Business Requirements at Canadian Tire Essay

The Canadian peter out heap (CTC) was initiated in 1922 when two brothers capable an auto parts store and store in Toronto, Canada. From 1922 to 2003, their organization grew into a a lot larger network of parentagees, including retail, financial services, and rock oil operations (Haggerty, 2003). There was 45,000 employees working at the various CVC businesses across Canada, and much than 1,000 stores and bollix bars. As stated in the reading, CTC businesses were rattling comprised into five crowds including the following Canadian dash retail, Canadian expel Financial Services, Candida Tire crude, PartSource, and Marks Work Wearhouse.Initially, this group of businesses used numerous different hardware, software, direct systems, network services, development tools, and applications. As explained in the reading, the systems at Canadian Tire retail included POS (point-of sales) systems which were networked to the Canadian Tire retail information center. The systems at Marks Work Wearhouse, on the other hand, operated otherwise and remained separate from the other CTC corporations. While Canadian Tire Retail ran IBM-AS/400 systems in stores, CTFS utilized IBM RS6000 with Intel-Based workstations.PartSource and Canadian Tire Petroleums daily transactions were relayed this instant into the corporate network from their point-of-sale systems. The Canadian Tire Corporations IT department operated and supported everywhere a unrivaled C different mainframe, server, desktop development and integration tools, ten different hardware platforms, 14 operating systems, seven informationbase management systems, and over 450 different production applications. Much of the systems were exposit as niche and sunset technologies indicating superannuated and inefficient technology.For this reason, and others, IT spending at CTC was comfortably higher than the industry standard, and this would only run to grow. It was necessary for Canadian Tire Corporation t o develop an integrated data storage warehouse system. There were many aboriginal individuals whose roles were internal in the shift to developing a new staff 2 raceway PROJECT line of work REQUIREMENTS 3 outline for Canadian Tire Corporation. Perhaps the most crucial role was that of Andy Wnek, Chief entropy Officer/Chief Financial Officer.Wnek lead the strategical plan in 2002 (and button forward) to develop the first IT dodge memorial in many years. Michael Eubanks was hired as Director of Marketing IT which came with the tariff of creatively partnering more with Canadian Tire Retail. Bridget Martens was depute as Business Intelligence four-in-hand in early 2003. She was given the responsibility of coordinating the business intelligence schedule as it began. These individuals played key roles in the development of the business intelligence gap at Canadian Tire Corporation.The performance of a data warehouse problematical laying out a spate to be an agile IT te am, aligned to business priorities, operating a simpler technical environment with the appropriate standardized processes (Haggerty, 2003). In assemble to achieve this vision, many requirements were necessary to set off forward. First of all, Canadian Tire Retails find out had historically reflected that of a wholesaler, and the IT group had the challenge of changing this image to that of a retailer, rather than a wholesaler.In ensnare to do this, the team realize that more data was necessary in order to analyze data as a retailer. They were required to look at data on a more analytical basis, analyzing the product, store, and margin trends (Haggerty, 2003). In order to do this, the IT group built the IW in which data was extracted, transformed, and loaded from a variety of sources. This was the essence of building the data warehouse to consolidate the date into one main system where the information could be analyzed to help form full of life business decisions.Additionally, three imperative requirements were set during the IT schema 2003. These included the requirements of becoming bankrupt aligned to the business to support strategic and operational priorities and adaptability to changing business priorities, dogmatic costs through simplifying the technical architecture, improving productivity, and controlling expenses, and implementing governance of IT resources including standardization, risk management, and MODULE 2 COURSE PROJECT BUSINESS REQUIREMENTS 4 developing/implementing sustainable processes.The requirements dictated out in this vision truly prompted the development of four political programs from the periods of 2003 to 2005. The first program snarled implementing a CIO governance program. The entropy program, provided organizational and people capabilities (Haggerty, 2003) and specified key services that the IT group would need to be able to support to the organization. The third confused process improvements which helped to org anize an annual IT strategy planning process.The fourth program involved technological direction which laid the infrastructure for re-architecting the organization (Haggerty, 2003). The areas of business intelligence and data management, application deployment, integration and messaging, standardization and simplification, and security system deployment were five areas that required immediate attention. For this reason, these areas alike serve as requirements for the data warehouse and business intelligence initiatives to take place.Canadian Tire Corporation is an example of a company in distress whose menses architecture and infrastructures did not suffice for longevity and success. The case study further details the journey of CTC, along with its web of networked businesses, as it attempted to change business strategy in an effort to create a more enhanced system of data warehousing and business intelligence. MODULE 2 COURSE PROJECT BUSINESS REQUIREMENTS 5 References Haggert y, N. & Meister, D. (2003). Business Intelligence dodging at Canadian Tire Case Study. Ivey caution Services.