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| Credits | |
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| Impossible Management Situations | |
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| Management Issues | |
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| The Data Warehouse Has a Record of Failure | |
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| IT Is Unresponsive | |
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| Management Constantly Changes | |
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| IT Is the Assassin | |
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| The Pilot Must Be Perfect | |
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| User Departments Don't Want to Share Data | |
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| Senior Management Doesn't Know What the Data Warehouse Team Does | |
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| Changing Requirements and Objectives | |
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| The Operational System Is Changing | |
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| The Source System Constantly Changes | |
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| The Data Warehouse Vision Has Become Blurred | |
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| The Objectives Are Misunderstood | |
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| The Prototype Becomes Production | |
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| Management Doesn't Recognize the Success of the Data Warehouse Project | |
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| Justification and Budget | |
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| User Productivity Justification Is Not Allowed | |
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| How Can the Company Identify Infrastructure Benefits? | |
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| Does a Retailer Need a Data Warehouse? | |
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| How Can Costs Be Allocated Fairly? | |
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| Historical Data Must Be Justified | |
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| No Money Exists for a Prototype | |
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| Organization and Staffing | |
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| To Whom Should the Data Warehouse Team Report? | |
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| The Organization Uses Matrix Management | |
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| The Project Has No Consistent Business Sponsor | |
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| Should a Line of Business Build Its Own Data Mart? | |
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| The Project Has No Dedicated Staff | |
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| The Project Manager Has Baggage | |
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| No One Wants to Work for the Company | |
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| The Organization Is Not Ready for a Data Warehouse | |
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| User Issues | |
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| The Users Want It Now | |
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| The Business Does Not Support the Project | |
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| Web-Based Implementation Doesn't Impress the Users | |
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| Management Rejects Multidimensional Tools as Being Too Complex | |
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| The Users Have High Data Quality Expectations | |
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| The Users Don't Know What They Want | |
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| Team Issues | |
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| A Heat-Seeking Employee Threatens the Project | |
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| Management Assigned Dysfunctional Team Members to the Data Warehouse Project | |
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| Management Requires Team Consensus | |
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| Prima Donnas on the Team Create Dissension | |
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| Team Members Aren't Honest about Progress on Assignments | |
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| A Consultant Offers to Come to the Rescue | |