• What are my customer’s buying is a basic question, but moreover, what products do they buy together?
• Which products do they buy when times are tough?
• What did they buy during the last recovery?
• What aren’t they buying, and what should I recommend they buy?

All great questions, and clearly a value add of a strong BI platform.

eWeek – Using-Business-Intelligence-to-Find-Your-Economic-Recovery

The first and probably most important non-technical differentiated aspect of iStream is the concept of Alignment.  Many consulting organizations and internal IT organizations have some type of design or planning step often called “Envisioning” as an initial step in their development process.  This is for good reason:  understanding the customer’s end goal or picture of success is critical to the success of the project.  At the same time, this does not procedurally support the fact that many individuals are involved in determining the success of a project, and further, in most cases these individuals are not in detailed agreement in regards to what that success looks like, or how it is defined.  Alignment takes this into account, and is a prescribed process to ensure a common understanding of the success criteria by the key stakeholders involved in any enterprise project, including department heads and/or the Information Technology department.  This includes a focus on ensuring that a miscommunication cannot occur where language is not specific enough, for example in clarifying the accepted definition of the term “Sales” in a company.  To explore this a bit, is “Sales” the number of transactions? The dollar volume closed?  Over what timeframe? By what channel? (sales people, resellers, distributors, telesales, etc.) As simple as this concept may sound – misunderstandings or assumptions in areas as simple as this are generally a key reason for project failure.  In this area, LÛCRUM is unique and differentiated in its development approach.

Another key differentiation of LÛCRUM’s approach, particularly as it relates to Business Intelligence, is in the concept of the iteration of a project.  The iStream methodology allows for iteration in the development of the end result, particularly through the recognition that many pieces may make up the whole.  For example, related to Business Intelligence; we may begin by working with an individual decision maker, say the VP of Marketing.  In working with this person we may offer to them the YourView Instant Analytics solution, allowing them to rapidly see their information in a new way through the combination of several different reports or sources into a single view.  Per the YourView solution, this can take place in a matter of days; however by definition it follows the iStream process – however abbreviated – as it is focused on only a single user.  When that VP is prepared to create a complete solution for the Marketing department, the initial work now functions as a pilot/proof of concept rolling into the Alignment, Discover and Architect components of iStream for the larger YourView 360 (Data Mart) project.  In this fashion, we are “iterating” our development of the data mart through one or more “Instant Analytics” projects.  Both projects follow iStream; however the smaller engagements feed into the larger.  When that organization is prepared to roll out an Enterprise Data Warehouse – the same holds true, the work that had been completed at the Data Mart level for the Marketing department will now be employed in the Alignment, Discover and Architect phases of the Enterprise Data Warehouse project.  In this fashion the work that we accomplish at any level of the Business Intelligence Solution chain is applicable for the next, and all would be accomplished using iStream.

While the items above are not descriptive of the entirety of iStream, nor of the entire list of benefits of the LÛCRUM approach, they are absolutely two of the components of iStream which differentiate it from the plethora of SDLC approaches available in the market, and another aspect of what makes LÛCRUM a unique Business Intelligence Consultancy.

To get at the data that most executives feel they need to make accurate decisions, many turn to the manual modification of existing reports, or the creation of their own “Pet” spreadsheet they use almost daily, or certainly many times a week. 

 In an update to a report cited last spring on this site, a September, 2009 Dartmouth University study suggests that the error rates in formulas on spreadsheets in their study were only .087% of all formulas they audited.  HOWEVER, these were in cases where the formula produced the WRONG RESULT, and actually resulted in 87% OF THE SPREADSHEETS REVIEWED having errors in which the spreadsheet then produced the wrong result. 

How good is good enough?  What if you could reproduce the “Pet” spreadsheet in a true Business Intelligence solution which would ensure that the data and results in the sheet were as solid as the data in your transactional systems in the first place?  How much does the wrong data or the wrong decision cost you, or your company?  I would argue that “good enough” might just be good enough, if you could ensure that the data was accurate, and mitigated the possibility of error, while increasing the timeliness of the information to the decision maker.  We have deployed such systems in a couple weeks’ time leveraging tools like SharePoint, Excel, and other software products that our customers already owned, and quickly delivered a system to our customer where we dramatically increased the accuracy of their information.  These solutions form the basis of our iterative approach to Business Intelligence.

So sure, I could find what I was looking for…”what’s the temp at 9AM?”  It takes a pair of readers a few seconds, but it’s there.  There are so many other data points, however.  Is it getting warmer or colder?  Is it going to rain today?  Certainly the other data points are there that would help me to make the decision – relative humidity, cloud cover, wind speed – but I may need to consult the company metadata to understand what it all means and if those numbers mean it will be getting hotter or colder.  THIS IS DATA.  Your org has it…you’ve got to make sense of it. 

What LÛCRUM does, is make this DATA meaningful.  We like to call it Business Intelligence or Data Visualization.  Simply stated, we take all of those data points and help you to make better business decisions (or in this case, help you to decide if you should wear a coat or bring your umbrella). 

THIS IS BI!

THIS 

IS 

BUSINESS 

INTELLIGENCE!! 

Taking lots of data and making it meaningful…yeah, that’ s what LÛCRUM does. 

- Jodie

 Do you like warm temperatures,  gambling and shows? Las Vegas may be your new beginning!  The following positions are 3 month contract to hire opportunities in Las Vegas!!!!

Senior Software Engineer 

The Senior Software Engineer position is responsible for developing software for electronic gaming device and related products as directed as part of a team. 

ESSENTIAL DUTIES AND RESPONSIBILITIES:

• Develops game or core machine software, including design, coding, testing and documentation to specified standards.
• Produces project schedules and completes project on time within budget.
• Ensures adequate testing of software, including preparing test data, test procedure and debug programs.
• Conducts independent research and analysis with minimum supervision from software manager.
• Prepares written report as required.
• May provide work direction, training, assist in setting goals for subordinate team members.
• Other duties as assigned.

 QUALIFICATIONS: 

Education:  Bachelor’s degree in Computer Science, Engineering or related field, or its equivalent.

Experience:  Requires a minimum of five years of experience in software engineering and/or programming.

Demonstrated experience in coding in C and C++.  Experience with UNIX/Linux system programming, network programming and low level device driver programming required.  Experience with OOA/D methodologies required.

Skills, knowledge, and qualifications:

• Experience with Agile Scrum methodologies will be a plus.
• Prior experience in the gaming industry will be a plus.
• Demonstrated excellent oral and written communication skills.
• Must be able to read, write, speak and understand English. 
• Must be able to work independently and be team oriented. 

This position may require registration with the Nevada Gaming Control Board (NGCB) and/or other gaming jurisdictions in which we operate.

Sr. Graphic Artist

We are an Australian-owned leading global entertainment company currently seeking an Artist/Illustrator to join our team-oriented group of creatives and software experts. As a senior artist in the team, you’ll conceptualize, design and develop quality graphics for new games and connect quickly and confidently with management.

A natural leader with sophisticated conceptual skills, you’ll come prepared to mentor junior staff and adeptly integrate graphics packages into an animation and software systems. You’ll come to us with relevant qualifications and significant professional graphic design experience, and strong skills in traditional and computer drawing, and layout and finishing.

This is a rare opportunity to showcase your talents as you produce interesting and varied work using cutting edge tools and technology. You’ll find great satisfaction in leading junior team members by example and developing graphics that will be released onto the international market.

Sr. Graphics Animator

You will play a key role in creating visual content. You will also be integral to the design process, from discussing the brief, right through to visualizing the concept and producing the finished product.

You will need to be a confident communicator who can discuss concepts with a wide range of people at all levels. As you will have a high level of input during frequent briefings and creative meetings. What we will look for in you is a tertiary qualification in either graphic, illustration, animation or industrial design. You will also need strong skills in both Photoshop and Illustrator and be an expert in either flash, TV Pain or 3D Studio Max. Equally important will be your confidence to design your own characters, create animation and come up with original concepts.

• Develops characters and logos and reel symbols for gaming devices.
• Strong drawing skills.
• Maya, 3DStudioMax, Aftereffects knowledge a must.
• Portfolio required.
• Minimum of 8 years experience in drawing, good composition, graphical animation design, in computer art. 
• Minimum 5 years experience in the gaming industry preferred.
• Associates degree and/or vocational certification in video graphics or equivalent.

This is your chance to take on an interesting role in a vibrant and creative collaborative team environment, where you will be encouraged to maximize your creative input.

Sr. Game Mathematical Designer

We’re currently on the lookout for Sr. Game Designers to develop concepts and formulas for high-quality games that will be released on the global market.

Combining your creativity with your mathematical abilities, you’ll design new gaming concepts and follow through with the associated specifications, algorithms and combination sheets. A personable team player you will work closely with designers, artist and software engineers to brainstorm, refine, communicate and test-drive your concepts.

What we will look for in you is games design experience and leadership qualities. You will also need a degree in mathematics or similar, and the capacity to produce games on both new existing platforms. An understanding of programming in C would be advantageous.

• Exceptional understanding of mathematical concepts in gaming.
• Ability to create game concepts and original math models.                                                                  
• Works with other game designers in conducting and verifying mathematic calculations.
• Programming skills a plus.
•  Minimum of 6 years experience in slot game design and a minimum of 3 years of Stepper game design.
• Bachelor’s degree in Mathematics, Computer Science or Engineering

This role offers you an excellent opportunity to see your designs released around the world. You can look forward to challenging leadership responsibilities and the chance to collaborate with some of the industry’s finest designers.

iPad

I wrote a post earlier today prior to seeing the official “unveiling” of the iPad.  After watching 10 minutes of the broadcast, I trashed that version.  Here is what I saw in the iPad…

1.  It’s a iPhone on steroids.  All of the things I love about my iPhone are here.

2.  It’s cool…yeah, I mean it…cool. 

3.  It replaces the newspaper…with a newspaper.  You wanna read the NY Times?  They’ll have an app for that.  With a crystal clear 9″ x 7″ screen it will be better than the newspaper.  I sure hope my Cincinnati Enquirer gets on board with this!  Here’s a few more specs for you:  http://www.pcworld.com/article/187870/ipad_specs_what_apple_announced_and_what_we_still_dont_know.html

4.  For business apps, like mail, I can type longer messages with the larger keyboard.  My fingers won’t get tired from the one key at a time keystrokes.  This will be great when out of the office.  I’ve often waited to get back to the office to respond to a mail message that I say when I was out, simply because my response would take to long on the little keyboard.  Even blog posts could be written on the iPad.

5.  Small & lightweight – THIS is the device to take with you on your next trip out of town!

So it has no hard drive…so what!  With Google docs, I don’t need one.  If I keep my files on SharePoint, I can use Lucrum’s own iPhone app – Attache to access those docs.  (Hey Steve – the SDK is already available for the iPad…can you work on that Attache app??)

Wow!  So excited!  Wonder how long I’ll be able to keep from buying one of these??

- Jodie

Look at that “Admin” cube!  I remember when I joined LÛCRUM we actually had someone answer the phones for us.  Does any company do that anymore?  (On an alternate tangent…I hate those phone systems that require you to say your option…just let me press a darn number!).

Anyway, we’re packing up 13 years of memories, dirt, proposals, old shirts, coffee pots, books (anyone need a slightly used Crystal Reports v5 book?), cables, monitors, obsolete servers, chairs, tables and…

PEOPLE!!!!

So, where are we taking all of these things?  We’re heading north to Kenwood.  Next week, you can find us at 7755 Montgomery Road Suite 160.  I have to say, I am soooooooooooo very excited.  In addition to heading to Kenwood, we are also sending a lot of people to become virtual employees.  That brings a new host of challenges.  GoToMeeting, conference calls, home office organization…wow!

Things will be different for sure on Monday.  But one thing is certain, we’re still focused on data and we still believe in making data visual and easy-to-understand for all!

See you in Kenwood!

No not the song… There is a story that the IT people like to tell, not sure if it is true but I love it so well…sorry Jimmy B.  It goes something like this.

A manufacturing company with a complex assembly line had a machine break down on them.  The machine was critical in the production of their products, yet try as they might to fix it themselves, they just could not keep it running 24×7.  Pridefully, the plant manager didn’t want to admit that his team couldn’t solve the problem, but he knew that soon enough the company’s product yield would be impacted and someone way above his pay grade would notice.  Time to call an expert.

The following week, the expert arrives at the plant.  The plant manager escorted him to the offending machine.  The expert set down his briefcase and began to ask a few questions of the plant manager and the line supervisor.  He then walked around the machine, climbed up the maintenance ladder looking around.  Climbing back down the ladder, he asked the line supervisor if he had a hammer.  The supervisor looked at him sideways and said, “well, uh, yea, I got one.”  So the supervisor went to his toolbox, retrieved a well worn ball-peen hammer and handed it to the expert.  The expert climbed back up the maintenance ladder and leaned over the side of the ladder to reach the broken machine.  He swing the hammer down sharply with a loud “bang”.  Instantly, the machine began to whir, the indicator panel on the side of the machine lit up with all green lights and production was running again!

The plant manager and line supervisor thanked the expert for his help to which the expert replied that he’d send his invoice for services later that week.

The invoice arrived on the plant manager’s desk and when he opened it the invoice contained a single line item for services.

1. Repair of Machine…………………………………………………………………………………………………….$10,000.00

The plant manager was not happy.  He thought to himself, “How in the world can that guy charge me ten grand for swinging a hammer?”  He immediately called the expert and asked him for a detailed invoice.  The expert told him he’d send out another invoice immediately.  Two days later the invoice arrived.  The plant manager tore open the envelope.  The invoice read:

1. Use of Hammer………………………………………………………………………………………………………..……….$1.00
2. Knowing where to strike hammer………………………………………………………………………………$9,999.00

Isn’t this story much like business today when it comes to knowledge? Many companies are now measuring their enterprise data storage in petabytes.   Yet with all that data, they still struggle to answer questions such as—Who’s my most profitable customer? Or, Who’s my most in-need customer? Or, which customer is likely to leave for my competition?  How can I increase my business?  Where should I focus my efforts?  The answers are very likely embedded deep in the data stores of the company but the decision makers can’t get the answers they need, when they need them, how they need them, and how to apply the answers.  And therefore they aren’t getting the knowledge they need.   They have the “hammers” but they aren’t helping.  Enter Business Intelligence.  Sure, BI has been around for a long time, but it’s evolving just as today’s businesses are.   In today’s world, you need more than data.  You need more than information.  What you need is knowledge.  The fluid, meaningful, applicable evolution of data that allows you to “fix your broken machine”.   BI is your answer to unlocking the knowledge you need.

If you’re asking yourself important questions to which you have no answers, might be time to call the expert.

My topic for next Wednesday is BI…Business Intelligence.  More specifically, how do you bring data to users who may not be asking using staff that is already stretched to the limit?  As I’ve discussed in prior posts, most find BI to be a big challenge that is expensive to implement and often times fails to deliver what was promised.  This week I saw a small IT shop that tried to solve the data problem “quick and dirty”.  They had the right concepts and brought the right tools to the party, but they were missing the final piece…making the data make sense to the user community.  Essentially once the data had been aggregated it was “dumped” on the end users.  They had data but it still wasn’t providing any insight.

So how do you bring BI in a cost effective, meaningful way to an organization?  I look at it this way:

1. Identify the end need. What do the users want to see when this is finished?
2. Identify the available data. What’s available today that will help solve #1 above?
3. Identify the gaps. Can the gap data “wait”?  Or do we need it before we can make meaning out of #1?
4. Deliver…deliver…deliver (repeat). If the users have a weekly meeting where they will review this data, they should have one new element (minimum) each week until all are presented.  This gains buy in and confirms that everyone understands the end game.

This method works for both small and large organizations.  It takes discipline and time, an on-going dialog between the developer  and user, and most importantly a developer that understands the business challenges and can bring ideas to help solve those challenges.

-        Happy Building!

So, I decided to venture into the Super Center 3 days before Christmas to specifically buy a popular board game, Risk, for my three boys.   The store greeter told me “left and down 5 aisles or so.”   I came upon the shelves where Candy Land, Trouble, Life, Monopoly and others were located.   No Risk.   There was a stocker, 45 years old, unshaven…reminding me of an auto mechanic…he seemed out of place and I wasn’t sure whether he’d even talk to me.   He was just walking away from the game shelves.   I ran after him stuttering with uncertainty to see if he knew whether they carried Risk and if I was in the right section?  He stopped and said, “well, yes and no.  We don’t sell much so it isn’t stocked very much.”    I then asked about Candy Land, Monopoly, and Life and their stocking levels.  “We sell tons of them.”  So, that’s it.

My question is…does Wal-Mart really do analytics of all of their customers and prospects?   If it’s the normal retail geography of “1-mile, 2-mile, 5-mile, 10-mile”  I should be very near their sweet spot of 3 miles away!  With their new grocery store there, should I be classified as the 40-something guy that wants to buy micro-beers, brie and gorgonzola cheeses, organic crackers and Risk?

Every media company in the country is publishing articles trending the growth of data volumes doubling and tripling!  That includes Wal-Marts data as well.   Business Intelligence and Customer Analytics are going to be key tools for retaining customers, finding new customers, and overall market share strategies.    Leveraging them wisely through intelligence business questions and common sense will still be integral to the overall platform.   Just because you use Business Intelligence doesn’t mean that you are going to be successful…setting specific goals up-front in the process is integral to success.

The Wall Street Journal article this week indicated that Wal-Mart’s web ordering is gaining market share rapidly.   Perhaps they should have offered a web order entry for me with a quick ship program for Risk?  Perhaps next year….for now, I’m going to venture out again and buy the Risk game at another retailer.