Database Reference
In-Depth Information
have the bandwidth is to estimate work effort. map out a high level project and assign
man-hours to the deliverables. If you are not able to come up with an estimate on the
work effort, this is another indication you might need to engage a partner.
11.4.1.2 Technical Expertise
Are there large knowledge gaps of the technology by
internal resources that could jeopardize the project? Will it take too long to get up to
speed on these technologies that are needed to implement the solution? Are you confi-
dent you can select the right tools, i.e., Drm, oDI (oracle Data Integrator), Studio, or
EPmA (Enterprise Performance management Architect) for your project? If you are not
familiar with the aforementioned, you might need a partner to navigate the myriad of
Essbase tools by oracle and third parties that might benefit your organization.
11.4.1.3 Innovation
Do people in your company challenge the status quo? your com-
pany may have the age-old disease of: “We always do things this way.” And, may not
be equipped with the resources to think innovatively and, dare I say, the mother of all
clichés: “out of the box.” Even if you have solid technical resources with the bandwidth,
you might need a consulting company for help with best practices and designing the
right solution. you may be a technically strong administrator, but it requires a different
skill set to design an Essbase solution. Are you or someone in your organization compe-
tent enough to architect the right solution?
In doing this assessment, be honest with regard to your own weaknesses as well as
those of your company. If you struggle with too many areas, then there is probably a
need for concern with regards to an Essbase project's success and, thus, it may be best to
engage outside resources.
11.4.2 Going Outside
you have come to the realization that you do not have the bandwidth, the expertise, or
the time to staff your project internally. Does management agree? If yes, you are golden.
If not, have you clearly communicated the potential risk of failure to your sponsor and
management team? A large sign with the word DAngEr in flashing lights and sirens
should make it clear. Were you completely honest with them on the capabilities of the
internal resources (including yourself) or did you shoot yourself in the foot and tell
them that you are all-knowing and all-capable? resist the need to continue the percep-
tion of you being superhuman. Agreeing to participate to that extent in something that
is outside of your capabilities will either severely impact your quality of life or even
worse, jeopardize your career. Do not do this to yourself! Look at the importance of
this technology from a strategic perspective and effectively communicate the risks to
organization if the project fails. make sure it is understood that it is not just outright
failure that has impacts, but they also exist if the project does not meet its objectives or
it does not get completed in the necessary time frame. If the project is a “nice to have,”
then maybe it is not the end of the world. If your project is strategic to your organiza-
tion and there are eyes of people with the letter “C” in their title who are watching it
closely, do not do this alone. go and find yourself a partner; run from that project as
fast as can.
11.4.2.1 Selecting the Right Partner
If your company has made the decision to go out-
side for Essbase help, the next step is to select a suitable partner. Project and internal
company requirements drive the kind of consulting company that ultimately gets hired.
