Jazz Up Your Analytics 2024 Justification Letter

Dear [Manager’s Name],

I am writing to propose attending the upcoming Jazz Up Your Analytics C.A.M.P. (Conference for Analytics Management Professionals), which will be held in New Orleans, Louisiana, from Sep. 16 -18. This conference presents a unique opportunity for professional growth and development in analytics management, offering a wealth of knowledge and networking opportunities that will significantly benefit our team and organization.

The CAMP is not just another conference; it’s a transformative experience that brings together industry pioneers and thought leaders in analytics. The conference will cover various topics directly relevant to our current and future projects. Here are some of the key benefits of attending:

  • A Fresh Analytics Approach: The knowledge gained from this conference will enable us to adopt innovative strategies, streamline our processes, and make more informed, agile decisions.
  • Improving our BI tool usage: The conference offers a deep dive into Qlik automation, Power BI development best practices, and enhancing the usage of Cognos 12. 
  • Networking with Industry Pioneers: The opportunity to connect with industry leaders and peers will allow me to learn from other’s experiences and gain insights into emerging trends and best practices in analytics management.
  • Hands-On Learning Sessions: These sessions are designed to provide practical, actionable skills. I’ll have the chance to participate in workshops focusing on accelerating BI projects, fostering collaborative teamwork, and embracing agile decision-making.
  • Earning Motio Certifications: These certifications will enhance my professional credentials and equip me with advanced skills to transform analytics within our organization.

The estimated costs for attending the conference are as follows:

  • Airfare estimate:
  • Hotel: $199/night without breakfast, $231 with breakfast
  • Registration: Early Bird price of $995

I understand the importance of managing our budget effectively, and I am confident that the investment in attending the Jazz Up Your Analytics Conference will yield significant returns in terms of enhanced skills, knowledge, and strategic insights. Upon my return, I am committed to sharing the learnings and best practices with our team, ensuring that the benefits of this experience extend beyond my individual participation.

Thank you for considering my request to attend this important event. I am happy to discuss this further and provide any additional information you may need.


[Your Name]

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As the BI space evolves, organizations must take into account the bottom line of amassing analytics assets.
The more assets you have, the greater the cost to your business. There are the hard costs of keeping redundant assets, i.e., cloud or server capacity. Accumulating multiple versions of the same visualization not only takes up space, but BI vendors are moving to capacity pricing. Companies now pay more if you have more dashboards, apps, and reports. Earlier, we spoke about dependencies. Keeping redundant assets increases the number of dependencies and therefore the complexity. This comes with a price tag.
The implications of asset failures differ, and the business’s repercussions can be minimal or drastic.
Different industries have distinct regulatory requirements to meet. The impact may be minimal if a report for an end-of-year close has a mislabeled column that the sales or marketing department uses, On the other hand, if a healthcare or financial report does not meet the needs of a HIPPA or SOX compliance report, the company and its C-level suite may face severe penalties and reputational damage. Another example is a report that is shared externally. During an update of the report specs, the low-level security was incorrectly applied, which caused people to have access to personal information.
The complexity of assets influences their likelihood of encountering issues.
The last thing a business wants is for a report or app to fail at a crucial moment. If you know the report is complex and has a lot of dependencies, then the probability of failure caused by IT changes is high. That means a change request should be taken into account. Dependency graphs become important. If it is a straightforward sales report that tells notes by salesperson by account, any changes made do not have the same impact on the report, even if it fails. BI operations should treat these reports differently during change.
Not all reports and dashboards fail the same; some reports may lag, definitions might change, or data accuracy and relevance could wane. Understanding these variations aids in better risk anticipation.

Marketing uses several reports for its campaigns – standard analytic assets often delivered through marketing tools. Finance has very complex reports converted from Excel to BI tools while incorporating different consolidation rules. The marketing reports have a different failure mode than the financial reports. They, therefore, need to be managed differently.

It’s time for the company’s monthly business review. The marketing department proceeds to report on leads acquired per salesperson. Unfortunately, half the team has left the organization, and the data fails to load accurately. While this is an inconvenience for the marketing group, it isn’t detrimental to the business. However, a failure in financial reporting for a human resource consulting firm with 1000s contractors that contains critical and complex calculations about sickness, fees, hours, etc, has major implications and needs to be managed differently.

Acknowledging that assets transition through distinct phases allows for effective management decisions at each stage. As new visualizations are released, the information leads to broad use and adoption.
Think back to the start of the pandemic. COVID dashboards were quickly put together and released to the business, showing pertinent information: how the virus spreads, demographics affected the business and risks, etc. At the time, it was relevant and served its purpose. As we moved past the pandemic, COVID-specific information became obsolete, and reporting is integrated into regular HR reporting.
Reports and dashboards are crafted to deliver valuable insights for stakeholders. Over time, though, the worth of assets changes.
When a company opens its first store in a certain area, there are many elements it needs to understand – other stores in the area, traffic patterns, pricing of products, what products to sell, etc. Once the store is operational for some time, specifics are not as important, and it can adopt the standard reporting. The tailor-made analytic assets become irrelevant and no longer add value to the store manager.