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  1. 1. 2005 Best Practices in Data Warehousing Awards Leading Innovations in Business Intelligence & Data Warehousing Deadline: April 1, 2005 * Required fields. *Name of Nominated Company *To which category are you applying? Check one below: ___ Enterprise Data Warehousing You must submit a separate application ___ Customer Relationship Management for each category to which you are applying. ___ Business Performance Management Limit is two categories per organization. ___ “Right Time” Business Intelligence ___ BI Stewardship and Data Quality Please Note: TDWI uses the term ___ BI On A Limited Budget business intelligence (BI) to refer to both ___ Data and Text Mining data warehouses and the analytical (BI) tools and applications that run on them. ___ Radical Business Intelligence ___ Government and Non-Profit *Lead Business Sponsor or Driver at Nominee’s Firm Name, Title, Phone, E-mail, and Role *Signature and Date *Lead I.T. Contact at Nominee’s Firm (must be different person than above) Name, Title, Phone, E-mail *Signature and Date Contact at Solution Sponsor’s Company (If Applicable) Name, Title, Company, Phone, E-mail *Signature and Date *Note: Your application is not considered complete until you print, sign, and fax back this page to TDWI at 206-246-5952. The information contained in this application is used solely for the purpose of selecting winners for the Best Practices program but is otherwise considered confidential by TDWI staff and judges. If you are selected as the Best Practices and/or Leadership winner, your signature authorizes TDWI to promote your organization in TDWI public relations and marketing efforts. 1
  2. 2. A. BACKGROUND - Respond to all questions below. Company Description. Describe your (the Nominee’s) company in one paragraph. Business Purpose. Briefly describe the business purpose of the application or system from a business perspective. Why was the system built? Architecture. Briefly describe the architecture of the system. (i.e. the layers through which data flows from sources to end-users and the products and platforms for each layer.) Attach a simple diagram if you think it would help describe the architecture. B. SHORT QUESTIONS - Respond to all questions below. Other Contests. Has this project been submitted to other contests? If so which ones and when? Rollout Date. What month and year did the system being nominated officially go into production? Owner. Which department or executive owns the budget for the system? (i.e. CFO, CIO, Corporate IT, etc.) Functional Areas. List the functional areas that the system supports. (i.e., finance, manufacturing, marketing, sales, etc.) Active Users. How many business users use the system at least once a week? 2
  3. 3. Types of Users. What percentage of the ___% Casual Users (View reports several times a week) users fall into the following categories? ___% Power Users (Explore data regularly) ___% Customers/Suppliers ___% Other (Please specify):______________________ 100% Source Systems. How many distinct source system applications does the data _________ warehouse draw from? ___% Mainframe or minicomputer (non-relational) ___% Mainframe or minicomputer (relational) Source System Percentages. What ___% Relational (non-mainframe) percentage of data in the warehouse ___% Desktop comes from the following sources? ___% Other files ___% External data ___% Other. Please specify :___________________ 1. ______________________________ Source System Composition. Please list the top three source systems feeding 2. ______________________________ data to the data warehouse. 3. ______________________________ ___% Quarterly Load/Update Intervals. What percentage ___% Monthly of data is loaded in the following ___% Weekly intervals? ___% Daily ___% Less than daily. Please specify the interval and update mechanism: Data Volume. How much data is in the data warehouse, including any downstream data marts or operational ______________ data stores, expressed in gigabytes or terabytes? ____ Less than $100,000 ____ $100,000 to $500,000 What is the 2005 maintenance budget of ____ $500,000 to $1 million your system? (Please put a check the ____ $1 million to $2.5 million correct range at right): ____ $2.5 million to $5 million ____ $5 million to $10 million ____ $10 million + 3
  4. 4. ____ Less than $100,000 What is the 2005 capital budget of your ____ $100,000 to $500,000 system? (Please check the correct range ____ $500,000 to $1 million at right): ____ $1 million to $2.5 million ____ $2.5 million to $5 million ____ $5 million to $10 million ____ $10 million+ Team. How many full-time equivalent staff are on the current BI team, including ______ Number of FTEs on Current Team external consultants and contractors? What percentage is external to the ______ % of External Consultants/Contractors in above company? ___ Business sponsors/drivers ___ Project managers ___ BI architects/developers ___ ETL architects/developers Roles. How many FTE staff fill the ___ Data architects/modelers following roles? (Include external ___ Subject matter expert/business analyst consultants in your FTE count.) ___ Business requirements analyst ___ Data modelers ___ DBAs ___ DW Administrators ___ Trainers ___ Other notable roles with more than one FTE: ___________________________________ ___________________________________ Initial Roll Out. Please indicate how long it took to roll out the initial system, the Time (from approval to initial roll out): _____________ total cost to roll out that system, and the years until payback. Start Date: _____________ End Date: ________________ Cost (including HW, SW, Services, Labor): $____________ Years Until Payback (or estimate): ____________ Initial Rollout Team. Briefly describe the major differences between your initial rollout team and your current team (listed above in terms of FTE per role. Ex. “We’ve added 3 FTE to help with ETL.) 4
  5. 5. ___ Very High Executive Perception1. To what degree ___ High do your top executives consider the ___ Moderate project strategic to the organization’s ___ Low mission? ___ Very Low ___ Programmer-generated monthly reporting system Executive Perception2. Which best ___ Spreadsheet-based planning, forecasting, and reporting describes how your top executives view ___ Analytical tools that empower knowledge workers the BI system? (Select one) ___ Monitoring system that reduces costs, boosts efficiency ___ Mission critical system that drives processes & profits ___ Strategic system that provides a competitive advantage Stewardship/Governance. Describe the steering committee or person that sets direction for the system. One paragraph per committee or person. C. BEST PRACTICES ESSAY This is the most important part of your application! Please describe your project and explain why it is a best practice in the category to which you are applying. Judges will evaluate this essay using the following criteria: 1) Business Impact 2) Maturity 3) Innovation and 4) Relevance. This criteria will be examined in the context of the category you selected so make sure you explain how your project and its distinguishing features relate to the category. Also, please be as specific as possible, especially when it comes to describing the business impact or business value of the project. Judges love to hear tangible cost-savings and ROI figures as well as intangible benefits. To evaluate Maturity, we’d love to hear the original vision for the project and the degree to which you think you have achieved it (or changed it) and what you still have left to do near term and long term. Finally, tell us what you think is new or different about your approach from other companies and what things others can learn from your successes (or failures)? Please limit your essay to three pages or less. 5
  6. 6. D. OTHER Is there anything else that you would like the judges to know about your application or system that you haven’t already mentioned? JUDGING CRITERIA A team of judges comprised of TDWI staff and faculty members will evaluate the entries using the following criteria: 1. Business Impact. What is the business value of the data warehousing initiative? 2. Maturity. Has the solution's 'vision' been fully implemented? 3. Innovation. Does the data warehousing environment use an innovative design or approach? 4. Relevance. Does the data warehousing environment demonstrate best practices that other companies can adopt? CATEGORY DESCRIPTIONS: PLEASE NOTE: TDWI uses the term business intelligence (BI) to refer to both data warehousing environments and analytical (BI) tools and applications that run on them. 1. Enterprise Data Warehousing – The enterprise data warehouse (EDW) delivers a consistent set of data for the entire organization. The EDW is the sole source of integrated, atomic, and historical information that the organization uses to drive key analytical and operational processes. The EDW enables the business to work in an efficient, coordinated fashion since all users and applications work off the same set of information and rules. 2. Customer Relationship Management (CRM) – Many organizations use enterprise data warehouses to integrate customer data. There are many strategies to integrate customer data, but the end result is the same: to provide a 360-degree view of customers so that organizations can optimize customer interactions across all channels. This customer-centric information is used to attract, enhance, and maintain customer relationships. 3. Business Performance Management (BPM) – Organizations use dashboards and scorecards to monitor the degree to which they are achieving key strategic objectives and goals. BPM applications translate top-level strategy and goals into measures and initiatives specific to every level of the organization. The applications then measure performance against those goals and provide timely information so users can act to change outcomes before it’s too late. 6
  7. 7. 4. “Right-time” Business Intelligence – Traditionally, BI solutions provide historical data collected on a monthly or weekly basis. Now, companies are beginning to refresh data warehouses on an hourly or nearly instantaneous basis using a variety of methods. These “right- time” or low-latency data stores can then feed a variety of end-user applications, including dashboards and portals, which enable users to optimize operational processes by taking action in a timely fashion. 5. BI Stewardship and Data Quality – Data stewardship is an essential activity to ensure executive support, funding, direction, and quality of a BI environment. Companies that excel at data stewardship and data quality management foster a tight working relationship between business and IT. An effective data stewardship program focuses on the usability, reusability, quality, accessibility, and security of data. 6. BI on a Limited Budget – Many organizations face considerable financial constraints when building BI environments. This requires project sponsors and managers to come up with clever ways to stretch a limited budget to deliver real and sustained value to the organization. It also often requires setting realistic goals, rolling out functionality in a phased approach, and evangelizing and selling the organization on the value of BI at every opportunity. 7. Data and Text Mining – Companies are increasingly using data mining to unearth patterns or correlations in the data to deliver business value. For example, organizations are using data mining in a range of applications—from fraud detection and quality assurance to cross-sell recommendations. More recently, companies are looking to mine text data, such as in Word documents and e-mail, in order to gain insights from unstructured data. 8. Radical Business Intelligence – Some organizations have gained a competitive advantage by bucking mainstream principles about how to construct BI solutions. These organizations use radical new approaches or technologies to address problems and issues where traditional methods have failed or proven cost-prohibitive. Often these organizations are pushing the envelope of massive BI deployments or have significant cost constraints that force them to think creatively. 9. Government and Non-Profit – Government, education, and other not-for-profit agencies face unique challenges when implementing and managing BI solutions. These organizations often must sell, justify, and sustain BI projects using different tactics from those employed by commercial organizations. However, the impact of these projects can be far-reaching, often providing citizens and businesses much easier access to information and beneficial programs and services. 7

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