Productivity issues for Agile in BI/DW – Part 2: Technology

Agile in a BI/DW environment faces a unique set of challenges that make becoming productive more difficult. These issues fall into a couple of categories. First are the difficulties in  getting the team to the productivity nirvana promised, which I covered in this post. Second are the difficulties posed by technology and process, which I’ll talk about today.

Some obstructions cannot be moved by thought alone.

Solving problems by thought alone
Solving problems by thought alone

Agility in traditional coding environments runs at a very high level like this: User states requirements, Coder develops an application that meets those requirements, test, showcase, done.

In BI/DW environments there process is less contained and has a lot of external dependencies. A user requesting a metric on a report is not a matter of coding to meet that requirement – we need to find the data source, find the data owner, get access to the data, process it, clean it, conform it and then finally put it on the report. Depending on the size and complexity of the organisation this can take anywhere between days and months to resolve.

Agile development as it is traditionally understood, with short sprints and close user engagement works well for reporting and BI when the data has already been loaded into the Warehouse. If you are starting from scratch, your user will often have become bored and wandered off long before you give them any reporting.

(Yes, once again, nobody cares about the back end because it’s boring and complicated)

Rather than move the mountain to Mohammed…

There are some steps you can take to mitigate this. The product backlog is your friend here. Often with some relatively light work on the backlog you can identify which systems you are going to hit and broadly what data you will need from those systems.

On a large scale project you may find that you have multiple systems to target, all of which will vary in terms of time from discovery to availability in the DW. Here I generally advocate switching to a Kanban type approach (i.e. task by task rather than sprint based) where you try and move your tasks forward as best you can, and once you are blocked getting at one system, while you wait for it to unblock move on to another.

As systems get delivered into the EDW you can start moving to delivering BI in a more interactive, sprint based fashion. I generally advocate decoupling the BI team from the DW team for this reason. The DW team work on a different dynamic and timescale to the BI team (though note I count building Data Marts as a BI function, not a DW function). You do run the risk of building Data Warehouse components that are not needed, but knowing you will discarding some effort is part of Agile thinking so shouldn’t be a big concern.

Once again its about people

You may notice that none of the issues I’ve raised here are set in stone technical issues. It’s still about people – the ability of external people to react to or accommodate your needs – the capacity of users to be engaged in protracted development processes – the flexibility of project sponsors not to have a rigid scope.

Good people who can be flexible and accommodate change are the keystone to agile success. No tool or process with ever trump these factors.

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Productivity issues for Agile in BI/DW – part 1: People

Agile in a BI/DW environment faces a unique set of challenges that make becoming productive more difficult. These issues fall into a couple of categories. First are the difficulties in  getting the team to the productivity nirvana promised. Second are the difficulties in simply being productive. Today I’ll focus on the first case.

Productivity nirvana is hard to find.


A core principle of Agile is the cross functionality of teams – so if there is slack in demand for one type of resource in a sprint, that resource can help out where there is stress on another. So a coder may pick up some test work, a web developer may help with some database design or a tester may help with some documentation and so on. The end result being the team can pretty much jump in each others shoes for basic tasks and only lean on the specialists for the tricky bits.

In BI/DW this cross-skilling is harder to pull off. The technical specialisation is more extreme – people tend to sit in the ETL, Cube or Report developer buckets and its taken them quite a while to get there. There is occasional crossover between a couple of technologies (usually at the BI end between Cube & report) but true polymaths are very rare. Plus the skills required to be good at any of these technologies tends to need very different mindsets – ETL developers tend to need to be methodical, logical thinkers with a strong eye for details and a love of databases – whereas report developers are often more creative and engage more with people (the business). This makes hopping into other team members shoes quite hard.

Meditations on the path

These things can be overcome to an extent by limiting the domains where cross-skilling is expected. This can be done in smaller teams by focusing the areas where the team can support each other away from the technical – for example testing or documentation can be pretty process driven and an ETL developer can easily test a report. Expectations around cross-skilling need to be reined in and the sprint planned with that in mind. This isn’t to say that cross-skilling can’t arise – but the time to get there is going to be a lot longer.

In larger teams you can look at dividing up the teams into areas where cross-skilling is more practical. Typically I like to Partition the DW and BI teams, though I take the perspective that your data mart ETL developer is part of the BI team which means you do need a bit of a flexible player in that BI ETL role though.

Once again its about people

A topic I like to hammer home is that most of your project concerns are not technical or process driven – it’s all about people, specifically people’s ability and willingness to adapt and learn. Picking team members who can adapt, are willing to adapt and can see the value to themselves in doing so are going to get you to the productivity nirvana that much faster.

As always, thoughts, comments and war stories welcome!

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PowerPoint and productivy

Dilbert 24/12/2005
Eight slides of productivity! Impressive!


An in joke for one of my fellow leaders in the BI industry…



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