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2. A dynamic change-agent with skills in:
(a) Planning and implementing change

2a5 Impact of Data Warehousing at Andrews University

Development Plan Portfolio Documentation
Journal responses and reactions to the process of implementing a Data Warehouse and the changes it makes possible.  Include reactions to promises regarding Banner, meetings with Deans' Council, etc. Document the change process resulting from using data warehousing in strategic planning and decision support at Andrews University. Use process reengineering methodologies to document current and reengineered systems.

1. Reflections

It is now May, 2001, and a Data Warehouse at Andrews University is still not a reality, although significant progress has been made.  When the Banner software package was being implemented at Andrews, it was understood that it lacked many of the reports that users had become accustomed to with the software that had been developed in-house.  It was even suggested, tongue in cheek, that this was a "feature" of Banner, allowing clients to custom write their own reports.

In 1993, the "father of data warehousing", Bill Inmon, gave this definition of a data warehouse:

 Data Warehousing Defined
Definition of a Data Warehouse[1]

When I joined Andrews University in 1996, the Banner implementation project was about one half complete.  Not only was there a paucity of management reports in the Banner system, the design of the Oracle database the Banner was based on was totally unsuitable for ad hoc queries or end-user reporting.  While it is true that the data all existed in a single, integrated database, the design totally violated the other three components of Bill Inmon's definition.  In particular, the design was transaction oriented, and anything but subject oriented.

During the next six to twelve months, I made presentations and speeches about the need for a data warehouse.  By 1998, data warehousing tied for first place in getting the most votes for projects of strategic importance to Andrews University.  However, projects like Y2K and Web Registration had higher priority, and staff and resource shortages kept the project in the background until the end of 2000.  Some initial work was done to present the Operating Statement over the web, but for a while progress was slow.  Then some impetus was given to the project when Microsoft released a new version of their relational database with built in support for data warehousing.  A Data Warehouse Steering Committee was formed, and in 2001, the first pilot datamart was built.  The Quality Improvement movement that has been started at Andrews provides an excellent vehicle for the business process reengineering that will need to occur following changes that will be made possible due to the improved decision support.

2. Time Log

[1] Inmon, W.H. Building the Data Warehouse. p33.

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Created: Tuesday, February 20, 2000 04:59 PM
Last Modified: Sunday, November 23, 2008 9:18 AM