Enterprise Data Platform Strategy - Health and Life Science
Business Problem and Approach
Business Problem and Approach
Business Problem and Approach
A global healthcare distribution company has a hybrid on-premise / cloud data architecture, and is facing several challenges leveraging the potential of their data assets
- Data Architecture not optimized for reporting and advanced analytics needs
- Analysis is limited by vast data volumes, poor data quality, and poor performance
- Multiple data hops cause data latency and increased costs, and metadata gaps
- Source system data quality gaps are creating issues for downstream data consumers
Approach was to:
- Develop a 2-year strategy and phased roadmap with a central vision and foundation to ensure that future business needs for data and analytics are met
- Assess gaps in analytics capabilities, architecture, data delivery processes, and technical performance. Recommend and implement new technology components, processes and standards to optimize data ingestion, discovery, and speed-to-market of insights.
Outcomes and Client Impact
Business Problem and Approach
Business Problem and Approach
Established roadmap that delivers the future state architecture
Modern architecture allows the business to ingest and analyze data from all sources
New tools and technologies enables analytic opportunities including
- Perfect delivery
- Inventory decisioning
- Order and delivery analytics
- Predictive maintenance
- Enterprise financial metrics
- Customer segmentation and profitability
Impact to the client was as follows:
- Increased revenue due to improved insights into customer behavior
- Improved margins via insights into automation, inventory, and warehouse operations
- Increased accuracy in financial, HIPAA, and other regulatory and compliance reporting
- Reduced time-to-insight and increased robustness of analytics capabilities
- Reduced costs via predictive analytics capability in sales and warehouse operations
Toyota Motors de Puerto Rico - Cultural Transformation
Click the link below to see Jack explain the transformation
Click the link to learn more.
Data Governance Assessment & Plan – Insurance Company
Business Problem and Approach
Business Problem and Approach
Business Problem and Approach
Client just went public after completing a significant acquisition. Producing useful analytics to drive growth and innovation has become more challenging due to:
- Low data literacy
- Limited technical understanding
- Lack of data enablement
PTS Partners approach was to:
- Meet with executives, managers and data analysts along with architects in IT to uncover root causes as they relate to the 6 characteristics of data and analytics:
- Business Alignment
- Data Usage
- Technology
- Processes and Standards
- Support
- Education and Certification
- Conduct root cause analysis
- Develop future state framework and plan to enable business and IT to innovate more rapidly and effectively to produce business growth
Outcomes and Client Impact
Business Problem and Approach
Business Problem and Approach
- Uncovered several root causes that were unknown to the client
- Uncovered a total of 25 key issues that required attention.
- Formed the new data enablement organization, mission charter and roles and responsibilities
- Recommended new data catalog solution to increase data literacy and analysis of the existing business rules and data definitions
- Created a 3 phased roadmap: MVP, Phase 2 and Phase 3
- Created the current state maturity model and estimated MVP, phase 2 and phase 3 model impacts as roadmap is implemented and deployed
- Identified key governance resources for the executive committee, data governance lead, custodian lead and business data owners
Impact to the client was as follows:
- Aligned business and IT leadership on the who, what, why and how to jointly developing and managing innovative analytic solutions to spur company growth
- Ready to implement data enablement strategy
- Identified and created mitigation plans for technical and business challenges impeding successful deployment of strategy
Analytics Program QA and Execution - Financial Services
Business Problem and Approach
Business Problem and Approach
Business Problem and Approach
- Client had multiple long standing concurrent projects that did not scale well
- 7 concurrent projects were red with multiple missed deadlines
- Resources were not aligned properly with execution
- Existing project execution model not being followed
- No oversight in delivery
The approach was to:
- Analyze current state issues and provide recommendations
- Determine root cause and build new execution processes
- Improve resource onboarding process into the project
- Interview client and development team resources
- Build a quarterly Go to Green plan
- Analyze existing project execution model methodology and incorporate into project execution
- Establish project execution gates to report on more refined execution status
- Align resources by capability and establish leaders to review work prior to client handover
- Setup onboarding portal with collected project material, and client and project background
Outcomes and Client Impact
Business Problem and Approach
Business Problem and Approach
- Improved status reporting allows client to have more transparency and accountability towards open issues and resolution
- Improved onboarding allows resources to come up to speed more quicky on execution
- Improved performance by 3x on various projects to correct past issues
- Improved leader and resource organization alignment provided improved outcomes through quality checks
- Established onsite technical BA RACI expectations to ensure consistent execution and communication to onshore and offshore resources
Impact to the client was as follows:
- Eliminated all red projects by ensuring the project execution model is followed
- Improved client relationships through a consistent track record of execution
- Improved execution throughput by increased productivity and status reporting
- Able to take on more work with the same number of resources