This automated assessment is designed to help you make a choice
between a top-down or bottom-up approach. While both approaches are
valid, the proper choice is dependent upon the unique characteristics
of your organization. The most important factors are non-technical
ones, such as politics and the business pain you are addressing with
your system.
A "green light" in the EGL build approach automated assessment is
not a guarantee of success. This automated assessment is intended
only as an aid in evaluating the build approach methods as they relate
to your site, and is no substitute for a live, on-site evaluation
by an experienced business intelligence professional.
When you have selected all the answers, click on the "Process my
data" button to calculate your total score. If you change an
answer, be sure to click on the"Process my data" button again.
Copyright © 2000, Enterprise Group, Ltd. All rights reserved.
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Approach |
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Top Down |
Bottom Up |
Annual Sales
Purpose: Primarily used as a "rule of thumb" sizing device for
vendors. It allows them to get a quick handle on how best to fit
into a business of your size. Smaller organizations should focus
on low cost platforms and tools, and stick to very tight scopes
for their initial phases. |
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Not Applicable |
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Over $50 B |
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$5 - 15 B |
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$1 - 5 B |
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$500m - 1 B |
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$10 m - 500m |
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$25m - 100m |
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$1m - 25m |
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<$1m |
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Business Driver (What is the driving need
for the project?)
Purpose: To establish the baseline for political will in the organization
for this project. Very valuable data point for all parties. If
this is a strategically driven project, it ensures longer lasting
political will. Tactical drivers are much more susceptible to
loss due to changing internal and external business conditions.
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Not Applicable |
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Strategic |
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Tactical |
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Both |
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Timeline
Purpose: Although it may seem self evident, the timeline of the
project functions as the primary gating factor when making most
technological and scope decisions. Also a very big factor in making
build/buy decisions, especially with regard to human resources.
This data point forms a direct linear relationship with budget. |
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Not Applicable |
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24 months or greater |
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12 - 24 months |
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6 - 12 months |
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3 - 6 months |
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1 - 3 months |
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Political Will (Level of organization willing
to commit sustained resources)
Purpose: To identify specific roles and levels in the organization
willing to commit to sustained commitment to the project. Very
closely related to business driver and timeline. The higher the
level of political will, the longer the window of opportunity
for funding will remain open. |
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Not Applicable |
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Board of Directors |
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CEO |
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President |
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VP |
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Line of Business (LOB) Manager
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Department Manager |
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Work Group |
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Political Will Sustainability Window (How
long will it last?)
Purpose: The primary driver in establishing how long you really
have to do this project. It doesn't really matter what the stated
timeline is, the sustainability window actually determines time
to delivery. |
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Not Applicable |
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24 months or greater |
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12 - 24 months |
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6 - 12 months |
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3 - 6 months |
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1 - 3 months |
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Sponsorship Level (Highest level willing
to tie their career to success/failure)
Purpose: Establishes the bottom line on how far this project is
going to go in the organization. If the project runs into trouble,
or the usual unexpected delays or challenges arise, the sponsorship
level will determine its fate. The higher the better, for making
the project happen. This data point is inversely related to political
exposure. |
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Not Applicable |
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CEO |
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President |
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VP |
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Line of Business (LOB) Manager
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Department Manager |
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Work Group Leader |
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Budget - Design, Build & Implement (Labor,
hardware, software, consulting)
Purpose: Establishes the overall budget range for the project.
Excellent gating point for vendors and tools. A $500K project
is not going to need a $400K ETL tool. Entirely dependent on the
scope of the project, for instance, a six terabyte data mart will
require a $5-10M budget. |
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Not Applicable |
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>$10M |
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$5 - 10M |
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$2.5 - 5M |
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$1-2.5M |
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$500K - 1M |
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$100K - 500K |
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<$100K |
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Budget -- Year 1-3 Maintenance, Growth &
Sustenance (Labor, hardware, software, consulting) (Percent of
Design & Build Budget)
Purpose: Establishes a couple of very important points right up
front. One, how realistic has the budgeting process been up to
now; and two, how long term has the thinking of management been
with regard to this project? You will need 20-40%, on average,
of the build price to maintain the system in its first year of
operation. Your budget % for maintenance, growth & sustenance
for years 2+ depend heavily on: utilization, growth and complexity
of required changes. |
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Not Applicable |
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80% + |
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50 - 80% |
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30 - 50% |
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10 - 30% |
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1 - 10% |
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Commonality of Need (Diversity of groups
in need of this solution)
Purpose: Establishes the constituency base for the project. Also
establishes the user scope. Related directly to level of business
driver and level of political will and sponsorship. If all are
high, then a data warehouse may be the proper end goal, with incremental
data marts along the way. |
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Not Applicable |
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Very Diverse/Very Heterogeneous,
All Units/Divisions |
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Diverse/Heterogeneous |
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Fairly Common/Shared Metrics,
Views |
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Homogenous Metrics, Views
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Single Group/Division |
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Multiple Workgroups |
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Workgroup |
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Number of Users
Purpose: Establishes the baseline for calculating network loads,
topology requirements and number of copies or "seats" of end user
tools. As the project moves forward, you will need to break the
users down into more detailed segments, i.e. analyst, manager,
information resource consumer. Be very wary of small user bases.
You need a wide user base to provide the ongoing political support
to sustain your system through changes in personalities and leadership
strategies. |
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Not Applicable |
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1000+ |
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500 - 1000 |
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250 - 500 |
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100 - 250 |
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50 - 100 |
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25 - 50 |
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1 - 25 |
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Level of Specific Pain
Purpose: Primary driver gauge for the project. This point can
change the actual reality of the project's context, even if other
items are reflecting low support and funding. Conversely, If you
are looking at low pain levels here, steer clear. Specific pain
is defined as a business challenge that can be addressed with
tabular data. |
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Not Applicable |
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Extremely high - business
survival at stake |
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High -- one of several #1
Priorities |
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Somewhat high - top 5 priority
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Medium - top 10 priority |
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Low - top 25 priority |
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Continuity of Specific Pain
Purpose: The same pain must be felt by all stakeholders, otherwise
you will get no (removed "either") sponsorship, no resources and/or
no utilization. |
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Not Applicable |
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Shared at all levels |
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Exists only at Executive level
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Exists only at Manager level
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Exists only at User level |
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Exists at Executive and Manager
level |
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Exists at Manager and User level
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Exists at Executive and User
level |
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Scale of Pain
Purpose: Establishes the true scale of the project. Small-scale
pain can only be mitigated by very high levels of political will
and levels of influence. The "cross border" nature of an EDW project
is the major challenge, so anything short of enterprise wide pain
can lead to project-killing political challenges. |
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Not Applicable |
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Enterprise Wide |
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Division |
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LOB (Line of Business) |
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Geographic |
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Function |
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Department |
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Multiple Workgroups |
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Workgroup |
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Politics of Pain (Level of influence of pain
owner)
Purpose: Used to establish the real level of the political will
in the organization. When it comes down to crunch time, the political
pull of the pain owner will make or break the allocation of resources
to the project. Closely linked to the following two metrics: politics
and utilization. You need all three to be in the high range to
be successful. |
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Not Applicable |
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Top level, maximum influence
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High level, high influence
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High level, low influence |
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Medium level, high influence
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Medium level, low influence
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Low level, low influence |
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If you change an answer, be
sure to click on the"Process my data" button again. |
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