City of Las Vegas

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City of Las Vegas

• Information Sharing/
• Business Intelligence Strategy

Patricia Dues Enterprise Program Manager City of
Las Vegas pdues_at_lasvegasnevada.gov
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City of Las Vegas - Background

• Founded in 1905
• Las Vegas City Population 600,000
• LV Valley Population 2,000,000
• CLV Land Area 117 Square Miles
• Mayor/Council Strategic arm
• City Manager Operations arm
• 15 Departments Under CMO
• 3,300 Employees
• CLV Total Budget 1.3B
• CLV GF Budget 750M
• Oracle eBusiness Suite Customer since 1998

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Current Reporting and Analysis ArchitectureMultip
le systems, multiple databases, multiple
reporting needs
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Information Sharing

• Oracle Insight Study
• Need for Enterprise Reporting
• Citys Performance-Based Budgeting Initiative
• Business Intelligence
• OBI EE
• Oracle Business Intelligence Enterprise Edition

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Proposed Solution

• Business Intelligence
• OBI EE
• Oracle Business Intelligence Enterprise Edition

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Why Oracle? Gartners Magic Quadrant
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Business Intelligence Strategy

• The importance of BI Strategy
• Establish the foundation and infrastructure for
  all successive phases.
• Clarify the value and benefits that the City (the
  enterprise) expects to receive from the project.
• Develop data governance infrastructure, decision
  support and maintenance criteria.
• Strategic data needs will evolve over time
  necessitating a structured approach to change.
• Managing cross functional and cross
  organizational priorities requires a
  pre-determined process for incorporating new data
  and revisions to existing data.
• Tools and technology will continue to rapidly
  evolve. Governance assists with transition to
  newer technologies and tools.

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Scalable and Sustainable Process
Provide greater self-sufficiency at each level
and enable each member of the process to do what
they do best

Business Users

• Share dashboards, reports, alerts
• Easily build / modify their own analysis

• Build shared dashboards, alerts, workflow
  processes for their user community
• Utilize Business Process Manager to personalize
  approvals and improve business efficiencies

Business Analysts Operations
IT

• Focus on data infrastructure, metadata model,
  tuning performance, security

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Business Intelligence
All Sources All Uses
Search
Ad-hoc Analysis
Interactive Dashboards
Proactive Detection and Alerts
MS Office Outlook Integration
Reporting Publishing
Disconnected Mobile Analytics
Desktop Gadgets
Common Enterprise Information Model
Integrated Security, User Management,
Personalization
Multidimensional Calculation and Integration
Engine
Intelligent Request Generation and Optimized Data
Access Services
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Roadmap to BI

• Recommendations
• Develop Enterprise BI Strategy.
• Establish data governance foundation.
• Complete KPI identification definition.
• Refine PerformancePlus process. How will the
  information be used?
• Release initial metrics.
• Refine management process measures as
  necessary.
• Implement additional metrics.
• Begin rollout of Oracle Business intelligence
  Enterprise Edition dashboards, reports,
  analytics.
• Establish Business Intelligence Competency Center.

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9
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1
Higher
3
5
2
Value
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Lower
Mid Term
Long Term
Short Term
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Project Resource Requirements

• Steering Committee Assist with managing scope
  and budget. Resolve cross-organizational
  disputes.
• Deputy City Manager
• Chief Information Officer
• Director of Finance
• Directors from Business Units
• PerformancePlus Coordinator
• Enterprise Program Manager
• Extended Team Roles Apply specialized functional
  and/or technical knowledge/skills specific to the
  project.
• Enterprise Project Manager
• Business Representatives
• Technical Business Analysts
• BI Tool Architects/Developers
• Testers

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Best Practices People, Processes Policies

• Executive commitment is essential.
• Develop a common language with consistent
  definitions.
• Commitment to data governance will be critical to
  success.
• Start small for a quick win Expand
  incrementally.
• Work to achieve a balance between the usefulness
  of performance data and the cost of gathering and
  maintaining the data.
• Leverage expertise best practices from
  experienced consultants.

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Best Practices Technology

• Best practices and tools should be used.
• A integrated web-based self service tool is
  essential.
• An Enterprise Information Model should be
  created.
• Make data available via integrated GIS
  presentations.
• Architect for growth- The demand for information
  is exploding.

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Business Intelligence Long-Term Goals
Enabling the Insight-Driven Enterprise

• Empower Employees
• Provide every individual with relevant, complete,
  contextual information that is tailored
  specifically to their role.
• Provide Real-time Intelligence
• Deliver insight that predicts the best next step,
  and deliver it in time to influence the business
  outcome
• Use Insights to Guide Actions
• Allow for the seamless integration of this
  information directly within operational business
  processes
• Lead people to take fact-based actions to
  optimize decisions business interactions.
• Insight-Driven Applications
• Deliver complete area-specific BI/Analytic
  applications based on best practices that will
  mitigate risk, deploy quickly, and provide
  superior ownership economics

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Performance Plus Business Objectives
Accountability, Transparency, Efficiency - Results
Focus on the Citys core mission Providing
Municipal Services Customer Service

• Integrate business execution and management with
  Insight-driven business process optimization
• Improve the efficiency and responsiveness with
  sense and respond
• More responsive to ad hoc requests from external
  and internal users
• Empower Performance Plus , It is not going away
• Empower users- Let IT focus on other priority
  tasks
• True ad hoc
• Easy to use, Business terminology
• Make information valuable, relevant, not a burden
  
• Make information a tool for change and
  improvement not a tool for punitive efforts.

Accurate, consistent, reliable information for
all constituents
Self Service
Enhance the agility to support emerging City
initiatives
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BI Competency Center

• The consolidation of best practice functions and
  services, allowing rapid, repeatable successes
  with deployments.
• The centralization of competency and operational
  efficiency which maximizes the use of technology
  resources and assets.
• The ability to provide strategic BI deployment
  planningaccelerating rollout success.
• Higher and faster adoption of the complete BI
  lifecycle and single version of the truth
  across the entire enterprise which improves user
  satisfaction and self-service.
• Enforce a BI standard with the ability to
  identify new opportunities to leverage the Citys
  intelligence capabilities.
• Train end users on how to use the intelligence
  tools and technology effectively.

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High Level Iterative Projects Timeline

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Future Reporting Analysis Architecture

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Questions?
Patricia Dues Enterprise Program Manager City of
Las Vegas pdues_at_lasvegasnevada.gov 702-229-5433