Data Warehouse

Programme Notes

Alan McSweeney
Objective

• Toprovide a high-level overview of the programme to

implement a corporate date warehouse

November 26, 2009 2

Strategic Goal — Information Management Value
Chain
• Focus on the key goal of the programme
− Achieve greater information management
− Embed processes and tools in the organisation to enable (passive) and ensure
(active) greater exploitation of information
• Achieve greater organisational information maturity

0 1 2 3 4 5
Non Existent Aware Reactive Proactive Managed Optimised

Information Processes Information Information Information is Information

Management Are Ad Hoc Management Management is Managed as an Management
Processes And Processes Agreed at a Enterprise Asset Agreed at a
Not Applied Not Organised, Follow Management and Information Strategic Level,
At All Some Awareness, A Regular Level and Processes Good
Little Action Pattern and Processes Are Monitored Practices Are
Actions and Are Documented And Measured Followed And
Responses Occur And Automated With
Communicated Continuous
Improvement

November 26, 2009 3

Information Management and Vision

• Vision
− Realisation of the full benefits of Corporate Information by
making it readily available to Management and Staff
− Treat Information as a Corporate Asset
• Mission
− Establish an Information Governance function, enhanced
information systems capability and greater collaboration for
value delivery
− Structure programme to realise this vision
• What will give the greatest chance of achieving the
greatest value at the lowest risk and lowest cost?

November 26, 2009 4

Information Management and Vision

• Achieving the goal is a journey

• Identify the route
• Definethe process by which the route will be travelled
and issues and risks managed
• Define the stages along the route

November 26, 2009 5

Achieving the Goal

Access Report Discover Interpret Model

Learn what is Driving

Running the Business Improving the Business
the Business

• Know the goal, the route and how to realise it

November 26, 2009 6

Core Implementation Requirements

• Change in Organisation Culture

• Training and Communication
• Single Source of Information
• Greater Reporting Capability
• Support for Unstructured Data
• Efficiency and Effectiveness of Processes
• Categorisation of Data and Consistency of Definition

November 26, 2009 7

Three Components of Strategic Framework
Supporting Goal Realisation

November 26, 2009 8

Programme Structure

• Structure
the associated implementation programme to
achieve the goal and requirements

November 26, 2009 9

 High-Level Programme Structure

Information Management Goal

Business Performance
Management

Tools, Training, Personal

Infrastructure, Structures and Performance
Implementation, Technology Management
Processes
Operation Initiatives

Organisation
Change,
Change Management Performance
Management
Governance,
Processes,
Programme Delivery Staffing, Issue,
Risk, Change
Management

November 26, 2009 10

Three Pillars of Information Management
Framework
• Technology
− Data Quality
− Enterprise Data Model
− Reporting and Analysis
− Collaboration and Portal
• Value
− Drive Initiatives to Yield Value from
Information Assets
− Improved Information Quality
− Enable Management of Key Business
Issues
− Eliminate Inefficiencies in Information
Processes
− Move from Reporting to Insight
− Deeper Understanding of Business
Operations To Enable Better Performance
Management
− Support for Emerging Information
Requirements
− Drive Realisation of Goal
November 26, 2009
• Governance
− Enterprise-wide Sponsorship and
Oversight
− Executive Sponsorship Business and
IT involvement
− Subject Matter Experts
− Facilitate Cultural Change
− Setup Team Responsible for
Common/Enterprise data
− Define and Manage Roles, Rules of
Engagement, Governance Metrics,
Success Measures
− Define Policies and Procedures
− Common Methodology and
Standards
− Manage Phased Implementation
11
Pillars of Information Management Framework

Value

Drive Initiatives to Yield Value

Technology from Information Assets Governance
Improved Information Quality
Enable Management of Key
Data Quality Enterprise-
Enterprise-wide Sponsorship and
Business Issues
Enterprise Data Model Oversight
Eliminate Inefficiencies in
Reporting and Analysis Executive Sponsorship Business
Information Processes
Collaboration and Portal and IT involvement
Move from Reporting to Insight
Subject Matter Experts
Deeper Understanding of
Facilitate Cultural Change
Business Operations To Enable
Setup Team Responsible for
Better Performance Management
Common/Enterprise data
Support for Emerging Information
Define and Manage Roles, Rules of
Requirements
Engagement, Governance Metrics,
Drive Realisation of Goal
Success Measures
Define Policies and Procedures
Common Methodology and
Standards
Manage Phased Implementation

November 26, 2009 12

 Overlaying Programme Structure with Information
Management Framework

Information Management Goal

Value

Business Performance
Management

Technology Governance
Tools, Training, Personal
Infrastructure, Structures and Performance
Implementation, Technology Management
Processes
Operation Initiatives

Organisation
Change,
Change Management Performance
Management
Governance,
Processes,
Programme Delivery Staffing, Issue,
Risk, Change
Management

November 26, 2009 13

Contexts and Perspectives on Change and Impact
• Business-
Business-Oriented Context
− Business Process focuses on the actions, how and in
what sequence activities are carried out, what rules are
followed, and the types of results obtained
− Organisation focuses on the people and organisations
involved in the change: their culture, capabilities,
capacities, roles, structures, and organisational units
− Location focuses on the geographic distribution of
locations where business is conducted and the
characteristics of various location types
• Technology-
Technology-Oriented Context
− Information and Data focuses on business rules, content,
structure, relationships, and the transformation of
information used by processes and applications
− Systems and Applications focuses on the capabilities,
structure, and user interface of software applications and
components
− Technology focuses on the hardware, system software,
and communications infrastructure used to enable and
support systems and services

November 26, 2009 14

Elements of Organisation Change Management

• Leadership - The leadership team is aligned

with the business direction and engaged in
driving behaviours and practices to achieve
change
• Culture - The work climate and the
employee values and behaviours adapt to
new business situations and encourage
excellent performance
• Commitment - Employees throughout the
organisation are willing to embrace new
ways to think, behave, and perform
• Capabilities - Employees at all levels
develop and share the skills and knowledge
to perform in new ways
• Structure - Organisational structures
including roles, responsibilities, and
relationships are designed to support
organisational agility and performance
• Communication - Employees at all levels
share information in a timely manner
• Performance - Processes, incentives, and
management practices recognise, reward,
and reinforce the achievement of goals

November 26, 2009 15

Organisation Change Management Objectives

• Enables and accelerate the business change - Organisational Change is always in

service of improved business performance. Organisational Change can never be judged
as successful when the intended business results have not been achieved. Addressing
organisational change with a disciplined process that applies best practices ultimately
accelerates achievement of the business change
• Supports organisational stakeholders - Stakeholders impacted by the business change
may be apprehensive. Organisational Change has the accountability to plan initiatives
to help those stakeholders deal with any disruptive effects of change
• Integrates with process and technology changes to provide complete
complete solutions -
Successful business change requires synergies that can only be attained when people,
process, and technology solutions are planned and implemented seamlessly
• Builds and maintains processes for organisational learning - Significant business change
is frequently not achieved perfectly on the first attempt. The key is to build an
environment where people can leverage their successes and learn from their failures.
To do this, projects and programs must be able to identify and implement responses to
unexpected organisational challenges, just as they need to be able to respond to the
expected ones
• Builds the organisation's capacity for sustaining change - The pace of change is
accelerating. Organisational survival is now becoming dependent on maintaining
agility to respond to an unending series of change requirements. The Organisational
Change process provides a disciplined approach to managing the organisational
dimension of future business challenges

November 26, 2009 16

Information Gap

• The
business does not know or define what
measurements and indicator metrics are to be provided
• The information technology infrastructure does not exist
to collect data to enable the measurements to be
generated

November 26, 2009 17

Closing the
Information Gap
• Closing the
information gap is
an essential pre-
requisite to
implementing
effective and usable
systems
• This is the
responsibility of
both the business
and IT working
collaboratively

November 26, 2009 18

Embedding the Data, Information and Action
Cycle Within the Organisation
• Data refers to the source figures and
numbers. It is the raw material for
analysis. The data gap is the
absence of the tools and operational
processes to consistently collect,
store and manage the data and
make available tools to perform
analyses
• Information is the value extracted
from the raw data. The information
gap is the absence of insight caused
by the lack of defined metrics and
indicators and their timely and
accurate availability and usability • Ensure information presented is used
and acted upon
• Action is the need for operational
business processes to ensure that the • No merit in creating a measurement
information presented is used and infrastructure without it being used
acted upon to deliver real business benefits

November 26, 2009 19

Moving Along the Information Management
Value Chain
• Focusof specific key priority areas that deliver value to
the business — follow the money
0 1 2 3 4 5
Non Existent Aware Reactive Proactive Managed Optimised

Information Processes Application

Information 1 Information Information is Information
Management Are Ad Hoc Management Management is Managed as an Management
ProcessesApplicationAnd2 Processes Agreed at a Enterprise Asset Agreed at a
Not Applied Not Organised, Follow Management and Information Strategic Level,
At All Some Awareness, A Application
Regular 3 Level and Processes Good
Little Action Pattern and Processes Are Monitored Practices Are
Application 4 Actions and Are Documented And Measured Followed And
Responses Occur And Automated With
Application 5 Communicated Continuous
Improvement
Application 6

November 26, 2009 20

Focus on Continuous Improvement

• If you don’t measure it, you can’t manage it

• If you don’t measure it, you can’t improve it
• If you don’t measure it, you probably don’t care
• If you can’t influence it, then don’t measure it
• Not everything that can be counted counts and not
everything that counts can be counted
• You may be measuring the wrong things - how would
you know?

November 26, 2009 21

High Level Operational
Layers
1. Data needs to be available from a variety of sources
across the operational business systems and from
external data sources.
2. The process for extracting, normalising and
transforming data needs to be automated. This is
commonly referred to as the ETL (Extract,
Transformation and Load) component.
3. The DW is the corporate data store - single,
consistent and with information stored over time.
Implementing a data warehouse facility requires
significant involvement of and input from IT
4. This reflects the input of the business in defining
what is being measured and what metrics are being
generated. This is where input from the business is
vitally important
5. This software layer provides analysis, reporting,
mining and data access facilities. This is commonly
off-the-shelf software from a variety of vendors,
customised to suit requirements
6. This optional component stores information for
specific business areas into separate data stores for
ease of access and use
7. This element of the overall implementation allows
business specific detailed analysis to be performed.
This type of analysis focuses on identifying and
resolving operational issues and trends
8. This presents the high-level scorecard view of the
agreed performance indicators
9. End-users will have appropriate access to
information — from viewing to access to analysis
facilities

November 26, 2009 22

Programme PMO Function

• Key activities
− Integration management
− Scope management
− Time management
− Cost management
− Quality management
− Human Resources management
− Communication management
− Risk management
− Requirements, business case and benefits and analysis
management
− Process definition management
− Service management

November 26, 2009 23

Service Management

• Needto align programme implementation with service

management standards and approach — system must be
operable and embedded within the organisation

November 26, 2009 24

Framework - Service Operations Processes

• Problem Management
− Minimises the effect of errors in the IT environment and IT services on the
customers. It is a process focused on diagnosing and rectifying problems in the IT
environment to obtain the highest possible stability in IT service delivery
• Incident and Service Request Management
− Manages the day-to-day support interface between end Users and service providers
and minimises service disruption to the end User by quickly resolving Incidents that
occur in the infrastructure
− Call Management and efficient first-level support are encompassed in this process.
• Operations Management
− Performs and manages day-to-day processing activities required for IT Service
Delivery in accordance with agreed-upon service levels and operates the IT
Production environment required to deliver services

November 26, 2009 25

Framework - Service Design and Management Processes

• Security Management
− Manages a defined level of security on information and IT services.
• Continuity Management
− Manages organisation’s ability to continue providing a pre-determined and agreed
level of IT Services to support the minimum business requirements following an
interruption to the business
• Availability Management
− Plans for, monitors, manages and improves service availability, at acceptable costs,
to users in order to meet the service requirements as per SLA
• Capacity Management
− Ensures the provision and management of IT capacity to meet evolving business
requirements on time and at effective cost
• Financial Management
− Management of the monetary resources of the organisation, supporting planning
and execution of the business objectives to achieve maximum efficiency
− Responsible for accounting the service costs and return on IT Service investments,
as well as recovering costs from the customers

November 26, 2009 26

Framework - Service Development and Deployment Processes

• Service Build and Test

− Develops, tests and documents new services and
enhancements and fixes to an existing service
• Release to Production
− Deploys one or more production copies of a new or updated
CI under the overall supervision of Change Management

November 26, 2009 27

Framework - Business and IT Alignment Processes

• Service Planning
− Designs, develops and controls Service Plan required for service
development
• IT Strategy and Architecture Planning
− Development and maintenance of IT strategies and architecture for the
deployment and implementation of IT infrastructure solutions throughout
the organisation in a cost-effective manner
• Customer Management
− Establishes and maintains links between executive business managers and
the IT services organisation
• IT Business Assessment
− Assesses the market for IT Services, determines business needs and
recommends IT Services to full-fill specific market segment business
requirements

November 26, 2009 28

More Information

Alan McSweeney
alan@alanmcsweeney.com

November 26, 2009 29