What is the relevance of a work breakdown structure in a data warehouse project? Can you give me an example?
Tom Haughey's Answer: It is often said that warehouses are different. In some ways, they are. Requirements are less tangible and predictable than in OLTP (online transactional processing). Queries are very data intensive, involving few or many tables, but with many, many rows. In OLTP, transactions are data selective, involving few or many tables and comparatively few rows. Metadata is always important, but in OLTP the meaning of fields is predetermined on a screen or report. In a warehouse, metadata (in some way, shape or form) becomes critical because you can ask any question. However, warehouse projects are real projects and, like all development projects, must be managed. To manage them, they need to follow a clear plan. In my experience, warehouse managers often have a more difficult job than those managing OLTP projects because there are so many pieces and sources to manage. Managers that don't follow a good plan typically have major problems, such as lots of rework before delivery, lots of surprises or even eventual failure. Two purposes of the work breakdown structure are to manage work and to ensure success. This is the same as in any project.
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