Since the summer of 2018, the IT and business departments of Poly Real Estate Group have been working hard for the same goal–Unified data. Now, we can learn from some details that these efforts bring.

, for example, in T+0, or accurately, there is“T+4 hours”Schedule of incremental data. Compared with the current general goal of similar types of enterprises- “T+1”, this is a great difference. If everything goes smoothly, the proven scheme in Poly is being implemented will further push the effectiveness of the data to the limit, such as 1 hour, or even half an hour.

As one of the initial goals of the entire data warehouse project implemented with FONE, the unified work of Poly data was initially completed at the end of last year. As “T+4 hours” appeared, by 2019, this half -year preparation work began to value value in the group assessment and management report output.

This is the value that real estate companies are generally longing for today.

“Walking into the era of silver from the golden age” -Steel since the entire real estate industry began to describe the changes that happened to themselves, this desire for this unified data has not stopped for a day, or accurately speaking, or accurately, It is increasing day by day.

In the eyes of some industry people, in addition to the timely data, corporate managers can still obtain a lot of data from operating caliber, financial caliber or business caliber; the problem here is that although the source of each data is true and reliable, but in the data, it is in the data. After the processing needs to be completed, it will show the special effects of “thousands of people and thousands of faces” in front of the decision makers.

For the data of the

completion date, it is easy for managers to find two different completion dates of the same building between the engineering management system and the sales system -this is why the Poly and FONE implementation team should take half a year. The reasons why the index caliber is sorted out and the subsequent work continues to this day.

These issues were covered up by “gold” in the golden age of real estate; it was not until the era of silver that they gradually revealed to the industry.

Similar changes are manifested in many industries. The real estate “brother industry” banking industry has also experienced extensive growth, and now, they are looking for digital rebirth opportunities in refined operations.

Refined management, internal control, and compliance factors drive the beginning of the real estate industry to the beginning of data efficiency. Through data, they reasonably plan business, accurately identify the source of profit, and make decisions based on data to quickly cope with market changes. Or simple,The real estate industry has never been like today. I want to figure out where the money comes from and where to spend?

Some industry experts believe that real estate companies above tens of billions of dollars are needed, prepared, or doing things that are similar to Poly -build data warehouses to achieve unified data, provide data basis for the group decision, and carry out data basis for the group’s decision -making to carry out data basis for the group’s decision -making, carry out data basis for the group’s decision -making, carry out data basis for the group’s decision -making, carry out data basis for the group’s decision -making, carry out data basis for the group’s decision -making, carry out data basis for the group’s decisions, carry out data basis for the group’s decision -making, and carry out data basis for the group’s decision -making to carry out the data basis for the group’s decision -making to carry out the data basis for the group’s decision -making to carry out the data basis for the group’s decision -making to carry out the data basis for the group’s decision -making to carry out the data basis for the group’s decision. The performance assessment of the platform company, as well as the output of the management report.

But the actor’s ideas are different. Based on the similar application goals, a few real estate companies have taken out hundreds of millions of yuan to support the construction of large and Taiwan -Taiwan construction; there are some, like Poly, steadily advanced.

More real estate companies are envious of this process. They may also build a data warehouse, but after half a year or a long time, everything returned to place.

The reason for

is usually multi -dimensional. For example, early business system construction is led by the business, with different calibers, cannot effectively support the group layer decision -making, and ultimately leads to data from decision makers; lack of application scenarios that promotes data convergence, business personnel are passive participation;

On the other hand, Poly, in the summer of 2018, the decision -making layer positioned the data warehouse to be built at the beginning of the project as the only data output standard for the group company. This means that in addition to management decisions, the group’s performance assessment and other core businesses must also be specified by a system.

This is the driving force in the sense of “one handmade project “–

fundamentally, the implementation of the software system is a change in the management cognition of all employees. If the final implementation effect is judged, consciousness is far more important than applying a new technology

Since the implementation of the project in the summer of 2018, Poly and solution provider FONE has clarified the three value points of the construction of the data warehouse:

1. Realizing data unity, first of all, the data of the group to regional platform companies is unified, and the data dictionary specifications have been completed -the current data standards have begun to achieve results.
2. The performance assessment data is input and output through the FONE platform, and the output of platform management value is achieved. The group’s annual assessment includes the group’s annual assessment of the platform company and the assessment of various business lines; the assessment indicators are all classified as “soft” such as “soft” such as “soft”, to “hard” such as sales.
3. Implement the platform output by the platform and be displayed by BI. At present, Poly’s “big, medium, small screen” plus various management report output not only meets the management decision -making requirements, but also guarantees the process specifications, and supports business analysis. The goal.

Poly Management’s high cognition of data value and the institutionalization of this cognition are a key factor that makes the above “output” truly significant. At present, all kinds of data and reports from the platform have deeply infiltrated the management conference system. These meetings include important “general manager office meetings” and “business form analysis meeting”.

Among the three values above

, the first point is the most difficult, and it is very important because of the rest. This is also the reason for the Poly and FONE implementation team for nearly a year -the so -called “previous system delay skin” in the industry. Because it is people to change, not machines, the difficulty of project advancement can be imagined.

During the year from 2018 to 2019, the Poly Group’s enterprise management department and the FONE team first clarified the caliber based on the group’s attention indicators. After completing the non -standard business data, all the business chains were included in the data warehouse in the data warehouse. Essence In the meantime, repeatedly checked the operating data of the financial department, accelerating the recognition of data of all business departments, etc., has become a key step in the implementation of the project.

Some methods worthy of reference include the continuous verification and adjustment of data at the same time as the entire process is promoted. On the one hand, it is to examine whether the data value can meet the target requirements; on the other hand, it is required by regional platforms to add new indicators and adjust the old indicators to the platform. In the meantime, the project implementation group’s empowerment of the front -line business system also largely promoted the standardization of business data input.

Poly applied FONE data filling products to accelerate this process at the tool side. This product is part of the solution provided in the FONE project. The core of the latter is FONE’s self -developed performance management analysis platform and data analysis platform (ETL+OLAP+data modeling). It has been generally regarded as the data of the enterprise.

M-OLAP system based on memory-based computing, and high-performance streaming ETL system is the technology core of FONE. The advantages they brought by them are very obvious: business users only need to be easily completed through visual drag and drag components, and the analysis results can be presented in real time.

In contrast, traditional performance management software needs to be assisted by IT personnel, first import the data into the data warehouse, and then develop the script code. After running, it can be provided to the front -end user inquiries. The whole process often takes several hours or even a few days to get results.

However, instead of emphasizing the technical advantages of the application of solutions in the project, it is better to emphasize the business advantage shown by the FONE team in the entire delivery process -an excellent implementation of the delivery team requires such capabilities and this methodology. The software industry experience will also show this:The effect of the implementation of the plan is usually not just the strength of technology, and the transmission ability of business experience often results.

On the other hand, on the other hand, the on -site implementation team, R & D, and operation and maintenance teams can be highly collaborated. Among them, the R & D team is close to the guarantee of a tool level for the delivery implementation team.

In ensuring data unity, the R & D team continues to innovate the “viscosity scenario” in the business layer -these scenarios are based on the front line of the business, so while strengthening the stickiness between the grassroots business personnel and the system platform, while the stickiness of the grass -roots business personnel and the system platform, while the stickiness of the grass -roots business personnel and the system platform, while the stickiness of the grass -roots business personnel and the system platform, while the stickiness of the grass -roots business personnel and the system platform, while the stickiness of the grass -roots business personnel and the system platform, while the stickiness of the grass -roots business personnel and the system platform, while the stickiness of the grass -roots business personnel and the system platform, but the adhesion of the system platform, but the stickiness of the system platform, but the stickiness of the system platform, but the stickiness of the system platform. It also enriches the output of system management value at the business level, forming a benign business cycle.

In short, when grass -roots business personnel do not consider communication with the system platform as extra work, but as a tool for improving efficiency, the success of the platform system has a “mass foundation”.

For a group -type company, the first phase was recognized by the “masses”, and the advancement of the second phase became a smooth push.

From the current Poly and FONE process, one of the focus of the second phase of the project is to continue to expand the management value obtained in the first phase of the project from the “Group Platform” to the “regional platform company”. At this step, domestic real estate companies are rarely pioneers.