Data warehouse automation trick or treat?

Data warehousing systems have been around for 25 years playing a crucial role in collecting data and transforming that data into value, allowing users to make decisions based on informed business facts. It is widely accepted that a data warehouse is a critical component to a data-driven enterprise, and it becomes part of the organisation’s information systems strategy, with a significant impact on the business. However, after 25 years, building a Data Warehouse is still painful, they are too time-consuming, too expensive and too difficult to change after deployment. Data Warehouse Automation appears with the promise to address the limitations of traditional approaches, turning the data warehouse development from a prolonged effort into an agile one, with gains in efficiency and effectiveness in data warehousing processes. So, is Data Warehouse Automation a Trick or Treat? To answer this question, a case study of a data warehousing architecture using a data warehouse automation tool, called WhereScape, was developed. Also, a survey was made to organisations that are using data warehouse automation tools, in order to understand their motivation in the adoption of this kind of tools in their data warehousing systems. Based on the results of the survey and on the case study, automation in the data warehouses building process is necessary to deliver data warehouse systems faster, and a solution to consider when modernize data warehouse architectures as a way to achieve results faster, keeping costs controlled and reduce risk. Data Warehouse Automation definitely may be a Treat.Os sistemas de armazenamento de dados existem há 25 anos, desempenhando um papel crucial na recolha de dados e na transformação desses dados em valor, permitindo que os utilizadores tomem decisões com base em fatos. É amplamente aceite, que um data warehouse é um componente crítico para uma empresa orientada a dados e se torna parte da estratégia de sistemas de informação da organização, com um impacto significativo nos negócios. No entanto, após 25 anos, a construção de um Data Warehouse ainda é uma tarefa penosa, demora muito tempo, é cara e difícil de mudar após a sua conclusão. A automação de Data Warehouse aparece com a promessa de endereçar as limitações das abordagens tradicionais, transformando o desenvolvimento da data warehouse de um esforço prolongado em um esforço ágil, com ganhos de eficiência e eficácia. Será, a automação de Data Warehouse uma doçura ou travessura? Foi desenvolvido um estudo de caso de uma arquitetura de data warehousing usando uma ferramenta de automação, designada WhereScape. Foi também conduzido um questionário a organizações que utilizam ferramentas de automação de data warehouse, para entender sua motivação na adoção deste tipo de ferramentas. Com base nos resultados da pesquisa e no estudo de caso, a automação no processo de construção de data warehouses, é necessária para uma maior agilidade destes sistemas e uma solução a considerar na modernização destas arquiteturas, pois permitem obter resultados mais rapidamente, mantendo os custos controlados e reduzindo o risco. A automação de data warehouse pode bem vir a ser uma “doçura”

Extensible Architectures: The Strategic Value of Service Oriented Architecture in Banking

Information and communication technology (ICT) has helped to drive increasingly intense global competition. In turn, this intensity increases the need for flexibility and rapid changeability in ICT to support strategies that depend on organizational agility. We report a comparative, cross-cultural case study of the implementation of Service Oriented Architectures (SOA) at a Scandinavian bank and a Swiss bank. The strategic rewards in the adoption of SOA appear to go beyond marketplace issues of ICT capability acquisition, and unexpectedly arise in the creation of an extensible organizational ICT architecture. The extensibility of the ICT architecture that results from the adoption of SOA provides potential for greater organizational agility (and thereby competitiveness)

Organizational alternatives for flexible manufacturing systems

There is an increasing importance of different productive architectures related to worker involvement in the decision making, where is given due attention to the intuitive capabilities and the human knowledge in the optimization and flexibilization of manufacturing processes. Thus having reference point architecture of a flexible manufacturing and assembling system existent at UNINOVA-CRI, we will present some exploratory hypothesis about applicability of the concept of hybridization and its repercussions on the definition of jobs, in those organizations and in the formation of working teams.flexibility; robotics; work organization; manufacturing industry

Examining enterprise architecture for digital transformation

The Digital Transformation era has unlocked unique opportunities for organizations to disrupt and innovate with digital products and services by leveraging novel emerging technologies such as mobile computing, big data analytics, cloud computing, and the internet of things. Consequently, the emergence of this new digital generation has increased the awareness of disruptive innovations, posing multiple challenges to organizations that had adopted traditional Enterprise Architecture approaches, such as materializing digital business strategies with regard to federated applications. These business strategies must address the dynamic changes of the involved services and their data interfaces; and, therefore, require higher interoperability for seamless integration. This paper introduces preliminary results from conducting a systematic literature review focused on identifying the constituents of Digital Transformations reflected as new opportunities to improve conventional Enterprise Architecture practices. The findings are classified into four categories: (1) Customer Journey, Customer Experience and Value Creations Streams; (2) Architecture Agility &amp; Evolution; (3) Architecture Modularity (Interoperability); and (4) Social and Cultural Alignment of the Enterprise.</p

An agile-devops reference architecture for teaching enterprise agile

©2019 The authors and IJLTER.ORG. All rights reserved. DevOps emerged as an important extension to support the Agile development for frequent and continuous software delivery. The adoption of Agile-DevOps for large scale enterprise agility depends on the most important human capability such as people competency and experience. Hence, academic education and professional training is key to the successful adoption of Agile-DevOps approach. Thus, education and training providers need to teach Agile-DevOps. However, the challenge is: how to establish and simulate an effective Agile-DevOps technology environment for teaching Enterprise Agile? This paper introduces the integrated Adaptive Enterprise Project Management (AEPM) and DevOps Reference Architecture (DRA) approach for adopting and teaching the Agile-DevOps with the help of a teaching case study from the University of Technology - Sydney (UTS), Australia. These learnings can be utilised by educators to develop and teach practice-oriented Agile-DevOps for software engineering courses. Furthermore, the experience and observations can be employed by researchers and practitioners aiming to integrate Agile-DevOps at the large enterprise scale

The P3 platform: an approach and software system for developing diagrammatic model-based methods in design research

Many issues in design and design management have been explored by building models which capture the relationships between different aspects of the problem at hand. These models require computer support to construct and analyse. However, appropriate modelling tools can be time-consuming to develop in a research environment. Reflecting upon five design research projects, this paper proposes that such projects can be facilitated by recognising the iterative and tightly-coupled nature of research and tool development, and by attempting to minimise the effort of solution prototyping within this process. Our approach is enabled by a software platform which can be rapidly configured to implement many conceivable modelling approaches. This configurability is complemented by an emerging library of modelling and analysis approaches tailored to explore design process systems. The platform-based approach enables any mix of modelling concepts to be easily created. We propose it could thus help researchers to explore a wide range of questions without being constrained to existing conventions for modelling – or for model integration

Artefacts and agile method tailoring in large-scale offshore software development programmes

Context: Large-scale offshore software development programmes are complex, with challenging deadlines and a high risk of failure. Agile methods are being adopted, despite the challenges of coordinating multiple development teams. Agile processes are tailored to support team coordination. Artefacts are tangible products of the software development process, intended to ensure consistency in the approach of teams on the same development programme. Objective: This study aims to increase understanding of how development processes are tailored to meet the needs of large-scale offshore software development programmes, by focusing on artefact inventories used in the development process. Method: A grounded theory approach using 46 practitioner interviews, supplemented with documentary sources and observations, in nine international companies was adopted. The grounded theory concepts of open coding, memoing, constant comparison and saturation were used in data analysis. Results: The study has identified 25 artefacts, organised into five categories: feature, sprint, release, product and corporate governance. It was discovered that conventional agile artefacts are enriched with artefacts associated with plan-based methods in order to provide governance. The empirical evidence collected in the study has been used to identify a primary owner of each artefact and map each artefact to specific activities within each of the agile roles. Conclusion: The development programmes in this study create agile and plan-based artefacts to improve compliance with enterprise quality standards and technology strategies, whilst also mitigating risk of failure. Management of these additional artefacts is currently improvised because agile development processes lack corresponding ceremonies