Data Warehouse Programme Notes

Data Warehouse Programme Notes Alan McSweeney

Objective
To provide a high-level overview of the programme to implement a corporate date warehouse

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 Non Existent Information Management Processes Not Applied At All 1 Aware Processes Are Ad Hoc And Not Organised, Some Awareness, Little Action 2 Reactive Information Management Processes Follow A Regular Pattern and Actions and Responses Occur 3 Proactive Information Management is Agreed at a Management Level and Processes Are Documented And Communicated 4 Managed Information is Managed as an Enterprise Asset and Information Processes Are Monitored And Measured 5 Optimised Information Management Agreed at a Strategic Level, Good Practices Are Followed And Automated With Continuous Improvement

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?

Information Management and Vision
Achieving the goal is a journey
Identify the route
Define the process by which the route will be travelled and issues and risks managed
Define the stages along the route

Achieving the Goal
Know the goal, the route and how to realise it
Access Report Discover Interpret Model Running the Business Learn what is Driving the Business Improving the Business

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

Three Components of Strategic Framework Supporting Goal Realisation

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

High-Level Programme Structure Information Management Goal Business Performance Management Technology Structures and Processes Change Management Programme Delivery Tools, Infrastructure, Implementation, Operation Training, Personal Performance Management Initiatives Organisation Change, Performance Management Governance, Processes, Staffing, Issue, Risk, Change Management

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
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

Pillars of Information Management Framework Technology Data Quality Enterprise Data Model Reporting and Analysis Collaboration and Portal 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 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

Overlaying Programme Structure with Information Management Framework Information Management Goal Business Performance Management Technology Structures and Processes Change Management Programme Delivery Tools, Infrastructure, Implementation, Operation Training, Personal Performance Management Initiatives Organisation Change, Performance Management Governance, Processes, Staffing, Issue, Risk, Change Management Technology Governance Value

Contexts and Perspectives on Change and Impact
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-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

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

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 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

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

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

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
Action is the need for operational business processes to ensure that the information presented is used and acted upon
Ensure information presented is used and acted upon
No merit in creating a measurement infrastructure without it being used to deliver real business benefits

Moving Along the Information Management Value Chain
Focus of specific key priority areas that deliver value to the business – follow the money
0 Non Existent Information Management Processes Not Applied At All 1 Aware Processes Are Ad Hoc And Not Organised, Some Awareness, Little Action 2 Reactive Information Management Processes Follow A Regular Pattern and Actions and Responses Occur 3 Proactive Information Management is Agreed at a Management Level and Processes Are Documented And Communicated 4 Managed Information is Managed as an Enterprise Asset and Information Processes Are Monitored And Measured 5 Optimised Information Management Agreed at a Strategic Level, Good Practices Are Followed And Automated With Continuous Improvement Application 1 Application 2 Application 4 Application 3 Application 5 Application 6

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?

High Level Operational Layers
Data needs to be available from a variety of sources across the operational business systems and from external data sources.
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.
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
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
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
This optional component stores information for specific business areas into separate data stores for ease of access and use
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
This presents the high-level scorecard view of the agreed performance indicators
End-users will have appropriate access to information – from viewing to access to analysis facilities

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

Service Management
Need to align programme implementation with service management standards and approach – system must be operable and embedded within the organisation

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

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

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

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

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Alan McSweeney
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Data Warehouse Programme Notes

by Alan McSweeney

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