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Analytics Team

ANALYTICS TEAM 1

Institution Affiliation

With the changingoperational dynamics, business organizations are going to greaterlengths to ensure that all systems are updated. There is a hugedemand for data in the decision-making process. As such, firms havedeveloped teams that analyze data and interpret them to be able toimprove the operational frameworks (Harrington, 2014). Additionally,through the analytics team, alternatives steps have been identifiedand integrated into the activities of most firms. This ensures thepreparedness of enterprises in case new challenges arise. In thispaper, we highlight the process of establishing the analytics teamand the implementation of technological and business changes to anorganization.

For any businessorganization planning on developing an analytics team, variousfactors should be taken into consideration. These include the mostappropriate leadership and governance structures, the scope ofservice charter, groups and the respective roles of each of theindividuals involved in the decision-making process. The commandstructure should be in line with the RACI framework that integratesresponsibility, accountability, contributions, and information.

In the process of developing the analytics team, it is necessary toensure that the entire process is based on an efficient leadershipstructure as well as clear operating guidelines (Harrington, 2014).The changes will consider both the internal and external stakeholdersthat are affected by alterations to the existing frameworks and theextent of change on both groups. Additionally, the proposed changesshould ensure that business partnerships are catered for effectively.The analytics team should also be composed of the leading teammembers with the required levels of expertise. Finally, supportingoperational teams should be established to deal with any issues thatmay arise in the process of forming an analytics team. According tothe RACI framework, both the stakeholders and the interested teamsshould be enlightened on the ownership and guidelines of operations.

The scope ofservice charter is considered to be an essential element indetermining the capacity of the analytic function (Harrington, 2014).It, therefore, focuses on the communicative roles of the team withregards to the stakeholders within the organization. Some of theelements that are discussed include the design, deployment and themaintenance of the analytics capabilities (Harrington, 2014). In thiscase, the technological and business changes will involve the sale ofcommodities through the internet, and as such, might affect the roleof employees initially tasked with the direct sales. According to theanalytics operation model, business intelligence and general datawarehouse are not incorporated into the analytics. This is inrelation to the capacities for public reporting and operationalreporting for the transactional systems.

Therefore, theservices provided by an analytics function covers far and wide andinclude the determination of business process that would facilitatethe realization of value based on the analytics capabilities. Otherservices involve the definition of functional designs that areessential for the analytic models as well as the supporting datastructures. Detailed technical designs for the supporting datasources are also an important service provided by the analyticsfunctions. Such tasks assist in the evaluation of volume, velocityand variety of the subject area under consideration in addition toproviding training and education for the business analysts on themost appropriate models to be incorporated into the organization.Finally, the analytic functions include testing and introduction ofthe new analytic models into the production process and sustenance ofthe existing models.

The success ofthe analytic functions will extensively depend on the teams and thestructures that have been put in place. The number and types oforganizations should cover a series of duties such as analyticsdevelopment, change management team, functional team, and thetechnical architecture team. In most instances, the titles of theteams are likely to vary depending on one organization to the other.Despite the differences in the names of the teams, they play similarroles in ensuring that the analytics team is developed and able todischarge its mandate effectively.

Analyticsdevelopment is composed of resources that are employed to make surethat the analytics technical environment is effective to facilitatethe completion of the primary processes. The process will, therefore,include data management, designing, building and testing the analyticmodel, business intelligence reports, and integration of data withthe source systems. The level of support from the organizationdepends on the centralization of the analytic functions. Acentralized analytics capability refers to a business organizationthat puts all the analytic talents within one team. It can takevarious models such as analytics delivery organization, analyticsfunctional team, analytics center of excellence, and analytics sharedservice. On the other hand, decentralized analytics capability isfound in groups that have diversified its analytics talents intodepartments. An organizational chart does not exist in such casesbecause there is no primary chief executive tasked with overseeingthe analytics capabilities.

In this case, theanalytics team to be developed has been given the responsibility offacilitating technological and business changes as the organizationproceeds to the use of the internet as the sales avenue (Wetzler,2015). The team is to be composed of the project lead, dataarchitect, product developer, analysts and a reporting developer.Each position will be expected to provide individual deliverableswithin a given period to ensure that the organization has met itsprimary objectives.

The project leadwill be tasked with the responsibility of delivering the plannedanalytics implementation. The individual in such a position should beable to identify the stakeholders as well as their needs.Additionally, the communicative goals should be communicated and atimeline provided to facilitate the completion of tasks.

On the otherhand, the data architect refers to the title of the person taskedwith the development of the company’s data model. He should have atechnical capacity to understand how querying the data operates(Wetzler, 2015). The model is one of the primary determinants of thescope of the project and as such, is a critical component of theanalytic function. The product developer will add codes to data arecollected in all instances. As such, the model should detectactivities such as logins, purchases, and uploads (Wetzler, 2015).The number of individuals working as product developers will dependon the number of sources of events to be integrated into theanalytics model. Since part of their responsibilities involvessetting up tracking, a product developer should be able to deal withseparate repositories by ensuring that the production data is notmixed up.

Analysts are partof the analytics team whose primary role is the interpretation ofdata that has been collected by the model. They ensure that theorganization obtains value from the data gathered by identifying itsimportance in the decision-making process. An analyst should be ableto provide conclusions from the results of the analysis. Theirinterpretation of the analysis should be based on the data obtainedfrom the relevant sources of events. Communication skills are also anessential trait for the developer due to the need to summarize theconclusions from the data that has been analyzed. The reportingdeveloper role is optional for some organizations. However, theirprincipal responsibility relates to the developing reports fromqueries to facilitate the decision-making process. It involves thepreparation of information that can be understood and utilized by theproduct managers to evaluate the effectiveness of the analytics team.

References

Harrington, E. (2014). Building an analytics team for yourorganization part II. International Institute for Analytics.Retrieved fromhttp://iianalytics.com/research/building-an-analytics-team-for-your-organization-a-view-into-the-operating

Wetzler, M. (2015). Roles &amp responsibilities of a successfulanalytics team. Keen IO. Retrieved fromhttps://keen.io/blog/133424159331/roles-responsibilities-of-a-successful-analytics