D
W
B
C

ABLE OF
ONTENTS
E XECUTIVE S UMMARY .............................................................................................................................3
1. Problem Definition ......................................................................................................................4
2. Addressing Problem with CWU existing tools and products (i.e. PeopleSoft) .................................4
3. Organizational Impact .................................................................................................................4
4. Benefits ......................................................................................................................................6
5. Strategic Alignment .....................................................................................................................6
6. Cost ............................................................................................................................................6
7. Alternatives (add lines as necessary) ............................................................................................7
8. Timing / Schedule (add lines as necessary) ...................................................................................7
9. Technology Migration/Resource Identification .............................................................................7
10. Product Life/Application Sunsetting or Decommissioning ............................................................8
11. References .................................................................................................................................8
12. Recommendation .......................................................................................................................8
13. Approvals ...................................................................................................................................8
Data Warehouse Page 2 of 8

XECUTIVE
UMMARY
A Request For Proposal (RFP) has been promulgated for the purpose of developing a university-wide data warehousing solution or what is being internally referred to as The Central Information Solution
(ThCIS pronounced thesis), which will produce “The Only Version of the Truth” for the purposes of external reporting and internal continuous improvement. The vision is to make Organizational
Effectiveness the “go to” place for fast, accurate, and reliable university information. The warehouse objective is to design and implement three relational data-marts. The solution is based on Microsoft
Business Intelligence and will interface with our current Enterprise Resource Planning (ERP) (PeopleSoft v9.2), which will be implemented January 2014. The deliverable warehouse should include relational data marts that will include the following subjects: a) Student b) Faculty/Staff c) Financial management
The data marts will be built using a consultant lead/collaborative approach with four professional staff of Organizational Effectiveness (OE) who have been assigned to work along side the consultants throughout the project to ensure seamless knowledge transfer and ownership and encompass areas such as: a) Multiple source data extractions b) Staging data c) State and Federal reporting requirements d) Designing comparative and predictive analytics e) Producing dashboards with designated Knowledge Performance Indicators (KPIs) that will be used by multiple audiences.
It is expected that the winning consulting firm will provide a highly qualified and experience on-site project manager along with appropriately skilled and experienced architects and developers.
Data Warehouse Page 3 of 8

9/30/13
If there is a draft or sample contract, please provide a copy.
If there is a site license agreement, existing contract or new contract draft, please provide a copy.
1.
Central Washington University’s relies too heavily upon its enterprise system (Oracle People
Soft) for all reporting. When data is in high demand and queries take twenty minutes or longer; these two variables, in combination, cause system slow down and can lead to crashes. Recent past reporting efforts have taken too long, deadlines have been missed, and current reporting requires the time of too many OE staff (especially the staff who are supposed to be designing and developing the data warehouse).
2.
This year Organizational Effectiveness requests permission to embark on an institution-wide initiative for developing a data warehousing architecture to provide better access to information to foster better and more informed decision-making. The ETL tool is an integral part of the data warehousing architecture that will be used by the data warehousing professional staff to model and create a target warehouse, extract data from multiple data sources, transform the data to make it accessible to OE architects- and developers, and load multiple target data marts. CWU relies upon the reporting capabilities of Oracle Peoplesoft for its reporting needs. Current CSRPT addresses some of the reporting needs of CWU, but this is mainly in support of the transactional processing of PeopleSoft. There is greater and greater demand for reporting that can provide a historical perspective, allow for trend analysis reporting, as well as support custom ad-hoc analytical and dashboard reporting. The current Oracle environment shares its existence with a MS SQL Server database environment that is capable of supporting future BI development. With a fully deployed solution, interactive BI data users and BI report consumers will operate in a centralized BI environment utilizing an optimized Online Analytical Processing (OLAP) methodology that maximizes hierarchies based on input from the CWU application modules to allow the deployment of drill down functionality.
3.
This is a broadly recognized institutional need:
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Executive Level Stakeholders: The primary stakeholders for Predictive and Comparative
Analytics, and Data Reporting will be the data owners (Sherer Holter, Marilyn Levine, and
George Clark).
Decanal and Unit Level Stakeholders: The secondary stakeholders for the Data Reporting will be include but not limited to Human Resources, Student Success, Enrollment
Management, Library, Registrar, NWCCU, Strategic Planning, University Assessment, CEPS,
COTS, CAH, and CB.
Department Level Stakeholders: The tertiary stakeholders for data reporting will be the 49
Academic Departments, Enrollment Management, Registrar, etc.
Contributors: The contributors to the requirements for this business case are the OE staff,
Security Services, minimal ITS, and a consultant group that is to be determined.
Resource Impact: All stakeholders have indicated support for the overall data warehouse project (time spent in support of the project will save time and resources later).
Priority Implementation:
It is anticipated that the data warehouse can be designed using three data marts and using the following general outline.
A
•Identify all Source Data
•Staging Data (ETL)
B
•Microsoft SQL Service Analysis Services (SSAS),
•on-line analytical processing (OLAP) engine
C
•Dashboards and reports developed for and delivered via SSRS and PeopleSoft Portal
•Custom and Self Service Reports as identified
Implement data warehouse “scalability” based on the 5-year retention period to current online data that will provide historical trending capabilities.
Implement data warehouse “security” based on security policies, user authentication, role-
Data Warehouse Page 5 of 8

based authorization, data privacy, user identity and audit compliances within a protected infrastructure and environment.
Implement data warehouse “recoverability” based on security policies, user authentication, role-based authorization, data privacy, user identity and audit compliances within a protected infrastructure and environment.
Implement data warehouse “achievability” based on data retention requirements enforcing the amount of accessible data required online at any point and time.
Training Requirements: There are no training requirements associated with this project.
The plan is to build the data marts using a consultant lead/collaborative approach with four professional staff of Organizational Effectiveness (OE) who will be assigned to work alongside the consultants throughout the project to ensure seamless knowledge transfer and ownership to CWU.
4.
Achieve Una Veritas “One Truth” in Reporting
Ability to efficiently access new data sources
Ability to efficiently add new data sources as data grows through scalability
Provide better analytical and predictive capabilities
Automate dynamic dashboard reports
Provide faster ad hoc custom reports
Automate State and Federal regulated reporting
Migrate selected existing reports and leverage Microsoft technology, utilizing Microsoft SQL
Server Reporting Services (SSRS) and including mobile reporting capabilities.
5.
Organizational Effectiveness will become the “go to” place for fast, accurate, and reliable university information. Student success will be the central focus for everything we measure.
Provide official current and historical data for the university community. Through governing, defining, and managing data, Organizational Effectiveness applies predictive and comparative analytics in reporting key performance indicators to internal and external constituents in support of the university’s core activities of teaching, research, and service
6.
There is currently no funding for this business case.
Cost Breakdown:
Product and Services License Units List Price Disc % Extended
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1 Consulting Support
2
$500,000.00 $500,000
Total $500,000
7.
Alternative
Do nothing
Reasons For Not Selecting Alternative

No one version of the truth

Inability to reliably and efficiently provide state and federal reports


Little or no comparative or predictive analytics
No dynamic dashboard available on mobile devices
8.
Task
Request for Proposal Written
Request for Proposal Issued
Letter Intent to Respond Due
Questions Due
Written Answers To Questions Issued
Proposals Due
Evaluate Proposals
Hire Consultants
Begin Design and Development
Test
Data Warehouse Implementation Completed (Go-Live)
Target Date
9/12/2013
9/20/2013
9/30/2013
9/30/2013
10/03/2013
10/18/2013
10/21/2013
11/12/2013
12/2/2013
08/01/2014
08/08/2014
9.
Data Warehouse Resources:
Resource
Purchasing
Requirements
RFP
Timeframe
09/20/2013 – 10/21/2013
4 Consultants Experienced SQL Project Manager 11/01/2013 – 06/30/2013
Data Warehouse Page 7 of 8

OE CIS Division Staff Receive Knowledge Transfer 11/01/2013 – 06/30/2013
Security Security and Data Governance 12/15/2013 – 01/27/2014
10.
N/A
11.
Sierra Systems
4801 Southwest Parkway, Building one, Suite 115
Austin, TX 78735 www. SierraSystems.com
12.
It is recommended that CWU hire the services of highly qualified consulting firm to codevelop with OE a university-wide data warehousing solution.
13. Approvals
The following actions have been taken by the appropriate Sub-Council (ATAC or Non-
Academic Sub-Council) and Enterprise Information Systems Committee (EISC):
Date Action By
10/07/13 Approved to be Reviewed by EISC Non-Academic Sub-Council
10/07/13 Approved to be Reviewed by Cabinet EISC
Upon approval by the Enterprise Information Systems Committee (EISC) or one of the two Sub-
Councils (Academic or Non-Academic), CWU procurement policies and procedures should be used to initiate a purchase. Please contact the Purchasing office at x1001 with any questions regarding the procurement process.
If you have any questions, please contact Sue Noce 963-2927 or Tina Short 963-2910.
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