaluate phase so important. When mergers, acquisitions and divesti-
tures occur, you need the ability to purge
Your mantra for success at this point
or re-categorize data. You don’t want to
needs to be: 1. Monitor; 2. Review; and
spend resources managing the data of a
3. Optimize. Data should be monitored
company that no longer exists.
and validated as it enters your organi-
zation to verify it is meeting your rules. Lastly, it is important to promote your
Those rules need to be constantly moni- successes across your organization.
tored to ensure they are still meeting the When you began your life cycle, you
needs of your business. Efforts in dis- were solving a business problem. By the
covery, design and execution will allow time you have reached this phase in the
you to consolidate the rules and require-
life cycle, you should have improved your
ments into a single environment. With
business. Communicate and evangelize
the ability to centralize the required data
these messages to help everyone from
management rules, the changes can be
senior management on down recognize
immediately propagated across the or-
that the efforts were successful and the
ganization, without duplication of effort.
business is improved. This demonstrates
Monitoring is a joint activity between the business benefits of a sound data
IT and business users. IT monitors and management methodology across the
validates that systems are running within organization, and it paves the way for
their required service-level needs. Busi- support of future initiatives. q
ness users also benefit from the moni-
toring reports – constantly reviewing the
reports and validating that business
needs are being met while making chang-
es when the business needs change.
Tony Fisher is President and CEO of DataFlux, a
wholly owned subsidiary of SAS, which enables
companies to analyze, improve and control their
data through an integrated technology platform. He
has guided DataFlux through tremendous growth as
it became a market-leading provider of data quality
and data integration solutions.

The challenge of change
IT Director Renee Nocker chronicles Kimberly-Clark’s shift to an analytical company
Renee Nocker, the director who leads
the business analytics effort at CPG
giant Kimberly-Clark Corp., loves
a challenge. And it’s a good thing,
especially when her CFO asks her
questions like, “How are we going to
change the way people think?”
This is the type of question that
analytics evangelists like Nocker are
faced with as their executives – at least,
the innovative ones – commit to the
vision of becoming an analytical
company. To enable faster, more con-
fident, data-driven decision making at
every level of the company is a daunting
objective, and one that Kimberly-Clark
has embraced with vigor.
Contrary to popular belief, the tech-
nology is only one element of this
transformation. Surrounding the soft-
ware and hardware are personal and
professional issues such as chang-
es in role definitions, skill sets and
processes. Ironically, there are leaps
of faith required, even in the very effort
to infuse more fact-based decision
making into a company’s operations.
IQ|1OQ2|P12
Nocker, Director of IT services for Enter-
prise Business Intelligence, is passionate
about the topic – and the potential – of
business analytics, and is working to in-
still this more data-driven approach into
Kimberly-Clark’s business operations. “I
see it as a journey,” she says. “Because
I realize it might take years to get to the
point where the entire company and the
entire business process is managed this
way. But it’s the right thing to do, and I
fully believe in the value it will bring to
the company. An analytical approach
will help us make better decisions us-
ing more finely tuned, information-driven
facts in a more efficient way. It will drive
consistency and speed in how we
manage the levers that impact all of
our business process outcomes.”
Nocker is quick to clarify that Kimberly-
Clark is not entirely new to business
analytics (the company currently
applies analytic models to its sup-
ply chain and customer relationship
management efforts, among others)
but early on, she became convinced
that the company could do it much
more powerfully. It was this conviction
that set her on the course for change.
 P13|IQ|1OQ2
“I put a stake in the ground
and said I would deliver
$5 million in business
benefit in this endeavor. At
the end of year one,
we actually delivered about
$23 million worth
of business benefit.”
Renee Nocker
Director of IT services for
Enterprise Business Intelligence,
Kimberly-Clark Corp.
Making the business case
Nocker needed more than the power
of her conviction to make the business
case for piloting what could become
significant changes to Kimberly-Clark’s
business processes. She needed quan-
tifiable business impact to get the
attention of her stakeholders. But how
do you anticipate the return on invest-
ment of process improvement? “We
asked the business leaders to quantify
what the new capabilities would mean
for them,” says Nocker. “For example,
it will generate x million in new sales,
reduce inventory by x amount. Based
on that, I put a stake in the ground and
said I would deliver $5 million in busi-
ness benefit in this endeavor. At the end
of year one, we actually delivered about
$23 million worth of business benefit.
“Of course, I fully realize that the question
is whether these are hard benefits. Quan-
tifying the expected benefits of business
analytics is always very difficult. The con-
clusion I have come to over the years is
that the business case for analytics can
be intuitive in nature; we know we need
to do this and we know we will operate
better if we have this information and use
it wisely. It’s hard to put a price tag on the
abilities to make faster, better decisions,
predict where our business is going and
optimize outcomes,” she concludes.
A change in mindset
Once the business case was adopted,
Nocker moved ahead to the education
stage of her journey, during which she
encountered two distinct but related
challenges. “For one thing, business
analytics isn’t widely understood on
the business side and business ana-
lytics is much more powerful when the
technology is fully engaged with the
business needs.” However, she says,
leading to the second challenge, “that
isn’t necessarily how people expect to
work with an IT organization.”
To bridge what has traditionally been a
gap between business and IT, Nocker
created a team of internal consultants
who live and breathe the processes,
strategies, language and needs of their
assigned business-unit clients. “They
can then work more effectively with my
development and engineering team to
determine what solutions the business
units need,” she says.
In fact, if the connection with the busi-
ness units is so critical, Nocker wrestles
whether the IT support for analytics,
query and reporting applications should
just live there. “Many companies have a
competency center sitting in the busi-
ness, where they don’t do as much of
the back-end development but have a
seat at the table to plan strategy,” says
Nocker. “Unfortunately, I don’t see that
being widely adopted – but I do believe
that will ultimately change, and business
analytics will be seen as more of a busi-
ness function than an IT function.”
In the meantime, Nocker says, “We’re
definitely changing the paradigm here
at Kimberly-Clark in positioning some
of our IT staff as internal business
consultants.”
While implementing this liaison-type
role within her own department,
Nocker herself has been on a mission
to share the analytics vision with peers
outside of her department. “I person-
ally have spent a lot of time talking
to and educating business leaders in
areas of the company that I believe
could leverage more analytic capa-
bilities – global functions like financial
analysis and pricing – and saying, ‘Here
are the types of capabilities we can
bring, how can we work together?’”
Heavy workloads can be another very
practical obstacle to overcome. Nock-
er says, “Many of the business leaders
that my consultants work with are fac-
ing huge operational challenges and
objectives that they consider higher
priorities — and that they are relying
on my consultants to help address.
It’s difficult to go to a business leader
who’s under pressure and say, ‘You

really need to think about this new
capability.’ So, the consultants have to
reassure their clients that they’re tak-
ing care of current priorities, but also
coach them on how they can move the
needle. It becomes my responsibility
to ensure that my team can articulate a
compelling story about the benefits of
business analytics.”
Like any good change leader, Nocker
recognizes the extreme value to be
found in small wins. “We wanted to
spark the interest by generating value
immediately, so we created a Rapid
Value Realization team to pilot projects
in selected business areas and help
people understand the capabilities in
their own context. They ran some sup-
ply chain analysis for one factory on
data around one product and they
performed workforce utilization analysis
for our human resources department.
“This is where we are now,” Nocker
adds. “So while we continue to
perform additional pilots to get and
share those quick successes, our next
step is to consider how we can scale
the pilot into a global process. We
are continuing on this path of Rapid
Value Realization while we build out
the long-term enterprise platforms
and competencies to support the
analytics framework across all busi-
ness processes and functions. Each
Rapid Value Realization takes us
one step closer by solidifying the
stakeholder buy-in and validating
the course we are on to establish a
global, analytics-driven environment.”
New skill sets required
As she reshaped the definition of her
department’s role from IT order-taker to
business consultant, Nocker became
one of a growing contingent of IT ex-
ecutives faced with the need for a new
skill set – one that combines the quan-
titative talent of a statistical analyst with
the business mindset of an MBA. She
focused the majority of her effort on
retraining current staff and hired only a
IQ|1OQ2|P14
small number of new employees. (Nocker in tandem with their business partners.
is a strong believer in skills transference; “This helps ensure we all have a
her undergraduate degree is in nutrition. common understanding of what we
The connection to her current career? “I mean by analytics – and what ‘analytics
am fundamentally driven to understand nirvana’ would look like to all of us.”
how things work and how behaviors
drive results,” she says.) So just what is analytics nirvana to
Nocker? “For me, part of that vision
Exactly what are the skills that Nocker includes an end-to-end analytical busi-
sees shaping this new breed of busi- ness process,” Nocker says. “So from
ness analytics experts? “A passion for the manufacturing floor to receiving the
understanding cause and effect in the order to shipping the product and get-
business and a mindset of continuous ting it into the customer’s hands, even
improvement,” Nocker answers. “Also registering the revenue for the product,
critical is the ability to function within what are the analytics throughout that
both the business and IT sides of the business process that we could pro-
business. They need to understand vide at the right time to the right person
that it’s not just about the technology to help them make the right decisions?
– technology is just an enabler. They Having those analytics embedded in
need to be able to hear a business a business process for the decision
requirement like ‘I need to manage makers is key to truly making us an
eroding margins’ or ‘Help me im- analytic company.”
prove our customer satisfaction’ and
understand the data and technology So when her CFO asks, “How are we
that can make that happen.” going to change the way people think?,”
Nocker is ready, albeit with an ambi-
In retraining her staff toward developing tious answer: “We need to get people
this new role of internal consultant, Nock- focused on seeking the most optimal
er had staff members shadow her as outcome for every decision – and that
she modeled her consultative approach can only be done with the right software
with internal business clients, seeking to capabilities and the right skills. Educate
understand their objectives and educat- them on what is possible, demonstrate
ing them about how her team’s analy- results and celebrate successes. That’s
sis could help. Then, she says, she just how you make it contagious.” q
sat back and watched. “Over time, you
see the people who naturally gravitate
toward the client-facing consulting role
and the ones who prefer to focus on the
back-end development.”
For all of her staff, Nocker is an avid
believer in continuous training and
often has her team attend conferences
Kelly LeVoyer is Senior Manager of the SAS Marketing Edi-
torial department and editorial director of sascom maga-
zine at SAS’ corporate headquarters. She and her team of
writers cover current business and technology trends in a
variety of print, online and social media channels.
 P15|IQ|1OQ2
Toward an integrated approach
to economy statistics
Modernized government statistics office delivers
macroeconomic data to businesses and citizens
“SAS clearly is a
motivator for our internal
collaborators, which is
important to keep them
engaged for our business.”
Frank De Saer
Information and Communication
Technology Director, Belgium’s
Federal Public Service Economy
Since 1962, the National Institute of
Statistics (NIS) of the Federal Public
Service (FPS) Economy has provided
statistics regarding the Belgian econ-
omy. NIS collects, processes and
delivers comprehensive information
on a wide range of topics such as
population sizes, business demograph-
ics, profitability indicators, employment
rates, energy consumption patterns
and monetary exchange figures.
A business intelligence platform to
prepare for the future
Today, demand for this information is
growing rapidly and expectations run
high. Information and Communication
Technology (ICT) Director Frank De Saer
of the FPS Economy observes that “to-
day’s businesses need accurate informa-
tion to define and optimize their strategy,
and they want it without delay. The same
goes for public policy makers, research
centers, students and even families. We
realized several years ago that it would
be difficult to maintain our service quality
if we didn’t radically modernize our plat-
form and processes of collecting, pro-
cessing and making data available.”
Early in 2007, NIS made the decision
to implement an integrated SAS Busi-
ness Intelligence platform. The system
accelerates data collection significantly,
enables in-depth analysis of data and
produces a much wider array of statistics
with far less manual effort.
Comprehensive data collection has
always been the core business of the
NIS. But it has often been rather labor
intensive, since much of the data had
to be gathered using single-purpose
questionnaires. This time-consuming
method has now been almost entirely
abandoned in favor of automated data
collection from secondary data sourc-
es such as income tax and VAT admin-
istration records, the Crossroads Bank
for enterprises, energy consumption
databases, and various other relational
databases in use by federal and re-
gional authorities. “These databases
are available to us; we only have to en-
sure that we use them efficiently,” says
De Saer. “We chose SAS because of
the powerful integration features. It of-
fers the perfect platform to bring all of
these disparate sources together in a
single data warehouse for further anal-
ysis and processing.”
Better time-to-market by building on
a data warehouse
Thanks to this data warehouse, new
statistics can be created and published to

the Web much faster. De Saer observes
that SAS has enabled the NIS to com-
pletely revise and improve its production
of analytical information. “We advanced
from an era where every statistic was
built up from scratch, going from
the preparation for data collection,
to processing, analysis, reporting and
publishing. We often needed a time
frame of approximately a full year to
produce a new indicator.”
Now with SAS, the time-to-market for
new statistics is much quicker – and
more accurate and comprehensive. They
often can be delivered within as little as
a month, or in some cases even a week,
by taking advantage of the integrated
SAS architecture. The SAS solution has
a complete set of inflow tools to collect
data and store it in the data warehouse.
Furthermore, integrated analysis and re-
porting tools enable the NIS to effectively
query this data warehouse. “We no longer
need to calculate every statistic manually.
Thanks to SAS, this is now accomplished
automatically. In addition, all information
is stored in our data warehouse so that
it is instantly available anytime it is need-
ed,” states De Saer.
Easy to adapt and expand
The integrated platform is a win-win for
customers and NIS collaborators alike.
According to De Saer, “SAS is easy to
adapt and expand. This allows us to
rapidly adapt to new requirements that
always seem to pop up.” For instance,
new statistics can easily be added. And
regarding accessibility, “SAS enables us
to build a secure Web portal to make our
statistical information readily available to
customers and NIS collaborators.”
IQ|1OQ2|P16
The integrated SAS reporting and query
tools are already empowering the inter-
nal NIS staff. The NIS statisticians have
easy access to the data, which can be
easily understood without the need for
ICT specialists to build ad hoc queries,
as it is documented in business metada-
ta. Power users also have access to sta-
tistical analysis toolsets to prepare new
statistics with available or enriched data.
De Saer also points out that the
FPS Economy attached great impor-
tance to controlling and minimizing
operational and technical risks when
choosing and deploying the platform.
“SAS was the only supplier to offer a
completely end-to-end integrated sys- “SAS was the only supplier
tem,” he emphasizes, “including OLAP
functionality, comprehensive reporting
to offer a completely end-
capabilities, ETL, data integration and to-end integrated system.”
Web solutions. Other suppliers offered
Frank De Saer
a collection of tools from different ven-
Information and Communication
dors, requiring additional interfacing
Technology Director,
efforts. The integrated SAS solution
Belgium’s Federal Public
was technically superior and prom-
Service Economy
ised to be more stable, guaranteeing
integrated security and metadata in
both the short and the long run.”
The transition started with a com-
prehensive proof of concept (POC),
enabling SAS to demonstrate full
functionality with real NIS data very
early into the project. “It was a head
start for the project, which is now
already on full cruising speed, prepar-
ing the NIS service for the future.” q
ONLINE
White paper: Business Analytics for the CIO
www.sas.com/resources/whitepaper/wp_3521.pdf
 P17|IQ|1OQ2
Four methods for
high-performance computing
How to choose the right high-performance computing
method for your business analytics scenario
By Keith Collins, Senior VP and Chief Technology Officer, SAS
Anyone who advanced past basic math-
ematics in school has learned this simple
concept: Large problems can often be
divided into groups of smaller problems.
In computing, this concept is gaining
traction on a very large scale. Parallel
processing, grid computing and virtual-
ization are all different methods used to
spread large computational problems
among multiple resources. But let’s move
past the hype and talk about how you
can best use some of these architectures
in your IT environment.
At SAS, we’ve identified and developed
four unique ways to distribute high-
performance computing resources to
give you the right amount of computing
power, right where you need it for your
unique analytical problems. In this col-
umn, I’ll explain each of those methods
and describe specific scenarios where
you might use each one.
Method 1: Shared storage
What it is: The first configuration is
basic grid computing. In this scenario,
multiple machines are pulling data from
a single data source, and each machine
is running different pieces of the bigger
algorithm or mathematical equation.
Essentially, you’re breaking one big
problem into multiple pieces and
running each of those pieces against
the same data source at the same time.
This configuration is used primarily as a
way to solve batch window time prob-
lems. If your current process doesn’t
run as quickly as you need it to, you
split it up and run each piece in parallel.
When you use it: Typically, the cal-
culations in these scenarios can be
partitioned pretty naturally. You can
partition the problem by something
inherent in the data, such as time,
geographic region or products. There
is an obvious way to break the prob-
lem into smaller pieces or a natural
way of splitting up the algorithm.
A second type of partitioning scheme
takes advantage of discrete com-
putational steps or subparts in the
algorithm (sometimes called threads).
Subparts can be calculated in parallel
and then brought back together.
The SAS difference: We do this today
with SAS Grid Manager, and we can
automate analytic processes to help you
do this in SAS Data Integration Studio
and SAS Enterprise Miner .
® ™
Business benefit: As opposed to
running all of your calculations as a
sequential process, you’re computing
things in parallel. Whether you use data
partitioning or algorithm partitioning, the
main point is that independent com-
putational processes can take place at Figure 1:
the same time from a single data source. Traditional storage vs. shared storage
 IQ|1OQ2|P18

Now that you’re processing data faster than the window

of time needed, you can start asking what-if questions of
real-time streaming data.

Method 2: Moving compute

to partitioned data
What it is: Partitioned data architectures type of architecture. For example, one
use a single process for distributing the SAS retail customer is using real-time
data. Each processor or “worker node” OLAP for merchandise planning, which
then accesses its portioned data and takes all that data, puts it in memory
performs its computing. In many cases, and then does what-if computations in
the data is already partitioned and exists a large grid architecture.
in separate data stores before you apply
analytics to it. Business benefit: When there is a busi-
ness need for data to be partitioned in
When you use it: These architectures a certain way, allowing analytics to be
are useful for situations where the data used within that existing partitioning
is fairly static or can be easily bulk par- scheme has many natural advantages,
titioned. We currently have a lot of retail including speed and accuracy. In other
clients using this type of architecture for cases, analytics need to be moved to
markdown optimization and merchan- where the data is because governance
dise planning. They have a lot of data around data and the cost to move data
that needs to be stored and associ- is too high.
ated with appropriate computations,
and there’s a high correlation between
the analytics needed and the data that
persists on that node. Using this setup,
retailers have been able to reduce batch
processing times for promotion optimi-
zation and price markdown problems. In
many cases, they have already split the
data by division, which is the right gran-
ularity for the optimization problem, so
they can optimize prices by division.

The SAS difference: Advancements

with SAS In-Database Analytics make it
possible to move the relevant analytic, Figure 2:
data integration and business intel- Traditional storage vs. partitioned,
ligence tasks closer to the data in this distributed data architecture
 P19|IQ|1OQ2

We’ve identified and developed four unique ways to

distribute high-performance computing resources to give
you the right amount of computing power, right where
you need it for your unique analytical problems.

Method 3: Moving data to compute The SAS difference: This architecture

What it is: This type of distributed distributes work across many ma-
processing spreads a combination of chines and uses threads to leverage
threads and processes across multiple the hardware on each machine. SAS
machines. Essentially, you break the has developed patent-pending algo-
problem up into a bunch of small pieces rithms that maximize the use of this
along with the data that is needed for architecture. We also use a variant of
each subproblem, and send both the the classic message passing interface
data and the algorithm to different nodes (MPI) by breaking problems down
to be processed. In the most complex into smaller subproblems and using
cases, this involves a “tree” of workers threads to further break down and
(or nodes), with some workers automati- solve the subproblems.
cally delegating tasks to subworkers.
Business benefits: Now that you’re
When you use it: In general, this con- processing data faster than the win-
figuration is good for large computations dow of time needed, you can start
of smaller amounts of data where you asking what-if questions of real-time
distribute all or most of the data to all the streaming data.
different worker nodes. In other words,
the amount of data being analyzed is
relatively small but the computational
tasks involve many parts and subparts.
Customers are using this today for com-
plex risk calculations. For example, large
international banks can recalculate their
entire risk portfolios at very high speeds
with this grid configuration handling hun-
dreds of predictive computations for a
pricing portfolio in a very short amount of
time. One key factor in determining the
value of this setup is to consider whether
the amount of data being moved around Figure 3:
is a manageable size for the available traditional storage vs. message
network bandwidth. passing architecture
 IQ|1OQ2|P20

Method 4: Adding the present to past

and future calculations
What it is: Methods 1 through 3 look at
historical data and traditional architec-
tures with information stored in the ware-
house. In this environment, it often takes
months of data cleansing and prepara-
tion to get the data ready to analyze.
Now, what if you want to make a decision
or determine the effect of an action in real
time – as a sale is made, for instance, or
at a specific step in the manufacturing
process. With streaming data architec-
tures, you can look at data in the pres-
ent and make immediate decisions. The
larger flood of data coming from smart
phones, online transactions and smart-
grid houses will continue to increase the
amounts of data that you might want to
analyze but not keep. Real-time stream-
ing, complex event processing (CEP) and
analytics will all come together here to let
you decide on the fly which data is worth
keeping and which data to analyze in real
time and then discard.
When you use it: Radio-frequency iden-
tification (RFID) offers a good user case
for this type of architecture. RFID tags
credit in different way, for example, you
may want to respond. If their phone has Systems Devices
been working fine, but you can see that
its performance is starting to deteriorate,
what can you do to improve performance
on the fly? You can only take immediate
action if you have a system for analyzing
data in real time.
The SAS difference: There are a lot of
classic statistical process control ideas
that originated in manufacturing in the
1980s that can be applied to the way
information enters systems and the way
we communicate with people who re-
ceive the information. We have a lot of
Systems
experience with CEP and rules engines
that influences our work in this area.
Business benefits: The attention toward
in-database analytics fits within this area
of high-performance computing as well.
Our strategy for the future will be to put
Systems Devices
the computing power as close to the data
as possible, recognizing that as volumes
of data increase, you need to move data
management processes and analytic
processes to the right place. Sometimes

provide a lot of information, but unless
the state of the item changes, you don’t
need to keep warehousing the data about
that object every day. You only keep data
when it moves through the door and out
of the warehouse. The same concept
applies to a customer who does the
same thing over and over. You don’t
need to keep storing data for analysis on
a regular pattern, but if they change that
pattern, you might want to pay atten-
tion. If you can detect that they’re using
Data
those processes are directly connected
to the devices coming in, where analyt-
ics needs to be applied before you ever
store the data. q
Systems
ONLINE
IDC White Paper: Raising the Bar on Business Analytics:
Innovation Powered by Grid
www.sas.com/reg/wp/corp/10210
Data Warehouse/Database

Figure 4:
Keith Collins, Senior Vice President and Chief Technology Traditional architecture
Officer (CTO) at SAS, is responsible for driving corporate vs. streaming architecture
technology strategy through a focus on customer- and
partner-facing activities. Collins fosters close working
relationships with marketing and sales to ensure that
SAS technologies are aligned with customer needs and
market demand. He has been instrumental in leading SAS’
evolution as a provider of industry-specific solutions.
 P21|IQ|1OQ2
Why business analysts are
so important for IT and CIOs
Molding today’s business analysts into tomorrow’s business technology analysts
by Thomas Wailgum, Senior Editor, CIO Magazine
For two decades, the CIO has been
viewed as the ultimate broker between
the business and technology functions.
But while that may be an accurate per-
ception in the executive boardroom,
down in the trenches, business analysts
have been the ones tasked with devel-
oping business cases for IT application
development, in the process smoothing
relations among competing parties and
moving projects along.
According to a new Forrester report,
however, the reality is less precise
than this description. The business
analyst position varies depending
on the organization, and the line be-
tween pure business functions and IT
functions has eroded.
What is clear: The most successful
business analysts are the ones who
blend the temperament and commu-
nications savvy of a diplomat with
the analytical skills of an intelligence
officer. And business analysts are a
hot commodity.
The in-depth April 2008 Forrester
Research report by analysts Carey
Schwaber and Rob Karel provides a
better understanding of this crucial yet
largely undefined role. “Everyone agrees
on the importance of the business
analyst role,” the analysts write, “but few
know exactly what it is that business
analysts do.”
The 21st century business analyst is a
liaison, bridge and diplomat who
balances the oftentimes incongruous
supply of IT resources and demands
of the business. Forrester’s research
found that those business analysts
who were most successful were
the ones who could “communicate,
facilitate and analyze.”
Some business analyst positions tilt
more toward business functions such as
operations, marketing, finance or engi-
neering; other analysts seem to fit better
in more IT-oriented positions such as in
applications and architecture groups, or
in project management offices.
According to the Forrester analysts,
however, not many people, including
business analysts themselves, are
able to figure out a standard definition
(complete with typical skill sets, proper
training methods and set career paths)
for the business analyst position.
To better understand the business
analyst function, Forrester surveyed 338
current and former business analysts
and reviewed more than 29,000 business
analyst job postings. What Schwaber and
Karel found out is that, at present, there
are “many different breeds of business
analysts, each native to a particular silo
within the enterprise, and each focused
on addressing the most critical concerns
within that silo,” they write in the report,
The New Business Analyst.
The Forrester analysts also discovered
that like many technology-intensive roles
inside companies today, the line between
a pure business analyst and a pure
IT business analyst has blurred. The
waters are muddied even more because
business’ IT needs (such as ERP sys-
tems consolidation or enterprisewide
data warehouse rollouts) span not
only different departments but across
entire companies. In addition, newer
technology methodologies, such as ser-
vice-oriented architecture (SOA), require
a deep understanding of both business
and IT as well as close attention to chang-
ing business conditions, write Schwaber
and Karel.
So just where should a business ana-
lyst reside on an org chart – business
or IT? “Although distinguishing among

breeds of business analyst makes sense
in theory,” note Schwaber and Karel, “in
practice, trends in both business and IT
are forcing business analysts to assume
responsibilities outside of their siloed
comfort areas.”
The ultimate blurring of the business-
oriented business analyst and the
IT-oriented business analyst, contend
the Forrester analysts, is what they term
the business technology analyst. And the
person in this role can be a CIO’s and
the IT department’s ace in the hole, as well
as a better-equipped business liaison.
These new and converged business
technology (BT) analysts, write Schwab-
er and Karel, are the “key to making
dynamic business applications a reality
by both accelerating the speed at which
business applications can be changed
and assuring the engagement of the
business customer in these changes.”
BT analysts possess a blend of business
and operational know-how and a high
degree of tech know-how. In addition,
BT analysts have more “cross-functional
and cross-domain” business experience,
rather than just focusing on one area or
function within the business. Schwaber
and Karel predict that the different breeds
of business analysts (such as solely busi-
ness-focused or solely IT-focused) “will
slowly dissolve as projects increasingly
demand knowledge that spans business
functions like marketing and sales and IT
domains like process, information and
experience,” they write. “As time passes,
fewer and fewer business analysts will
have the luxury of working only in a single
business function or IT domain.”
The challenge for CIOs, the analysts
point out, is molding today’s business
analysts into tomorrow’s highly evolved
BT analysts. Historically, some CIOs
have struggled with how to best use
business analysts.
But CIOs have to do something right
now to influence the crop of future
business analysts because the stakes
are too high. “Your future business
technology analysts will be your most
valuable business analysts because
they can single-handedly turn business-
requested, IT-delivered applications into
tomorrow’s dynamic business applica-
tions,” write Schwaber and Karel.
To do this, CIOs and IT managers can
do several things right now, the analysts
say. Here are a few of the Forrester
analysts’ ideas:
Look in their own backyards
Those employees already working as
business analysts are well-suited to
the role of business technology analyst
“because they’re already familiar with
both the business functions in question
and with business analysis disciplines
like process modeling,” write Schwaber
and Karel. “The best candidates are
busi-ness-oriented business analysts
who want more direct control over how
business processes are automated, and
IT-oriented business analysts who want
to move from IT into the business.”
Look for potential analysts in typically
untapped areas of the business
IT executives also should try fishing in
the pools of business subject-matter
experts for business technology analyst
talent. “Of course, business-oriented
business analysts and business subject
matter experts don’t report to CIOs,” the
analysts write. “Convincing them of the
value of the business technology analyst
IQ|1OQ2|P22
role might require some education and
even evangelism.”
Establish specialized centers
of excellence for business
technology analysts
Given the nature and demands of the
role, business technology analysts will
have to collaborate with a wide range
of critical business and IT stakeholders.
“As a result, they will likely spend their
days scattered across the enterprise,”
note Schwaber and Karel. “To ensure
that the business technology analyst role
is coherent, supported and ultimately
attractive, CIOs should establish a fo-
rum in which these folks can share best
practices, such as a business technology
analysis center of excellence.”
In the end, the more business tech-
nology analysts that are working in the
business, the better off the CIO and
IT function will be– no matter if the BT
analysts are reporting into IT or the
business side. That’s because those
IT-savvy analysts, who will have a
more in-depth understanding of and
more expertise in technologies, will
“ultimately help the business make
better decisions when it comes to
its interactions with IT,” contend the
Forrester analysts. And, “CIOs have
new allies in the business.” q
This article originally appeared on CIO.com.
ONLINE
Special 11-page report on staffing for intelligence:
www.sas.com/resources/asset/104328_1209.pdf
P23|IQ|1OQ2
Ready for takeoff
Fraport on the up with SAS Business Analytics
®
As owner and operator of Frankfurt Air-
port, Fraport AG is one of the world’s
leading airport companies. Frankfurt
Airport had 53.5 million passengers in
2008, making it the third largest airport
in Europe. It has become Germany’s
largest employment complex at a single
location, with more than 500 compa-
nies and organizations providing jobs for
approximately 70,000 people. With its
associated companies and subsidiaries,
Fraport AG is active at more than 60
locations around the world.
Framework supports decision making
Frankfurt Airport is definitely on the up:
• Fraport consistently achieves record
numbers for passengers and freight.
• A fourth runway is planned, as is a third
terminal.
• The airport’s operational managers
depend on correct, consistent and reli-
able information to guide this dynamic
growth to further success.
Questions managers ask often include:
How fast will passenger numbers grow?
Where is the hidden potential for optimiz-
ing current business? What interactions
are there between individual flight
management processes?
These – and other questions – could only
be partially answered with Fraport’s pre-
vious heterogeneous IT infrastructure,
which had evolved over many years.
With a variety of applications developed
for specific purposes, it was difficult
for the company to see the big picture
of flight operations in Frankfurt. And
the uncontrolled growth of applications
resulted in high operating costs.
Roland Krieg, PhD, Senior Vice President
of Information and Telecommunication
and CIO at Fraport AG, states the chal-
lenge facing the company IT department
very clearly: “For me, it was important to
obtain an answer to the question, ‘What
can IT do to provide the information
that will enable management to make
decisions faster?’” The answer was
equally unambiguous: Fraport needed
a business intelligence architecture – a
framework for applications that would
support decision making by senior man-
agers and specialized departmental
employees alike – now and in the future.
One big picture from many sources
Fraport’s Business Intelligence
Architecture Framework (BIAF) is the
solution that now serves as Fraport’s

information backbone. Based on SAS,
BIAF integrates information on past
and future flight movements, passen-
ger and employee data, flight delays,
weather reports and more – all infor-
mation extracted from operational
applications – giving a common overview
of flight operations.
For example, BIAF tells air traffic con-
trollers whether storms are expected,
and gives managers an overview
of all key performance indicators in
near-real time, including average times
for luggage delivery, delay causes for
all flights and airport security levels.
The business data is refreshed every
five minutes. Both managers and
operational experts monitor reports via
their PCs and mobile devices.
The airline’s overall IT architecture is
designed for the challenges of the future,
so Fraport experts can quickly display
new processes and integrate further
reporting solutions with much less effort.
Carefully defined interfaces and com-
panywide standardized metadata
guarantee the flexibility and scalability
of BIAF. Information is accessed via
a Web-based reporting environment,
individually tailored to the employees’
tasks. Currently BIAF has 660 total us-
ers, a 95 percent increase since 2007.
These information consumers can
download predefined reports, contain-
ing summaries of the relevant data.
Key users – employees in specialist
departments who wish to produce
their own, more in-depth reports,
or ask ad hoc questions – can make
multidimensional analyses at the click
of a button.
How did the Fraport IT experts meet
these varied user requirements and
ensure the flexibility and scalability of
the architecture while guaranteeing the
consistency of the overall picture?
The answer is to be found in the SAS
Business Analytics Framework, which
provides business intelligence, data
integration and analytic technologies.
SAS integrates all the necessary
steps for knowledge production –
from data management, data quality,
warehousing, analysis and forecasting,
through to reporting and distribution
of the information.
IQ|1OQ2|P24
Terminal 2 at Frankfurt Airport. Image provided by Fraport
press center photo service.
For instance, Fraport relies on SAS
Data Integration Server to deliver fully
consistent and accurate data. This data
integration platform supports a central,
continuous metadata structure, display-
ing not only technical but also business
management and administrative infor-
mation – such as archive data or access
rights. Likewise, the SAS Enterprise BI
Server creates business intelligence for
everybody. Multiple buttons meet the
various user requirements and provide
reporting and analysis functions in every
degree of detail.
Dieter Steinmann, Senior Manager of
Business Systems at Fraport, sum-
marizes the decision to use SAS: “We
decided to extend BIAF with SAS for
two reasons – from a strategic stand-
point, because the SAS solution
offered the necessary guarantee for the
future, and from a functional standpoint
because it is sufficiently powerful to pro-
duce one big picture out of the myriad
items of information.”
Why didn’t Fraport develop BIAF with
the SAP Business Warehouse, which
was already installed in the company for
operational business tasks? Steinmann
P25|IQ|1OQ2

“We can answer
new questions from
management better
and quicker, produce
reports and reduce IT
infrastructure costs, all
without any major effort.”
Roland Krieg,
PhD, Senior Vice President of
Information and Telecommunication
and CIO, Fraport AG
explains: “We saw advantages of SAS
and SAP in different domains, and there-
fore used the systems where they have
their respective strengths.”
Since bringing the power of SAS to BIAF
more than two years ago, Fraport has
noticed the following benefits:
• Consistent, reliable overview of flight
operations.
• Display of complete processes over the
whole company.
• Simple and fast integration of new tasks
and requirements.
• Faster, better and simpler reporting on
a common database.
• Individual items of information in real
time available to management and
specialist departments.
• Business intelligence for everybody;
in-depth analysis for specialist users.
• Lower operating costs for the business
intelligence infrastructure.
• Financial control enabled through
integration of data from SAP BW.
Strategic intelligence at Fraport
Fraport and SAS specialists deliberately
invested quite a lot of time in the design
of the architecture during the concep-
tual phase. Carefully defined standards
for data control, security questions,
authorizations and definitions of who
does what ensure that, later on, IT
experts can react very quickly and
flexibly to new requests.
– a reporting application for flight inci-
dents, where current and historical data
are summarized, including the destina-
tion, customer structure and delays.
With BIAF, Fraport’s IT experts have
created a strong basis for directing
flight operations. Fraport has also linked
data from SAP BW with SAS. Now the
questions about costs, revenues and
process profitability can be answered –
information that cannot be derived from
SAP BW alone.
“We can answer new questions from
management better and quicker, produce
reports and reduce IT infrastructure costs,
all without any major effort,” says Krieg.
Krieg advises his peers in other organiza-
tions to support management by setting
up similar BI architectures.“I recommend
that business intelligence be seen as
a strategic task for the CIO, thereby
avoiding the situation where you have a
mass of individual solutions delivering in-
consistent data, which will cause people
to make bad decisions.” q
ONLINE
SAS Business Analytics Framework:
www.sas.com/businessanalytics

The payback on this investment in-

cludes very short development and
implementation times for subsequent
individual reporting applications. The
first BIAF solution went live in July 2005

Postmodern storage
Use business analytics across your entire storage landscape
by Allan Russell, SAS Fellow
For the past fifteen years, data ware-
houses have been built and optimized
to store and handle data from transac-
tional systems. For certain kinds of data
and certain kinds of questions, the data
warehouse makes sense, especially
when business users are asking:
• How many dryers were sold last year?
• When did Suzanna Smith become
a customer?
• How much business did we do with our
top supplier in 2009?
As the business becomes more complex,
however, so do the questions asked by
and about the business, including:
• Why is this happening?
• What if these trends continue?
• What actions are best to take based
on these trends?
In addition to asking more complex
questions, businesses are deal-
ing with dramatic increases in data
sources, including data that may
come from outside the organization or
may not originate from classic finan-
cial-based sources.
IQ|1OQ2|P26
To address these issues, organizations
are looking at a more diverse range of
storage approaches. Instead of forcing
all data to trickle into data marts from an
enterprise data warehouse (EDW), IT
leaders are learning how to design,
build and manage a range of analytical
databases built specifically to house
data for analytical applications. Some
of the data may indeed come from the
EDW. However, it’s likely that the struc-
tures will be different, incorporating
wider tables with many variables, and
also including data which has not come
through the classic EDW.
With more and more data flooding the
organization every day, it’s simply not
necessary to store it all in the EDW. Rath-
er, some of it will be stored in temporary
databases or data marts, some of it will
be stored in larger tables that pull in only
the most recent attributes for decision
making (see p 28), and some of it will be
stored off site in “the cloud.”
Ideally, your storage decisions will be
made with analytics as a priority. After
all, many IT analyst firms, from Gartner
to IDC, are saying that analytics are
the future. If you intend to be part of
that future, and you’re planning to run
your business on analytics, you need
 P27|IQ|1OQ2
a business analytics framework that be great for managing data that is used
can work with every type of storage in for basic reporting, but the future will
your IT environment. see more and more storage grids, cloud
computing and “shared nothing” con-
Attributes of new cepts for storage.
analytic infrastructures
When applying analytics, you employ With the growing number of different
a series of different analytical methods physical storage architectures, it’s un-
to answer different types of questions: likely that any one option will be used
predictive modeling to identify your consistently throughout an organiza-
most profitable customers, statistical tion. You need to be able to flexibly opt
forecasting to estimate the right level of between the different storage architec-
inventory and optimization to reduce tures depending on the type of analytical
shipping costs while satisfying demand. method that you’re using – and be flex-
ible enough to choose the right analytics
Likewise, in the high-performance for any type of storage architecture.
computing article on page 17 of this
publication, Keith Collins talks about The good news is that SAS business
four different ways to break analytic analytics can work with all of these
problems down into smaller parts architectures. If you use one platform for
to achieve faster results. As these dif- your enterprise data warehouse, another
ferent grid-enabled methods for analyt- for the data you’re storing temporarily
ics increase in popularity, your storage and another for real-time analytics, you
approaches need to become flexible can use SAS across the full spectrum of
enough to handle the many types of storage environments.
analytical problems you’re solving.
Business implications
From the origins of database systems, With the emergence of diverse storage
the idea has been to store data on discs architectures, businesses do need to
where it could be used by more than one guard against some of the governance
application. Then we evolved to the EDW issues that the single EDW approach
approach, which allowed us to combine was designed to combat. Modern data
and standardize data in situations where quality and data governance approaches
different definitions and formats had help make the most of diversity while still
emerged. These systems will continue to retaining control.
Allan Russell, Senior Vice President of Strategy at SAS, was
selected in 2007 by CEO Jim Goodnight to be a SAS Fellow,
researching and reporting on emerging trends in the soft-
ware industry. A company veteran for more than a quarter
century, Russell works with customers and technology
innovators in many industries.
One important question we hear a
lot is, “How do you ensure that com-
mon entities are in fact described in a
common way when you may have
them represented in multiple stores?”
Here, we recommend Master Data
Management to force a common set of
definitions and to ensure a level of data
quality (see page 9) across systems.
It is also important to set your data qual-
ity standards based on how the data will
be used. Certainly, some data, such as
financial data and customer data, should
be held to high data quality standards.
However, as the range of data we need
to manage continues to expand, it may
be that certain data is useful even though
its quality is not (and possibly never can
be) anywhere near 100 percent. This
is particularly true of much of the data
used in analytical processes. Analyzing
massive amounts of data to discover
broad patterns will not be affected by
the occasional error in the detail in a few
records out of the, say, 3 billion that you
are analyzing. This again is an issue of
governance: deciding what levels of data
quality are appropriate for the different
types of data you will be using, and en-
suring that quality levels are managed
consistently across the infrastructure.
Flexibility and adaptability are important
attributes in your storage environment,
especially if you want to reduce
storage costs and deliver only the
data you need for decision making. As
your storage environment continues to
evolve, remember that SAS Business
Analytics offer the flexibility and the
data management capabilities to turn
data into insight, regardless of whether
your data comes from the data ware-
house, a data mart or the cloud. q

Why you need a customer state vector
Improve modeling with a cross-departmental view of customer data
by Jim Goodnight, CEO, SAS
In most organizations, customer data is
stored in multiple disparate systems, re-
sulting in separate product-related data
stores about each individual customer. In
a bank, for example, data about a cus-
tomer’s credit card history is often stored
separately from checking account data,
home loan data and car loan data.
On a practical level, this limits your un-
derstanding of each customer to a set
of discrete touch points. On a technical
level, it limits the number of variables
that analysts can use to build models for
fraud detection, campaign management
and customer support programs.
Often, organizations believe they are
building an efficient, customer-centric
environment when they are, in fact, in-
creasing the costs and complexities of
managing and maintaining widespread
data. To reduce those complexities, we
propose a real-time storage option called
the customer state vector (CSV).
The customer state vector is based on
an engineering concept that is popular
in the science community. For example,
NASA uses a state vector to control the
space shuttle during operations. Vari-
ables in the shuttle state vector show the
present position, velocity components
and other factors of the orbital trajectory
at snapshots in time. It analyzes where
an orbiting vehicle has been, where it
is now and projects where it is going.
Vectors are an excellent prediction tool
for launch, orbit and landing positions.
Likewise, a customer state vector acts as
a central repository for time-based and
“customer state” data. This approach to
customer-centric data storage gathers
data from various systems and stores
the entirety of a person’s current inter-
actions with the organization based on
integrated, real-time information across
all departments and divisions.
In business analytics, state vectors
are used for modeling. In the process
of building predictive models for fraud
detection or marketing, you discover
the underlying set of variables that are
important for use in those predictive
models. Once you’ve built the models,
you get a good picture of the data and
variables you need to collect. That set
of data is labeled a state vector for the
models you’re building.
With credit card fraud, for instance, you’re
going to need quite a few variables from
the credit card side, including purchase
history and frequency of use. For fraud
in the banking area, you look at size
of deposits, average check size, the
average number of checks written per
week and similar variables. In market-
ing, you try to build models with all
the relative data available on campaign
IQ|1OQ2|P28
response rates and what types of
bank services are used together with
different banking products.
In most organizations today, those
variables for credit card fraud, banking
fraud and marketing would all be stored
separately. The customer state vec-
tor, on the other hand, works across all
operational systems and combines the
data needed for all the models into one
table. Every time a change is made in a
customer’s state, a message is sent to
the state vector manager detailing what
just occurred. The manager uses that
information to update the state vector
for the enterprise.
The idea of the state vector is to collect
all the data for all the decision making
for an entire enterprise in one place. The
CSV is not necessarily storing raw data
on every check that’s written. Instead, it
might include a summarization of some
statistics that are built up from that ac-
count. Rather than saving every last bit of
customer data from operational systems,
it only saves data used in the models the
organization is running.
Once the vector is updated, a number of
different models can be executed and – if
necessary – send information back to,
say, the charge department on whether
or not to accept that charge. The purpose
of the CSV is to supply all the variables
 P29|IQ|1OQ2

The idea of the state vector is to collect all the data

for all the decision making for an entire enterprise
in one place.

needed for all the models throughout the of using just card data, for example,
bank, so you can be ready to score any you can use card data and banking
event that occurs using modeling. deposit data.

One of the important things about this ap-
proach is that it leaves all the operational
systems untouched. Traditionally, there
are so many reports that are dependent
upon those silos of data that organiza-
tions never merge everything together in
one giant database because of the huge
amounts of surrounding reporting and
verification that goes on within the silos.
The CSV helps the organization break
out of its silo approach and bring fraud
data together with customer support
data across the organization.
By contrast, most data warehousing is
not done in real time. Updates are done
on a nightly or weekly extract of opera-
tional data bases. The CSV becomes
more of an operational data store to keep
track of the state of everything that’s
going on for a different customer.
Once you’ve accumulated all the data
used in all the different models, you
could expand the models to make use
of more data from that state vector and
improve your modeling results. Instead
When you pull in variables from multiple
areas across the organization, you’ll start
to see an uplift in results as models are
updated. I’d predict a 15 percent to 20
percent lift in model performance.
As expectations for CIOs continue
to become more strategic and more
business-focused, a state vector proj-
ect is one way for IT to bring value to
the business as a whole. IT leaders
aren’t likely to remove the independent
silos in their organization, but they can
easily gather the data needed from
each of those silos and start maintaining
one CSV to see what every customer
looks like as a whole.
The results in model uplift will be seen
across divisions, and operational sys-
tems will not be affected. If, like most
CIOs, you’re being asked to focus
on business gain and long-term
strategic plans, consider the benefits
of a customer state vector. q

Jim Goodnight has served as SAS CEO since he

co-founded SAS in 1976. A worldwide leader in
enterprise intelligence solutions and services, SAS has
more than 11,000 employees in 53 countries. In 2009,
the company’s 34th consecutive year of growth and
profitability, its revenue was $2.31 billion. Goodnight
has a PhD in statistics and speaks internationally
on leadership, education and innovation.
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