Implement Data Ware House

Axiom Care

1 2 1 , G d a n s k a , c l a r k u n i v e r s i t y , l o d z 9 0 - 5 1 9 , p o l a n d .

Axiom Care

By

Bhuphender

CONTENTS

AKNOWLEDGEMENT.................................................................................................................................. 3

INTRODUCTION.......................................................................................................................................... 4

COMPANY:.............................................................................................................................................. 4

ABOUT ME:.............................................................................................................................................. 4

PROBLEM:................................................................................................................................................... 5

PROPOSED SOLUTION.............................................................................................................................. 6

WORK BREAK DOWN STRUCTURE (WBS):...........................................................................................10

JOB SCHEDULE:....................................................................................................................................... 11

HUMAN RESOURCE................................................................................................................................. 12

INFRASTRUCTURE:.................................................................................................................................. 13

RISK IDENTIFICATION:............................................................................................................................. 14

FlEXIBILITY STUDY:.................................................................................................................................. 16

ATTACHMENT:.......................................................................................................................................... 17

Axiom (Bhuphender) Page 2

AKNOWLEDGEMENT

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.

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.

Especially, I would like to give my special thanks to Prof. Dr. Mete Eren who show me the way of database.

Thanks,

Sincerely,

Bhuphender


INTRODUCTION

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.

COMPANY:

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.

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.

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.

ABOUT ME:

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.


PROBLEM:

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.

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 :

1. User needs information2. User requests reports from IT3. IT places request on backlog4. IT creates ad hoc queries5. IT sends requested reports6. User hopes to find the right answer, if not then return to #1

Here are some of the factors relating to the inability to provide strategic information:

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.

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.

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.

The users have to depend on IT to provide the information. They are not able to access the information themselves interactively.


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.

PROPOSED SOLUTION

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.

Logic Diagram Of data warehouse:


The following four schemas outline the star schema for the insurance application




consisting of policy creation and claims processing, where these two major processes are represented both by transaction fact tables and monthly snapshot fact tables.

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.

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.


WORK BREAK DOWN STRUCTURE (WBS):


JOB SCHEDULE:


HUMAN RESOURCE


INFRASTRUCTURE:

HARDWARE CONFIGURATION QUANTITY

ETL SERVER IBM RS 6000, 80GB RAM, 8 Node 1

DB SERVER IBM RS 6000, 120GB RAM, 32 Node 1

SOFTWARE

ETL-SERVER-OS AIX 5 1

DB-SERVER-OS AIX 5 1

ETL TOOL Data storage 7.5.1, Enterprise Edition 50 user

DATABASE SERVER UDB 8 10 user

Project Budget = Cost of Development + Infrastructure cost.

Project Staffing:


RISK IDENTIFICATION:

Risk ID

Category Description Conditions Impact Description

Possible mitigation

1 Overall Loss of project sponsor

Impending reorganization

Scope, budget, staffing, schedule issues

Identify secondary sponsor. Review project requirements with sponsors

2 Overall General lack of experience with toolsets, methods and best practices

Potential for huge margins of error in budgeting and scheduling; project delays; deliverables not fit for use

Strong resource management plan; clearly defined project responsibilities; recruiting staff with DW experience; off-site training; professional consulting

3 Scope Wide range of users driving system requirements

Conflicting user requirements

Scope creep; application not meet user requirements; marginalized users

Ensure high level of user involvement; requirement prioritization

4 Scope Changing system requirements

Impending reorganization; new product development; staff turnover

Schedule delays; system not meet business objectives

Change management process; project sponsor involvement

5 Budget Inadequate Budget

Project delay; scope scaled back; not meet business requirements

Research; professional cost estimation; contingency budgeting; sponsor support

6 Schedule Unrealistic schedule due to initial estimates / poorly

Large initial delays; evidence of tasks excluded

Project delay; quality issues due to rushed

Research; sponsor support; professional consulting


understood deliverables

from WBS delivery or exclusion of deliverables

7 ROI Disconnect between business objectives and project deliverables

Changing business objectives; change in management; market changes

Product not fit for use; no ROI

Proactive alignment of project with business objectives; active stakeholder management; prototyping

8 Technical Scalability issues due to huge amounts of data, changing requirements

Poor system performance

Data access issues

Estimating toolsets; technical design completed by experienced DBA

9 Technical Support issues; heterogeneous environment; new technologies

Staff turnover; staff currently not trained on systems

System unavailable

Administrator training; staff training budget; DR plan

10 Technical Poor data quality Useless datasets; not meet business requirements; system not used

Data quality review sub project; data cleansing; implement known clean data first; metadata quality tags (e.g. “questionable,” “not yet reviewed”)

11 Technical End user technical skills too low

Implement canned reports and templates; user involvement in front end design

12 Implementation

Vendor issues Budget; project delays

Verify vendor financial viability; vendor references



FLEXIBILITY STUDY:

Business Advantage

Diverse management information is now available for quick decision-making, and users can directly extract analytical and statistical data –raising user productivity and satisfaction.

Key Benefits

Reduces data extraction time from 5 days to 1 day Improves data quality Unifies data across all business units for single access

Other Advantage of Data warehousing

One consistent data store for reporting, forecasting, and analysis Easier and timely access to data Improved end-user productivity Improved IS productivity Reduced costs Scalability Flexibility Reliability Competitive advantage Trend analysis and detection Key ratio indicator measurement and tracking Drill down analysis Problem monitoring Executive analysis


ATTACHMENT:

1. WBS_file.2. Job Schedule and Human resource.


Education

Implement Data Ware House