Tools

Cloud based

1. Amazon redshift
Amazon Redshift, one of the most popular cloud services from Amazon Web Services, is
a fully-managed, analytical data warehouse that can handle petabyte-scale data, and
enable analysts to query it in seconds. With no upfront costs, Redshift offers limitless
scalability on Amazon’s architecture. By adding nodes to the Redshift cluster, or adding
more clusters, you can support higher data volumes or high concurrency. Redshift has
several alternatives but it remains the incumbent in the cloud data warehouse market.
2. BigQuery
Google BigQuery is another enterprise-grade cloud-native data warehouse. Like
Redshift, it can run blazing-fast queries on datasets of petabyte-scale. Unlike Redshift, it
is serverless, without cloud instances to manage. BigQuery also abstracts away
clustering, which happens behind the scenes. A newer contender, BigQuery added
many features to achieve parity with Redshift—real-time analytics, flexible data
ingestion, data governance, encryption, security and more.
3. Microsoft Azure

On premises

Ibm

Teradata

Oracle

Usecase

Apple

In fact, the potential of big data with the Apple Watch has lead to a partnership between Apple
and IBM designed to make the most of digital health information. Using big data analytics,
Apple hopes to collect information on whole populations to measure health and improve
lifestyles. This information may be used to treat illnesses, prevent the rapid spread of diseases,
and even provide better protection against preventable sickness. The partnership is also looking
to use big data to create health-related mobile apps, which can then be used with Apple devices.
All in all, Apple has only scratched the surface of what it is capable of with big data, and
wearable devices may be the area that sees the most progress in the coming years.

Apple (s aapl) is operating a multiple-petabyte Teradata system (that became

apparent during its iCloud launch in 2011) and, I learned, was Teradata’s “fastest
ever customer to a petabyte.” Apple uses the data warehouse to get a better
understanding of its customers across product groups. Now every piece of
identifiable information — and those iTunes interactiona generate a lot of data —
goes into the system so the company knows who’s who and what they’re up to.
As the creator of, arguably, some of the most ubiquitous products in existence it’s
unsurprising that the tech giant uses its data warehouse to get a better understanding of its
customers across its array of offerings. Interactions on your iPhone, iPad, Mac and whatever
other Apple product you’re on are collected and used by the company to improve their
services. Of course, this has raised questions over privacy and the extent to which our actions
are tracked but the payoff is quicker and more precise services and increased usability,
making for better products and the continuation of the Apple innovation legacy.

Apple is operating a multiple-petabyte Teradata system. Apple uses the data warehouse to get
a better understanding of its customers across product groups. Now every piece of identifiable
information and those i Tunes interactions generate a lot of data that goes into the system so
the company knows who’s who and what they’re up to.

 Walmart: The retail giant deployed Teradata’s first-ever terabyte-scale

database in 1992, and it has grown, uh, a bit since then. Its operational
system was at 2.5 petabytes as of 2008, and is certainly leaps and bounds
bigger by now — likely well into the double digits when you consider it
operates separate ones for Walmart (s wmt) and Sam’s Club as well as a
backup system. The analytics efforts have essentially helped Walmart
become a massive consignment shop. It tells suppliers, “You have three
feet of shelf space. Optimize it.” And then it gives them any data they could
possibly need to determine what’s selling, how fast and even whether they
should redesign their packaging to fit more on the shelves.

http://courses.missouristate.edu/richardjohnson/cis429/student-presentations/hp-data-
warehouse-in-walmart.pdf

 eBay: eBay (e ebay) has two systems in place, and they’re both big. Its
primary data warehouse is 9.2 petabyes; its “singularity system” that stores
web clicks and other “big” data is more than 40 petabytes. It has a single
table that’s 1 trillion rows. Yes, this is smaller than the 50 petabytes worth
of Hadoop capacity eBay added last year, but Teradata is quick to point
out that all of its systems support data into and out of Hadoop, so it’s not
as if eBay is operating two entirely distinct data environments.

Data is stored in three systems, with about 7.5PB in a Teradata enterprise data
warehouse, 40PB on commodity Hadoop clusters and 40PB on ‘Singularity’: a
custom system for performing deep-dive analysis on semi-structured and
relational data.
https://www.itnews.com.au/news/inside-ebays-90pb-data-warehouse-342615

Coca-Cola
 Although a truly global brand now, Coca-Cola was once a starkly patriotic US-born-and-bred
beverage powerhouse, much to the detriment of its business data. Before incorporating a data
warehouse, nearly all of the 129-year-old brand’s important facts and figures were locked
away at its Atlanta, Georgia headquarters. This meant tracking down and extracting data
involved a painful search through the vast data silos of multiple systems, which could end up
taking up to a month. Now, Coke’s enterprise data warehouse has made information available
company-wide through a customised web-based front end. Decision makers across the world
are able to obtain data at any time for their respective local market areas and evaluate it on a
global, regional and local basis.

McD

McDonald’s has a lot of information concerning its employees, competitors, supply

information, costs and expenditure. Some of the information about employees
would involve employee information, contact information personal information brief
history on the person as seen as they were employed initially. The expenditure list
would contain the revenue income, the expenditure for that year and all the years
that McDonalds have been operational. They would also have some details about
who supplies there meat bread and other resources need to produce there burgers.
This would specifically include the amounts per shipment and how much has been
used and if there are wastes or extras. Having the employee’s salary list per week
and their total annual salary including bonuses will also be documented.

A data warehouse (a logical collection of information from many different

databases) is used at McDonald's utilizing software by ACS, Teradata,
MicroStrategy, and Oracle. McDonald's also uses data marts. Data marts narrow
down specific detailed information that may be needed for a specific department.

Through big data, McDonald’s has optimized its drive-through experience, for example taking
note of the size of the cars coming through, and preparing for a spike in demand when larger
cars join the queue.

http://mcdonaldsteam3.blogspot.com/2010/05/mcdonalds-corp.html
Auto guys

1. Dimensional model for tabular data(Aim)

2. Mainframes data was largely replicated and the tables dod nor work well with managed
query env tools acquired
3. Greater the dwh higher the top management support that lacked( first attempt)
4. Technology was new
5. Edwh which focused on few subject areas initially

Given his experience with the warehouse, the project manager made the following summary
observations: (1) the management of expectations is critical to any sizeable data warehouse project;
(2)proven technology, although not essential, does make the project easier to explain and justify; and (3)
theconstruction of a sizeable data warehouse should be treated more like and R&D effort instead of a
typical ITproject because of the time it takes to complete the project, the amount of money involved,
and the short-termfocus of top management.

Complicated System

1. A small group of people from Complicated’s main office, possessing no experience with
datawarehousing, decided which data would be appropriate and which data access tools
would be utilized.
2. With corporate headquarters championing the effort and supplying funds, the project had a
lot going for it. However, end users were not brought into the picture even though they
were the targetedbeneficiaries. Information was immediately accessible to sales, service,
marketing, and finance divisionsaround the world but it was not the right information.
3. First, an initial decision was made to Web-enable the database. This meant that although
theinformation originally disseminated by the organization was of little value to those
outside of top management, flexibility existed that would later allow the system to be put to
use.
4. Second, independent initiatives from marketing and top management at headquarters, as
well as more vocal end users than had existed in the past, started the move toward making
the data more accessibleand relevant to users.
5. New project manager 140 branch offices andaveraging four users per office, was going
nowhere
6. Complicated was well on its way to a complete data warehousing failure for two significant
reasons: no user involvement in determining information requirements and a poor data
warehousing tool selectionprocess.

NA- Fedral Govt

1. A real-estate and property management unit in the North American Federal Government
initiated
and co-sponsored a data warehouse with the IT department. The IT department wrote a formal
proposal. Init, an architectural plan was specified, costs were estimated at $800,000, the
 project’s duration wasestimated to be eight months, and the responsibility for funding and
manpower was defined as the businessunit’s.
2. The project actually exceeded its eight-month schedule and lasted almost two years.
3. . One was that the business unit stretched the detailed data analysis from oneand a half months
to nine months
4. Another was that the business unit kept expanding the planned user base.Over a six- month
period, the number of planned users grew from 200 to 2,500.
5. , to acquire the righttechnology for this project, a formal approval process of the Federal
government took almost a year. Threeweeks prior to technical delivery, the project was
canceled by the IT director.
6. Yet, six weeks after cancellation, anew interest in populating the warehouse emerged, but in the
end, nothing was ever delivered and this failedendeavor cost the organization approximately
$2.5 million.
7. There were three main reasons for the failure of this data warehouse project. One was lack of
focus.The business unit had a difficult time identifying the scope of the project. It provided
aninformationarchitecture and data framework but the details were defined very loosely. Also,
the business unit keptpushing back the milestone dates which gave the impression that the
project was neither urgent norimportant.
8. Internal politics was another driving force behind this data warehouse disappointment. First,
thebusiness unit leader prevented analysts on the project from talking to the ultimate end
users, but the reasonwas uncertain. Second, the business unit leader would go over the IT
project leader’ head and reassign staffto different tasks without informing the IT project leader.
This further led to ambiguity as to what was to beaccomplished and when. In the end, it was
believed that the cancellation of the project was primarilybecause the IT director feared
supporting a data warehouse. Staff and funding had recently been cut, andsuch an endeavor
would further drain IT resources.

Hi tech Company
1. At a technology-driven firm in the Western United States, the marketing and finance
departmentsneeded information such as trend analyses to make operational and strategic
decisions. Because thisinformation was vital, a separate department was generating reports
solely to support this need. However,IT management suggested a warehouse solution which
would provide the same information but at a lowercost.
2. The company decided to buy a packaged warehouse for a little over a million dollars. While
thispurchased solution was marketed as a data warehouse, it really only contained transactional
data. The endresult was not a data warehouse but an operational data store, and this data store
did not provide useful, high quality data. So, after a year and a half, the project was scrapped.
3. Build data marts
4. What was interesting about this proposal was that IT did not want to highlight the costs of the
project because the previous purchased warehouse had cost so much and ended up failing.
Therefore, no money was formally budgeted for extraction, cleansing, transformation, and
loading tools. The rationale was that once the first phase of the project was up and running,
management would feel more comfortable with the endeavor and want to commit additional
resources to it. Until then, the only other resources budgeted for were a consultant and a small
amount of IT staff time.
5. The IT employees were supposed to work on the project only in their spare time. Over the
course of a year, the employees spent about six weeks worth of full-timework. Moreover, the
 vice presidents of the business areas for which the warehouses were being built werenot heavily
involved, so it was difficult to pull resources from those departments to assist with the project.
6. The vice president kept on changing
7. . The newest vice president has hired a director to oversee decision support and warehousing,
so resources from IT have been formally committed. However, while the project is currently in
progress, management commitment from other departments is still not very strong. They are
afraid this project will also be a failure
8. In hindsight, one of the project team members said that the in-house data warehousing project
should have been proposed when the company was performing its budgeting. This might have
increased management commitment by formally budgeting resources (staffing and
expenditures) for the project.
9.