Sid Adelman & Associates

Most large organizations in the United States are either implementing some form of a Data Warehouse (DW) or at least making plans to do so. Unfortunately, many companies are not positioned to be successful in their execution. This test should provide an understanding of readiness and chance for success to those who are responsible for the DW.

1. Have the mission and the objectives for the DW been defined?

A. Yes, completely

B. Partially, we are working on it

C. No, we’ll get around to it after the first implementation

2. Do the mission and objectives of the DW map to those of the enterprise?

A. Yes, the DW is expected to support and satisfy the organization’s strategic direction.

B. The DW will indirectly contribute to some of the organization goals.

C. I didn’t know our enterprise had any objectives.

3. What is the quality of the source data?

A. The source data has some problems, but we will clean up most of the data before it goes into the DW, and identify suspect data.

B. We will clean the data as best we can.

C. The users are the ones who screwed up the data in the first place. If the data isn’t clean, it’s their problem.

4. Are the skills in place to support the DW?

A. DAs, DBAs, application developers, and user liaisons have been identified, trained, and committed to the DW project.

B. We recognize the demand for skilled support and are working to staff the positions.

C. In his spare time, Harold will be responsible for and supporting the DW (we have to give him something to do).

5. Is an adequate budget in place?

A. Yes, the project has been budgeted and cost justified.

B. We recognize the DW will be costly, some money has been allocated and are working on getting the extra budget we need.

C. With all the cutbacks, no money has been allocated to the project. Besides, the DW shouldn’t really cost anything extra.

6. Has supporting software (extract, cleansing, query tools, DBMS, etc.) been chosen and installed?

A. Yes, all the software is in place, has been tested and has been incorporated in our DW methodology.

B. We are selecting software that will give us the most benefit for our limited budget.

C. Heck, we can write all that stuff ourselves. Why waste the company’s money? And VSAM should be fine for the underlying DBMS.

7. Has the source data been inventoried and modeled?

A. Yes, we have been using a standard modeling tool and have captured most of the anticipated source data. We know were the data comes from and have documented this metadata in a data dictionary.

B. We will be able to use some of our existing models of source data. We plan to model the data warehouse and plan to use a data dictionary for our metadata.

C. With our tight deadline, we can’t afford the luxury of modeling right now. We hope to model the source data when we get the time. But why inventory the source data? It’s available in the copy books.

8. Is there a strong, well-placed, and reasonable user sponsor?

A. Yes. In fact, the user is driving the project.

B. Users seem to be interested but the user for the pilot project has not yet been chosen.

C. We don’t need a user sponsor. "If we build it, they will come (or at least visit)." Besides, we know the users will love it after they become proficient in C++.

9. Are the primary users of the Data Warehouse computer literate?

A. Yes. They are eager to try new software and have been effectively using their PCs for a number of years.

B. Many of the users actively use their PCs. Some are still reluctant and we have some internal selling to do.

C. The users couldn’t find their mouse with both hands at high noon.

10. Is the DW seen as a power grab by the DW Implementation Team?

A. No, the DW has been embraced by most of IS as a capability that will contribute to their own effectiveness.

B. A number of the application developers are interested but we still have more selling to do.

C. The application teams see the DW as a way to erode their power and their traditional relationship with users. They fight it every chance they get so we are going to keep this project secret from them.

11. What are the user’s expectations for the DW?

A. The users are aware they will not be getting everything on the first phase of the DW delivery. They know there will be missing data, problems with the quality of the data, the information will not be in their most desired form, and they understand they will have to spend some time training to be able to use the DW effectively.

B. The user knows it won’t be perfect initially, but has some unrealistic expectations that need to be addressed.

C. The user believes immediate gratification takes too long, expects it all, and expects it now.

Scoring:

For each #A, give yourself (or your company) 10 points

For each #B, score 5 points

For each #C, no points are given.

100 points Unless Godzilla shows up at your doorstep, your success is guaranteed.

75 - 95 You are very well positioned for a successful implementation.

55 - 70 There are still some important issues to be addressed, but if they are addressed, your DW project could well succeed.

30 - 50 You need to step back from an impending failure and understand that the DW is not in the cards right now.

0 - 25 Reconsider the buy-out package.

This test was designed to accent some of the critical success factors for the DW. It should also highlight problem areas for each organization and identify deficiencies that can be addressed. Without such information, it is difficult to know where the resources and management attention should be focused. Rather than dwell on and bemoan the deficiencies, an organization can plan and work to establish the cultural base and infrastructure needed for a successful DW.

If you answered "C" to any of the questions, consider the following steps:

1. Have the mission and the objectives for the DW been defined?

• Identify the sponsor of the DW

• Insist (strongly recommend) that the mission and objectives be defined prior to any serious activity.

• Develop a straw man for the mission and objectives and propose it to the DW sponsor.

2. Do the mission and objectives of the DW map to those of the enterprise?

• If there are no explicit enterprise objectives, there are probably assumed objectives to which most people in the enterprise would subscribe. These should be documented and mapped to the DW objectives.

• If enterprise objectives exist but the DW does not support them, rethink what you are trying to accomplish with the DW.

3. What is the quality of the source data?

• If the quality of the source data is unknown, use a quality evaluation tool to determine just how bad things are. Identify operational data with quality problems to someone high in the organization (perhaps the CIO) and then step back (it is not your responsibility to clean up dirty operational data).

• Since the quality of the source data will be highly variable, try to convince the user to implement the cleanest data first (this will sometimes work).

• If the user insists on putting dirty data in the DW, at least flag the data in the data dictionary/repository indicating its level of quality.

4. Are the skills in place to support the DW?

• Define the functional responsibilities of Data Administrators, Database Administrators, Application Developers, and User Liaisons. Define the skill levels required for each of these positions.

• Sell management on the need to have skilled people on the DW team.

• Sell management on the need to have these people sufficiently dedicated to the project.

5. Is an adequate budget in place?

• Compile industry publications, presentations, etc. that indicate what a DW will normally cost. Watch out for those who give figures for selected subsets of the effort or who disregard costs assigned to some other departments.

• Itemize each of the costs for your project. Don’t pad the numbers, but don’t underestimate just because you think the true cost will frighten management into paralysis.

• If the numbers are too high, consider a smaller project or one that does not require some big ticket items (a new DBMS, other expensive software, or major new hardware)

6. Has supporting software (extract, cleansing, front-end tools, DBMS, etc.) been chosen and installed?

• Understand the benefit of this software to the project. If it does not benefit this specific project, justification can only be accomplished if major follow on projects will significantly benefit from its use.

• Quantify the costs of not using the software. These costs should include the additional effort to write the code, the ongoing costs to maintain the code, the costs of delay, and the potential for reduced quality of the implementation.

• Identify only the software that can make a major contribution. Avoid recommending a piece of software that is fun, leading edge, and a resume enhancer, but does not significantly make a contribution to the project.

7. Has the source data been inventoried and modeled?

• If source data has been neither inventoried nor modeled, it is probably because IS management does not recognize the importance of these activities. Any such recommendations would probably be seen as delaying the project. In fact, the inventory and modeling effort is long and laborious. If management has not already recognized their benefits, it’s unlikely that the DW project will sell it. The DW should not be used as justification for data modeling or for inventorying the data.

• If a CASE tool is in place that has reverse engineering capability (the ability to take database definitions [DDL], capture them in the CASE encyclopedia, and generate rough models), this reverse engineering could be the least costly and most acceptable course of action.

8. Is there a strong, well-placed, and reasonable user sponsor?

• Take your time. Make a list of sponsors that match the above criteria and put the strongest ones on top. Research their decision support requirements and determine which problems could be well served by the DW. Invite #1 to lunch, sell that user on the DW, outline what would be needed from them and from their department, and ask for their sponsorship.

• If #1 is not agreeable, invite #2.

• When you are down to The User From Hell, stop and do something else.

9. Are the primary users of the Data Warehouse computer literate?

• If you users are not computer literate, budget more money for user support.

• Allow more time for the expected volume to be achieved. Readjust your expectations.

• Revamp the training so as not to frighten the students.

• Provide mentors in the training process

• Develop a more comprehensive set of pre-defined queries.

• Choose an extra-user-friendly front end (choose warm and fuzzy over power and function)

10. Is the DW seen as a power grab by the DW Implementation Team?

• Be sure it is not a power grab.

• Make the application developers an integral part of the DW Team.

• After they have been properly trained, make them the primary contact with the users.

11. What are the user’s expectations for the DW?

• Be honest. Don’t misrepresent either what the users will be getting, their required involvement, the costs, or the schedules.

• Never, never, never be coerced by anyone to accept unrealistic time frames or budgets.

• Document what the users will be getting and when (some installations ask the users to sign this document).

• Continue to remind the users of what they will be getting and when.

• If you have a user who is unwilling to accept your estimates, give someone else the opportunity to work with that user.