Database Reference
In-Depth Information
11.5.3.5 Training Plan and Documents
In contrast to system documentation, training
documents will be read en masse when the system is implemented and singly or in groups
on an ongoing basis as users adopt the system. At a minimum, training documents must
include:
• A description of data and metadata sources (for background and in simple busi-
ness terms)
• A calculation overview (in business terms, do not show mDx (multidimensional
expressions) statements if written in mDx, provide the information in plain
English)
• Dimensionality
• Connection, retrieve, and submit (if it is a write-back implementation) instructions
• reports: Their description and how to access
• Security model
11.5.4 Success or Failure Is Your Responsibility
In the end, consultants work at your company's bidding. The consultants are looking for
you to be the day-to-day agent of the business's requirements. Ensure that the consul-
tants are implementing the right solution to your pain point by requiring the documents
and advice detailed above. If you define your requirements explicitly, review documen-
tation closely, and actively participate in the management of the plan, we will not need
to wish you luck. you will have made your own.
11.6 managing expeCtations
It is a term we often hear when having to deliver services to our internal customers.
“We need to manage the clients' expectations.” But, what does that really mean?
Expectations are your customers' perceptions of how the system needs to perform and
provide value. These expectations can ultimately define your success or failure within
the organization and because of their enormous impact on you and your career, expec-
tations cannot be left to chance and need to be managed. It is imperative that you under-
stand and moreover meet or even exceed these expectations to be successful. It is a
common mistake to “assume” you know what your customers are thinking. you do not.
having a clear understanding of your clients' expectations of you and the system is
key to project success. Listen to their story and hear what they are really saying. Their
expectations can be unrealistic, like pie in the sky or castles in the air. your job is to
bring them back down to Earth, but gently. This deflation of dreams can be mitigated
if frank discussions are had up front about what is expected. It is as literal (and simple)
as asking, “What are your expectations of the system?” Sometimes they will tell you;
sometimes you will have to pull it out of them.
Their expectations can be influenced by a number of factors including you, your peers,
your predecessor, and your manager; their prior experience at different organizations;
their perceived knowledge; and a whole host of other factors. It is impossible to control or
cover these influences. What you can do is understand why they have these expectations.
once understood, you can bring them back to reality to define more realistic opportuni-
ties by educating them about the greatness and limitations of Essbase, communicating
often during the process, and explaining why. Do this as early as possible in the project
because expectations become more solidified the longer they are not addressed. The act of
expectation setting should be a give and take discussion until both parties are reasonably
