When an economic slowdown occurs and cost cutting is the immediate objective, what better way to increase value to the organization than to help it cut the costs of waste, unnecessary or redundant processes, and rework due to missed expectations? Many organizations begin their business intelligence (BI) efforts by implementing a small, easily managed project ­ one that demonstrates the benefits of BI without risking a large investment from the corporation. Good idea, no doubt. If the project is successful, though, the requests for other such projects will rapidly start arriving. Suddenly the coordination of multiple BI implementations becomes a critical management issue. With that in mind, this month's column is dedicated to explaining the roles and responsibilities of a BI program management office (BIPMO).

To differentiate between a project and a program, let's look at the characteristics of each.

Register or login for access to this item and much more

All Information Management content is archived after seven days.

Community members receive:
  • All recent and archived articles
  • Conference offers and updates
  • A full menu of enewsletter options
  • Web seminars, white papers, ebooks

Don't have an account? Register for Free Unlimited Access