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Yes. First of all, Service level agreement. Second, security, mainly information security, features. But all of that, are not project management responsabilities. They are business analysit (in charge of the solution) and SME´s responsabilities. As project managers we manage progress, we do not make miracles.
This is a very important issue and becomes one forward-step of IT projects.
There are many hard lessons, but I will try to write down a few of many list:-
-Using more than 6 different visual reports in BI (Radar , Sunburst, KPIStatusWithHistory)
- Using management tools of MS ( will be linked to endless of MS tools.
(MS project, SSIS,SSRS,SQL,BI,MS-R Language,ML, .....e.t.c.
-Sharing On Cloud Data Warehouse (is an advantage reducing time,cost,scope).
( I used to share some Daily telecom traffic via BI).
-Sharing On Cloud Data Warehouse will be future decades challenges as it will use
structural and nonstructural database (Daa science) with (AI,ML and IoT).
-Easy to combine different Project Management knowledge and get a good Trend
Analysis or good Analogous Estimating) as an examples only.
One thing is (dis-advantage) to this which they required your visa-card to be registered and any future charges will be charged. (Even they say they will inform you in advance.)
It means using such modern SW will be costed for unplanned projects.
(I will never accept to give my visa-card and let them overcharged me because I did not confirmed or I will be on a vacation or for another reason- It oppose the Ethic code for PMI) as I guess.
Make sure you are engaging all of your internal control partners (e.g. risk, legal, privacy) to ensure that their control needs are met both via the service contract and in the implemented capabilities.
Sam you do not state how this project will be implemented. What I'm getting at is that typically a data warehouse project typically involves some data migration and integration components. If this is also the case with your project then I would keep a close eye on these activities since it can make or break a project like this. The bulk of this work also reside with the analyst and architect team.
Managing stakeholder expectations. I've seen executives get impatient when it took a long time to implement a new integrated data warehouse system and demand that we "flip the switch", cut over to the new system already, and simply deal with the problems post-implementation. We had to explain that there is no actual switch to flip. That's just a figure of speech, and it's actually a rather involved process to cut over all the various business systems to the new data store.
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