First, give conclusions that can be used for decision-making
It is not recommended to do a corporate screen first, nor do we need to stop all analysis for governance purposes. Selecting three to five indicators of real action by management goes back to the source system and detail, recording calibre, responsibility and quality issues. A first-line BI that can be reconciled with stability, and there are conflicts that create governance tasks simultaneously.
What conditions need to be identified before judgement is made?
The same question may have different answers under different business, data and project phases. It is suggested that the following conditions be checked and that the common findings on the web be incorporated into their own projects.
Suggested order of advance
First, we'll be clear about the target and the border.
Select an operational theme and a small number of decision-making indicators.
Validation Key Dependence
Check definitions, sources, updates and privileges.
Development of assessable outcomes
Establish reports and record data quality problems at the same time.
Make sure you decide the next step with the real results.
Extension of analysis or governance through monthly reset decisions.
How do you understand it in the actual business?
The report is more understandable because the company first built the sales cockpit, and found that the order income and the financial income varied in calibre. Instead of imposing a number, the team defined business orders, shipments, and financial income separately, and clearly applied the scene and the responsible person.
The easiest pit to step on.
There are many indicators on the screen, but no management action.
Treat ETL cleansing as governance, without operational responsibility
The report is only a summary and cannot be traced back to the source.
How should we end up receiving and confirming?
Each indicator should provide definitions, dimensions, sources, refreshing, responsible and drill paths, and be checked with operational finances using a sample of fixed dates.
When preparing to communicate with suppliers or internal teams, it is recommended that current processes, representative samples, existing systems, planning time and budget levels be brought. First, the unknown items are clearly marked, and then the decision is made to use diagnostics, PoC, fixed-range projects or ongoing research and development, which is usually more reliable than a direct demand for a price and duration without borders.