DATA WAREHOUSING FUNDAMENTALS FOR IT PROFESSIONALS
DATA WAREHOUSINGFUNDAMENTALS FOR ITPROFESSIONALSSecond EditionPAULRAJ PONNIAH
DATA WAREHOUSINGFUNDAMENTALS FOR ITPROFESSIONALS
DATA WAREHOUSINGFUNDAMENTALS FOR ITPROFESSIONALSSecond EditionPAULRAJ PONNIAH
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To Vimala, my loving wife and toJoseph, David, and Shobi, my dear children
CONTENTSPREFACE xxvPART 1 OVERVIEW AND CONCEPTS 11 THE COMPELLING NEED FOR DATA WAREHOUSING 3 CHAPTER OBJECTIVES / 3 ESCALATING NEED FOR STRATEGIC INFORMATION / 4 The Information Crisis / 6 Technology Trends / 6 Opportunities and Risks / 8 FAILURES OF PAST DECISION-SUPPORT SYSTEMS / 9 History of Decision-Support Systems / 10 Inability to Provide Information / 10 OPERATIONAL VERSUS DECISION-SUPPORT SYSTEMS / 11 Making the Wheels of Business Turn / 12 Watching the Wheels of Business Turn / 12 Different Scope, Different Purposes / 12 DATA WAREHOUSING—THE ONLY VIABLE SOLUTION / 13 A New Type of System Environment / 13 Processing Requirements in the New Environment / 14 Strategic Information from the Data Warehouse / 14 vii
viii CONTENTS DATA WAREHOUSE DEFINED / 15 A Simple Concept for Information Delivery / 15 An Environment, Not a Product / 15 A Blend of Many Technologies / 16 THE DATA WAREHOUSING MOVEMENT / 17 Data Warehousing Milestones / 17 Initial Challenges / 18 EVOLUTION OF BUSINESS INTELLIGENCE / 18 BI: Two Environments / 19 BI: Data Warehousing and Analytics / 19 CHAPTER SUMMARY / 20 REVIEW QUESTIONS / 20 EXERCISES / 21 2 DATA WAREHOUSE: THE BUILDING BLOCKS 23 CHAPTER OBJECTIVES / 23 DEFINING FEATURES / 24 Subject-Oriented Data / 24 Integrated Data / 25 Time-Variant Data / 26 Nonvolatile Data / 27 Data Granularity / 28 DATA WAREHOUSES AND DATA MARTS / 29 How Are They Different? / 29 Top-Down Versus Bottom-Up Approach / 29 A Practical Approach / 31 ARCHITECTURAL TYPES / 32 Centralized Data Warehouse / 32 Independent Data Marts / 32 Federated / 33 Hub-and-Spoke / 33 Data-Mart Bus / 34 OVERVIEW OF THE COMPONENTS / 34 Source Data Component / 34 Data Staging Component / 37 Data Storage Component / 39 Information Delivery Component / 40 Metadata Component / 41 Management and Control Component / 41
CONTENTS ix METADATA IN THE DATA WAREHOUSE / 41 Types of Metadata / 42 Special Signiﬁcance / 42 CHAPTER SUMMARY / 42 REVIEW QUESTIONS / 43 EXERCISES / 433 TRENDS IN DATA WAREHOUSING 45 CHAPTER OBJECTIVES / 45 CONTINUED GROWTH IN DATA WAREHOUSING / 46 Data Warehousing has Become Mainstream / 46 Data Warehouse Expansion / 47 Vendor Solutions and Products / 48 SIGNIFICANT TRENDS / 50 Real-Time Data Warehousing / 50 Multiple Data Types / 50 Data Visualization / 52 Parallel Processing / 54 Data Warehouse Appliances / 56 Query Tools / 56 Browser Tools / 57 Data Fusion / 57 Data Integration / 58 Analytics / 59 Agent Technology / 59 Syndicated Data / 60 Data Warehousing and ERP / 60 Data Warehousing and KM / 61 Data Warehousing and CRM / 63 Agile Development / 63 Active Data Warehousing / 64 EMERGENCE OF STANDARDS / 64 Metadata / 65 OLAP / 65 WEB-ENABLED DATA WAREHOUSE / 66 The Warehouse to the Web / 67 The Web to the Warehouse / 67 The Web-Enabled Conﬁguration / 69 CHAPTER SUMMARY / 69
x CONTENTS REVIEW QUESTIONS / 69 EXERCISES / 70PART 2 PLANNING AND REQUIREMENTS 71 4 PLANNING AND PROJECT MANAGEMENT 73 CHAPTER OBJECTIVES / 73 PLANNING YOUR DATA WAREHOUSE / 74 Key Issues / 74 Business Requirements, Not Technology / 76 Top Management Support / 77 Justifying Your Data Warehouse / 77 The Overall Plan / 78 THE DATA WAREHOUSE PROJECT / 79 How is it Different? / 79 Assessment of Readiness / 81 The Life-Cycle Approach / 81 THE DEVELOPMENT PHASES / 83 Adopting Agile Development / 84 THE PROJECT TEAM / 85 Organizing the Project Team / 85 Roles and Responsibilities / 86 Skills and Experience Levels / 87 User Participation / 88 PROJECT MANAGEMENT CONSIDERATIONS / 90 Guiding Principles / 91 Warning Signs / 92 Success Factors / 92 Anatomy of a Successful Project / 93 Adopt a Practical Approach / 94 CHAPTER SUMMARY / 96 REVIEW QUESTIONS / 96 EXERCISES / 97 5 DEFINING THE BUSINESS REQUIREMENTS 99 CHAPTER OBJECTIVES / 99 DIMENSIONAL ANALYSIS / 100 Usage of Information Unpredictable / 100 Dimensional Nature of Business Data / 101 Examples of Business Dimensions / 102
CONTENTS xi INFORMATION PACKAGES—A USEFUL CONCEPT / 103 Requirements Not Fully Determinate / 104 Business Dimensions / 105 Dimension Hierarchies and Categories / 106 Key Business Metrics or Facts / 107 REQUIREMENTS GATHERING METHODS / 109 Types of Questions / 110 Arrangement of Questions / 111 Interview Techniques / 111 Adapting the JAD Methodology / 113 Using Questionnaires / 115 Review of Existing Documentation / 115 REQUIREMENTS DEFINITION: SCOPE AND CONTENT / 116 Data Sources / 117 Data Transformation / 117 Data Storage / 117 Information Delivery / 118 Information Package Diagrams / 118 Requirements Deﬁnition Document Outline / 118 CHAPTER SUMMARY / 119 REVIEW QUESTIONS / 119 EXERCISES / 1206 REQUIREMENTS AS THE DRIVING FORCE FOR DATA WAREHOUSING 121 CHAPTER OBJECTIVES / 121 DATA DESIGN / 122 Structure for Business Dimensions / 123 Structure for Key Measurements / 124 Levels of Detail / 125 THE ARCHITECTURAL PLAN / 125 Composition of the Components / 126 Special Considerations / 127 Tools and Products / 129 DATA STORAGE SPECIFICATIONS / 131 DBMS Selection / 132 Storage Sizing / 132 INFORMATION DELIVERY STRATEGY / 133 Queries and Reports / 134 Types of Analysis / 134 Information Distribution / 135
xii CONTENTS Real Time Information Delivery / 135 Decision Support Applications / 135 Growth and Expansion / 136 CHAPTER SUMMARY / 136 REVIEW QUESTIONS / 136 EXERCISES / 137PART 3 ARCHITECTURE AND INFRASTRUCTURE 139 7 ARCHITECTURAL COMPONENTS 141 CHAPTER OBJECTIVES / 141 UNDERSTANDING DATA WAREHOUSE ARCHITECTURE / 141 Architecture: Deﬁnitions / 142 Architecture in Three Major Areas / 142 DISTINGUISHING CHARACTERISTICS / 143 Different Objectives and Scope / 144 Data Content / 144 Complex Analysis and Quick Response / 145 Flexible and Dynamic / 145 Metadata-Driven / 146 ARCHITECTURAL FRAMEWORK / 146 Architecture Supporting Flow of Data / 146 The Management and Control Module / 147 TECHNICAL ARCHITECTURE / 148 Data Acquisition / 149 Data Storage / 152 Information Delivery / 154 ARCHITECTURAL TYPES / 156 Centralized Corporate Data Warehouse / 156 Independent Data Marts / 156 Federated / 159 Hub-and-Spoke / 159 Data-Mart Bus / 160 CHAPTER SUMMARY / 160 REVIEW QUESTIONS / 160 EXERCISES / 161 8 INFRASTRUCTURE AS THE FOUNDATION FOR DATA WAREHOUSING 163 CHAPTER OBJECTIVES / 163
CONTENTS xiii INFRASTRUCTURE SUPPORTING ARCHITECTURE / 164 Operational Infrastructure / 165 Physical Infrastructure / 165 HARDWARE AND OPERATING SYSTEMS / 166 Mainframes / 167 Open System Servers / 168 NT Servers / 168 Platform Options / 168 Server Hardware / 177 DATABASE SOFTWARE / 181 Parallel Processing Options / 182 Selection of the DBMS / 184 COLLECTION OF TOOLS / 184 Architecture First, Then Tools / 186 Data Modeling / 186 Data Extraction / 187 Data Transformation / 187 Data Loading / 187 Data Quality / 187 Queries and Reports / 187 Dashboards / 187 Scorecards / 187 Online Analytical Processing (OLAP) / 188 Alert Systems / 188 Middleware and Connectivity / 188 Data Warehouse Administration / 188 DATA WAREHOUSE APPLIANCES / 188 Evolution of DW Appliances / 189 Beneﬁts of DW Appliances / 190 CHAPTER SUMMARY / 191 REVIEW QUESTIONS / 191 EXERCISES / 1929 THE SIGNIFICANT ROLE OF METADATA 193 CHAPTER OBJECTIVES / 193 WHY METADATA IS IMPORTANT / 193 A Critical Need in the Data Warehouse / 195 Why Metadata Is Vital for End-Users / 198 Why Metadata Is Essential for IT / 199 Automation of Warehousing Tasks / 200 Establishing the Context of Information / 202
xiv CONTENTS METADATA TYPES BY FUNCTIONAL AREAS / 203 Data Acquisition / 204 Data Storage / 205 Information Delivery / 206 BUSINESS METADATA / 207 Content Overview / 207 Examples of Business Metadata / 208 Content Highlights / 209 Who Beneﬁts? / 209 TECHNICAL METADATA / 209 Content Overview / 210 Examples of Technical Metadata / 210 Content Highlights / 211 Who Beneﬁts? / 211 HOW TO PROVIDE METADATA / 212 Metadata Requirements / 212 Sources of Metadata / 214 Challenges for Metadata Management / 215 Metadata Repository / 215 Metadata Integration and Standards / 217 Implementation Options / 218 CHAPTER SUMMARY / 219 REVIEW QUESTIONS / 220 EXERCISES / 220PART 4 DATA DESIGN AND DATA PREPARATION 22310 PRINCIPLES OF DIMENSIONAL MODELING 225 CHAPTER OBJECTIVES / 225 FROM REQUIREMENTS TO DATA DESIGN / 225 Design Decisions / 226 Dimensional Modeling Basics / 226 E-R Modeling Versus Dimensional Modeling / 230 Use of CASE Tools / 232 THE STAR SCHEMA / 232 Review of a Simple STAR Schema / 232 Inside a Dimension Table / 234 Inside the Fact Table / 236 The Factless Fact Table / 238 Data Granularity / 238
CONTENTS xv STAR SCHEMA KEYS / 239 Primary Keys / 239 Surrogate Keys / 240 Foreign Keys / 240 ADVANTAGES OF THE STAR SCHEMA / 241 Easy for Users to Understand / 241 Optimizes Navigation / 242 Most Suitable for Query Processing / 243 STARjoin and STARindex / 244 STAR SCHEMA: EXAMPLES / 244 Video Rental / 244 Supermarket / 244 Wireless Phone Service / 244 Auction Company / 244 CHAPTER SUMMARY / 246 REVIEW QUESTIONS / 247 EXERCISES / 24711 DIMENSIONAL MODELING: ADVANCED TOPICS 249 CHAPTER OBJECTIVES / 249 UPDATES TO THE DIMENSION TABLES / 250 Slowly Changing Dimensions / 250 Type 1 Changes: Correction of Errors / 251 Type 2 Changes: Preservation of History / 252 Type 3 Changes: Tentative Soft Revisions / 253 MISCELLANEOUS DIMENSIONS / 255 Large Dimensions / 255 Rapidly Changing Dimensions / 256 Junk Dimensions / 258 THE SNOWFLAKE SCHEMA / 259 Options to Normalize / 259 Advantages and Disadvantages / 260 When to Snowﬂake / 262 AGGREGATE FACT TABLES / 262 Fact Table Sizes / 264 Need for Aggregates / 266 Aggregating Fact Tables / 266 Aggregation Options / 271 FAMILIES OF STARS / 272 Snapshot and Transaction Tables / 273 Core and Custom Tables / 274
xvi CONTENTS Supporting Enterprise Value Chain or Value Circle / 274 Conforming Dimensions / 275 Standardizing Facts / 276 Summary of Family of STARS / 277 CHAPTER SUMMARY / 277 REVIEW QUESTIONS / 278 EXERCISES / 27812 DATA EXTRACTION, TRANSFORMATION, AND LOADING 281 CHAPTER OBJECTIVES / 281 ETL OVERVIEW / 282 Most Important and Most Challenging / 282 Time Consuming and Arduous / 283 ETL REQUIREMENTS AND STEPS / 284 Key Factors / 285 DATA EXTRACTION / 286 Source Identiﬁcation / 287 Data Extraction Techniques / 287 Evaluation of the Techniques / 294 DATA TRANSFORMATION / 295 Data Transformation: Basic Tasks / 296 Major Transformation Types / 297 Data Integration and Consolidation / 299 Transformation for Dimension Attributes / 301 How to Implement Transformation / 301 DATA LOADING / 302 Applying Data: Techniques and Processes / 303 Data Refresh Versus Update / 306 Procedure for Dimension Tables / 306 Fact Tables: History and Incremental Loads / 307 ETL SUMMARY / 308 ETL Tool Options / 308 Reemphasizing ETL Metadata / 309 ETL Summary and Approach / 310 OTHER INTEGRATION APPROACHES / 311 Enterprise Information Integration (EII) / 311 Enterprise Application Integration (EAI) / 312 CHAPTER SUMMARY / 313 REVIEW QUESTIONS / 313 EXERCISES / 314
CONTENTS xvii13 DATA QUALITY: A KEY TO SUCCESS 315 CHAPTER OBJECTIVES / 315 WHY IS DATA QUALITY CRITICAL? / 316 What Is Data Quality? / 316 Beneﬁts of Improved Data Quality / 319 Types of Data Quality Problems / 320 DATA QUALITY CHALLENGES / 323 Sources of Data Pollution / 323 Validation of Names and Addresses / 325 Costs of Poor Data Quality / 325 DATA QUALITY TOOLS / 326 Categories of Data Cleansing Tools / 327 Error Discovery Features / 327 Data Correction Features / 327 The DBMS for Quality Control / 327 DATA QUALITY INITIATIVE / 328 Data Cleansing Decisions / 329 Who Should Be Responsible? / 330 The Puriﬁcation Process / 333 Practical Tips on Data Quality / 334 MASTER DATA MANAGEMENT (MDM) / 335 MDM Categories / 335 MDM Beneﬁts / 335 MDM and Data Warehousing / 336 CHAPTER SUMMARY / 336 REVIEW QUESTIONS / 336 EXERCISES / 337PART 5 INFORMATION ACCESS AND DELIVERY 33914 MATCHING INFORMATION TO THE CLASSES OF USERS 341 CHAPTER OBJECTIVES / 341 INFORMATION FROM THE DATA WAREHOUSE / 342 Data Warehouse Versus Operational Systems / 342 Information Potential / 344 User – Information Interface / 347 Industry Applications / 348 WHO WILL USE THE INFORMATION? / 349 Classes of Users / 349
xviii CONTENTS What They Need / 352 How to Provide Information / 354 INFORMATION DELIVERY / 356 Queries / 357 Reports / 358 Analysis / 359 Applications / 359 INFORMATION DELIVERY TOOLS / 360 The Desktop Environment / 360 Methodology for Tool Selection / 361 Tool Selection Criteria / 364 Information Delivery Framework / 365 INFORMATION DELIVERY: SPECIAL TOPICS / 366 Business Activity Monitoring (BAM) / 366 Dashboards and Scorecards / 367 CHAPTER SUMMARY / 371 REVIEW QUESTIONS / 371 EXERCISES / 37215 OLAP IN THE DATA WAREHOUSE 373 CHAPTER OBJECTIVES / 373 DEMAND FOR ONLINE ANALYTICAL PROCESSING / 374 Need for Multidimensional Analysis / 374 Fast Access and Powerful Calculations / 375 Limitations of Other Analysis Methods / 377 OLAP is the Answer / 379 OLAP Deﬁnitions and Rules / 379 OLAP Characteristics / 382 MAJOR FEATURES AND FUNCTIONS / 382 General Features / 383 Dimensional Analysis / 383 What Are Hypercubes? / 386 Drill Down and Roll Up / 390 Slice and Dice or Rotation / 392 Uses and Beneﬁts / 393 OLAP MODELS / 393 Overview of Variations / 394 The MOLAP Model / 394 The ROLAP Model / 395 ROLAP Versus MOLAP / 397
CONTENTS xix OLAP IMPLEMENTATION CONSIDERATIONS / 398 Data Design and Preparation / 399 Administration and Performance / 401 OLAP Platforms / 402 OLAP Tools and Products / 402 Implementation Steps / 403 Examples of Typical Implementations / 404 CHAPTER SUMMARY / 404 REVIEW QUESTIONS / 405 EXERCISES / 40516 DATA WAREHOUSING AND THE WEB 407 CHAPTER OBJECTIVES / 407 WEB-ENABLED DATA WAREHOUSE / 408 Why the Web? / 408 Convergence of Technologies / 410 Adapting the Data Warehouse for the Web / 411 The Web as a Data Source / 412 Clickstream Analysis / 413 WEB-BASED INFORMATION DELIVERY / 414 Expanded Usage / 414 New Information Strategies / 416 Browser Technology for the Data Warehouse / 418 Security Issues / 419 OLAP AND THE WEB / 420 Enterprise OLAP / 420 Web-OLAP Approaches / 420 OLAP Engine Design / 421 BUILDING A WEB-ENABLED DATA WAREHOUSE / 421 Nature of the Data Webhouse / 422 Implementation Considerations / 423 Putting the Pieces Together / 424 Web Processing Model / 426 CHAPTER SUMMARY / 426 REVIEW QUESTIONS / 426 EXERCISES / 42717 DATA MINING BASICS 429 CHAPTER OBJECTIVES / 429 WHAT IS DATA MINING? / 430
xx CONTENTS Data Mining Deﬁned / 431 The Knowledge Discovery Process / 432 OLAP Versus Data Mining / 435 Some Aspects of Data Mining / 436 Data Mining and the Data Warehouse / 438 MAJOR DATA MINING TECHNIQUES / 439 Cluster Detection / 440 Decision Trees / 443 Memory-Based Reasoning / 444 Link Analysis / 445 Neural Networks / 447 Genetic Algorithms / 448 Moving into Data Mining / 450 DATA MINING APPLICATIONS / 452 Beneﬁts of Data Mining / 453 Applications in CRM (Customer Relationship Management) / 454 Applications in the Retail Industry / 455 Applications in the Telecommunications Industry / 456 Applications in Biotechnology / 457 Applications in Banking and Finance / 459 CHAPTER SUMMARY / 459 REVIEW QUESTIONS / 459 EXERCISES / 460PART 6 IMPLEMENTATION AND MAINTENANCE 46118 THE PHYSICAL DESIGN PROCESS 463 CHAPTER OBJECTIVES / 463 PHYSICAL DESIGN STEPS / 464 Develop Standards / 464 Create Aggregates Plan / 465 Determine the Data Partitioning Scheme / 465 Establish Clustering Options / 466 Prepare an Indexing Strategy / 466 Assign Storage Structures / 466 Complete Physical Model / 467 PHYSICAL DESIGN CONSIDERATIONS / 467 Physical Design Objectives / 467 From Logical Model to Physical Model / 469
CONTENTS xxi Physical Model Components / 469 Signiﬁcance of Standards / 470 PHYSICAL STORAGE / 473 Storage Area Data Structures / 473 Optimizing Storage / 473 Using RAID Technology / 476 Estimating Storage Sizes / 477 INDEXING THE DATA WAREHOUSE / 477 Indexing Overview / 477 B-Tree Index / 479 Bitmapped Index / 481 Clustered Indexes / 482 Indexing the Fact Table / 482 Indexing the Dimension Tables / 483 PERFORMANCE ENHANCEMENT TECHNIQUES / 483 Data Partitioning / 483 Data Clustering / 484 Parallel Processing / 484 Summary Levels / 485 Referential Integrity Checks / 485 Initialization Parameters / 485 Data Arrays / 486 CHAPTER SUMMARY / 486 REVIEW QUESTIONS / 486 EXERCISES / 48719 DATA WAREHOUSE DEPLOYMENT 489 CHAPTER OBJECTIVES / 489 DATA WAREHOUSE TESTING / 490 Front-End / 490 ETL Testing / 490 MAJOR DEPLOYMENT ACTIVITIES / 491 Complete User Acceptance / 491 Perform Initial Loads / 492 Get User Desktops Ready / 493 Complete Initial User Training / 494 Institute Initial User Support / 495 Deploy in Stages / 495 CONSIDERATIONS FOR A PILOT / 497 When is a Pilot Data Mart Useful? / 497
xxii CONTENTS Types of Pilot Projects / 498 Choosing the Pilot / 500 Expanding and Integrating the Pilot / 501 SECURITY / 502 Security Policy / 502 Managing User Privileges / 502 Password Considerations / 503 Security Tools / 504 BACKUP AND RECOVERY / 504 Why Back Up the Data Warehouse? / 505 Backup Strategy / 505 Setting up a Practical Schedule / 506 Recovery / 507 CHAPTER SUMMARY / 508 REVIEW QUESTIONS / 508 EXERCISES / 50920 GROWTH AND MAINTENANCE 511 CHAPTER OBJECTIVES / 511 MONITORING THE DATA WAREHOUSE / 512 Collection of Statistics / 512 Using Statistics for Growth Planning / 514 Using Statistics for Fine-Tuning / 514 Publishing Trends for Users / 515 USER TRAINING AND SUPPORT / 515 User Training Content / 516 Preparing the Training Program / 516 Delivering the Training Program / 518 User Support / 519 MANAGING THE DATA WAREHOUSE / 520 Platform Upgrades / 521 Managing Data Growth / 521 Storage Management / 522 ETL Management / 522 Data Model Revisions / 523 Information Delivery Enhancements / 523 Ongoing Fine-Tuning / 524 CHAPTER SUMMARY / 524 REVIEW QUESTIONS / 525 EXERCISES / 525
CONTENTS xxiiiANSWERS TO SELECTED EXERCISES 527APPENDIX A: PROJECT LIFE CYCLE STEPS AND CHECKLISTS 531APPENDIX B: CRITICAL FACTORS FOR SUCCESS 535APPENDIX C: GUIDELINES FOR EVALUATING VENDOR SOLUTIONS 537APPENDIX D: HIGHLIGHTS OF VENDORS AND PRODUCTS 539APPENDIX E: REAL-WORLD EXAMPLES OF BEST PRACTICES 549REFERENCES 555GLOSSARY 557INDEX 565
PREFACETHIS BOOK IS FOR YOUAre you an information technology professional watching, with great interest, the massiveunfolding and spreading of the data warehouse movement during the past decade? Areyou contemplating a move into this fast-growing area of opportunity? Are you a systems ana-lyst, programmer, data analyst, database administrator, project leader, or software engineereager to grasp the fundamentals of data warehousing? Do you wonder how many differentbooks you may have to study to learn the underlying principles and the current practices? Areyou lost in the maze of the literature and products on the subject? Do you wish for a singlepublication on data warehousing, clearly and speciﬁcally designed for IT professionals? Doyou need a textbook that helps you learn the fundamentals in sufﬁcient depth? If youanswered “yes” to any of the above, this book is written specially for you. This is the one deﬁnitive book on data warehousing clearly intended for IT professionals.The organization and presentation of the book are specially tuned for IT professionals. Thisbook does not presume to target anyone and everyone remotely interested in the subject forsome reason or another, but is written to address the speciﬁc needs of IT professionals likeyou. It does not tend to emphasize certain aspects and neglect other critical ones. The booktakes you over the entire spectrum of data warehousing. As a veteran IT professional with wide and intensive industry experience, as a successfuldatabase and data warehousing consultant for many years, and as one who teaches data ware-housing fundamentals in the college classroom and at public seminars, I have come toappreciate the precise needs of IT professionals. In every chapter I have incorporatedthese requirements of the IT community. xxv
xxvi PREFACETHE SCENARIOWhy have companies rushed into data warehousing? Why is there a tremendous surge ininterest? Data warehousing is no longer a purely novel idea just for research and experimen-tation. It has become a mainstream phenomenon. True, the data warehouse is not in everydoctor’s ofﬁce yet, but neither is it conﬁned to only high-end businesses. More than halfof all U.S. companies and a large percentage of worldwide businesses have made a commit-ment to data warehousing. In every industry across the board, from retail chain stores to ﬁnancial institutions, frommanufacturing enterprises to government departments, and from airline companies to utilitybusinesses, data warehousing has revolutionized the way people perform business analysisand make strategic decisions. Every company that has a data warehouse is realizing the enor-mous beneﬁts translated into positive results at the bottom line. These companies, now incor-porating Web-based technologies, are enhancing the potential for greater and easier deliveryof vital information. Over the past decade, a large number of vendors have ﬂooded the market with numerousdata warehousing products. Vendor solutions and products run the gamut of data warehous-ing and business intelligence—data modeling, data acquisition, data quality, data analysis,metadata, information delivery, and so on. The market is large, mature, and continuesto grow.CHANGED ROLE OF ITIn this scenario, information technology departments of all progressive companies haveperceived a radical change in their roles. IT is no longer required to create every reportand present every screen for providing information to the end-users. IT is now chargedwith the building of information delivery systems and letting the end-users themselvesretrieve information in innovative ways for analysis and decision making. Data warehousingand business intelligence environments are proving to be just that type of successful infor-mation delivery system. IT professionals responsible for building data warehouses had to revise their mindsetsabout building applications. They had to understand that a data warehouse is not a one-size-ﬁts-all proposition. First, they had to get a clear understanding about data extractionfrom source systems, data transformations, data staging, data warehouse architecture, infra-structure, and the various methods of information delivery. In short, IT professionals, likeyou, must get a strong grip on the fundamentals of data warehousing.WHAT THIS BOOK CAN DO FOR YOUThe book is comprehensive and detailed. You will be able to study every signiﬁcant topic inplanning, requirements, architecture, infrastructure, design, data preparation, informationdelivery, deployment, and maintenance. The book is specially designed for IT professionals;you will be able to follow the presentation easily because it is built upon the foundation ofyour background as an IT professional, your knowledge, and the technical terminology fam-iliar to you. It is organized logically, beginning with an overview of concepts, moving on toplanning and requirements, then to architecture and infrastructure, on to data design, then to
PREFACE xxviiinformation delivery, and concluding with deployment and maintenance. This progression istypical of what you are most familiar with in your IT experience and day-to-day work. The book provides an interactive learning experience. It is not just a one-way lecture. Youparticipate through the review questions and exercises at the end of each chapter. For eachchapter, the objectives at the beginning set the theme and the summary at the end highlightsthe topics covered. You can relate each concept and technique presented in the book to thedata warehousing industry and marketplace. You will beneﬁt from the substantial number ofindustry examples. Although intended as a ﬁrst course on the fundamentals, this book pro-vides sufﬁcient coverage of each topic so that you can comfortably proceed to the next step ofspecialization for speciﬁc roles in a data warehouse project. Featuring all the signiﬁcant topics in appropriate measure, this book is eminently suitableas a textbook for serious self-study, a college course, or a seminar on the essentials. Itprovides an opportunity for you to become a data warehouse expert.ENHANCEMENTS IN THIS SECOND EDITIONThis greatly enhanced edition captures the developments and changes in the data warehous-ing landscape during the past nearly ten years. The underlying purposes and principles ofdata warehousing have remained the same. However, we notice deﬁnitive changes in thedetails, some ﬁner aspects, and in product innovations. Although this edition succeeds inincorporating all the signiﬁcant revisions, I have been careful not to disturb the overall logi-cal arrangement and sequencing of the chapters. The term “business intelligence” has gained a lot more currency. Many practitioners nowconsider data warehousing to refer to populating the warehouse with data, and business intel-ligence to refer to using the warehouse data. Data warehousing has made inroads into areassuch as Customer Relationship Management, Enterprise Application Integration, EnterpriseInformation Integration, Business Activity Monitoring, and so on. The size of corporate datawarehouses has been rising higher and higher. Some progressive businesses have reapedenormous beneﬁts from data warehouses that are almost in the 500 terabyte range (ﬁvetimes the size of the U.S. Library of Congress archive). The beneﬁts from data warehousesare no longer limited to a selected core of executives, managers, and analysts. Pervasive datawarehousing has become the operative principle, providing access and usage to staff at mul-tiple levels. Information delivery through traditional reports and queries is being replaced byinteractive dashboards and scorecards. More speciﬁcally, among topics on recent trends and changes, this enhanced editionincludes the following: † Evolution of business intelligence † Real-time business intelligence † Data warehouse appliances † Data warehouse: architectural types † Data visualization enhancements † Enterprise application integration (EAI) † Enterprise information integration (EII) † Agile data warehouse development
xxviii PREFACE † Data warehousing and KM (knowledge management) † Data warehousing and ERP (enterprise resource planning) † Data warehousing and CRM (customer relationship management) † Improved requirements gathering methods † Business activity monitoring (BAM) † Interactive information delivery through dashboards and scorecards † Additional STAR schema examples † Master data management † Examples of typical OLAP (online analytical processing) implementations † Data mining applications † Web clickstream analysis † Highlights of vendors and products † Real-world examples of best practicesACKNOWLEDGMENTSI wish to acknowledge my indebtedness and to express my gratitude to the authors listed inthe reference section at the end of the book. Their insights and observations have helped mecover every topic adequately. I must also express my appreciation to my students and professional colleagues. My inter-actions with them have enabled me to shape this textbook according to the needs of ITprofessionals. My special thanks are due to the wonderful staff and editors at Wiley, my publishers, whohave worked with me and supported me for more than a decade in the publication and pro-motion of my books. PAULRAJ PONNIAH, PH.D.Milltown, New JerseyOctober 2009
CHAPTER 1THE COMPELLING NEED FOR DATAWAREHOUSINGCHAPTER OBJECTIVES † Understand the desperate need for strategic information † Recognize the information crisis at every enterprise † Distinguish between operational and informational systems † Learn why all past attempts to provide strategic information failed † Clearly see why data warehousing is the viable solution † Understand business intelligence for an enterprise As an information technology (IT) professional, you have worked on computerapplications as an analyst, programmer, designer, developer, database administrator, orproject manager. You have been involved in the design, implementation, and maintenanceof systems that support day-to-day business operations. Depending on the industriesyou have worked in, you must have been involved in applications such as order processing,general ledger, inventory, human resources, payroll, in-patient billing, checking accounts,insurance claims, and so on. These applications are important systems that run businesses. They process orders, main-tain inventory, keep the accounting books, service the clients, receive payments, and processclaims. Without these computer systems, no modern business can survive. Companiesstarted building and using these systems in the 1960s and have become completely depen-dent on them. As an enterprise grows larger, hundreds of computer applications are neededto support the various business processes. These applications are effective in what they aredesigned to do. They gather, store, and process all the data needed to successfully performthe daily routine operations. They provide online information and produce a variety ofreports to monitor and run the business.Data Warehousing Fundamentals for IT Professionals, Second Edition. By Paulraj PonniahCopyright # 2010 John Wiley & Sons, Inc. 3
4 THE COMPELLING NEED FOR DATA WAREHOUSING Organizations achieve competitive advantage: Retail Manufacturing Customer Loyalty Cost Reduction Market Planning Logistics Management Financial Utilities Risk Management Asset Management Fraud Detection Resource Management Airlines Government Route Profitability Manpower Planning Yield Management Cost Control Figure 1-1 Organizations’ use of data warehousing. In the 1990s, as businesses grew more complex, corporations spread globally, andcompetition became ﬁercer, business executives became desperate for information to staycompetitive and improve the bottom line. The operational computer systems did provideinformation to run the day-to-day operations but what the executives needed were differentkinds of information that could be used readily to make strategic decisions. The decisionmakers wanted to know which geographic regions to focus on, which product lines toexpand, and which markets to strengthen. They needed the type of information with propercontent and format that could help them make such strategic decisions. We may call thistype of information strategic information as different from operational information. Theoperational systems, important as they were, could not provide strategic information.Businesses, therefore, were compelled to turn to new ways of getting strategic information. Data warehousing is a new paradigm speciﬁcally intended to provide vital strategicinformation. In the 1990s, organizations began to achieve competitive advantage by buildingdata warehouse systems. Figure 1-1 shows a sample of strategic areas where data warehous-ing had already produced results in different industries. At the outset, let us now examine the crucial question: why do enterprises really need datawarehouses? This discussion is important because unless we grasp the signiﬁcance of thiscritical need, our study of data warehousing will lack motivation. So, please pay closeattention.ESCALATING NEED FOR STRATEGIC INFORMATIONWhile we discuss the clamor by enterprises for strategic information, we need to look at theprevailing information crisis that was holding them back, as well as the technology trends ofthe past few years that are working in our favor, enabling us to provide strategic information.Our discussion of the need for strategic information will not be complete unless we studythe opportunities provided by strategic information and the risks facing a company withoutsuch information. Who needs strategic information in an enterprise? What exactly do we mean by strategicinformation? The executives and managers who are responsible for keeping the enterprise
ESCALATING NEED FOR STRATEGIC INFORMATION 5competitive need information to make proper decisions. They need information to formulatethe business strategies, establish goals, set objectives, and monitor results. Here are some examples of business objectives: † Retain the present customer base † Increase the customer base by 15% over the next 5 years † Improve product quality levels in the top ﬁve product groups † Gain market share by 10% in the next 3 years † Enhance customer service level in shipments † Bring three new products to market in 2 years † Increase sales by 15% in the North East Division For making decisions about these objectives, executives and managers need informationfor the following purposes: to get in-depth knowledge of their company’s operations, reviewand monitor key performance indicators and note how these affect one another, keep track ofhow business factors change over time, and compare their company’s performance relativeto the competition and to industry benchmarks. Executives and managers need to focus theirattention on customers’ needs and preferences, emerging technologies, sales and marketingresults, and quality levels of products and services. The types of information needed to makedecisions in the formulation and execution of business strategies and objectives are broad-based and encompass the entire organization. All these types of essential information maybe combined under the broad classiﬁcation called strategic information. Strategic information is not for running the day-to-day operations of the business. It isnot intended to produce an invoice, make a shipment, settle a claim, or post a withdrawalfrom a bank account. Strategic information is far more important for the continued healthand survival of the corporation. Critical business decisions depend on the availability ofproper strategic information in an enterprise. Figure 1-2 lists the desired characteristics ofstrategic information. INTEGRATED Must have a single, enterprise-wide view. DATA INTEGRITY Information must be accurate and must conform to business rules. ACCESSIBLE Easily accessible with intuitive access paths, and responsive for analysis. CREDIBLE Every business factor must have one and only one value. TIMELY Information must be available within the stipulated time frame. Figure 1-2 Characteristics of strategic information.
6 THE COMPELLING NEED FOR DATA WAREHOUSINGThe Information CrisisYou may be working in the IT department of a large conglomerate or you may be part of amedium-sized company. Whatever may be the size of your company, think of all the variouscomputer applications in your company. Think of all the databases and the quantities of datathat support the operations of your company. How many years’ worth of customer data issaved and available? How many years’ worth of ﬁnancial data is kept in storage? Tenyears? Fifteen years? Where is all this data? On one platform? In legacy systems? Inclient/server applications? We are faced with two startling facts: (1) organizations have lots of data, (2) informationtechnology resources and systems are not effective at turning all that data into useful strategicinformation. Over the past two decades, companies have accumulated tons and tons ofdata about their operations. Mountains of data exist. Information is said to double every18 months. If we have such huge quantities of data in our organizations, why can’t our executives andmanagers use this data for making strategic decisions? Lots and lots of information exists.Why then do we talk about an information crisis? Most companies are faced with an infor-mation crisis not because of lack of sufﬁcient data, but because the available data is notreadily usable for strategic decision making. These large quantities of data are very usefuland good for running the business operations but hardly amenable for use in makingdecisions about business strategies and objectives. Why is this so? First, the data of an enterprise is spread across many types of incompatiblestructures and systems. Your order processing system might have been developed 25 yearsago and is still running on an old mainframe. Possibly, some of the data may still be onVSAM ﬁles. Your later credit assignment and veriﬁcation system might be on a client/server platform and the data for this application might be in relational tables. The data ina corporation resides in various disparate systems, multiple platforms, and diverse structures.The more technology your company has used in the past, the more disparate the data ofyour company will be. But, for proper decision making on overall corporate strategies andobjectives, we need information integrated from all systems. Data needed for strategic decision making must be in a format suitable for easy analysis tospot trends. Executives and managers need to look at trends over time and steer their com-panies in the proper direction. The tons of available operational data cannot be readily usedto discern trends. Operational data is event-driven. You get snapshots of transactions thathappen at speciﬁc times. You have data about units of sale of a single product in a speciﬁcorder on a given date to a certain customer. In the operational systems, you do not readilyhave the trends of a single product over the period of a month, a quarter, or a year. For strategic decision making, executives and managers must be able to review data fromdifferent business viewpoints. For example, they must be able to review and analyze salesquantities by product, salesperson, district, region, and customer groups. Can you think ofoperational data being readily available for such analysis? Operational data is not directlysuitable for review from different viewpoints.Technology TrendsThose of us who have worked in the information technology ﬁeld for two or three decadeshave witnessed the breathtaking changes that have taken place. First, the name of the com-puter department in an enterprise went from “data processing” to “management information
ESCALATING NEED FOR STRATEGIC INFORMATION 7systems,” then to “information systems,” and more recently to “information technology.”The entire spectrum of computing has undergone tremendous changes. The computingfocus itself has changed over the years. Old practices could not meet new needs. Screensand preformatted reports are no longer adequate to meet user requirements. Over the years, the price of MIPS (million instructions per second) is continuing todecline, digital storage is costing less and less, and network bandwidth is increasing as itsprice decreases. Speciﬁcally, we have seen explosive changes in these critical areas: † Computing technology † Human – machine interface † Processing optionsFigure 1-3 illustrates these waves of explosive growth. What is our current position in the technology revolution? Hardware economics and min-iaturization allow a workstation on every desk and provide increasing power at reducingcosts. New software provides easy-to-use systems. Open systems architecture createscooperation and enables the use of multivendor software. Improved connectivity, network-ing, and the Internet open up interaction with an enormous number of systems and databases. All of these improvements in technology are meritorious. These have made computingfaster, cheaper, and widely available. But what is their relevance to the escalating needfor strategic information? Let us understand how the current state of the technology isconducive to providing strategic information. Providing strategic information requires collection of large volumes of corporate data andstoring it in suitable formats. Technology advances in data storage and reduction in storagecosts readily accommodate data storage needs for strategic decision-support systems.Analysts, executives, and managers use strategic information interactively to analyze andspot business trends. The user will ask a question and get the results, then ask another ques-tion, look at the results, and ask yet another question. This interactive process continues.Tremendous advances in interface software make such interactive analysis possible. Computing Technology Mainframe Mini PCs/Networking Client/Server Human/Machine Interface Punch Card Video Display GUI Voice Processing Options Batch Online Networked 1960 1970 1980 1990 2000 2010 Figure 1-3 Explosive growth of information technology.
8 THE COMPELLING NEED FOR DATA WAREHOUSINGProcessing large volumes of data and providing interactive analysis requires extra computingpower. The explosive increase in computing power and its lower costs make provision ofstrategic information feasible. What we could not accomplish a few years earlier for provid-ing strategic information is now possible with the current advanced stage of informationtechnology.Opportunities and RisksWe have looked at the information crisis that exists in every enterprise and grasped that inspite of lots of operational data in the enterprise, data suitable for strategic decisionmaking is not available. Yet, the current state of the technology can make it possible to pro-vide strategic information. While we are still discussing the escalating need for strategicinformation by companies, let us ask some basic questions. What are the opportunities avail-able to companies resulting from the possible use of strategic information? What are thethreats and risks resulting from the lack of strategic information available in companies? Here are some examples of the opportunities made available to companies through theuse of strategic information: † A business unit of a leading long-distance telephone carrier empowers its sales person- nel to make better business decisions and thereby capture more business in a highly competitive, multibillion-dollar market. A Web-accessible solution gathers internal and external data to provide strategic information. † Availability of strategic information at one of the largest banks in the United States with assets in the $250 billion range allows users to make quick decisions to retain their valued customers. † In the case of a large health management organization, signiﬁcant improvements in health care programs are realized, resulting in a 22% decrease in emergency room visits, 29% decrease in hospital admissions for asthmatic children, potentially sight- saving screenings for hundreds of diabetics, improved vaccination rates, and more than 100,000 performance reports created annually for physicians and pharmacists. † At one of the top ﬁve U.S. retailers, strategic information combined with Web-enabled analysis tools enables merchants to gain insights into their customer base, manage inventories more tightly, and keep the right products in front of the right people at the right place at the right time. † A community-based pharmacy that competes on a national scale with more than 800 franchised pharmacies coast to coast gains in-depth understanding of what customers buy, resulting in reduced inventory levels, improved effectiveness of promotions and marketing campaigns, and improved proﬁtability for the company. † A large electronics company saves millions of dollars a year because of better manage- ment of inventory. On the other hand, consider the following cases where risks and threats of failures existedbefore strategic information was made available for analysis and decision making: † With an average ﬂeet of about 150,000 vehicles, a nationwide car rental company can easily get into the red at the bottom line if ﬂeet management is not effective. The ﬂeet is the biggest cost in that business. With intensiﬁed competition, the potential for failure is immense if the ﬂeet is not managed effectively. Car idle time must be kept to an
FAILURES OF PAST DECISION-SUPPORT SYSTEMS 9 absolute minimum. In attempting to accomplish this, failure to have the right class of car available in the right place at the right time, all washed and ready, can lead to serious loss of business. † For a world-leading supplier of systems and components to automobile and light truck equipment manufacturers, serious challenges faced included inconsistent data compu- tations across nearly 100 plants, inability to benchmark quality metrics, and time- consuming manual collection of data. Reports needed to support decision making took weeks. It was never easy to get company-wide integrated information. † For a large utility company that provided electricity to about 25 million consumers in ﬁve mid-Atlantic states in the United States, deregulation could result in a few winners and lots of losers. Remaining competitive and perhaps even just surviving depended on centralizing strategic information from various sources, streamlining data access, and facilitating analysis of the information by the business units.FAILURES OF PAST DECISION-SUPPORT SYSTEMSAssume a speciﬁc scenario. The marketing department in your company has been concernedabout the performance of the West Coast region and the sales numbers from the monthlyreport this month are drastically low. The marketing vice president is agitated and wantsto get some reports from the IT department to analyze the performance over the past twoyears, product by product, and compared to monthly targets. He wants to make quick stra-tegic decisions to rectify the situation. The CIO wants your boss to deliver the reports as soonas possible. Your boss runs to you and asks you to stop everything and work on the reports.There are no regular reports from any system to give the marketing department what theywant. You have to gather the data from multiple applications and start from scratch. Doesthis sound familiar? At one time or another in your career in information technology, you must have beenexposed to situations like this. Sometimes, you may be able to get the information requiredfor such ad hoc reports from the databases or ﬁles of one application. Usually this is not so.You may have to go to several applications, perhaps running on different platforms in yourcompany environment, to get the information. What happens next? The marketing depart-ment likes the ad hoc reports you have produced. But now they would like reports in adifferent format, containing more information that they did not think of originally. Afterthe second round, they ﬁnd that the contents of the reports are still not exactly whatthey wanted. They may also ﬁnd inconsistencies among the data obtained from differentapplications. The fact is that for nearly two decades or more, IT departments have been attempting toprovide information to key personnel in their companies for making strategic decisions.Sometimes an IT department could produce ad hoc reports from a single application. Inmost cases, the reports would need data from multiple systems, requiring the writing ofextract programs to create intermediary ﬁles that could be used to produce the ad hoc reports. Most of these attempts by IT in the past ended in failure. The users could not clearly deﬁnewhat they wanted in the ﬁrst place. Once they saw the ﬁrst set of reports, they wanted moredata in different formats. The chain continued. This was mainly because of the very natureof the process of making strategic decisions. Information needed for strategic decisionmaking has to be available in an interactive manner. The user must be able to query online,get results, and query some more. The information must be in a format suitable for analysis.
10 THE COMPELLING NEED FOR DATA WAREHOUSING In order to appreciate the reasons for the failure of IT to provide strategic informationin the past, we need to consider how IT was attempting to do this all these years. Let us,therefore, quickly run through a brief history of decision support systems.History of Decision-Support SystemsDepending on the size and nature of the business, most companies have gone through thefollowing stages of attempts to provide strategic information for decision making. Ad hoc Reports. This was the earliest stage. Users, especially from marketing and ﬁnance, would send requests to IT for special reports. IT would write special pro- grams, typically one for each request, and produce the ad hoc reports. Special Extract Programs. This stage was an attempt by IT to anticipate somewhat the types of reports that would be requested from time to time. IT would write a suite of programs and run the programs periodically to extract data from the various appli- cations. IT would create and keep the extract ﬁles to fulﬁll any requests for special reports. For any reports that could not be run off the extracted ﬁles, IT would write individual special programs. Small Applications. In this stage, IT formalized the extract process. IT would create simple applications based on the extracted ﬁles. The users could stipulate the par- ameters for each special report. The report printing programs would print the infor- mation based on user-speciﬁc parameters. Some advanced applications would also allow users to view information through online screens. Information Centers. In the early 1970s, some major corporations created what were called information centers. The information center typically was a place where users could go to request ad hoc reports or view special information on screens. These were predetermined reports or screens. IT personnel were present at these information centers to help the users to obtain the desired information. Decision-Support Systems. In this stage, companies began to build more sophisticated systems intended to provide some semblance of strategic information. Again, similar to the earlier attempts, these systems were supported by extracted ﬁles. The systems were menu-driven and provided online information and also the ability to print special reports. Many such decision-support systems were for marketing. Executive Information Systems. This was an attempt to bring strategic information to the executive desktop. The main criteria were simplicity and ease of use. The system would display key information every day and provide the ability to request simple, straightforward reports. However, only preprogrammed screens and reports were available. After seeing the total countrywide sales, if the executive wanted to see the analysis by region, by product, or by another dimension, it was not possible unless such breakdowns were already preprogrammed. This limitation caused frustra- tion and executive information systems did not last long in many companies.Inability to Provide InformationEvery one of the past attempts at providing strategic information to decision makers wasunsatisfactory. Figure 1-4 depicts the inadequate attempts by IT to provide strategicinformation. As IT professionals, we are all familiar with the situation.
OPERATIONAL VERSUS DECISION-SUPPORT SYSTEMS 11 User needs User hopes information to find the right answers User requests reports from IT THE FAMILIAR MERRY-GO-ROUND (4 – 6 weeks) IT sends requested IT places reports request on backlog IT creates ad hoc queries Figure 1-4 Inadequate attempts by IT to provide strategic information. Here are some of the factors relating to the inability to provide strategic information: † IT receives too many ad hoc requests, resulting in a large overload. With limited resources, IT is unable to respond to the numerous requests in a timely fashion. † Requests are too numerous; they also keep changing all the time. The users need more reports to expand and understand the earlier reports. † The users ﬁnd that they get into the spiral of asking for more and more supplementary reports, so they sometimes adapt by asking for every possible combination, which only increases the IT load even further. † The users have to depend on IT to provide the information. They are not able to access the information themselves interactively. † The information environment ideally suited for strategic decision making has to be very ﬂexible and conducive for analysis. IT has been unable to provide such an environment.OPERATIONAL VERSUS DECISION-SUPPORT SYSTEMSIs there an underlying reason for the failure of all the previous attempts by IT to providestrategic information? What has IT been doing all along? The fundamental reason forthe inability to provide strategic information is that we have been trying all along to providestrategic information from the operational systems. These operational systems such as orderprocessing, inventory control, claims processing, outpatient billing, and so on are notdesigned or intended to provide strategic information. If we need the ability to providestrategic information, we must get the information from altogether different types of systems.Only specially designed decision support systems or informational systems can providestrategic information. Let us understand why.
12 THE COMPELLING NEED FOR DATA WAREHOUSING Get the data in Making the wheels of business turn Take an order Process a claim Make a shipment Generate an invoice Receive cash Reserve an airline seat Figure 1-5 Operational systems.Making the Wheels of Business TurnOperational systems are online transaction processing (OLTP) systems. These are the sys-tems that are used to run the day-to-day core business of the company. They are the so-called bread-and-butter systems. Operational systems make the wheels of business turn(see Fig. 1-5). They support the basic business processes of the company. These systemstypically get the data into the database. Each transaction processes information about asingle entity such as a single order, a single invoice, or a single customer.Watching the Wheels of Business TurnOn the other hand, specially designed and built decision-support systems are not meant torun the core business processes. They are used to watch how the business runs, and thenmake strategic decisions to improve the business (see Fig. 1-6). Decision-support systems are developed to get strategic information out of the database,as opposed to OLTP systems that are designed to put the data into the database. Decision-support systems are developed to provide strategic information.Different Scope, Different PurposesTherefore, we ﬁnd that in order to provide strategic information we need to build informa-tional systems that are different from the operational systems we have been building to runthe basic business. It will be worthless to continue to dip into the operational systems for Get the information out Watching the wheels of business turn Show me the top-selling products Show me the problem regions Tell me why (drill down) Let me see other data (drill across) Show the highest margins Alert me when a district sells below target Figure 1-6 Decision-support systems.
DATA WAREHOUSING—THE ONLY VIABLE SOLUTION 13 How are they different? OPERATIONAL INFORMATIONAL Data Content Current values Archived, derived, summarized Data Structure Optimized for Optimized for complex transactions queries Access Frequency High Medium to low Access Type Read, update, delete Read Usage Predictable, repetitive Ad hoc, random, heuristic Response Time Sub-seconds Several seconds to minutes Users Large number Relatively small number Figure 1-7 Operational and informational systems.strategic information as we have been doing in the past. As companies face ﬁercer competitionand businesses become more complex, continuing the past practices will only lead to disaster. We need to design and build informational systems † That serve different purposes † Whose scopes are different † Whose data content is different † Where the data usage patterns are different † Where the data access types are different Figure 1-7 summarizes the differences between the traditional operational systems andthe newer informational systems that need to be built.DATA WAREHOUSING—THE ONLY VIABLE SOLUTIONAt this stage of our discussion, we now realize that we do need different types of decision-support systems to provide strategic information. The type of information needed for stra-tegic decision making is different from that available from operational systems. We needa new type of system environment for the purpose of providing strategic information foranalysis, discerning trends, and monitoring performance. Let us examine the desirable features and processing requirements of this new type ofsystem environment. Let us also consider the advantages of this type of system environmentdesigned for strategic information.A New Type of System EnvironmentThe desired features of the new type of system environment are: † Database designed for analytical tasks † Data from multiple applications † Easy to use and conducive to long interactive sessions by users
14 THE COMPELLING NEED FOR DATA WAREHOUSING † Read-intensive data usage † Direct interaction with the system by the users without IT assistance † Content updated periodically and stable † Content to include current and historical data † Ability for users to run queries and get results online † Ability for users to initiate reportsProcessing Requirements in the New EnvironmentMost of the processing in the new environment for strategic information will have to beanalytical. There are at least four levels of analytical processing requirements: 1. Running of simple queries and reports against current and historical data. 2. Ability to perform “what if ” analysis in many different ways. 3. Ability to query, step back, analyze, and then continue the process to any desired length. 4. Ability to spot historical trends and apply them in future interactive processes.Strategic Information from the Data WarehouseThis new system environment that users desperately need to obtain strategic informationhappens to be the new paradigm of data warehousing. Beginning with the late 1980s andinto the 1990s enterprises began building such system environments. This new environment,known as the data warehouse environment, is kept separate from the system environment thatsupports the routine day-to-day operations. The data warehouse essentially has become thesource of strategic information for the enterprise to enable strategic decision making. Thedata warehouse has proved to be the only viable solution. We have clearly seen that solutionsbased on the data extracted from operational systems have all been totally unsatisfactory.Figure 1-8 shows the general overview of the data warehouse as the source of strategicinformation for the enterprise. OPERATIONAL DATA Ext rac tion , cle ans ing , ag OPERATIONAL gre SYSTEMS gat STRATEGIC ion (Basic INFORMATION business processes) Data Transformation Key Measurements/ Business Dimensions DATA WAREHOUSE Figure 1-8 General overview of the data warehouse.
DATA WAREHOUSE DEFINED 15 At a high level of interpretation, the data warehouse contains critical metrics of thebusiness processes stored along business dimensions. For example, a data warehousemight contain units of sales, by product, day, customer group, sales district, sales region,and promotion. Here the business dimensions are product, day, customer group, sales district,sales region, and sales promotion type. Unit sales represent the metrics being measured acrossproducts, days, customer groups, sales districts, sales regions, and sales promotion types. From where does the data warehouse get its data? The data is derived from the operationalsystems that support the basic business processes of the organization. In between the oper-ational systems and the data warehouse, there is a data staging area. In this staging area, theoperational data is cleansed and transformed into a form suitable for placement in the datawarehouse for easy retrieval.DATA WAREHOUSE DEFINEDWe have reached the strong conclusion that data warehousing is the only viable solutionfor providing strategic information. We arrived at this conclusion based on the functionsof the new system environment called the data warehouse. So, let us try to come up witha functional deﬁnition of the data warehouse. The data warehouse is an informational environment that: † Provides an integrated and total view of the enterprise. † Makes the enterprise’s current and historical information easily available for strategic decision making. † Makes decision-support transactions possible without hindering operational systems. † Renders the organization’s information consistent. † Presents a ﬂexible and interactive source of strategic information.A Simple Concept for Information DeliveryIn the ﬁnal analysis, data warehousing is a simple concept. It is born out of the need for stra-tegic information and is the result of the search for a new way to provide such information. Themethods of the previous decades using the operational computing environment were unsatis-factory. The new concept is not to generate fresh data, but to make use of the large volumes ofexisting data and to transform it into forms suitable for providing strategic information. The data warehouse exists to answer questions users have about the business, the perform-ance of the various operations, the business trends, and about what can be done to improvethe business. The data warehouse exists to provide business users with direct access to data,to provide a single uniﬁed version of the key performance indicators, to record the past accu-rately, and to provide the ability for viewing the data from many different perspectives. Inshort, the data warehouse is there to support decisional processes. Data warehousing is really a simple concept: Take all the data you already have in theorganization, clean and transform it, and then provide useful strategic information. Whatcould be simpler than that?An Environment, Not a ProductA data warehouse is not a single software or hardware product you purchase to provide stra-tegic information. It is, rather, a computing environment where users can ﬁnd strategic
16 THE COMPELLING NEED FOR DATA WAREHOUSINGinformation, an environment where users are put directly in touch with the data they need tomake better decisions. It is a user-centric environment. Let us summarize the characteristics of this new computing environment called the datawarehouse: † An ideal environment for data analysis and decision support † Fluid, ﬂexible, and interactive † 100% user-driven † Very responsive and conducive to the ask – answer –ask again pattern † Provides the ability to discover answers to complex, unpredictable questionsA Blend of Many TechnologiesLet us reexamine the basic concept of data warehousing. The basic concept of data ware-housing is: † Take all the data from the operational systems. † Where necessary, include relevant data from outside, such as industry benchmark indicators. † Integrate all the data from the various sources. † Remove inconsistencies and transform the data. † Store the data in formats suitable for easy access for decision making. Different technologies are, therefore, needed to support these functions. Figure 1-9 showshow a data warehouse is a blend of the many technologies needed for the various functions. OPERATIONAL DATA STRATEGIC Extr ac tion, INFORMATION clean sing, aggr egati on Key Measurements/ Business Dimensions OPERATIONAL SYSTEMS Data Transformation DATA (Basic business processes) WAREHOUSE Executives/Managers/ Analysts BLEND OF TECHNOLOGIES Data Analysis Applications Data Modeling Acquisition Data Quality Administration Data Manage- Metadata Development Storage ment Management Tools Management Figure 1-9 The data warehouse: a blend of technologies.
THE DATA WAREHOUSING MOVEMENT 17 Although many technologies are in use, they all work together in a data warehouse. Theend result is the creation of a new computing environment for the purpose of providing thestrategic information every enterprise needs desperately.THE DATA WAREHOUSING MOVEMENTAs enterprises began to realize the effectiveness of data warehousing, more and more organ-izations jumped on the bandwagon and data warehousing began to spread at a rapid rate. Firstthe large companies that were able to quickly afford the outlay of resources began to launchdata warehousing projects. Medium-sized companies also entered the data warehousingarena. Soon several businesses began to reap the beneﬁts provided by data warehousing.Much research began to be focused on this new phenomenon. Many vendors began tooffer hardware and software products to support the different functions within the datawarehouse. Prior to the data warehousing concept with an architectural model for the movement ofdata from operational systems to decision support environments, companies attempted mul-tiple decision-support environments within their organizations. This had to be done withenormous costs fraught with large amounts of data redundancies and inconsistencies.Each decision-support environment was intended to serve speciﬁc groups of users for lim-ited purposes. The adoption of data warehousing changed all of this. Similar to industrialwarehouses, data warehouses are intended for large-scale collection and storage of corporatedata to provide strategic information for the overall needs. Just as products stored in industrialwarehouses are distributed to retail stores or marts, data stored in data warehouses may bechanneled to data marts for speciﬁc users.Data Warehousing MilestonesAs data warehousing gained acceptance during the 1980s and 1990s, we may trace someof the highlights of the movement. Listed below are the signiﬁcant milestones during theinitial phase of the movement: † 1983—Teradata introduces a database management system (DBMS) designed for decision-support systems. † 1988—The article An Architecture for a Business and Information Systems introducing the term “business data warehouse” is published by Barry Devlin and Paul Murphy in the IBM Systems Journal. † 1990—Red Brick Systems introduces Red Brick Warehouse, a DBMS speciﬁcally for data warehousing. † 1991—Bill Inmon publishes his book Building the Data Warehouse (he is generally considered the father of data warehousing). † 1991—Prism Solutions introduces Prism Warehouse Manager software for developing a data warehouse. † 1995—The Data Warehousing Institute, a premier institution that promotes data ware- housing is founded. (This institution has since emerged as the leading voice in the data warehousing and business intelligence arena providing education, research, and support.)
18 THE COMPELLING NEED FOR DATA WAREHOUSING † 1996—Ralph Kimball publishes a seminal book The Data Warehousing Toolkit. (He is among the top authorities in the ﬁeld of data warehousing and decision support systems.) † 1997—Oracle 8, with support for STAR schema queries, is released.Initial ChallengesAs the adoption of data warehousing by organizations continued, even those companies thatimplemented data warehouses faced signiﬁcant challenges that promoted a moderate shiftfrom the original implementations. Here is a list of the key challenges that had to beovercome: † Customers had become more sophisticated and savvy, pressing for greater service, improved quality, and innovative customization. † Government deregulation of industries exposed companies to ﬁercer competition and the need for leaner operation. † Expansion of globalization opened the arena for competitors, more in number and greater in power. † New privacy regulations created the need to revise methods of collection and use of information. † Improper architecture of some initial data warehousing systems produced fragmented views of corporate data and tended to produce disparate information silos. † Query, reporting, and analysis tools provided to the users in the early data warehousing environments for self-service proved to be too complex and overwhelming for use by the users themselves. † The promises of early data warehouse environments to provide user-friendly tools for the masses remained unfulﬁlled.EVOLUTION OF BUSINESS INTELLIGENCEThe initial challenges following the adoption of early data warehousing systems forced com-panies to take a second look at providing decision support. Companies began to perceive thatthe goal of decision-support systems is twofold: transformation of data to information; deri-vation of knowledge from information. Each of these two aspects needs to be emphasizedand strengthened appropriately to provide the necessary results. Business intelligence foran organization requires two environments, one to concentrate on transformation of datainto information and the other to deal with transformation of information into knowledge. Business intelligence (BI), therefore, is a broad group of applications and technologies.First, the term refers to the systems and technologies for gathering, cleansing, consolidating,and storing corporate data. Next, business intelligence relates to the tools, techniques, andapplications for analyzing the stored data. The Gartner Group popularized BI as an umbrellaterm to include concepts and methods to improve business decision making by fact-basedsupport systems. The Data Warehousing Institute compares BI to a data reﬁnery. Similarto an oil reﬁnery, a BI setting takes data as the raw material, collects it, reﬁnes it, andprocesses it into several information products.
EVOLUTION OF BUSINESS INTELLIGENCE 19BI: Two EnvironmentsWhen you consider all that BI encompasses, you may view BI for an enterprise as composedof two environments: Data to Information. In this environment data from multiple operational systems are extracted, integrated, cleansed, transformed and stored as information in specially designed repositories. Information to Knowledge. In this environment analytical tools are made available to users to access and analyze the information content in the specially designed reposi- tories and turn information into knowledge.BI: Data Warehousing and AnalyticsAs some of the early challenges indicated, sufﬁcient and separate attention needs to be givento the two environments that BI encompasses. In today’s businesses, extraction, consolida-tion, transformation, and storing of data as strategic information is a formidable task. Again,using this information with sophisticated tools for proper decision making is equally chal-lenging. Therefore, the trend is to consider these as two distinct environments for corporateBI. Vendors also tend to specialize in tools appropriate for these two distinct environments. However, the two environments are complementary and need to work together.Figure 1-10 shows the two complementary environments, the data warehousing environ-ment, which transforms data into information, and the analytical environment, which pro-duces knowledge from information. As we proceed from chapter to chapter, we will keepexpanding and intensifying our discussion of these two environments. OPERATIONAL SYSTEMS Da ta Extract Integrate Cleanse Transform Inf or ma tio INFORMATION n DATA WAREHOUSE Knowledge Query Analyze Report Perform USERS Figure 1-10 BI: data warehousing and analytical environments.
20 THE COMPELLING NEED FOR DATA WAREHOUSINGCHAPTER SUMMARY † Companies are desperate for strategic information to counter ﬁercer competition, extend market share, and improve proﬁtability. † In spite of tons of data accumulated by enterprises over the past decades, every enter- prise is caught in the middle of an information crisis. Information needed for strategic decision making is not readily available. † All the past attempts by IT to provide strategic information have been failures. This was mainly because IT has been trying to provide strategic information from operational systems. † Informational systems are different from the traditional operational systems. Operational systems are not designed for strategic information. † We need a new type of computing environment to provide strategic information. The data warehouse promises to be this new computing environment. † Data warehousing is the viable solution. There is a compelling need for data warehous- ing in every enterprise. † The challenges faced in early data warehouse implementations led the movement towards maturity. † The notion of business intelligence for an enterprise has evolved as an umbrella con- cept embracing data warehousing and analytics to transform data into information and information into knowledge.REVIEW QUESTIONS 1. What do we mean by strategic information? For a commercial bank, name ﬁve types of strategic objectives. 2. Do you agree that a typical retail store collects huge volumes of data through its oper- ational systems? Name three types of transaction data likely to be collected by a retail store in large volumes during its daily operations. 3. Examine the opportunities that can be provided by strategic information for a medical center. Can you list ﬁve such opportunities? 4. Why were all the past attempts by IT to provide strategic information failures? List three concrete reasons and explain. 5. Describe ﬁve differences between operational systems and informational systems. 6. Why are operational systems not suitable for providing strategic information? Give three speciﬁc reasons and explain. 7. Name six characteristics of the computing environment needed to provide strategic information. 8. What types of processing take place in a data warehouse? Describe. 9. A data warehouse is an environment, not a product. Discuss.
EXERCISES 2110. Data warehousing is the only viable means to resolve the information crisis and to provide strategic information. List four reasons to support this assertion and explain them.EXERCISES1. Match the columns: 1. information crisis A. OLTP applications 2. strategic information B. produce ad hoc reports 3. operational systems C. explosive growth 4. information center D. despite lots of data 5. data warehouse E. data cleaned and transformed 6. order processing F. users go to get information 7. executive information G. used for decision making 8. data staging area H. environment, not product 9. extract programs I. for day-to-day operations 10. information technology J. simple, easy to use2. The current trends in hardware/software technology make data warehousing feasible. Explain with some examples how exactly technology trends do help.3. You are the IT director of a nationwide insurance company. Write a memo to the execu- tive vice president explaining the types of opportunities that can be realized with readily available strategic information.4. For an airline company, how can strategic information increase the number of frequent ﬂyers? Discuss giving speciﬁc details.5. You are a senior analyst in the IT department of a company manufacturing automobile parts. The marketing VP is complaining about the poor response by IT in providing strategic information. Draft a proposal to him introducing the concept of business intelligence and how data warehousing and analytics as part of business intelligence for your company would be the optimal solution.
CHAPTER 2DATA WAREHOUSE: THE BUILDINGBLOCKSCHAPTER OBJECTIVES † Review formal deﬁnitions of a data warehouse † Discuss the deﬁning features † Distinguish between data warehouses and data marts † Review the evolved architectural types † Study each component or building block that makes up a data warehouse † Introduce metadata and highlight its signiﬁcanceAs we have seen in the last chapter, data warehousing has evolved as part of business intelli-gence for the enterprise. In the data warehouse you integrate and transform enterprise datainto information suitable for strategic decision making. You take all the historic data fromthe various operational systems, combine this internal data with any relevant data from out-side sources, and pull them together. You resolve any conﬂicts in the way data resides indifferent systems and transform the integrated data content into a format suitable for provid-ing information to the various classes of users. Finally, you supplement with informationdelivery methods. In order to set up this information delivery system, you need different components orbuilding blocks. These building blocks are arranged together in the most optimal way toserve the intended purpose. They are arranged in a suitable architecture. Before we getinto the individual components and their arrangement in the overall architecture, let usﬁrst look at some fundamental features of the data warehouse. Bill Inmon (1996, p. 33), considered to be the father of data warehousing as noted in theprevious chapter, provides the following deﬁnition: “A Data Warehouse is a subjectoriented, integrated, nonvolatile, and time variant collection of data in support of manage-ment’s decisions.”Data Warehousing Fundamentals for IT Professionals, Second Edition. By Paulraj PonniahCopyright # 2010 John Wiley & Sons, Inc. 23
24 DATA WAREHOUSE: THE BUILDING BLOCKS Sean Kelly, another leading data warehousing practitioner, deﬁnes the data warehouse inthe following way. The data in the data warehouse is: Separate Available Integrated Time stamped Subject oriented Nonvolatile AccessibleDEFINING FEATURESLet us examine some of the key deﬁning features of the data warehouse based on these deﬁ-nitions. What about the nature of the data in the data warehouse? How is this data differentfrom the data in any operational system? Why does it have to be different? How is the datacontent in the data warehouse used?Subject-Oriented DataIn operational systems, we store data by individual applications. In the data sets for an orderprocessing application, we keep the data for that particular application. These data sets pro-vide the data for all the functions for entering orders, checking stock, verifying customer’scredit, and assigning the order for shipment. But these data sets contain only the data that isneeded for those functions relating to this particular application. We will have some data setscontaining data about individual orders, customers, stock status, and detailed transactions,but all of these are structured around the processing of orders. Similarly, for a banking institution, data sets for a consumer loans application contain datafor that particular application. Data sets for other distinct applications for checking accountsand savings accounts relate to those speciﬁc applications. Again, in an insurance company,different data sets support individual applications such as automobile insurance, life insur-ance, and workers’ compensation insurance. In every industry, data sets are organized around individual applications to support thoseparticular operational systems. These individual data sets have to provide data for the speciﬁcapplications to perform the speciﬁc functions efﬁciently. Therefore, the data sets for eachapplication need to be organized around that speciﬁc application. In striking contrast, in the data warehouse, data is stored by real-world business subjects orevents, not by applications. The data in a data warehouse is organized in such a way that all thedata sets relating to the same real-world business subject or event is tied together. We have saidthat data is linked and stored by business subjects. Well, what are business subjects? Businesssubjects differ from enterprise to enterprise. These are the subjects critical for the enterprise.For a manufacturing company, sales, shipments, and inventory are critical business subjects.For a retail store, sales at the check-out counter would be a critical business subject. Figure 2-1 distinguishes between how data is stored in operational systems and in thedata warehouse. In the operational systems shown, data for each application is organizedseparately by application: order processing, consumer loans, customer billing, accounts