BUS5WB: Data Warehousing and Big Data – Olympus Data Warehouse Design – SQL – Business Analytics Assignment Help

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BUS5WB: Business Analytics Assessment Answer
Task:
The Case
Olympus is a professional sport services provider, on a mission to enhance every client’s performance potential, and contribute positively to their respective sporting careers. This translates into three business objectives: increase sporting performance, reduce risk of injury and improve overall fitness
Olympus operates on a subscription-based model, where an athlete (or sportsperson) interested to obtain sport management services pay an upfront membership fee and a monthly subscription. Having been in business for the past ten years, the CEO at Olympus is confident that the substantial accumulation of data in operational systems can be capitalised to improve the effectiveness and efficiency of each business operation. She is keen to implement an organisation-wide data warehousing solution to explore this potential. She has approached an analytics consultancy firm to start on this project. The business requirements analysis and feasibility study were completed on a positive note.
You have been recruited as the dimensional model specialist to complete the data warehouse design phase.
Consultations
Services offered by Olympus are modelled around the concept of a sphere of sport services for each client.
Potential athletes are either referred by a sporting body, a coach, or directly get in touch with Olympus. Clients interested to subscribe to Olympus services undergo an initial consultation with a sport performance specialist. Soon afterwards, the client’s personal information is recorded in the consultation system. The specialist looks after the client during the entire consultation phase and he/she records current performance benchmarks, past training, nutrition plans, intended performance outcomes, and any current injuries/medication. The first consultation will determine if a client requires further consultation on nutrition, injury or medication. In the first instance one or many consultations (depending on the number of conditions) are scheduled with relevant specialists. Specialists are under contract with the organisation and come in whenever there is a requirement.
In the case of injury or medical imaging requirement a booking is made with one of the third party hospital partners to provide this diagnostic. Upon completing the procedure, the hospital reverts to the consultant with the diagnosis, cost and relevant reports. Based on the reports, a new specialist consultation may be scheduled. The client is also offered the option to meet allied health and holistic health specialists during the consultation phase. Given the popularity of allied and holistic medicine, clients always prefer to meet with them. Prior to exiting the consultation phase, the client meets with the same sport performance specialist who reviews the entire diagnosis alongside recommended actions.
Performance plan management
Following the consultation phase, the client is assigned a performance plan by the specialist. The performance plan is essentially an instrument to measure the client’s progress over time – pertaining to sporting performance, risk of injury, strength and fitness, and nutrition as well as progress/recovery over time. The performance plan has an estimated end date (which may change) and the core services team looks after the client during this phase. Each client is assigned a trainer/coach who remains with the client from start to end. A client exits the performance plan when performance outcomes are met, or benchmarks have improved and/or risk of injury has decreased, and are at a stage where they can be managed independently. The coach and client meet at regular intervals (performance plan consultations (PPC)) to review and update the plan and also account for any additional steps. The frequency of PPCs and updates vary depending on the client’s progress – minimum weekly, monthly to bi-monthly.
At each PPC the trainer records vital measurements of the client. This includes physiological measures, clinical metrics (blood glucose level, lipid profile, levels of vitamins etc) and more importantly performance markers of the corresponding sport, status of injuries (if any) and scores of several strength and fitness tests. In addition to the measurements, the carer asks a series of questions to determine the client’s mental and emotional wellbeing. The client’s medication is also reviewed and any side-effects, after-effects are recorded. Most often after every PPC the client meets with the resident dietician for a walk-through of current nutrition plans and makes amendments if needed. All changes are noted on an electronic PPC log. Each performance plan maintains overall numerical scores of the client’s progress towards achieving corresponding goals. The trainer determines increase or decrease to each score. The scores are performance benchmark/s, risk of injury (or injuries), strength and fitness, and levels of nutrition.
Wellness centre
Olympus runs its own wellness centre to provide premium wellness services for its clientele. Sport injury rehabilitation, physiotherapy, massage, spa and sauna, yoga retreats, meditation retreats and leadership workshops are the primary wellness services offered in-house. Non-listed services can also be requested, and for these Olympus contracts third party providers.
For each premium service requested, basic transactional information as well as customer feedback and comments are recorded. This premium service record is maintained separate to the PPC and looked after by the Wellness centre. It maintains a one-to-one link between the client and the premium services requested.
Billing
As mentioned, clients obtain sport management services on a subscription basis. Hospital charges for diagnostics and clinical treatment as well as services from the Wellness centre are additional charges to the monthly subscription. Exceptional circumstances that may arise during the PPC meet-ups are further additional expenses. The billing system maintains a record of both subscriptions and additional expenses for every client. Clients that choose to pay the subscription annually receive a 10% discount. Billing also maintains a record of the charges to each third party partners for the services they provide. Olympus internal expenses, such as employee salaries and overheads are managed by Finance and not the Billing department.
IT systems
Each business function elaborated above has its own transaction system with a back-end database. Snapshots of selected ER diagrams from these databases are provided below. These should help you to understand the nature of the systems and the workflow at Olympus. It was observed that some of the database were not entirely normalised and at times use summary attributes to store a number of values.
Consultations
Business
Performance plan management
Business
Wellness centre
Business
Billing
Billing
A role-play example of a client pathway within the organisation’s health services is given below.
Serena is a professional tennis player who has subscribed to Olympus sport services. She has two sport-related injuries, on her wrist and ankle. Serena’s first visit to Olympus she meets a sport performance specialist who goes through her sporting track record, injury record, level of fitness and current nutrition and medication. She recommends Serena undergo several medical diagnostics at a nearby hospital facility and also schedules consultations with a holistic orthopaedic clinic. After couple of weeks for examinations and consultations she returns for a subsequent meeting with the sport performance specialist. Again, the specialist goes through consultant recommendations, reviews her records and places her in a performance plan, based on her expected goals and benchmarks in tennis.
A week later, Serena meets with her assigned trainer/coach who checks and records performance, injury and fitness levels. The trainer completes a further assessment and generates a training schedule for both on-site and off-site training routines. She is also introduced to the rest of the training team who will support her throughout the performance plan at Olympus. Serena is introduced to a sports nutritionist and they sit together to discuss the nutrition plan. The next performance plan consultation is scheduled for two weeks.
The CEO has provided several examples of the types of information he’s interested to extract from the warehouse. Try not to restrict your design to these examples, keep in mind the overall motivation of increased effectiveness and efficiency (and single version of truth) when designing the model. He also spoke at length of two new projects.

An online collaboration platform, conceptualised by the IT department. This online platform, still in its infancy, will facilitate communication and information exchange among clients with similar performance expectations and those who have achieved similar goals. Some of the features he mentioned were a social network, blog posts and discussion forums.

Introducing wearable devices to continuously monitor each client’s performance and fitness.

Consultation
Number of clients by sport and playing position
Demographic distribution and types of injuries of clients who do not return after the first consultation Demographic distribution of clients who express interest to meet allied health practitioners
Number of clients with multiple injuries that require for diagnostics Most reliable hospital partners
Most cost-effective hospital partners
Performance specialists and trainers demonstrating consistently high performance
Performance plan management
Successful and unsuccessful performance plan figures by sport for each client Demographic distribution of clients completing the performance plan on-time Progress measures by client details compared by year
Correlation between performance, fitness, nutrition – over time
Types of nutrition plans closely associated with successful performance plans
Wellness centre
Revenue by wellness service
Top performing employees at wellness centre
Top ten wellness services requested
Most frequently outsources wellness service
Billing
Revenue by year by sport
Distribution of subscriptions over time by client demographics Types of subscriptions that require additional charges
Demographics of customers paying annual upfront fee
Most active/ least active period of business during the year
Tasks

Requirements: Identify current and future decision-making needs and information requirements of the organisation. Determine the number of dimensional models required (with justification).

SQL: Compile SQL statements, based on given information and ER diagrams, to address five decision making needs identified above. Use of advanced SQL syntax is required as this task aims to assess your knowledge of SQL.

Design: Follow Kimball’s dimension design process to create the identified models. Revise each model by applying the fact table and dimension table techniques. Provide a data dictionary (a description of each table in each model outlining the purpose, attributes and data types).

Demonstration: Demonstrate how each dimensional model can be used to respond to current and future business questions and decision-making scenarios. Articulate how the dimensional model can lead to effective decisions

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