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This week's discussion focuses on recognizing when it's time for a rebuild in Power BI or data analytics models. Changes in business needs, data inaccuracies, performance degradation, and the introduction of new systems are common reasons to consider a rebuild. Rebuilding should not be seen negatively; it's an opportunity to improve and adapt to new requirements.

Key indicators for a rebuild include declining performance and the need to awkwardly integrate new data elements. Rebuilds help maintain data integrity, performance, and alignment with business objectives. It's essential to communicate the necessity and benefits of a rebuild to clients and business owners.

Rebuilds should be approached with caution if they seem too sudden or unnecessary. A model should generally be robust for at least a year or two. A phased approach to rebuilding, prioritizing critical reports and retiring outdated ones, can make the process more manageable. Clear communication and training on changes are vital for a successful rebuild.

Budgeting for potential rebuilds is important as business needs evolve. Addressing issues promptly and strategically planning rebuilds can prevent problems from escalating. Rebuilds often progress faster than anticipated, emphasizing the importance of early intervention and careful planning.

Next week, the discussion will likely cover Fabric, a current hot topic, with a focus on providing a well-considered perspective.

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Today, the discussion focuses on breaking bad Excel habits when using Power BI. A common issue is emailing versions of Excel spreadsheets, leading to confusion about the correct version. This same problem occurs with Power BI files (PBIX) on SharePoint, where multiple versions create uncertainty about which one is the latest.

Emailing PBIX files leads to version confusion and outdated data, similar to Excel files. Multiple users making tweaks result in numerous different versions labeled the same. Versioning problems also arise when publishing reports to the Power BI service, leading to multiple versions that clog the system and create confusion.

To avoid these issues, it's essential to implement a lifecycle management process for reports, including development, testing, and production stages, with controlled access to workspaces. This prevents workarounds and ensures a centralized data source. Governance and workspace management are crucial, using repository control and pipeline management to maintain order. While stopping people from emailing files is challenging, centralizing file storage can help.

Starting with good habits is essential. Users should only have viewer access unless necessary, ensuring proper interaction with reports without altering filters or other settings. Engaging key stakeholders and identifying power users help establish proper roles and responsibilities. Delivering quality reports that are responsive, accurate, and well-branded encourages users to rely on centralized data rather than creating their own versions.

Avoid replicating Excel reports in Power BI, as it often leads to inefficiencies and confusion. Using virtual machines (VMs) for different clients helps segregate work and maintain consistency. Encouraging the use of the right tool for the job, whether Excel or Power BI, is crucial for effective data management.

Communication and user education are vital in helping users understand the importance of proper PBIX file management to avoid confusion and ensure data accuracy. Governance, proper roles, and responsibilities, and delivering high-quality reports are key to successful Power BI implementation. Starting with good practices prevents bad habits from forming, ensuring a smooth and efficient Power BI environment.

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Today's episode is about venting frustrations related to development and architecture challenges. By the end, we aim to feel better after discussing these issues.

One major frustration is unexpected updates from Microsoft that change settings, like multi-factor authentication, making management difficult. Another key issue is developing without a proper design, where people jump into projects without fully understanding the requirements, leading to significant problems and setting unrealistic expectations for clients.

Additionally, developers often change or delete fields without informing anyone, causing breaks in reports and processes. Proper communication and discipline are crucial, especially when source systems change unexpectedly. Consistent naming of fields is essential to avoid time-consuming debugging, and using outdated file versions can lead to mapping issues and outdated models.

Source control in Power BI is another critical issue. Better lifecycle management and DevOps integration are needed to prevent inconsistencies. Power BI files should not be shared loosely, and proper licensing is worth the cost for effective management.

Clients often underestimate the complexity and time required for proper reporting, especially after implementing ERP solutions. Reporting should be considered earlier in ERP implementations to avoid issues later. The cost of reporting as part of total project costs has likely increased due to higher expectations for data analytics.

Many projects fail to embed analytics properly, focusing too much on the ERP system itself. Salespeople often oversell ERP capabilities, creating unrealistic expectations. This disconnect between sales promises and actual implementation causes many issues. ITTs for ERP should emphasize analytics from the start, driven by executives rather than accountants.

Different teams demonstrating various capabilities without a cohesive integration plan is a recurring problem. ERP and BI systems need to be architected together for better overall functionality. Ultimately, the focus needs to shift to integrating analytics into the core of ERP projects from the beginning.

The podcast ends with the plan to discuss source control in the next episode, emphasizing its importance and providing final thoughts on avoiding premature solutions and ensuring solid design before starting development.

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The discussion begins with light banter about the weather before shifting to the main topic: change control in projects. Change control is essential to keep projects on budget and on time. Uncontrolled changes can lead to an unlimited budget and indefinite timelines, ultimately preventing project completion.

Many clients don't fully understand the importance of change control, especially in data analytics and reporting, where visual changes are frequent. Early show-and-tell sessions can help manage expectations and control changes effectively. It's crucial to set expectations upfront about the iterative nature of good reports.

The change control process depends on the project methodology, whether agile or waterfall. Agile projects embrace change but require a process to review and approve changes to avoid chaos. A solid change control process involves documentation, a designated role to approve changes, and potentially a formal Change Advisory Board for larger projects. Tools like Jira can help manage this process.

Even minor changes, like visual tweaks, should be documented, especially if they were part of the original documentation. Every change introduces some risk and needs to be tested. Allocating a budget for change control is essential, often around 20-25% of the base budget, to cover unforeseen issues and changes.

Tools like Jira or DevOps are useful for tracking and managing changes. It's important to include changes in status reports and decision logs to ensure transparency and accountability. Excessive changes require a frank discussion with the client about expectations and capabilities. Setting realistic expectations about the tool's capabilities can prevent unrealistic demands.

Clients should be encouraged to think about long-term changes, understanding that reports and systems will evolve. Close collaboration and providing training are key, though clients often return for help. For managing change after project completion, tools like Jira can be used for ongoing change requests, maintaining an audit trail.

The discussion concludes with top tips for effective change control: manage and document all changes, no matter how small; ensure everyone in the project is aware of the change control process; and accept that change will happen, having a process to manage it. Allocating a change budget is crucial to avoid surprises.

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In a recent discussion, three IT consultants explored the necessity of having an internal project manager (PM). They began by discussing the importance of coordination between internal teams and external partners, noting that without an internal PM, managing resources and time becomes challenging. The signs indicating the need for an internal PM include having numerous stakeholders and subject matter experts, where external partners struggle to influence internal deadlines effectively.

When working on projects, the consultants always inquire about the internal team structure and the presence of an internal PM. They emphasized that the role should not be filled by someone without genuine project management skills and authority. For small projects with dedicated subject matter experts, an internal PM might not be necessary. However, for larger projects with multiple internal responsibilities, an internal PM is crucial to avoid project overruns and additional costs.

Clients should look for PMs who can manage resources and time effectively, have access to internal resources, and are empowered to manage priorities and deliver status updates. The PM should also have sufficient knowledge of internal processes to plan around non-movable events like financial reporting deadlines.

When clients do not have an internal PM, they often look to partner PMs to manage resources. However, it is important to understand that partner PMs may have conflicts of interest, and using an independent contractor might be a better solution. Long-standing relationships can sometimes make partner PMs feel like part of the internal team, but this is not typically the case from the beginning.

In conclusion, both internal and partner PMs are essential for the success of projects. They ensure proper scheduling, resource management, and help avoid costly overruns, making them valuable assets in any project.

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In this podcast, the discussion centers around the importance of soft skills for IT consultants. The conversation begins by noting that their least polished podcast on Power BI is the most downloaded. It then shifts focus to the topic of soft skills versus hard skills, highlighting that while technical skills are often prioritized, soft skills are crucial and make up about 75-80% of job effectiveness.

The recruitment expert explains that hard skills are the technical abilities and certifications listed on a CV, while soft skills involve communication, teamwork, problem-solving, and conflict resolution. Employers often hire candidates based on technical skills but may later find issues due to a lack of soft skills.

The discussion emphasizes that soft skills, such as listening, proposing solutions, managing expectations, and effective communication, are essential for consultants. These skills are harder to teach compared to technical skills, which can be developed through structured plans and certifications.

The participants agree that continuous learning and seeking feedback are crucial for developing soft skills. Practical experience, such as volunteering for presentations and engaging in tasks requiring these skills, helps improve them. They also stress the importance of being authentic during interviews and maintaining honesty in client interactions to build long-term relationships.

The podcast concludes by reinforcing the idea that soft skills are critical for career success and should be continuously developed alongside technical abilities.

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The discussion focused on the evolution of business intelligence (BI) and reporting within the Dynamics ecosystem. The guests included experienced professionals who have witnessed the progression from basic transaction-based reporting to advanced real-time analytics.

Initially, reporting in Dynamics used proprietary databases and was primarily for transactional data like purchase orders and sales orders. Over time, with the acquisition of Navision and other products by Microsoft, tools like SQL Server and SSRS were introduced, enhancing reporting capabilities significantly. The introduction of Power BI has further transformed the landscape, allowing for real-time data processing and advanced analytics.

The conversation highlighted how early tools like FRx revolutionized management reporting by enabling detailed financial reports directly from the general ledger (GL). The evolution continued with the integration of SQL Server, enabling more complex and insightful data analysis.

The participants agreed that while more data offers potential for greater insights, it must be organized and presented meaningfully to avoid overwhelming users. They emphasized the importance of effective data visualization in making informed business decisions.

Clients today are more aware of tools like Power BI and are looking for ways to leverage them for better insights. However, there remains a gap between understanding the tool's potential and effectively implementing it. The role of consultants is crucial in bridging this gap by helping clients transform raw data into useful reports.

For clients starting with BI and reporting, the advice included making key metrics easily accessible on devices like phones and smartwatches, integrating data from various systems, and ensuring clean, well-organized data. The discussion concluded with the importance of educating clients on using existing tools effectively to unlock their full potential.

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The podcast features a discussion with James Burke from Wembley Park, focusing on the company's urban redevelopment project in Northwest London. Quintain, the owner of Wembley Park, is building and managing rental apartments, currently with over 4,000 units and plans to reach 10,000. James explains his role in project management and data strategy, highlighting how they built a data warehouse to improve reporting and integrate data from Salesforce and Google Analytics.

A significant project involved unbundling utilities from rent to remain competitive, which required detailed data integration for accurate billing and monitoring. By combining utility data with tenant information, they gained valuable insights into real consumption patterns, helping them optimize building designs and identify issues like vacant units with high utility usage.

The conversation touches on the challenges faced, such as maintaining robust systems and ensuring data flows correctly. It emphasizes the importance of clear data definitions, continuous improvement, and effective training. They also discuss managing demand for Power BI and ensuring consistent data usage across the business.

Unexpected benefits of the project included a deeper understanding of their product, leading to cost optimization and improved sustainability. The company has received awards for their efforts in reducing waste and improving sustainability, and they share their insights within the industry. Overall, the podcast highlights the positive impact of using technology and data to enhance operational efficiency and tenant experience.

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In this podcast, three IT consultants discuss how to find the perfect partner in the context of business and IT partnerships. They emphasize the importance of building long-term, trust-based relationships that are mutually beneficial. Key points include the need for partners to understand the client's industry and speak their language, the value of vendor certifications and tiers, and the importance of honesty and transparency.

The conversation highlights that while certifications and vendor tiers (like Microsoft’s gold and silver levels) can influence customer perception, they are not the sole indicators of a good partnership. Instead, finding a partner who fits the organization’s specific needs and can provide clear value propositions, like total cost of ownership (TCO) and return on investment (ROI), is crucial.

The consultants also stress the importance of soft skills and maintaining amicable relationships, even when challenges arise. They note that with the current IT skills shortage, partners who help educate and build the client’s internal capacity provide significant long-term value.

Referrals and recommendations are seen as powerful tools in finding the right partner. The consultants advise against partners who sell on fear, use excessive jargon, or disparage their competition. They also recommend being wary of customers who focus solely on price without considering value.

In conclusion, the key to successful partnerships lies in trust, mutual objectives, and the willingness to maintain transparency and honesty throughout the relationship.

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Today's episode is all about the daily routines of IT consultants. Their days are diverse, but common themes include frequent meetings, project management, and client interactions. In the initial weeks of a project, much time is spent discussing goals and methods. Basic tasks only require minimal computing power at first, but as projects progress, more powerful equipment becomes necessary.

Interruptions during the workday, such as ad hoc support requests, can disrupt focus and extend the time needed to complete tasks. Remote work has reduced minor interruptions since clients can't walk up to consultants, but breaking concentration for small tasks remains an issue.

Taking breaks is crucial to avoid burnout and maintain productivity. Stepping away from the screen for activities like walking the dog can provide a fresh perspective and solve problems quicker. The culture of presenteeism, where being present is valued over actual productivity, is counterproductive. Remote work has highlighted that constant presence doesn't equate to productivity.

Clients often focus on task completion rather than constant availability. Communicating realistic timelines is essential, especially when quick demos set unrealistic expectations. Building robust and scalable solutions takes time, with modeling and data work taking up most of the effort.

Traveling to client sites can seem glamorous but quickly becomes exhausting, disrupting personal routines. Remote work allows for healthier habits and better work-life balance. Weekends can get disrupted if time isn't managed well, highlighting the importance of setting boundaries to prevent work from taking over personal time.

Balancing billable work with necessary administrative tasks is crucial for long-term success. There's a desire to cluster meetings together for longer focus periods and to spend more time on strategic growth and administration rather than direct project tasks. Managing administrative tasks better can help focus on billable work.

Key Takeaways:

1. IT consultants' days are filled with meetings, client interactions, and development work.
2. Interruptions and ad hoc tasks can break the flow and reduce productivity.
3. Taking breaks is essential for maintaining productivity and mental health.
4. Remote work has reduced minor interruptions but requires self-discipline.
5. Balancing billable work with necessary administrative tasks is crucial.
6. Setting realistic expectations with clients about timelines is important.
7. Travel can be exhausting and disrupt personal routines, making remote work preferable for many.

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