Central Project Office (CPO) Allianz Indonesia

Local Data Warehouse

Central Project Office (CPO) Allianz Indonesia

1Executive Summary

In Allianz Indonesia, access to timely, accurate and consistent data used to measure company performance is difficult due to lack of controls. Key data is now lying in disparate sources and across various departments. They are either manually extracted through the production systems (e.g. OPUS), standalone databases or “manually calculated” in spreadsheets. This leads to various issues including the lack of control over the use of data, inefficient duplicate generations of the same data, inconsistent data definitions anduntimely reports.

The issues will be addressed via the centralising of data in the Local Data Warehouse. This is address by 3 main areas OPT (Organisation, Processes and Technology).

Organisation (O): All report writers in the company will be consolidated in phases into a single Reporting team. User requests for data and information will first be routed to the Reporting team, which will advise on the next step of action. This includes furnishing them with available reports that have been generated, produce new ones for users or reject if it is not justifiable.

Processes (P): This will be enhanced to ensure timely, consistent and accurate cleansed data delivery into a centraliseddata warehouse. Controls will be built to define the access and usage rights. Report writers should be able to generate reports by accessing the data warehouse to extract data without having to perform “manual calculations” or direct access to the production systems.

Technology (T): Development in 2012 will be primarily based on the existing technology and tools. The limitation on the existing MS SQL database with MS Reporting Service and OLAP reporting tools creates a need for a new technology decision. Thecurrent focus is based on the Allianz Group standards with Oracle data base and SAS BI tools but other option such as Cognos BI is also being explored. This has to be made in view of a more sustainable long term solution.

Key data and information requirements by the management and departments will be prioritised and delivered in this project after a more detailed user requirements study and proposal sign off. Data capturing, translation and transformation will be studied to determine the quality of output by the data warehouse. Data delivered into the AZAP data warehouse will similarly be consolidated as part of the Local data warehouse.

2Project Alignment and Leverage

What is the project name and provide a brief description? / Local Data Warehouse
Why undertake this project and why now? / Access to timely, accurate and consistent data is difficult due to lack of control. This made the embarking on this project a priority.
What is the impact of doing and not doing this project? / It is expected to improve the quality of reporting. Without which, existing problems with the data situation will continue or worsen.
How is this project inline with business strategy (i.e., Customer Focus Initiative, Innovation, Sustainability, or a local initiative)? / Inline with the local management desire to improve the quality and timeliness of reporting
Has a similar project been undertaken elsewhere? / Similar projects experiences may come from establishing the Current DWH or Regional DWH.

3Problem and Goal

What is the problem? / Lack of controls result in inaccurate, inconsistent and untimely data,leading to unreliable information for decision making
What are the main objectives/goals of the project? / Centralise cleansed key data and information for management and department users into the data warehouse.

4Scope

In Scope / Out of Scope
Internal Divisions:

Sales
Finance
Market Management
Operations

/ External parties e.g. Agency and Bank Partners

5Time Frame

When will the project start? / 1 Dec 2012
When does the project have to be completed? / 31 Dec 2012
What are the project milestones? / Project scoping [31 Dec 2011]
High level project timelines [31 Dec 2011]
Decide hosting and implementation options [31 Jan 2012]
Complete user requirements [28 Feb 2012]
IT resources and setup [28 Feb 2012]
Develop & Implement Phase 1 – Sales [31 May 2012]
Develop & Implement Phase 2 – Finance [31 Jul 2012]
Develop & Implement Phase 3 – Market Mgt [30 Sep 2012]
Develop & Implement Phase 4 – Operations [31 Dec 2012]

6Constraints and Assumptions

Constraints / Risks

Probability

Impact

Solution

Skill gaps in developing, implementing and usage of new systems

High

Train existing staffs, recruit experienced resources

Poor data quality

High

Data to be cleansed before development

High resource requirements in initial project phase

High

Medium

Shared development with other OEs and engage temporary resources

What assumptions have you made? / a)Based on Group standards Oracle DB and Cognosas the reporting layer(Decision not made yet)
b)No change to other existing workflows and process unless it relates to delivery of quality and timeliness of data into the data warehouse
c)No major risk or costs in progressing with existing technology and migrating to a new one in the later phase of project

7Team Members

Who is the project sponsor? / Daniel Neo
Who is project manager? / Ong Cheow Chong
Who will be the team members be and why?(Consider skill-set and their expertise with the process)
Mr.
Mrs. / First Name / Last Name / Rational (Why?) / Area of Expertise / Involved in the process / Percentage
Mr. / Joerg / Sauer / See area of expertise / IT projects / IT / n.a.
Ms. / Rina / Aprila / See area of expertise / User process / User / n.a.
Other IT or User team members identified in the project, namely staffs maintaining the existing DWH for IT and participants for user requirements gathering and testing for the users
How much time will they need to commit to the project? / 30-50%
What impact will it have on their respective departments? / Less time available for existing work

8 Cost Benefit Analysis

What are the expected hard and benefits, in $, € or local currency, of this project? / Recurring savings in terms of the reduction of time lost by manually generating reports, verify differing numbers caused by definition issues etc.
What are the expected soft benefits? / Stronger controls over data and information. Faster and more timely access to key information and data for users once data is centralised. Sets the stage for analytics and to build forecasting models in the future.
What are the expected costs? / Initial cost Euro333k; total recurring costs for 6 years Euro 82k (preliminary est.)
What is the project ROI? (rollover three years) / n.a.
Project-Scope Template / CPO Allianz Indonesia Page 1