Analytics is where an estate’s numbers stop being operational data and start being evidence, and the architectural question is not which chart library to use. It is who gets to decide what the numbers sit on.
At the City of Jacksonville the enterprise architecture group held authority over all technology, business intelligence included, and what it directed was the substance: the platform analytics would run on, how that platform integrated with the rest of the estate, and the standards it had to meet. Delivery sat with a separate standing Business Intelligence Group under its own manager, building and operating inside that direction.
Keeping those two apart is the whole discipline. A reporting practice that owns its own platform choices becomes a second architecture nobody documented — one that pulls from the systems of record on terms it set itself, and that nobody can reconcile against the estate it claims to describe.
The platform was the Microsoft stack: SQL Server Analysis Services cubes, SQL Server Reporting Services, and a SharePoint front end, served at its own enterprise hostname with development and quality assurance siblings alongside production. That last part matters more on an analytics platform than anywhere else, because the output is a number somebody will act on. A report served from the wrong environment is not a broken page. It is a wrong figure with an authoritative URL.
The dimensional work underneath it is its own body of method — third normal form to star schema, dimension and fact design, surrogate and foreign keys, hierarchies, degenerate dimensions, fuzzy grouping, slowly changing dimensions, and extract-transform-load design on full against incremental refresh. Those are decisions about what a question can be asked of the data later, made before anyone knows which questions will be asked.
And the reporting layer is not an appendix to a model. A chargeback model an agency cannot read a report out of is a spreadsheet with ambitions: the dispute it was built to make possible never happens, because nobody can see the number clearly enough to argue with it.
Applied in
- CBM Cost Model and Customer Billing SystemA full technology budget allocated across every agency by measured consumption rather than negotiation — designed in 2012, first implemented in 2013, owned for eleven budget cycles.
- Enterprise Business Intelligence Platform and CapabilityArchitecture authority over the City's analytics platform, held deliberately apart from the group that built the reports — with the capability hired and taught to a published standard.
- Comprehensive Performance Management — JaxOps, JaxAnalytics, JaxScoreThe division's flagship analytics program in three layers, ending in a public dashboard — where disclosed numbers constrain the model underneath rather than the presentation on top.
See also
Also searched as
- ETL
- ELT
- data warehouse
- OLAP
- dimensional modeling
- star schema
- analytics platform