Patrick McGrath, David A. Greenbaum IST Data Services In 2005, the UC Berkeley Data Stewardship Council sponsored a project to assess the feasibility, challenges and potential benefits of developing a unified, comprehensive data utility that will serve the entire campus community as a tool for day-to-day operations, decision making and planning; helping us to account for, leverage and focus our resources more effectively. Published in December 2005, the Enterprise Data Warehouse Planning Project - Phase 1 Report 1 was the result of a large number of interviews across campus which evaluated the value of data in decision making in a variety of campus processes and data domains. The report paints a compelling picture of the need for, and benefit to the campus of, a centrally accessible and integrated Enterprise Data Warehouse (EDW). A need, to point to a recent important example, highlighted and reinforced in Vice Provost Maslach and Professor David Stern s report on undergraduate outcomes. As the Berkeleyan summarized 2 : The 16-page report finds that although the Berkeley campus, by a variety of standard indicators, such as persistence and graduation rates, is doing extremely well, it still needs to improve its capacity to ask more sophisticated questions about outcomes all the way from the admissions process through students' undergraduate years and into the alumni experience. To build an enterprise data warehouse for the campus is a large undertaking, requiring substantial coordinated effort and work. The Enterprise Data Warehouse Report describes five key success criteria for an EDW. These include: 1. Campus-wide Involvement and Executive-Level Support 2. Consistent, Accurate, Timely Data, Integrated across Subject Areas 3. Security 4. Ease of Use 5. Training, User Support and Communications In this document we propose a model for a major step forward towards the creation of a Berkeley Enterprise Data Warehouse, namely, a model for campus wide involvement (campus community development) and executive level support (governance and sponsorship) for an EDW. This is the first success criteria listed above, and one that will enable the implementation of the other required components of an EDW. Currently, no single organization exists at UC Berkeley to manage and implement decision support systems and an Enterprise Data Warehouse. A number of data warehouse systems have been implemented---each with its own tools, support organization and processes---to support Financial, HR, Development, student administration functions and beyond. There is currently significant investment underway in departments to create warehouses in their own silos, but insufficient campus wide coordination and integration. In order to address the more sophisticated questions and to make data generally more available and usable, the campus s tools, data, and support processes need to become more consistent, standardized, and consolidated across campus communities. An aligned approach is required to plan, execute and support a campus data warehouse, and to ensure this is performed in the context of greater campus needs and priorities. These assumptions were used as input to a follow-up report 3 which is currently being reviewed by the Data Stewardship Council and intended for publication this year. One of the core recommendations of the report, 1 Enterprise Data Warehouse Planning Project Phase 1 Report, a report presented by the Data Stewardship Council 2005 http://datasteward.berkeley.edu/documents/edwphaseifinal051216.pdf 2 Berkeleyan article, November 29, 2006: http://www.berkeley.edu/news/berkeleyan/2006/11/29_senate.shtml 3 UC Berkeley Data Warehouse Roadmap, Data Stewardship Council 2006 Page 1 1/4/2007
produced in partnership with an external consultant, is the formation of a Data Warehouse or Business Intelligence Competency Center (BICC) to address campus involvement and governance. Competency Centers are seen as an emerging best practice for this purpose by industry pundits 4, technology suppliers 5, and peer institutions 6. They bring together three areas of required skills: Source: Gartner The successful delivery of Data Warehouse systems requires the development of an organization with the capabilities to: 1) Ensure investment and priorities in the data warehouse are aligned with campus goals and objectives 2) Maintain an overall Data Warehouse design and architecture that promotes data consistency, reliability and quality 3) Provide strong data stewardship and governance 4) Manage multiple, concurrent data warehouse projects 5) Maintain a balance between developing new systems (adding new data sources and/or new user groups) and maintaining existing systems 6) Manage multiple sources of funding, with each contributing to building the data warehouse infrastructure 7) Monitor and manage performance of all activities (including operations, development, strategy, etc.) This should be considered a coordinated partnership between functional and technology units who are represented in all activities. https://bearshare.berkeley.edu/sites/rapo/edw/dwstrat/project%20deliverables/edw%20architecture.pdf 4 Organizational Structure: Business Intelligence and Information Management Gartner https://bearshare.berkeley.edu/sites/rapo/edw/dwstrat/shared Documents/GartnerOrgBICC.pdf CIO Magazine - Integration Competency Centers http://www.cio.com/archive/110104/office.html 5 Competency Centers: The Alliance of IT and Business - Howard Dresner, Chief Strategy Officer Hyperion http://www.hyperion.com/leaders/insights/technology_architecture/bi_tools.cfm 6 A Business Intelligence Competency Community - A Proposal for The University of Michigan Prepared by AIMS Advisors on Information Management Strategy ref: http://www.businessintelligence.umich.edu/community/download/bicc_proposal_aims.pdf Page 2 1/4/2007
The proposed Data Warehouse / Business Intelligence Competency Center consists of 7 teams: Roles and Responsibilities of the Competency Center Teams Executive Steering Committee The Executive Steering Committee are comprised of Cabinet level officers representing all divisions of the UC Berkeley organization. The responsibilities of the Steering Committee are: To provide the overall objectives for the data warehouse based on campus strategic goals Commit funding for data warehouse initiatives Periodically review performance of data warehouse initiatives to determine if campus goals are being met and to review funding and resource needs Provide guidance on regulatory requirements that impact the data warehouse The Executive Steering Committee is not involved in the day to day management of data warehouse projects; however the Data Warehouse Leadership Council may escalate issues to the Steering Committee the issue warrants attention at Cabinet level. Data Warehouse Leadership Council The Data Warehouse Leadership Council consists of senior-officers one level below Cabinet level as well as the Data Warehouse Program Manager. The members of the Leadership Council represent all divisions of the UC Berkeley organization with an interest and need for reporting and analytics. The responsibilities of the Leadership Council are to o Manage the Data Warehouse Roadmap o Project Approval and Review o Service Levels Monitoring and Data Warehouse Performance Assessment o Communications o Data Stewardship Page 3 1/4/2007
Data Warehouse Program Manager The Data Warehouse Program Manager is a full time position dedicated to coordinating and managing all activities related to campus data warehouse initiatives. The Data Warehouse Program Manager is a member of the Strategy Committee and directly oversees the work of the Data Warehouse Strategy Team. The responsibilities of the Data Warehouse Program Manager are: o Facilitation of Executive and Steering Committees o Manage growth of capabilities for delivering the Data Warehouse to the Campus o Alignment with Office of the CIO and Technology Program Office o Program Management, facilitation and coordination of Data Warehouse Project Portfolio Data Warehouse Strategy Team The Data Warehouse Strategy Team consists of Business and Data Analysts, End-user Support Analysts, the Data Warehouse Data Architect and the Data Warehouse Technical Architect. The team is responsible for defining requirements, high level design, project management and end-user support and training for all data warehouse initiatives. The Strategy Team works closely with a team of Subject Matter Experts representatives from the campus departments who help define and prioritize requirements. Specific responsibilities of the Strategy Team are: o Creating / Maintaining the Data Warehouse Roadmap o High Level Design o Project Initiation and Management o Technology Evaluation o Data Quality Management o User Adoption and Training Data Warehouse Development Team The Data Warehouse Development Team is responsible for adding new functionality and subject areas to the data warehouse. Typically the data warehouse is developed as a series of increments defined by the Strategy Team in the Data Warehouse Roadmap. The Development Team does not provide the day to day operations for the Data Warehouse systems. Responsibilities of the Development Team are: o Detailed design activities o Development o Validation (QA and Testing) Data Warehouse Operations Team The Data Warehouse Operations Team is responsible for the day to day monitoring, maintenance and support of data warehouse systems. Clear separation of the duties of operations and development limits the impact of production management and issues on the development of new data warehouse increments. Specific responsibilities of the Operations Team are: o Deployment o Operations o Enhancements o Infrastructure Management o Performance and Capacity Management o Data Quality Management o End-user Support Page 4 1/4/2007
Source: CIO Magazine Source: Informatica Page 5 1/4/2007