Data Warehousing: Changing Campus Culture

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Data Warehousing: Changing Campus Culture Ors Psk, Oota Oarehouse Prowaw Oaaner Reusseher Pol techair Ieestivite 0 من هه سوت 

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Rensselaer Polytechnic Institute (RPI) Pounded ts (GCF by Gephon Our Rewerker O “We are the first degree granting technological university in the English-speaking world” O Research University with programs in Architecture, Arts, Engineering, Humanities, Science, and Social Sciences Rensselaer enrolls over 7,500 undergraduates, graduate, and working professionals. Over 450 Rensselaer faculty members include National Science Foundation Presidential Faculty Fellows, members of the National Academy of Engineering, the National Academy of Sciences, and other eminent professional organizations. اه بسن همست 

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Fundamental Problem Operational systems are not designed for information retrieval and analytical processing 

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History of DW at Rensselaer Fall 1998- Summer 2001: Looking for solution Fall 2001: Budgets are approved Fall 2001 - Jan 2002: Building infrastructure Jan 2002 - today: Delivering Enterprise Wide Warehouse with the following areas: Finance Positions Human Resources Student Enrollment Admissions Graduate Financial Aid Undergraduate Financial Aid Research (pre award, post award) Institute Advancement (in progress) ooo0a0 Onradt ODDO Ora Poh RO 

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Data Warehouse group O Part of the Administrative Computing within the Division of Chief Information Office O Total of eight employees O Responsible for addressing campus reporting and analytical needs O http://www.rpi.edu/datawarehouse Ona attt CODO Ors Prk RO 

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Our constituency Administrative leadership: President, VP of Finance, VP of Student Life, Provost, Dean for Graduate Admissions, Controller, Registrar, Dean of Enrollment, VP of Research, AVP of Budgets, etc. Academic leadership: Deans and Department Chairpersons, Research Center Directors Core Administration: /nstitutional Researcher, Director of Budgets, Director of Enrollment, Registrar, Director of Research Administration, etc. Core Administration Personal: responsible for carrying out centralized functions such as registration, admissions, payroll, etc. Campus Administrative Personal - Graduate Coordinator's Assistant, Business managers across campus, Coaches, etc. Faculty Ona attt CODO Ors Prk RO 

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Viewpoint Regardless of how well designed our star schemas are or how well the dimensions are conformed, to be effective in addressing campus decision support and analytical needs the Data Warehouse should be viewed as a service addressing information quality and campus culture Onradt ODDO Ora Poh RO 

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Viewpoint The true benefits can be achieved only when the new technology is adapted and becomes part of our business routine: O Penetration takes time O Brings transformational changes to Processes and Culture Onradt ODDO Ora Poh RO 

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Successful Data Warehouse implementation O Clear set of Goals and Objectives O Sponsorship O Budgeted O Dedicated staff O Strong alliance between IT and Business O Implemented as a Service O Proved implementation methodology O Addresses Information Quality O Serve as a catalyst for change ODS Ora Poh RO 

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The Fundamental Goal The fundamental goal of the Rensselaer Data Warehouse Initiative is to integrate administrative data into a consistent information resource that supports planning, forecasting, and decision-making processes at Rensselaer. ‎RM‏ من همست ‎ 

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Data Warehouse Objectives Serve as an information hub for Administration as well as the Academic Schools Transform Data into Information with embedded business definitions Informative - Meta Data Intuitive for end user to perform ad-hoc queries and analysis Adequate response time - Retrieved within seconds Ee) | LY YA Ona attt CODO Ors Prk RO 

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Business Sponsorship Lack of Business Sponsorship Prototype ™@ Shop around and identify area where it ‘hurts’ ™ Build a prototype and invite vendors to participate ™ Market to the business side Engage and build awareness ™ Facilitate a visit to the peer institution ™ Invite peer institution to your campus Be aware of offering temporary solutions ™ Costly in a long run 1" Will have dissatisfied customers Wait for leadership to change Onradt ODDO Ora Poh RO 

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Lack of IT Sponsorship Typical reasons are: Lacking knowledge and/or expertise, Do not have necessary resources; Not enough demand or pressure from the top Possible steps: Secure funding Bring in outside help with knowledge transfer Build Prototype as a joint venture Engage and Build awareness Emphasize partnership Engage Leadership (Business Sponsor) in setting IT priorities ooo0o000 Onradt ODDO Ora Poh RO 

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Budget Budget is the true indication of sponsorship support and priority Hardware and software for Production, Test, and Training environment Data base servers Data base licenses ETL Front-end Personnel Education and travel Consulting services Contingency | | تا نا نا 0 

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Dedicated Staff Need dedicated personnel to carry out the following functions ۲ Project Manager/Champion DBA Modeler ETL developers Front end developers Software administration and installation Desktop support Customer support Campus training Business staff and Power user Onradt ODDO Ora Poh RO 

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Alignment between the IT and the Business in DW implementation Business Campus_ | Culture اب9۳ Information Quality Teckwhow | Architecture 

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Information Quality Accurate, Reliable, Consistent, Relevant O Re-enforce common definitions O Set up processes to identify and clean erroneous data O Set up processes to gather relevant data O Define policies on who will have access to what information 

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Culture The goal is to build analytical culture that values and promotes usage of information in decision making 

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Culture O Promotes fact based decisions where value is placed on decisions made through usage of information vs. supply of data O Lowers the walls across organizational boundaries and promotes understanding of the business enterprise across different functional areas O Analytical culture requires different set of skills Onradt ODDO Ora Poh RO 

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Our Approach The approach to addressing campus informational needs can not be: O A Project O A Product ST Serve Ona attt CODO Ors Prk RO 

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Implementing Data Warehouse O Build Technical Architecture O Establish Services in support of campus community O Build Processes ensuring Data Quality O Work with campus Leadership on addressing campus analytical culture 

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Methodology Addresses long term solution Enterprise wide integrated data warehouse vs. Departmental data mart Use methodology with proven success i.e. learn from others Overall long term planning with short time to delivery Has to include all aspects of DW implementation ™ Architecture addressing transformations, meta data, security, delivery Campus rollout and training Information Quality Communication Support ۵ a Ona attt CODO Ors Prk RO 

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Implementation Methodology De Dy OS Os ‎Rebwr Our Det‏ سه وله ون ع؟ ‏ ( تسه ‎Oud DO I)‏ ‎ae Onta Dore Oxta vieworde‏ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ 

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Technical Architecture * operational + extraction “central repository “user-facing * business systems + transformatior + subject-based data ma pplications intelligence * transactional * modeling *Conformed dimensions * decision- systems * loading + metadata support 4 + OLAP * querying * reporting Web Client Interfaces Desktop Interfaces Dra Poh PA 

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Building DW Foundation - Technical_Architect ۱ 1 O ERP - Banner from SCT 95 O ETL - Power Center from Informatica O Data Base - Oracle 9i O Models - Star schemas with conformed dimensions O Web Front end tools - Hyperion Performance Management (Brio), Dash Boards Ona attt CODO Ors Prk RO 

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Building DW Foundation - Data Security, Privacy and Access Policy و6 & Pry ‏یت‎ ع- 8 O Can be defined as striking the “right” balance between data security/privacy and data access O Value of data is increased through widespread access and appropriate use, however, value is severely compromised by misinterpretation, misuse, or abuse ‎Key oversight principle:‏ لآ ‎Cabinet members, as individuals, are responsible for overseeing establishment of data management policies, procedures, and accountability for data governed within their portfolio(s), subject to cabinet review and CIO approval ‎Ona attt CODO Ors Prk RO ‎ 

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Building Subject Oriented Data Marts ی 7 5 و ‎Determining Constituency 0‏ Identify information gaps ۲ |dentify erroneous data ۲ Reinforce common definitions ™ Establish processes to identify and clean erroneous data ™ Establish processes to capture missing data Develop and approve Data Security Policy Record Meta Data - stored in Informatica repository and accessed with Brio 0 Oo Forming Implementation Group Conducting interviews Defining Scope and Timelines Modeling Extracting, Transforming, and Loading Data Develop Security system Testing Ona attt CODO Ors Prk RO ۱۱۱۱ 

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Catalyst of Change O Requires marketing and PR O Communications O Cheerleading O Support at the Executive levels O Lead by individual respected by all O Offering campus training programs O “Carrots and sticks” O Re-examine existing processes: (month- end reporting) ODS Ora Poh RO 

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Rollout 

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Recognizing Barriers O People’s resistance to a new tool O Expectations on information availability and usability for decision making are low O Habit of relying on Central Administration to provide information, or on their own sources (many versions of the ‘truth’) O People will need to acquire new job skills O Job expectations will need to change Ona attt CODO Ors Prk RO 

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Developing Common Vision O One version of the truth - Warehoused Information was recognized as the only official source of data O Data Experts across campus and Xs across organizational boundaries O Partnering with Human Resources - The DW training was included in Performance Evaluations and Job Descriptions O Training is mandatory at all levels Onradt ODDO Ora Poh RO 

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Communication and Buy-i O Executive briefings: ™ Emphasized changes in analytical culture ۲ Recognized Barriers ™ Emphasized that top down approach is needed and ask for commitment ™ Demonstrated new capabilities via Dash Boards ™ Demonstrated ad-hoc capabilities people within their organization have O Campus orientations ™ Demonstrated analytical capabilities ™ Introduced training programs and the rollout strategy ™ Communicated Data Policies O Wed site Ona attt CODO Ors Prk RO 

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Data Warehouse Cascaded Rollout Strategy Ona attt CODO Ors Prk RO 

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Data Mart Release to the Core Administration O Utilizing Data Mart for internal operations O More changes to the Data Mart are expected = ‏در روا‎ O Establishing data cleanups queries and procedures O Preparing for Campus release: Ss ۲ Developing campus training program: Developing and publishing Dash Boards, and Brio dynamic documents ® Developing operational training Ona attt CODO Ors Prk RO 

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Initial Tiered Access - Who will have access to what Ona aatt ODDO Ora Pek ROL 

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Common Usage Owk Ooads (eens park stern sees ‏مس وی یا‎ topics Por undoes Ona attt CODO Ors Prk RO 

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Training Mix O Brio 101 O Study Halls . Basie navigation and ® |nformal, open agenda mechanics 5 0 O Brio 201 Best Practices ™ Advanced analytics and ™ Demonstration of best reports practices, delivered by 0 Data Training business owners ™ Data mart basics, BQYs, and 4 One-on-Ones 0 ™ Used to address O Operational Training specific ™ Focuses on practical reporting/analytical applications , delivered by ِ needs business owners 4 0 

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rect ۳۳۳۲۰۳۲۳ ۵ Track ae [Brio 201 | = | > | Track 2 ‏و‎ ‎3 Sea Ona aatt ODDO Ora Pek ROL 

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Training Philosophy O The goal of the training program goes beyond teaching the mechanics: ™ Need to se// the Brio tool and the project ™ Need to educate on the benefits of the DW 19 Need to emphasize that Banner and the DW are complementary systems, i.e., Need to continue and inspire! We are changing our analytical culture! Ona attt CODO Ors Prk RO 

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Addressing Information Quality O Establishing processes to capture erroneous and inconsistent data ™ ETL process to identify errors ™ Rejecting data 13 Load data and clearly label errors O Data Audit processes ™ Ensuring that the loaded data reconciles back to the operational systems Ona attt CODO Ors Prk RO 

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Addressing Information Quality Establishing Data Stewards roles and responsibilities O The overall data integrity and conformity by instilling business practices and procedures to identify and correct erroneous and inconsistent data recorded in ERP systems Ensuring that Meta-data is up-to-date Operational Training in information applicability and usage Establishing processes to capture and maintain data necessary to support decisions O Enforcing Common Definitions by facilitating agreement across organizational boundaries ooo Ona attt CODO Ors Prk RO 

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Establishing services and support O Assessments of information needs O Expansion and enhancement of Warehoused Information Expansion and enhancement of Information Delivery solutions Oo O Process re-engineering O Monitoring data quality O Support Assessment, Planning, and Analysis Oo Offering full spectrum of campus training programs Onradt ODDO Ora Poh RO 

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Establishing services and support Transitioning from Development to Operations O Front-End (Hyperion Performance Suite) Administration ETL (Power Center) Administration Desktop Support and Administration Data Base Administration Dash Board maintenance Brio documents development, support, and administration Customer Support |) |) Oo Ona attt CODO Ors Prk RO 

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Catalyst of Change Processes and Culture سس همست 

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Changes in our Processes Some examples on utilization of the warehoused information in our operations: Assessment and Planning O Enrollment Planning Committee meeting utilizes the enrollment and the admission data insetting the __ enrollment targets and financial aid goals as they discuss the incoming class (how we did, quality, numbers, diversity, etc) O Retention analysis - analyzing the admissions data to better understand how well the incoming class may be retained next year Ol Assessment of Employee retention O Assessment of Faculty renewal program Ona attt CODO Ors Prk RO 

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Changes in our Processes Forecasting: Forecast current year sponsor research expenditures Forecast graduate financial aid commitments Utilize past enrollment, retention, and financial aid information to forecast current and future year financial aid commitments to determine the affordability of various discount rates More accurately forecast research awards Utilizing historical research ‘success rates’ in projecting cost sharing commitments اه ۵ 5 oo Monitoring and compliance: © Daily monitoring of budgets and expenditures from higher levels down to the specifics Monitor and review project to date budgets C Monitoring positions budgets vs. actuals and in conjunction with estimated future earnings are accurately projecting balances 1 Monitoring the allocation of graduate financial aid Operations O Financial information is used in preparing and analyzing the financial statements, reconciling between the sub-ledger and general ledger, reviewing payroll allocations © Credit card reconciliation Ona attt CODO Ors Prk RO 

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Cultural Changes Empowers decision-makers: Getting accustomed to information availability Promotes the “no walls” culture: Performing analysis that could never been done before From ‘MY Data’ to ‘Our Information’ Data Stewards role in improving data quality, integrity, and conformity Fact based decision making How do we now redirect these costly personnel hours Enhanced institutional effectiveness en EM) EY Ona attt CODO Ors Prk RO 

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Assessing Data Warehouse Penetration and Adoption Number of users trained and their role in organization Number of distinct users connected monthly Number of monthly connection Requests for changes and enhancements Satisfaction surveys alue Shifting IT resources from reporting to other value added activities Productivity savings on the business side Savings realized by better more informed access to information CAC | SV OM Onradt ODDO Ora Poh RO 

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The Dreaded Return on Investment Calculating ROI O Savings in personnel and processing O More Effective Financial Aid packaging O Effective recruitment strategies O Identification of retention issues to target O More fiscal responsiveness Onradt ODDO Ora Poh RO 

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Benefits Fosters data integrity and conformity O One version of the truth O Helps to identify erroneous and inconsistent data O Establishing ‘data cleanup’ procedures Value shifts from data supplier to analysis Testimonials 

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What’s Next Cultural shifts: Are we Higher Education and non for profit or Business? Performance planning processes and assessments O Cultural shifts towards developing Goals, Objectives, measuring outcomes O KPI, Scorecards, Metrics ODS Ora Poh RO 

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Visualization Mining Pre build dynamic queries; Meta Topics Exceptions Alert Notific Research financials Dash Board Simple Pre populated Specific Dash Boards Pre populated Generic Campus Wide Dash Boards KPI Scorecards Planning and Assessment 

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Informational Resources O The data warehouse toolkit (Ralph Kimball) O The data warehouse lifecycle toolkit (Ralph Kimball) O Data warehouse design solutions (Christopher Adamson & Michael Venerable) 

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Informational Resources O Become a member of the data warehouse institute O Visit http://www.datawarehousing.com maintained by DataMirror O Subscribe to listserv from EDUCAUSE http://www.educause.edu/memdir/cg/cg.Html O visit other schools web sites via http://www.Georgetown.edu/users/all anr/dwconfig/ Onradt ODDO Ora Poh RO 

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Questions ??? م0 مسق اصن سس همست