| Every change in source systems directly related with | | | | not possible to stop processes since company lives |
| reporting systems, specially Business Performance | | | | from them and they are more important. As an |
| Management Software can cause official external and | | | | example, company cannot stop new marketing |
| internal reporting collapse. What may seam like small | | | | campaign of new product line because it will cause |
| change in only one table in sources like change in | | | | reporting inconsistency... |
| customer hierarchy of one larger customer could | | | | Solution for business intelligence reporting problems |
| cause distorted or no data at all in reports if the | | | | could then be development of parallel reporting, live and |
| change is not predicted in company information | | | | off line reporting. Live reporting systems take live data |
| system (IS). For example, finding different business | | | | from systems. This data are usually nonaligned |
| segments of daughter companies beneath residential | | | | reporting data - KPIs for reports. Off line reporting |
| customer. Obviously it is a mistake and needs to be | | | | means to take data from sources in the old way, with |
| cleaned. Misinterpretation of content in one table in | | | | old ETL or with code change to compensate change |
| data mart or in data set can cause false publishing of | | | | in sources. Old ETL or code patch will cause stability |
| all reports related to customer segmentation in this | | | | of reports for a while. Management hates parallel |
| case. | | | | reporting approach since that could mean lot of |
| Small change can have significant impact in case | | | | problems in interpretation of data and causes data |
| when employee goals depend on key Performance | | | | misinterpretation throughout complete company. |
| Indicators (KPIs), budget realization, reporting toward | | | | Management argues about "same" KPIs whose KPI's |
| stock exchange, auditors and etc. Those reports are | | | | are more accurate. From different reporting systems |
| published and can not be historically revised. And all | | | | managers could have taken KPIs from off line |
| named problems might be consequences of only one | | | | reporting, some managers from live reporting and |
| small change in content of data of only one source | | | | some even from a combination of both. Parallel |
| system... Sound absurd, specially from process owners | | | | reporting leads to many problems and more |
| side but it is true. | | | | engagement of resources for maintenance. This is not |
| Real problems begin if it is not possible to stop | | | | an ideal solution instead of releases but is there any |
| changes. Sometimes systems are not designed and | | | | better solution how to handle changes in source |
| structured to handle releases of changes and | | | | systems and making problems in business intelligence |
| therefore can not implement changes in releases. It is | | | | reporting? |