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While the call center is not the primary audience for this project, they do use some of this data If their requirements are not reviewed, then signi cant changes may be needed in the future if they want to use the data warehouse Also, any delay in gathering those requirements will jeopardize our target to implement prior to the next business planning cycle (continued )
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Part II
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The Business Side of Data Warehousing
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Table 5-1 (continued ) ISSUE FROM IT PERSPECTIVE There are ve different places that look like they contain loss ratio Which one should I use BUSINESS TRANSLATION RAMIFICATIONS
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Is there a common de nition and formula for loss ratio used across the organization If so, what is it If not, why not Who can provide these to the team
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A limited understanding of such a key business measure can reduce the overall value of the data warehouse The groups supported may be reduced and the actual loss ratio calculation may not be implemented in a way that is bene cial to any group The business must retain control over the de nition of this critical calculation Without the purchasing data, the data warehouse will only be able to support two-thirds of the objectives for the project
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The purchasing data is too hard to understand It will take too long to gure it out; can we postpone it to the second phase
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The IT team needs help understanding the complexities of the purchasing data This requires time from the purchasing application system expert and the manager of the purchasing group How can we get their cooperation in a timely manner More time is needed to understand what, if any, impact this may have on the project budget or schedule
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Managing Expectations
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It can be challenging to keep expectations of the business community and IT staff aligned with the actual project goals Documenting the project charter, project scope, and statement of work are major steps toward keeping those expectations in line As discussed earlier, these documents should clearly lay out the project objectives, the major project tasks, and the deliverables Once the project is running, status meetings and published status reports provide feedback about progress The project team tracks details that need attention and issues that must be resolved Project change control may be invoked to re ect decisions made These activities are often done within the context of the project team However, there are often many others in IT or the business who
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5
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Setting Up a Successful Project
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are watching and waiting for project results While a status report can provide a summary of what is happening, it may not be enough to keep expectations aligned with actual project goals It can be useful to publish the project scope regularly even if nothing has changed As individuals learn more about the data warehouse and interact with the project, they form their own ideas about what they think the project is about The scope must be the place where these different ideas converge so that everyone has a common understanding Another key strategy for managing expectations is for everyone on the project team to listen to feedback If there is a single person or group that does not seem to understand what is happening, this should be brought to the project manager s attention This can be addressed with a formal brie ng or perhaps through information discussions The project has been de ned and launched Techniques for ongoing management have been presented Let s take a look at how the two companies we are tracking are doing
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In Real Life
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The steps described in this chapter are similar to steps de ned in other project management practices Project planning and management are necessary, but should not become the primary focus These are tools to help ensure that the project is able to run smoothly and meet the stated objectives The companies we have been following highlight the extremes of too much or too little project structure
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