Scenario: Roger is a city manager for a medium-sized, but steadily growing, city

Scenario: Roger is a city manager for a medium-sized, but steadily growing, city. The city has limited resources, and like most municipalities, there are more needs than there are resources. He feels like the citizens in the community are fairly active in various community organizations, and believes that he may be able to get a number of groups to work together to meet some of the needs in the . He knows there are churches, social clubs, hobby enthusiasts and other types of groups in the community. What he doesn’t know is if there are connections between the groups that might enable natural collaborations between two or more groups that could work together on projects around town. He decides that before he can begin asking community organizations to begin working together and to accept responsibility for projects, he needs to find out if there are any existing associations between the different types of groups in the area.

Specifically, the following critical elements must be addressed:
I. Proposal
A. Goals: What are the goals of this initiative? How do they align with the organizational mission? And how do you plan to measure success? Be sure
to consider the progress and pathway for data analytics projects of the type you chose to propose.
B. Data Analytics Life Cycle: Apply the data analytics life cycle to your proposed initiative, and walk your audience (management) through the life
cycle as it applies to the initiative.
C. Value of Life Cycle: Based on your application of the life cycle to the initiative, analyze how the life cycle will help you infer predictability,
performance, quality, and security of your initiative and its results.
D. Data: Evaluate the existing or desired data for its applicability to your proposed initiative. In other words, what are the benefits and
limitations of the current data for the use you have in mind, including potential collection and security implications?