FROM: Carol Marotti, Business Intelligence Manager
DATE: May 11, 2013
SUBJECT: Business Intelligence (“BI”) Analyst Position
At the end of 2012, my budget was approved to hire a BI Analyst. Unfortunately, we had a budget freeze at the beginning of this year and stopped recruiting. This memo describes the operational gap and provide details of the requirements for the new position and how adding this new position will align us with our strategy to grow through Mergers and Acquisitions and increase Operational Efficiency.
My team is responsible for producing operational reporting for the departments in the organization as well as execute projects to deliver strategic reporting to the executive team. The operational reporting work is non-capitalized expense, however, the project work is capitalized and focused on delivering high-value analytics to the executive team. The resources on my team are highly skilled and their salaries exceed the average analyst. My resource strategy is to maximize the time committed to project work and minimize time on operational reporting. After successful delivery of the first strategic reporting solution, the team started receiving a large number of requests for operational reports on the new system. The increase in expense only work is driving up our expense ratio. This presents us with two options:
1. Deny the report requests.
2. Divert expensive resources from project work,
3. Hiring short-term contractors to perform the work, or
4. Open a position for a lower cost, less experienced report developer.
I do not anticipate a reduction in demand for new reports. With each project delivery, the business will have a greater demand to streamline their current processes, leading to increased demand for analysis and reporting work. Denying the requests will create increased frustration and negatively affect adoption of the new system. The current approach of...
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