Crystal Reports Administration:
Identifying Outdated Report Structures

When report structures become outdated, the value of the reports diminishes or the reports become irrelevant altogether. The report structure is essentially the report minus the actual data.

When you design the report structure, you determine such things as what type of information will ultimately be displayed, which source fields to use, what kinds of formulas to use, the order and layout of the results, and so on.

What is an outdated report structure?

Before you can identify outdated report structures, you must know what an outdated report structure is. Our definition here is as follows:

An outdated report structure is one that either:
    a. No longer serves the original purpose, or
    b. Does not serve the present purpose

Some causes

Report structures can become outdated for any of many reasons. Here are some:

• End-user needs change (X replaces Y)
• End-user needs shift (more emphasis on X than Y)
• End-users change (lower or higher level of sophistication)
• Business environment changes (thus business intelligence needs change)
• Database structure changes (new information is available)
• IT environment changes (thus changing constraints)
• New security issues arise (new limits on distribution)

As you can see, there are many reasons your report structure can become outdated. The less relevant your reports are, the less relevant your job becomes to the company. So, it is critical that you have a methodology for addressing this issue before problems arise. There is no way to automate that. Let's look at some tips.

What to do

• Network. To many IT people, this means giving folks your resume when you get laid off. That's not networking--that's notworking (and if you continue to do that, you will continue not working, as it is an ineffective job search strategy). To network, you must build relationships with key people.
  
  So, identify folks who are key to your company or industry. Make friends with them, even if that simply means water cooler friends. They will keep you "in the loop" on changes that are macro and micro in nature. You will then be aware of forces that are changing the relevancy of your report structures--and thus the relevancy of your reports, and thus the relevancy of you. This is a general approach.
  
• Establish a feedback system. This is a specific but passive approach, but it is helpful because it allows the most vocal of your end-users to provide you with their input. Make this system easy for others to use. Always thank contributors for their feedback. Don't defend or debate.
  
• Contact end-users one-on-one. This is a specific and active approach at the micro level. It will provide you with a detailed view (like seeing the trees in the forest) of what an end-user is doing. The more you can interact with the end-user--preferably in a structured way face to face while the end-user is using the reports--the better.
  
  If you can actually observe the end-user working with the report, you will get all kinds of valuable information. Prepare for this by scheduling a discreet block of time with specific objectives that you make the end-user aware of well ahead of time. Best results come if you can discuss the issues briefly, by phone, ahead of time.
  
• Establish a panel. This is a general but active approach that brings issue awareness to the forefront. If you appoint a panel of key users (for example, someone from accounting, someone from sales, someone from marketing, someone from production) to meet (or teleconference) quarterly per a pre-sent agenda, you will pretty much get the pulse of the organization. Think of these people as a board of advisors. Conduct your interactions with them so that you convey it is their knowledge and advice you want.
  
  Caution: Keep these meetings from becoming a big time-user. Otherwise, you create a situation where the reports get seen as a high-maintenance time-drain. If you have a physical meeting, ask for people to send information ahead of time, so the meeting is efficient. See our Secrets of Effective Meetings course, so you don't end up poisoning your career with inefficient meetings.
   
• Ask the bosses. This is a general and very specific approach. Take a look at a given report, and--based on what you've gathered from your other methods of information-gathering--identify up to three items that may be of questionable relevancy. Then, ask the appropriate bosses for their input.
  
  Start off by saying you have three (or whatever number, but no more than three) business intelligence items you need advice on. Name the three, and then go into them one at a time. After you get your feedback, thank this boss. Then, conclude by asking something along the lines of, "Is there something missing from the reports you are using? Can you think about that and let me know? I really appreciate your time and I can pay you back by improving the quality of the business intelligence you rely on." Notice how this conclusion doesn't ask for more information right now, doesn't extend the conversation, and does put you in the position of being this person's business ally.
  
  This asking the bosses process not only helps you keep your reports relevant, but it gives you a valid reason to contact those bosses. Remember, being saved from a layoff list is often a matter of a boss saying, "But we can't lose Joe! He was just up here yesterday doing X--and it's critical. Is there any way we can keep him here?" But, if there is no boss who knows you then you are just another employee ID. Also, if the bosses do lay you off, they will be the first in line for giving you contract work and/or recommendations. So, use this opportunity to be visible.