Data Warehouse Programme Notes

Alan McSweeney

April 11, 2023 2

Objective

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

April 11, 2023 3

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

0Non

Existent

InformationManagement Processes

Not Applied At All

1Aware

ProcessesAre Ad Hoc

And Not

Organised, Some

Awareness, Little Action

2Reactive

Information Management

ProcessesFollow

A RegularPattern and Actions and Responses

Occur

3Proactive

Information Management is Agreed at

a Management

Level and Processes

Are Documented

AndCommunicat

ed

4Managed

Information is Managed

as an Enterprise Asset and

Information Processes

Are Monitored

And Measured

5Optimise

d

Information Management Agreed at a

Strategic Level, Good

Practices AreFollowed AndAutomated

With Continuous

Improvement

April 11, 2023 4

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?

April 11, 2023 5

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

April 11, 2023 6

Achieving the Goal

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

Access Report Discover Interpret Model

Running the BusinessLearn what is Driving

the BusinessImproving the Business

April 11, 2023 7

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

April 11, 2023 8

Three Components of Strategic Framework Supporting Goal Realisation

April 11, 2023 9

Programme Structure

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

April 11, 2023 10

High-Level Programme Structure

Information Management Goal

Business Performance Management

TechnologyStructures 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

April 11, 2023 11

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

April 11, 2023 12

Pillars of Information Management Framework

Technology

Data QualityEnterprise Data ModelReporting and AnalysisCollaboration and Portal

Governance

Enterprise-wide Sponsorship and OversightExecutive Sponsorship Business and IT involvementSubject Matter Experts Facilitate Cultural Change Setup Team Responsible for Common/Enterprise dataDefine and Manage Roles, Rules of Engagement, Governance Metrics, Success MeasuresDefine Policies and Procedures Common Methodology and StandardsManage Phased Implementation

Value

Drive Initiatives to Yield Value from Information AssetsImproved Information Quality Enable Management of Key Business IssuesEliminate Inefficiencies in Information ProcessesMove from Reporting to InsightDeeper Understanding of Business Operations To Enable Better Performance ManagementSupport for Emerging Information RequirementsDrive Realisation of Goal

April 11, 2023 13

Overlaying Programme Structure with Information Management Framework

Information Management Goal

Business Performance Management

TechnologyStructures 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

April 11, 2023 14

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

April 11, 2023 15

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

April 11, 2023 16

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

April 11, 2023 17

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

April 11, 2023 18

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

April 11, 2023 19

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

April 11, 2023 20

Moving Along the Information Management Value Chain

• Focus of specific key priority areas that deliver value to the business – follow the money

0Non

Existent

InformationManagement Processes

Not Applied At All

1Aware

ProcessesAre Ad Hoc

And Not

Organised, Some

Awareness, Little Action

2Reactive

Information Management

ProcessesFollow

A RegularPattern and Actions and Responses

Occur

3Proactive

Information Management is Agreed at

a Management

Level and Processes

Are Documented

AndCommunicat

ed

4Managed

Information is Managed

as an Enterprise Asset and

Information Processes

Are Monitored

And Measured

5Optimise

d

Information Management Agreed at a

Strategic Level, Good

Practices AreFollowed AndAutomated

With Continuous

Improvement

Application 1

Application 2

Application 4

Application 3

Application 5

Application 6

April 11, 2023 21

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?

April 11, 2023 22

High Level Operational Layers1. Data needs to be available from a variety of

sources across the operational business systems and from external data sources.

2. The process for extracting, normalising and transforming data needs to be automated. This is commonly referred to as the ETL (Extract, Transformation and Load) component.

3. The DW is the corporate data store - single, consistent and with information stored over time. Implementing a data warehouse facility requires significant involvement of and input from IT

4. This reflects the input of the business in defining what is being measured and what metrics are being generated. This is where input from the business is vitally important

5. This software layer provides analysis, reporting, mining and data access facilities. This is commonly off-the-shelf software from a variety of vendors, customised to suit requirements

6. This optional component stores information for specific business areas into separate data stores for ease of access and use

7. This element of the overall implementation allows business specific detailed analysis to be performed. This type of analysis focuses on identifying and resolving operational issues and trends

8. This presents the high-level scorecard view of the agreed performance indicators

9. End-users will have appropriate access to information – from viewing to access to analysis facilities

April 11, 2023 23

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

April 11, 2023 24

Service Management

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

April 11, 2023 25

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

April 11, 2023 26

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

April 11, 2023 27

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

April 11, 2023 28

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

April 11, 2023 29

More Information

Alan McSweeneyalan@alanmcsweeney.com