Confidential career includes over 20 years of Business Intelligence management experience in leadership roles with organizations such as Oracle and Teradata. He has worked with clients globally in a number of industries including high tech, retail, heavy manufacturing, discreet manufacturing and others for multiple fortune 100 companies. Key deliverables from these assignments includes Business and IT Strategic Plans, Business Intelligence Roadmaps resulting in production Business Intelligence and Operational applications. In these roles he has developed and implemented break through road-maps, applications, frameworks and tools. Examples of break through frameworks include Customer Demand Based Retailing , Customer Convergence Model and the Information Portfolio Manager . Combining a deep respect of each organizations culture, with a focus on bridging the gap between Business and IT, Mr Fenton has supported the deployment of highly effective, collaborative, BI governing bodies including PMOs, Centers Of Excellence COE , data governance and stewardship and Master Data Management MDM initiatives. Mr. Fenton has presented at national conferences, published in magazines and his contributions have been recognized by multiple client awards. However, his most important achievements are the impacts that he has made to the improved performance of his clients.
- Business Process Mapping Tools and Experience Highly Detailed, BI Specific, Development Project Plans
- Requirements Development not requirements gathering Methodologies and templates ROI / NPV / Cost Benefit Ratio Calculations and Measurements Cross Organizational Consensus Building Workshops
- PMO Roles and Responsibilities definitions and operations BI COE Center of Excellence structures, processes and execution Business and IT, Business Intelligence Solution Delivery Roles and Responsibilities definitions Enterprise Prioritization Consensus Building tools and workshops Release Dependencies Identification tools and templates
- Business Intelligence Engagement Accelerators
- The following BI specific toolkit and experience can be leveraged for rapid deployment as required:
- Concurrent Multi-Release Resource Allocation Methodology and tools
- Communication Plans
- Voice of the Customer Surveys
- Onshore/NearShore/Offshore processes and controls
- Business Intelligence Delivery Dashboard
- Source Target Data Mappings Templates including transformation
- Data and Information Reconciliation and Standardization
- Ability to draw upon Global BI Thought Leaders and Tools Experts to address persistent issues
BI Program Manager
- Honeywell is currently in the process of transitioning to a shared services model for BI delivery. In support of this effort an assessment of current processes, team roles and responsibilities and value creation opportunities was performed
- The initial deliverable was an organization chart that integrated all divisions and contracted firms, supported by roles and responsibilities definitions
- The requirement to transition to Agile methodology was identified. Processes, Jira configuration and an Agile Dashboard was defined. Training and roll out is occurring.
BI Program Manager
- As an initial step in the BI maturity model the client was in the process of deploying MDM for Customer and Product but was struggling. There are 38 Systems of Record SORs that the team was executing against, yet requirements were only partially understood. My task was to get the project back on track. After performing an assessment of the team, development SDLC and requirements, a shift to agile development was executed. This allowed the team to cap the requirements to a finite deliverable, define test scripts and finalize the Phase One Go Live Date. The result was on time delivery with zero defects identified during testing.
- During the course of the MDM delivery the requirement for a long term information delivery strategy became clear. The team was engaged to deliver a BI Strategy with an Enterprise Logical Data Model LDM as the core that all other deliverables were built against. Requirements were built by decomposing existing solutions, interviewing IT and Business SMEs and Executives and mapping this to key metrics, information/data requirements and finally the LDM. This set of deliverables forms the core of Delphi's go forward BI Strategy.
BI Program Manager
- The client was challenged by the lack of a mechanism to aggregate and report data globally. This was compounded by a lack of standard definitions, business rules and global drill-down capability. The team was engaged to define and execute a SDLC that resulted in global consensus regarding requirements, data integration of 18 Systems of Record SOR and the delivery of a baseline dashboard. Working with contacts globally we were able to identify and overcome regional differences, and build out a solution that now forms the baseline for Enterprise BI delivery.
- The initial engagement was to assess the applicability and value of a four year core application development effort. To support the assessment business processes were mapped and the organization's strategic plan was documented. When the development effort was compared to the to-be business processes required to achieve the strategic plan it was clear that the application under development was off track. A get well plan was developed and deployed that included refined requirements and enhanced IT and business responsibilities and processes. New testing processes and controls were deployed that resulted in the application meeting the revised go live date.
BI Project Manager
- The client had decided upon the technology OBIEE but did not have requirements or a deployment team or plan. The initial effort was to develop the requirement and to construct the team. Using facilitated use case and opportunity identification modeling sessions a detailed requirements document was developed and signed off by the business. Source target mappings including transformation rules were developed and master data management issues were identified. A BI Governance Board was proposed and adopted representing both the business and IT that provided development prioritization, master data management decisions and road block removal support as required. An offshore onshore development team was assembled. Development and testing processes were deployed. Architecture, requirements, project management, risk mitigation, DBA and project management were performed onshore. Development and IT testing were performed offshore. The application was deployed to both corporate and divisional users including the CFO, CMO, VPs and Sales associates.
BI Project Manager
- Working as a Program Manager my role was to ensure customer delight through high quality, on time delivery. To accomplish this goal increasing organizational maturity through methodology and disciplined process control was key. Concurrent major and minor releases delivery, while ensuring optimized resource allocation was achieved through the collaborative release definition and execution process embraced by the BI PMO staffed by both business and IT leadership.
- Working closely with a very demanding business client, our team delivered 14 separate major releases, to 1770 global users, 100 on-time with zero known defects including the Executive Dashboard to Cisco's most Senior Leadership Team.
Consultant to the CIO /BI Program Manager
- The world's largest discrete lens manufacturer was struggling with IT execution effectiveness. After performing an overall requirements and organization assessment a BI Roadmap was proposed and adopted, that included a sequenced delivery plan, team structure, technologies and methodologies.
- An Enterprise BI PMO was established and staffed by business and IT leadership to ensure high quality and high value deliverables that improved business performance.
- Key team deliverables included both BI applications and a high bred Discount Management .net application that reduced shipping discounts by 8 mil. the first year. This application including work flow to the CEO, and formed the foundation for the follow on Pricing Management application.
BI PMO Program Manager
- Led BI Roadmap assignments for Lexmark, an international printer manufacturer and Russell Athletics a global apparel and sporting goods manufacturer. These engagements leveraged the Information Portfolio Manger IPM framework, and delivered an integrated enterprise model including People organization, business owner, IT owner, functional ownership, Process level 2 functional definitions, Information data, master files and information definitions, Technology applications and detailed technology stacks. This model was used to create fact based Application and BI Roadmaps and to support ongoing IT Governance investment prioritization and decisions.
BI COE Program Manager
- GE Energy was challenged to respond rapidly to changing market conditions. The 1700 applications developed and acquired over time limited their ability to provide integrated information visibility to the CEO's Office, Energy Leadership Team and knowledge workers. Working with GE Black belts, our methodology was adjusted to become 6 Sigma compliant and was used to deliver an application Roadmap including application integration, enhancement, sunset and upgrade
- Provided ongoing leadership including operating procedures and methodologies to the BI Center of Excellence COE to manage as many as 60 concurrent development releases
- Led the delivery of a number of high profile releases including CEO Energy Metrics and a Supply Chain Visibility project that resulted in improving parts close ratio by 250
BI Solutions Architect / Project Manager
- KMART uses their weekly flyer as a critical tool in their marketing strategy. Leveraging Market Basket data the client challenge was to improve the selection process for advertised items to increase market basket profitability and revenue. This client did not have the infrastructure, raw data, analytics or business process to execute this objective. The engagement first deliverables included a redefined weekly flyer process, which mapped the merchandising, marketing and logistics functions, information, and organizational intersections. This effort also included the delivery of BI analytics, training, and communication strategies to ensure adoption. The forecasted justification for this project was an NPV of 260 million. This process and system is in place today and continues to grow in size and importance.