When you
receive recommended changes or additions from the business side, you must confirm
that these changes provide an adequate return on investment or you will find
yourself working long and hard on facets of the infrastructure without any real payoff.
The business reasoning must be part of the prioritization process; you must
understand why trade-offs are made. If you run into departmental ???turf wars??? over
the ownership of data, you??™ll need to involve key executives for mediation and
guidance.
The pressure of limited time and skills and immediate business needs sometimes
leads to making tactical decisions in establishing a data warehouse at the expense of
a long-term strategy. In spite of the pressures, you should create a long-term strategy
at the beginning of the project and stick to it, or at least be aware of the consequences
of modifying it. There should be just enough detail to prevent wasted efforts
along the way, and the strategy should be flexible enough to take into account business
acquisitions, mergers, and so on.
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