Implement Data Ware House
- 1. Axiom CareAxiom Care 2010IMPLEMENTING DATA WAREHOUSEREPORT 121, Gdanska, clark university, lodz 90-519,poland.ByBhuphender<br />Contents TOC \o \" 1-3\" \h \z \u AKNOWLEDGEMENT PAGEREF _Toc252514220 \h 3INTRODUCTION PAGEREF _Toc252514221 \h 4COMPANY: PAGEREF _Toc252514222 \h 4ABOUT ME: PAGEREF _Toc252514223 \h 4PROBLEM: PAGEREF _Toc252514224 \h 5PROPOSED SOLUTION PAGEREF _Toc252514225 \h 6WORK BREAK DOWN STRUCTURE (WBS): PAGEREF _Toc252514226 \h 10JOB SCHEDULE: PAGEREF _Toc252514227 \h 11HUMAN RESOURCE PAGEREF _Toc252514228 \h 12INFRASTRUCTURE: PAGEREF _Toc252514229 \h 13RISK IDENTIFICATION: PAGEREF _Toc252514230 \h 14FlEXIBILITY STUDY: PAGEREF _Toc252514231 \h 16ATTACHMENT: PAGEREF _Toc252514232 \h 17<br />AKNOWLEDGEMENT<br />I would like to express my gratitude to all those who gave me the possibility to complete this Report. I want to thank the Department of IT for giving me permission to commence this Report in the first instance, to do the necessary research work and to use departmental data. <br />I am deeply indebted to my supervisor Prof. Dr. Powel of MSIT Clark University whose help, stimulating suggestions and encouragement helped me in all the time of research for and writing of this Report.<br />Especially, I would like to give my special thanks to Prof. Dr. Mete Eren who show me the way of database.<br /> Thanks,<br />Sincerely,<br />Bhuphender<br />INTRODUCTION<br />Axiom Care is a dummy company, using this name as a reference only for this document. There are some assumptions for this company also the detail is covered under company paragraph.<br />COMPANY:<br />The Axiom Care is one of the leading integrated financial services providers worldwide. With nearly 5,000 employees worldwide, the Axiom Care serves approximately 5 million customers in about 10 countries. On the insurance side, Axiom is the market leader in the German market and has a strong international presence.<br />In fiscal 2008 the Axiom Care achieved total revenues of over 12.5 billion Euros. Axiom is also one of the world's largest asset managers, with third-party assets of 70 billion Euros under management at year end 2008.<br />Beyond the quality of our financial performance, a number of other activities and factors are important for the sustainable growth of our competitive strength and company value. These include, but are not limited to, our global diversification, the reduction of complexity, our value-based management approach, and our crucially important employees.<br />ABOUT ME: <br />I am a senior IT Manager in this company. Responsible for Initiates and implements improvements in all areas of IT. Serves as main point of contact on all IT-related matters for the office assigned. Responds/acts on upper-management direction. Identifies and provides standards for gathering information for use in trend analysis and reports information to company management. <br />PROBLEM:<br />The insurance company wants to analyze both the written policies and claims. It wants to see which coverages are most profitable and which are the least. It wants to measure profits over time by covered item type (i.e. kinds of cars and kinds of houses), state, county, demographic profile, underwriter, sales broker and sales region, and events. Both revenues and costs need to be identified and tracked. The company wants to understand what happens during the life of a policy, especially when a claim is processed.<br />Every one of the past attempts at providing strategic information to decision makers was unsatisfactory. The cycle of strategic information provision in the past always revolve in these phases :<br />User needs information
- 2. User requests reports from IT
- 3. IT places request on backlog
- 4. IT creates ad hoc queries
- 5. IT sends requested reports
- 6. User hopes to find the right answer, if not then return to #1Here are some of the factors relating to the inability to provide strategic information:<br />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.<br />Requests are not only too numerous, they also keep changing all the time. The users need more reports to expand and understand the earlier reports.<br />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.<br />The users have to depend on IT to provide the information. They are not able to access the information themselves interactively.<br />The information environment ideally suited for making strategic decision making has to be very flexible and conducive for analysis. IT has been unable to provide such an environment.<br />PROPOSED SOLUTION<br />As an IT manager I decided to implement data warehouse in company. There are two main production data sources: all transactions relating to the formulation of policies, and all transactions involved in processing claims. <br />Logic Diagram Of data warehouse:<br />The following four schemas outline the star schema for the insurance application<br />consisting of policy creation and claims processing, where these two major processes are represented both by transaction fact tables and monthly snapshot fact tables.<br />This data warehouse will need to represent a number of heterogeneous coverage types with appropriate combinations of core and custom dimension tables and fact tables.<br />The large insured party and covered item dimensions will need to be decomposed into one or more minidimensions in order to provide reasonable browsing performance and in order to accurately track these slowly changing dimensions.<br />WORK BREAK DOWN STRUCTURE (WBS):<br />JOB SCHEDULE:<br />HUMAN RESOURCE<br />INFRASTRUCTURE:<br />HARDWARECONFIGURATION QUANTITYETL SERVERIBM RS 6000, 80GB RAM, 8 Node1DB SERVERIBM RS 6000, 120GB RAM, 32 Node1SOFTWAREETL-SERVER-OSAIX 51DB-SERVER-OSAIX 51ETL TOOLData storage 7.5.1, Enterprise Edition50 userDATABASE SERVERUDB 810 user<br />Project Budget = Cost of Development + Infrastructure cost.<br />Project Staffing:<br />RISK IDENTIFICATION:<br />Risk IDCategoryDescriptionConditionsImpact DescriptionPossible mitigation1OverallLoss of project sponsorImpending reorganizationScope, budget, staffing, schedule issuesIdentify secondary sponsor. Review project requirements with sponsors2OverallGeneral lack of experience with toolsets, methods and best practicesPotential for huge margins of error in budgeting and scheduling; project delays; deliverables not fit for useStrong resource management plan; clearly defined project responsibilities; recruiting staff with DW experience; off-site training; professional consulting3ScopeWide range of users driving system requirementsConflicting user requirementsScope creep; application not meet user requirements; marginalized usersEnsure high level of user involvement; requirement prioritization4ScopeChanging system requirementsImpending reorganization; new product development; staff turnoverSchedule delays; system not meet business objectivesChange management process; project sponsor involvement5BudgetInadequate BudgetProject delay; scope scaled back; not meet business requirementsResearch; professional cost estimation; contingency budgeting; sponsor support6ScheduleUnrealistic schedule due to initial estimates / poorly understood deliverablesLarge initial delays; evidence of tasks excluded from WBSProject delay; quality issues due to rushed delivery or exclusion of deliverablesResearch; sponsor support; professional consulting7ROIDisconnect between business objectives and project deliverablesChanging business objectives; change in management; market changesProduct not fit for use; no ROIProactive alignment of project with business objectives; active stakeholder management; prototyping8TechnicalScalability issues due to huge amounts of data, changing requirementsPoor system performanceData access issuesEstimating toolsets; technical design completed by experienced DBA9TechnicalSupport issues; heterogeneous environment; new technologiesStaff turnover; staff currently not trained on systemsSystem unavailableAdministrator training; staff training budget; DR plan10TechnicalPoor data qualityUseless datasets; not meet business requirements; system not usedData quality review sub project; data cleansing; implement known clean data first; metadata quality tags (e.g. “questionable,” “not yet reviewed”)11TechnicalEnd user technical skills too low Implement canned reports and templates; user involvement in front end design12ImplementationVendor issuesBudget; project delaysVerify vendor financial viability; vendor references<br />FlexiBIlITY STUDY:<br />Business Advantage<br />Diverse management information is now available for quick decision-making, and users can directly extract analytical and statistical data –raising user productivity and satisfaction.<br />Key Benefits<br />Reduces data extraction time from 5 days to 1 day <br />Improves data quality <br />Unifies data across all business units for single access<br />Other Advantage of Data warehousing<br />One consistent data store for reporting, forecasting, and analysis <br />Easier and timely access to data <br />Improved end-user productivity <br />Improved IS productivity <br />Reduced costs <br />Scalability <br />Flexibility <br />Reliability <br />Competitive advantage <br />Trend analysis and detection <br />Key ratio indicator measurement and tracking <br />Drill down analysis <br />Problem monitoring <br />Executive analysis <br />ATTACHMENT:<br />WBS_file.
- 7. Job Schedule and Human resource.