EIM Strategy & Data Governance - IUI Strategy and Stewardship.pdfGartner Group Each major business ... Without executive commitment governance is doomed from the start ... Information

Copyright 2008 Information Unlimited Inc.

August 2008

EIM Strategy & Data Governance

Copyright 2008 Information Unlimited Inc. 1

Governance for the data management environment will be

performed by cross-functional teams, who will prioritize,

monitor initiatives and needs, and resolve major conflicts

Data quality (accuracy, completeness, etc.) will be monitored,

based on business value and accountability, for data throughout

its lifecycle

The information architecture will be incrementally deployed to

accommodate evolving business needs, tools, and technologies

and be consistent with industry models

The information management environment will establish a

store of enterprise data to support sector, and functional needs

The information management environment will accommodate

business changes and enable enhanced use of information

Information management capabilities, including their

applicability and limitations, will be effectively communicated

EIM Framework

Any Information management program must utilize a framework and guiding principles to leverage the Enterprise BI Environment

Mission: Provide reliable, timely, and easily accessible information to support business analysis and decisions

Guiding Principles

Organization

Process Technology

Info

Hub


Conceptual Organizational Model

Getting Data In (GDI) Team Role

Builds enterprise data store

Gathers requirements for information needed in information

hub

Understands quality of source data to be captured

Develops a business and enterprise data store data model and schema

Designs and builds data movement process for capturing and loading data

Manage consistent reference data

Functional Area Getting Information Out (GIO) Team Role

Leverages information hub and operational information delivery vehicles

Gathers detailed requirements of information needs

Designs and builds functional & cross-area area analysis capabilities

Designs and builds functional area reports

Disseminates tools, education, training

Leverages GIO best practice information and templates

Builds information delivery vehicles

Provides repeatable best practice process

Supports GIO communication and training

Promotes reuse through information catalog

Designs and builds data movement process

Facilitates cross-area analysis capabilities

Coordinates GIO activities to leverage information use

Competency Center Role

Getting

Data In

(GDI)

Getting

Information

Out (GIO)

Governance Structure

Competency Center

GIO Team GIO Center of

Excellence

Functional Area

GIO Team

Functional Area

GIO Team

The conceptual organizational model

leverages specific information

management skills and repeatable

process to enable efficient, effective

information delivery.


What is Data Governance?

Data governance is the practice of organizing and implementing policies, procedures

and standards for the effective use of an organization's structured/unstructured

information assets. Data governance is accomplished through the actions of data

stewards who exercise the careful, responsible management of data entrusted to them

on behalf of others.

Understand the quality of your common information

Provide a path to improve the quality and accuracy of your common data

Identify and consolidate the redundancy in your common data

Identify what costs your organization incurs by having duplicate information

Provide a clear understanding of who is responsible for your data

Identify the costs for not having standard definitions of common information

Define the business rules and valid domain values for your common information

Discover where business rules and valid domain values are not being followed

Provide a defined and sustaining feedback loop to continuously improve your data


Governance –The Governance Body

A critical part of this endeavor is the framework upon which an enterprise

data governance and quality effort should be built.

A data governance entity is a person or persons

empowered by senior management,

funded, accountable and

“closed loop”


Data Governance Model

Project

Prioritization Leads from functional IT

Executive Oversight (CAO, CIO, Function Officers)

Information Roadmap

Data

Governance Leads from Functional Teams

EIM

Program Evolution

Influences

Area Project

Prioritization Leads from function addressed

Data

Stewardship Data Lead, SME’s from

functions

Policy Level

Working Level

Sanction and enforce guiding principles and adjudicate non-compliance

Approve strategic EIM program investments

Allocate overall funding and resources

Promote EIM program

Resolve conflicts and enforce decisions

Allocate funding among functions

Prioritize program and cross-function initiatives

Sanction program scope and cross-function initiatives

Monitor program and cross-function initiatives

Allocate funding within functions

Prioritize functional area initiatives

Sanction scope of functional area initiatives

Monitor functional area initiatives

Sanction business data model

Establish and enforce data policies

Establish & enforce critical firm-wide definitions

Oversee information architecture

Develop and apply business data model

Establish data business rules throughout lifecycle

Recommend data improvement initiatives

Recommend firm-wide data definitions

Manage metadata repository content

Information Quality


Data Stewardship The business management of the organization's information assets in order to optimize their reusability, accessibility, and quality

“Data quality is a business issue, not an IT matter, and it requires the

business to take responsibility and drive improvements” Gartner Group

Each major business function should have stewardship

Data stewards must reside in the business

Are visible, respected and influential

Must have insight and vision to understand:

The importance of data quality

Overall business objectives and context

Overall impact of quality issues – globally and tactically

Do’s & Don’ts

Lack of executive commitment –

Without executive commitment governance is doomed from the start

Having the right steward –

Successful stewards are placed closest to data capture and maintenance

Must have a stake in improving quality

Are intimately knowledgeable about the data and its use in a business context

Are empowered to make business process changes to address quality issues

Avoid “If you build it, they will come”

Initiatives must come from a business need, not from an IT process

Start small –with a few business understandable terms

Make the process easy –not burdensome

Choose individuals who are committed

Stewards must have a real “skin in the game” –avoid creating bureaucratic functions

Establish guiding principles and charter

A set of common philosophies that everyone should agree upon

This becomes a set of by laws or the “constitution”

This step avoids finger pointing and bickering in the future

Have a proper foundation

A proper foundation includes proper information management program, planning and

metrics


Without Governance, Process and Methods:

The Naturally Evolving Architecture

And what the business says: I’m too busy to get things right! Since there is no structure and process people feel overwhelmed.

I’m just guessing……… Defining the formulas for data items required multiple iterations because

exception cases didn’t surface until after the initial implementation. Casual users not involved

with the DW leadership group believed the data was wrong and IT wasn’t competent.

I don’t want to argue! In a conflict concerning which data should be treated as the data of record, one business domain’s opinion prevailed

because users from other domains didn’t feel comfortable debating more senior people on the DW committee.

I lost, so I don’t care. ……… The heads of several business units told their staff not to use certain

reports because the data items they wanted hadn’t been included.

I can’t work with them………… Some members of the IT committee didn’t give much weight to one business unit’s needs because it appointed a

representative who had a very shallow understanding of how to calculate various data items.

Why didn’t you tell me earlier? IT’s budget planning had to be revisited because the business surprised IT with a major project at the last minute, even

though the business had been planning it for months.

It’s what we’ve always done –garbage in garbage out……………

Lack of leadership has created a culture of ambivalence and helplessness.


Problems with

The Naturally Evolving Architecture

Data credibility When management receives the conflicting reports, it is forced to make

decisions based on politics and personalities because neither source is more or less credible.

Productivity Productivity is abysmal, especially when there is a need to analyze data across

the organization.

Inability to transform data into information Using data as information is a management function and is based on the context

of the data.

Information Anarchy

Governance is the basis of revealing the true performance of an organization and the true context of information.

Organizational accountability and regulatory compliance are becoming the most critical issue for organizations.

Organizations are recognizing that without governance information initiatives are an exercise of arbitrarily assigning numbers to metrics based on politics or guesses.


Chief Data Officers = Chief Data Stewards The CDO is tasked with being the voice of data and generally representing data as a strategic business asset at the executive tab le

Implemented Data Management Organization

Developed 3-5 year plan

Developed Data Sharing Architecture

Has established Chief Data Officer

CDO does not report into technology

Chief responsibilities:

Establishing a data governance structure

Defining data ownership and stewardship

Enterprise Customer Information Mgr. reports directly to CEO

Information Based Strategy is core business model

Organized Business/IT Partnership 2004 Yahoo! appointed a EVP as Chief Data Officer

responsible for Yahoo!'s overall data strategy,

data policies and systems, prioritizing data investments,

and managing the Company's data analytics

http://www.usfst.com/pastissue/redirurl.asp?com=13705&issue=214


Common governance processes deployed across the organization. Data is defined in a common,

consistent manner, and available as required. Data Governance integrated with other

governance processes.

Governance processes implemented at the department level. Business roles and processes

defined and implemented. Enterprise strategy defined and foundational projects planned.

Governance capability at the department level. Limited foundation of consistent reusable data

between applications. Most governance deployed at an IT level, but business starting to get involved.

No consistent governance or management capability. Data

implemented in application silos and seen as an IT issue.

Competent people & heroics

Basic

Foundational

Advanced

Distinctive

Data Maturity Model - Governance

Operational Efficiency Maturity Gauge

Documents

EIM Strategy & Data Governance - IUI Strategy and Stewardship.pdfGartner Group Each major business ... Without executive commitment governance is doomed from the start ... Information