Information Stewardship for Effective Information Management Certification Overview IRMAC 2010-05.pdf · information management mission) ––Larry EnglishLarry English The exercise

IRM Consulting, Ltd. Co. © All Rights Reserved

Data Certification & Information Stewardship 1

Data Certification:Information Stewardship for Effective Information Stewardship for Effective

Information ManagementIRMACIRMAC

Toronto, ON Toronto, ON –– May 2010May 2010

© 2001-2010, IRM Consulting, Ltd., Co.; Confidential & Proprietary

Andrés PérezSenior Information Management Consultant

IRM Consulting, Ltd., Co.12415 Stable Wood

San Antonio, Texas 78249-4621(210) 413-1481 - [email protected]

Andres PerezInformation Quality and Information Management Consultant

He provides consulting in the disciplines of:• Program and Project Management• Information Quality Management (TIQM® Certified).

Andres Perez is an Information Resource Management Consultant and Presidentof IRM Consulting, Ltd. Co., based in San Antonio, Texas. Mr. Pérez specializes ininformation resource management, information architecture and information qualitymanagement.

Q y g ( Q )• Enterprise Information Resource Management (Information Stewardship, Information

Administration, Metadata Repository and Management• Information Architecture (Modeling, Design, Standardization, Profiling, Reverse Engineering,

Movement, and Integration (Enterprise Information Modeling, ETL and EAI)• Information Integrity audits (COBIT), Analytical Solutions (Business Intelligence, Data

Warehousing, ODS, Data Marts), Customer Relationship Management and other LargeOperational Solutions (OLTP)

He conceived and implemented an information management program called “Data Certification.”Mr. Perez is a well known speaker at data management and information quality conferences in the US

and Europe including DAMA International, Information Quality, ZIFA (Zachman Institute forFramework Advancement) and IAA (Insurance Application Architecture) His presentations encompass


Framework Advancement) and IAA (Insurance Application Architecture). His presentations encompassinformation resource management, information stewardship, information quality management, andenterprise information architecture.

He is the VP of Operations for DAMA International, past member of the Board of Directors for theIAIDQ, past President of the Heart of Texas DAMA Chapter, past member of the IAA Board ofDirectors, and past member of the Object Management Group.

Mr. Perez is a certified TIQM® consultant and has a BS in Mechanical Engineering and BusinessAdministration from the Universidad Autonoma de Nuevo Leon; Monterrey, Mexico.

He may be contacted at: phone: +1 210.413.1481 or email: [email protected].



Overview Outline

The Business Case for Data CertificationDefining Data CertificationThe Data Certification ProcessThe Data Certification Process

Identify Opportunities Define Common Information Assess Impact

Implement Standards Manage Organizational Change Manage Data Certification

Implementation Example: Data Certification & Event Management

Data Certification Outcomes


Data Certification OutcomesCommon PitfallsNext StepsQ&A

The Business Case for Data CertificationUnderstanding the Challenges of Data

Management


The scary thing is how bad it is. We’re betting oureconomy [sic] on an information world, and we don’thave any idea how good the information in thosedatabases is.”

Robert Goldberg,MIT Sloan School of Management.



IRM State-Of-The-PracticeCIO SurveyCIO Survey(Answers from 600 companies in the US, UK and Australia)(Answers from 600 companies in the US, UK and Australia) YES NOYES NO

Traditional E-Business

Have we suffered significant problems, costs or losses in any area because of poor data quality?”

72% 28%75% 25%

Have you benefited from investing in Data Management?

81% 19%77% 23%

In two years time, will more of our business depend on automated decisions and processes based on electronic data?

92% 8%92% 8%

Do you have shared Information Systems? 65% 35%72% 28%

Management?

Do you think we are paying sufficient attention to data issues at the board level?

30% 70%14% 86%

The IT Area is ultimately responsible for the quality of our data

40% 60%60% 40%


Source: Global Data Management Survey, 2001. PWC

quality of our data. Do we have a data management strategy (or just

a series of fragmented policies)?41% 59%40% 60%

Are we very confident in trusting the quality of data received from other organizations?

15% 85%15% 85%

Are we very confident in trusting the quality of our own data?

54% 46%37% 63%

Typical Data Environment

Translation


Translation



Typical Data Environment


Functional/Departmental Orientation Each Business Area justifies, funds and implements “business

solutions” to meet its business information needs Mindset: “my” information and “my” resources to manage it There is little or no knowledge and/or motivation to acquire, There is little or no knowledge and/or motivation to acquire,

maintain or keep information to meet needs outside the maintain or keep information to meet needs outside the maintain or keep information to meet needs outside the maintain or keep information to meet needs outside the business areabusiness area

Most often each “business solution” acquires, updates, deletes and applies information INDEPENDENTLYINDEPENDENTLY

Dependencies are addressed via “data integration solutions” (interfaces) Largely implemented with little or no visibility (no “blueprints”)

Changes in one application impact others


Changes in one application impact others Some immediately, most later on (latency of impact hides

impacts and root causes of information quality) IT Organizations are usually concerned with managing the

”T” not the “I”MOST are unaware of the interdependencies!MOST are unaware of the interdependencies!



Information Governance & Stewardship Information Governance is:The organizational charter and structure necessary

to effectively manage the information resource (includes policies, procedures, processes, standards and functional organization to accomplish the and functional organization to accomplish the information management mission) ––Larry EnglishLarry English

The exercise of authority and control (planning monitoring & enforcement) over the management of data assets ––DAMA DM BOKDAMA DM BOK

Information Stewardship is:The accountability for the quality of some part of


The accountability for the quality of some part of the information resource for the larger organization ––Larry EnglishLarry English

The formal accountability for business responsibilities ensuring effective control and use of data assets ––DAMA DM BOKDAMA DM BOK

Data Certification:A Collaboration Framework for

Information Stewardship


“collaborare” to labor togetherFrom “com-” together + “laborare” to labor

Merriam-Webster



Data Certification is the collaborative process whereby all all the stakeholders the stakeholders of an information group achieve:

Common, working operational

The Data Certification Framework

Define & Architect C operational

information definitions

Known & Managed Quality of information content

Identify & Prioritize

Opportunities

Assess Impact

Common Information

DataCertification

ProcessMgmt


content

Effective content and presentation across the enterpriseData Certification Framework

ImplementStandardsManage

Organizational Change

Data Certification

Data Certification Framework (Cont’d)

Objectives Provide a consistent set of

objectives, goals, principles, guidelines, and measurements to

i f Framework support appropriate management of information across the enterprise

Approach Provide a collaborative environment

to enable business knowledge workers and IT systems specialists


workers and IT systems specialists to actively participate in the planning (definition), development and application (content and presentation) of information.



Data Certification Process

Five Steps to Improved Information Management


Improved Information Management

Identify & Prioritize OpportunitiesObjectives Identify and prioritize information

standards development based on information standardization needs

R d d i t d d i f

Identify & Prioritize Roadmap and interdependencies for

standardizationPrioritize

OpportunitiesApproach Stewardship Matrix: Mapping of

shared information to application systems to identify and communicate points of integration


Information Planning Model: Top-down mapping of shared information; defines enterprise context for information standards.

Issues Log: Information integration and quality issues assessment



Stewardship Matrix

Subject Area Topic A B C D E ...

A t

Equipment CRU RU ...

Business Area or Application

Station CRU U ...U

RU

Sample of a section of the matrix

Asset Station CRU U ...Plant R CRU ...

Warehouse RU CRU ...

Customer

Basic ...Account ...Billing ...

Preferences ...Agreements ...

P t

CRUCRU

CRUCRU CRU CRU CRU CRUR

CRU

CRUCRU

CRU

RR

RR

CRUR

CRU

RURU

CRU


Prospect ...

People (HR)Position ...

Skill ...License ...

... ... ... ... ... ... ... ...Correction Needed Stewardship Issue Compliant In Process Unknown

CRU

CRURRRR

C = Create; R = Read; U = Update Bold = System of RecordLegend

RR

R

Source Mr. R. Curtright & N. Snodgrass

Initiative

Data Topic

Customer

Service D

eliv

ery / Ops

Asse

t

Inven

tory

Peo

ple

Org

anizatio

n

Finance

Corp

orate Services

CRU CRU CRU CRU R CRU CRU CRU CRU R R C U R CRU CRU R R

CRU CRU CRU CRU CRU CRU CRU RU R R RU

CRU CRU CRU CRU R ? R R CRU CRU CRU R CRU CRU R R C RUCRU CRU CRU CRU CRU

R R R R R R CRU RU RU R CRU CRU RR

CRU

SafetyPeopleSoft GLPeopleSoft APPeopleSoft AM

RecyclingHazwaste (MAS)Hazwaste (CIS)

IPS

Routing (Enterprise)Routing (Assisted)

POS (legacy)POS (new)

CIS/CRMFleet Maintenance

eProcurementGIS

S bj t A D t T iCRM GIS OPS NEW OPS Pricing

Ref. Initiative Matrix (Working) v01.xls – as of 3/14/02

Stewardship Matrix (Detail)

Le

ge

nd

Stewardship Conflict

Information Cleansing/Integration Issue

Conforms to Enterprise Standards

Additional Input Needed

C - Create

U - Update

D - Delete

R - Read

Data Store Of RecordBOLD

CRU CRU

CRU CRU CRU CRU CRU CRU CRUCRU CRU RU RU R R R RUCRU ??? ??? CRU CRU ???

PeopleSoft HRMAS AR

Large LandfillOther <Please List>

PeopleSoft AM Subject Area Data TopicCorporate Services Legal RCorporate Services Safety R

Customer GIS Point R CRU R RCustomer Service GIS R CRU CRU R RCustomer Alternate GIS R CRU R R RFinance Expense Accounts RFinance Statistical Accounts R

Business ConceptBusiness Concept Definition

Business ConceptTemplate

DefinitionA succinct, complete, business description using common terms or previously defined terms.

Related BusinessConcepts

• A short-cut or hot-link to a previously defined term, for example: Customer.

• A description or annotation of an undefined term, for example: Products or services are pending definition.

Data IntegrityRules

• A bulleted list of data integrity rules.

Unique IdentifierWhenever is appropriate and or necessary, this is free form text, bullets, or whatever can be used to provide insights on the appropriate way to uniquely identify occurrences of the information entities associated with the business

StatusStatus as of 3/4/02

M tI f ti Q lit I


concept.

Life CycleWhenever is appropriate and or necessary, this is free form text, bullets, or whatever can be used to provide insights on the states and transitions associated with the business concept.

ClassificationWhenever is appropriate and or necessary, this is free form text, bullets, or whatever can be used to provide insights on the intrinsic classification necessary to understand the business concept.

Domain• A bulleted list of domain values. It can be all-inclusive or a sample; please indicate which approach is used.

• Can be a diagram (see Line of Business as an example)

Special UsageThis is free form text, bullets, or whatever can be used to highlight real-life cases of the use of the business concept.

ExamplesThis is free form text, bullets, or whatever can be used to provide real-life or mock-up illustrations of the business concept

Issues & ConcernsProposed definition concerns:• A bulleted list of issues or concerns associated with the definition

proposed in this document.Existing definition concerns:• A bulleted list of issues or concerns associated with the existing definition,

or definitions.

BackgroundUse free form text and bullets as needed. For specific references to existing document, use the name and date of the document.

Management Conflict:

Responsibility for creating and updating GIS/Geo-Codes is in conflict between the GHIsolution and the new DEF solution.

Information Quality Issue:

Currently a customer can be recorded in multiple places (many accounts in ABC, XYZ, 123, etc.); these records must be merged to get the complete picture of the customer.




Customer Information Planning ModelMarket Segment

Competitor Prospect Customer

Pricing Rule Sales Rep

Service Agreement

Service Class

Service Change

Gold ServiceLocation

Customer Account

Lost Customer Account

Line of Business

Customer CommunicationCustomer Location

Customer BillService Type

Service Order Satisfaction Rating


Service Rep

Complaint

Satisfaction Rating

Service Call

Service Ticket

Income Account

Revenue Transaction

Accounting Operations HRCustomer


Define & Architect Common Information

Objectives Define business concepts, information

standards and implementation approaches Identify critical business and technical

Define & Architect C

yrequirements

Best practice for information standard within enterprise and by industry

Approach Business Concept Definitions: Establish

cross-functional, reusable definitions Domain Specifications: Develop logical and

Common Information


Domain Specifications: Develop logical and physical information domain definitions (Common Information Integrity Rules, Allowable Values, etc.)

Information Sharing Agreements: Establish accountability and ensure consistency in sharing information.



Inconsistent Business Meaning

Assigning the same mission to “secure the building” to the US Department of Defense “lines of b i ” li i diff l f hbusiness” elicits veryvery different results from each:MarinesMarines: Sends in a company to clear the building

room-by-room; forms perimeter defense around the building

ArmyArmy: Posts guards at entrances and ensures no unauthorized access


Air ForceAir Force: Signs three year lease with option to buyNavyNavy: Turns out all the lights, locks up, and leaves

Source Mr. Burt Parker

Business Concept Definition

Business Concept Definition

Business Concept Template

Definition A succinct, complete, business description using common terms or previously defined terms.

Related BusinessConcepts

• A short-cut or hot-link to a previously defined term, for example: Customer.

• A description or annotation of an undefined term for

Status XXXXX status as of x/x/xx

Business Concept Title (term)

Definition (clear, concise, succinct, declarative)

Related Business Concepts (used to define this one)

Status (W/D/R/P)Working DraftRecommended Published

Legend:

• A description or annotation of an undefined term, for example: Products or services are pending definition.

Data IntegrityRules

• A bulleted list of data integrity rules.

Unique Identifier Whenever is appropriate and or necessary, this is free form text, bullets, or whatever can be used to provide insights on the appropriate way to uniquely identify occurrences of the information entities associated with the business concept.

Life Cycle Whenever is appropriate, this is free form text, bullets, or whatever can be used to provide insights on the states and transitions associated with the business concept.

Classification Whenever is appropriate, this is free form text, bullets, or whatever can be used to provide insights on the intrinsic classification necessary to understand the business concept.

Domain • A bulleted list of domain values. It can be all-inclusive or a sample; please indicate which approach is used.

• Can be a diagram (see Line of Business as an example)

Special Usage This is free form text, bullets, etc. can be used to highlight real-life cases of the use of the business concept.

Classification (subtypes)

Related Business Concepts (used to define this one)

Information Integrity Rules (business rules)

Unique Identifier (recommended keys)

Life Cycle (states the Business Concept experiences)

Domain (value constraints, ranges, value set, profile)


f f u f u n n p .Examples This is free form text, bullets, etc. can be used to provide

real-life or mock-up illustrations of the business concept.Issues & Concerns Proposed definition concerns:

• A bulleted list of issues or concerns associated with the definition proposed in this document.

Existing definition concerns:• A bulleted list of issues or concerns associated with the

existing definition, or definitions.

Background Use free form text and bullets as needed. For specific references to existing document, use the name and date of the document.

Special Usage (special conditions)

Examples

Issues & Concerns

Background (research, findings)



Business Concept Example: “Planned”

If it is at least once at least once forecasted, planned, budgeted, or produced; then it was “planned for 18 months”planned for 18 monthsRegardless of the timing of the dataMissing data in the Source Systems means

“we intended it to be zero”Previous designs required complex logic to

handle “planning for zero” – Causing Data


handle planning for zero Causing Data Integrity Issues due to Complex Pivoting tablesComplex Unions

Applying: Unifying Business Concepts

Business Concept Example: “Activity Week”

PPF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

Lag = 1

PPF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

S S

PF

PF

PF

Actual:• Produced• Inventory• Ordered• Shipped

Budget

P: Planning includes

ActivityWeek

PF

PF F

PF

PF

PF

PF

PF

PF

PF

PF

PF

S S

PF

PF

PF

PF

PF

PLag = 0 PFS

A

• Product• Line• Week

B B B B B B B B B B B B B B B BB B B B B B B B

S S

PPF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

S S

PF

PF

PF

PF

PF

Lag = 2

P PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

Lag = 13

P P P P P P P P P P P P P P P PLag = 74

P Planning includes• Plan• Projected Inventory• Un-Met Demand

Schedule:•Plant•Line•Daily

F: Demand Forecast


P PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

Lag = 74

P PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

Lag = 75

P PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

Lag = 76

PLag = 78

P PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

Lag = 77

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF

PF



Information Sharing AgreementInformation Sharing Agreement

DSA Identifier Numeric Identifier (can be sequential)

ConsumerInitiative

The name and brief description of the consumer initiative (project, application, maintenance effort, etc.).

ConsumerBusiness Area

Name of the business department or staff area and the person “signing” the agreement.

Status XXXXX status as of x/x/xx

ISA Identifier

Consumer Systems Area

Status (W/D/R/P)

Producer The name and brief description of the producer initiative

ConsumerSystems Area

Name of the IT department or staff area and the person “signing” the agreement.

Consumer Initiative & Business Area

Working DraftRecommended Published

Legend:

ExecutiveSummary

A concise, clear and complete description of the business rationale and value proposition for the sharing of information between the producer and the consumer.

ConsumerAudience

Describes the audiences that will be served by the consumer, This is needed when the information shared is sensitive due to proprietary, ethical, regulatory or other reasons.

Security Describes security constraints the consumer commits to adhere to protect the shared information.

Producer Systems Area

Integration Systems Area

Brief Business Description

Consumer Audience

ProducerInitiative

The name and brief description of the producer initiative (project, application, maintenance effort, etc.).

ProducerBusiness Area

Name of the business department or staff area and the person “signing” the agreement

ProducerSystems Area


IntegrationSystems Area


Provisions A set of statements indicating the rights and obligations the consumer has with regards to this agreement. Includes enterprise mandated provisions (for update, aggregation, etc.) as well as specific provisions based on the producer and h ifi i f i

Producer Initiative & Business Area

Security Constraints


Provisions (Terms and Conditions)the specific information.

Triggers For each triggering event or timeframe, describes the conditions to create a message or file.

Filters For each screening method, describes the conditions of messages or records that will be excluded (or included) and their rationale.

Availability Describes the commitment in terms of availability on the part of the producer and the potential impact to the consumer (if unavailable).

#Message/Record Description

Attribute Name Business Need(For Special Conditions)

List of Attributes (Content)

Business Need (For Special Conditions)

Triggers, Filters & Availability

Security Rules(For Special Conditions)

Security Rules (For Special Conditions)

Objectives Assess the overall value & impact of

implementing information standards Provide specific recommendations for

Assess Impact

Assess p f mm f

improvement information quality (skills, process, technology)

Approach Identify activities that create, update

and/or use the information and supporting systems and databases

Specific recommendations for improvement:

Function

Impact


Skills impact statements including training, organization, etc.

Process impact statements, including reengineering, procedures, etc.

System impact statements, including changes to database, inputs, integrity controls, processing logic, outputs, and documentation

Time

Based on the Zachman’s Framework “Helix”



Sample IT Application Assessment List

Are all areas that produce or consume this information

Information Dimension Assessment CriteriaFramework

DimensionAre all areas that produce or consume this information identified, documented and involved in data definition, transformation (conversion), and correction?Are all critical business concepts and terms defined and coordinated? Are they scheduled for this process?

Is the Metadata generated being managed, stored, and maintained at the conceptual, logical and physical levels?

Data Certification

Operational Definitions

Is the IQ assessment process in place? Are strategy and tactics in place for addressing quality issues?

Information Quality

Metadata Management

Are the deliverables of this initiative building blocks of the Enterprise Architecture and information integration requirements defined?

Top-Down Planning

People

Information


Are all the data retention requirements identified? Is a strategy and tactics in place for legacy data retention?

Data Retention & Archiving

Are all interfaces between data stores defined? Is there a strategy and method to ensure data synchronization and integrity over time?

Synchronized Data Movement

requirements defined?Are the target data stores defined in accordance with the appropriate classification of the Enterprise Information Architecture?

Data Stores

Time

Location

Objectives Initiate approved changes to implement

information standards in business processes and systems

Initiate new or revised business processesImplementstandards

Implement standards

Initiate new or revised systemsstandards

Approach Establish information integration task

within system design and implementation process (Systems Development Lifecycle)

Establish incremental information design and integration based on information planning model (Strategic Systems Pl i )


Planning) Validate information design across

enterprise-wide information usage requirements (Data Certification)

Promote information leverage and reuse across process improvement and system development projects (Data Certification)



Information Standards

A standard is the best way to do the jobthe best way to do the job; a set of policies, rules, directives, and procedures established by management for all major operations

Information Standards, as agreed by the producers and agreed by the producers and consumersconsumers of the information ensure the consistent use of the consumersconsumers of the information, ensure the consistent use of the information by providing: An operational definition and architecture (the “product

specification”) of the information Business Concept Definition Information Integrity Rules (including Transformation) Information Representation Standards (technical specifications) Standard Set Of Allowable Values

A defined method to handling information content


A defined method to handling information content Information Quality Assessment Defect prevention Defect correction Information Quality Warranty Communication

A defined method for presenting the information Unbiased context

Ref. Gemba Kaizen: A Commonsense, Low-Cost Approach to Management, M. Imai

Sample Data Movement Process(End-To-End Dependencies)

LineAvail

UpdatePlan

Update

Prod P j t

Plan Capacity Update

Create Avail

LineAvail

Extract

Plant Allocate Update

Plan Week Load

Resource Load

Update

SchedProd

Update

Plan M t i

Plan Metric Update

Product ProjectAlloc

Project Update

F

LineAllocate Update

Plan History Extract

Plan

Create Prod &

Plan Weeks

Prod Extract

p

F

TruncDriver


A

Prod Update

Prod Week Load

Metric Prorate-Allocate

Forecast Capacity Update

Prod Capacity Update

Prod Allocate

Plan Metric Extract

Forecast Prorate-Allocate

Resource Load

Extract

Forecast Capacity Triggers

Forecast Update



Manage Organizational ChangeObjectivesManage the change process for

adoption of data standards Readiness assessment and roll-out

recommendations

Manage Organizational recommendations

Communications regarding data standards and impact

ApproachMeasure: Know Process Capacity Awareness: raise understanding Education: key personnel know the

Organizational Change


Education key personnel know the underlying concepts and principles

Training: knowledge workers can facilitate process changes and use new systems / databases effectively

Identifying Quality Standard: “Service Date”

General Ledger transactions have a “service date” to capture when the service associated with the expense was provided Stored in three columns (year, month and day); not in “date

type” format Missin ( p s nt d b z s t th s u c ) inv lid ( Missing (represented by zeros at the source) or invalid (e.g.,

valid year and month but “zero” day) in a very large number of transactions

Some relevant: when G/L transactions are for a vendor provided service or product

Most are not relevant: when G/L transactions are not related to a service (e.g., royalty payouts)

Conducted a profile of one month worth of transactions (15 MM+)


MM ) 52.7% had missing/invalid dates (over 8 million) The bulk of these transactions were “not requiring service

date” 1,439 transactions were classified as “requiring service date

but having a defective date”



Identifying Quality Standard: “Service Date”

Service Date “Event Generation” Business Rules:When the service date is present and valid, create

the target “service date”hOtherwise:Correct:

When the service year and month are present and valid but the day is invalid, set the target “service date” to the year-month and “day one”

Otherwise, set the target service date to the accounting date

Inform:


Inform For transactions not requiring service dates (Account

Numbers 100s and 300s)Do not generate an event

For transactions requiring a service date (All Others)Generate an event (report the incident)

1241: Invalid Service Date

UCLLCL

ACTUAL


Event Log: September 22nd, 2008 to May 29th, 2009 99.93% Improvement In Process Capacity



Data CertificationCandidate Measures of Success

DimensionDimension MeasuresMeasuresTarget # data elements to certify % data elements certified

Target % of reuse % reuse of certified data elements

Target # data elements complete & accurate

% data elements complete & accurate

Current timeliness of data in support of Business Requirements

% data with appropriate timeliness

Amount of unmanaged % reduction of unmanaged


Amount of unmanaged replicated data

% reduction of unmanaged replicated data and cost

Time and Cost of interfaces % cost and time reduction in interface work

Accessibility of data in Support of Business Requirements

% shareable data available for immediate reuse

Plus: other organization/project specific benefits

Data Certification Management

DataCertification

Objectives Provide a formal process to identify

and implement strategies, principles, factors, decisions, functions, operations practices and methods f

ProcessManagement

operations, practices and methods for Information Stewardship across the enterprise.

ApproachMonitor executive and stakeholder

accountability Define process for information


standards development and implementation

Create Cross-functional information stewardship teams with defined roles and responsibilities to address information standards




Goal: To achieve a state of “self-control”

where the producers and consumers of the information have

hi f th i d t ownership of their product or resource

Premises: Each participant in the information

value chain must: Know their target performance

(based on their customers’ and internal requirements)

K th i t l f


Know their actual performance (and their barriers to meet their customers’ requirements)

Have the ability for changing their performance to achieve their target

See “Juran on Quality by Design” 1992, The Free Press; p.281.

Executive Ladership

Data Certification Players

ExecutiveInformation

Stewards

Areas of Focus: Customer Product Assets

l h

Personnel Operations Finance Oth

BusinessFunctionalExperts

Information Specification

Work Groups(1)

SystemExperts

Supply Chain Other Services



Two major roles(1): EIS representatives (Permanent) Local Participants (Dynamic)



Data CertificationKey Roles & Responsibilities

Business Executive Leadership (Sponsor) Assist with Enterprise-wide Participation & Collaboration Assist in the Identification & Assignment of Strategic

Information Stewards

Executive Information Stewards Identify and Assign Business Functional/System Experts Set Priorities Resolve Conflicts Review and Approve Information Standards

Business Information Stewards Provide Knowledge Provide Proposed (new & revised) Information Standards Ensure Business & IT Area Coordination


Ensure Business & IT Area Coordination Monitor Compliance

Data Certification Management Provide Facilitation Provide Collaboration with Information Resource Management Process Control and Improvement

Conflict Resolution: Coonley-Agnew Process

Direct All participants to:1. Identify areas of agreement

and areas of disagreement (pinpoint the specific points (pinpoint the specific points where they disagree)

2. Agree on why they disagree: the rationale for the disagreement (to provide the basis to work towards an agreement: the actions to


“cover the gap”)3. Decide what they are going to

do about it (to enable all the participants to agree on the process to reach agreement)

See “Juran on Quality by Design” 1992, The Free Press; p.208.



Implementing Information Stewardship:Data Certification & Event Mgmt Case Study


“To manage our production capabilities we must know eacheachwell and completion, their status and their production

history; but we don’tbut we don’t.”

VP of Business Process Transformation

Production Information Scenario

Field Operations (Multiple)Manual inspection/correction IT

Manual inspection/correction

Field O i

Route Operator Production

ODS

“COMP_ID”

Inaccurate Production Volumes

“COMP_KEY”

Inaccurate Production Allocation

“COMP_ID”Correcting a Completion Record

Divisional Accounting (Multiple)Manual inspection/correctionReservoir Administrator

Manual inspection/correction

Division Land & Orders (Multiple)Manual inspection/correction

Reservoir Mgmt

OperationsRemote

Operator

Accounting

“RFS KEY”

“RMS_KEY”

Inaccurate Cumulative Production


• Data is independently entered by many people in many places (potential for errors and inconsistencies)

• Important uses of the data are negatively impacted until all corrections occur• Quality monitoring and data correction is inefficient and uncoordinated

What is wrong with the process that produces Production Information?

Reserves AdministratorManual inspection/correction

Reservoir Forecast

• A Physical Completion is not equivalent to an Accounting Completion (but, not “designed in”)

RFS_KEY

Inaccurate Reserve Estimate



Production Information StewardshipTeam Composition

Core Team:(1)

• 15 roles• 8 people

Production Information StewardsLead Steward

Division Stewards

Application SMEs

Functional SMEs Support

p p

Central Steward

Southern Steward

Northern Steward

Western

FieldOperations

Reservoir Mgmt

Reservoir Reserves

OperationsAccounting

OperationsEngineering

Reservoir Engineering

Marketin &

Facilitator

IQM Analyst(s)


Western Steward Accounting

Finance

Business Partners

Marketing & Midstream

Business Analyst(s)

Systems Analyst(s)(1) These people already deal with

production information problems but lacked coordination & authority These people are involved on an

as needed basis; to help improve ETLs, data controls, etc.

Production Information ManagementStakeholder Analysis Chart

JohnPresident

DaveEVP E&P

Danny (MC)SVP Acct

BradSVP Central

GregSVP Southern

ChrisSVP Canada

GreggVP Central Op

AcctgSherie, Sr Mrg

(BIC)Tony

(MC Chair)SVP Offshore

Don (MC)SVP Western

CeciPaul

EarlSVP Strategic

Dev

Kirk, Dir(BIC)

PhilVP Prod/Ops

EugeneMgr (BIC)

JimMgr

JamesTech

(Steward)

ChadMgr

DanVP, Land

LisaTech

(Steward+1)

Brenda,Mgr

Guy,Sup

David, DO (Steward)

Wade,Sr Mgr

Sandy, Sup (Steward+3)

Debbie, Sr Mgr (BIC)

Donnita,Sup

Susan (Steward+9)

CeciVP Reservoir

Eng

George, Mgr

Neil,Sup

Staci(Steward)

Paul(BIC Sponsor)VP Finance

WillVP Thrm Hv Oil

Tracy, Mgr (BIC)

Gerry,GM

Melinda, Mgr (BIC)

Dean, Mgr (BIC)

Gregg (DM Sub-Comm)VP Prod/Ops


Carol,Sup

(Steward)

Pia, DO (Steward)

Carolyn,Sup

Page, DO (Steward)

David, Sr Mrg(BIC)

(Steward+9)

KevinVP Production

(BIC)

Darell, Mgr (BIC)

Dean, Mgr (BIC) Business Intelligence Committee

Additional Members:• Tim (I&T BI Services)• Mike (I&T), Chair• Rosie (I&T), Chair

BIC

MC

Management CommitteeAdditional Members:• Sue, VP Compensation• Murray, VP General Counsel• Terry, SVP M&M• Vince, SVP Investor Relations• Brent, Mgr (Support)

Production Information Steward

Steward



“In Place” Data Controls

A process that monitors a file or database for compliance with specific business rules

f l d f Detects information quality defects Identifies invalid conditions (validity, source-target

consistency, record integrity, etc.) Logs (records) an event for each out-of-compliance

condition Includes workflow information (e.g., division, department,

property) to enable routing to the proper department or


p p y) n u ng p p p m nperson for data correction data correction (to enable use) and process process improvementimprovement (to avoid recurrence)

Production & Reserves InformationODS Data Controls

CompletionCompletion Test

CompletionOperations

CompletionWellMo Prod

Completion TestDaily Prod

• Configuration• Production

Volumes• Tests

Accounting Production ODS


OBO CompletionOBO Mo Prod

CompletionMo Production

Data Flow Legend:• OBO: Operated by Others Data Control

Reservoir Mgmt



In-Place Data Control Example

Controlled Columns Source Columns Validation Specification Event Specification

PROPERTY_ ID Completion DIVISION_NAME STATE_NAME OPER_ACCT_CD

ENCMPF

All Properties in target must be present in source

The target property identifier must equal the concatenation of the h l i h h h

Event: 1234 Event ID Value:

Division Name, State Name, O i ENCMPF:

LEASE WELL API_CD

qthree source columns with hyphens (-) between them

The Lease column is numeric and the corresponding target is 6 characters alphanumeric; pad the Lease with zeros to match the target portion

Operations Accountant Code

Event Value: Property Identifier

API_NUM COMPLETION: DIVISION_NAME STATE_NAME

LOCATIONS: COUNTRY_NAME STATE NAME

If the state is a US Location and the API Number is NOT NULL, the API Number must have at least 11 meaningful digits

Event: 1235 Event ID Value:

Division, State, Operations Accountant Code

Event Value:


STATE_NAME PROPERTY: PROPERTY_ID OPERATED_ID PROPERTY_ NAME

Event Value: Property Name, API Number

Production Information ManagementData Controls & Events

Data Control Group Data Controls Events Logged

C l ti 42 35 590

Schedule

Daily IncrementalCompletion 42 35,590

Completion Test 32 211,895

Monthly Production 20 85,888

Daily Production 45 1,022,030

Well 31 76,172

Daily Incremental(Full scan on demand)

Weekly Full Scan

Weekly Full Scan

Weekly Incremental(Full scan on demand)

Daily Incremental(F ll d d)


,

TOTAL 173 1,455,690

(Full scan on demand)

Producing Entity 3 24,115Daily Full Scan

Notes:• An event is a defect (defective data)• One record can have multiple defects (one event log for each defect)Event Log: December 15th, 2010 to February 2nd, 2010



Production Information ManagementDefectives Analysis

Measurement Data Controls Records Opportunity

for Defect Defects Percent Defective

C l ti 42 84 999 3 569 958 35 590 0 99690%Completion 42 84,999 3,569,958 35,590 0.99690%

Completion Test 32 957,444 30,638,208 211,895 0.69160%

Monthly Production 20 6,420,983 128,419,660 85,888 0.06690%

PDS DCP 45 69,898,225 141,543,905,625 1,022,030 0.00001%

PDS Well 31 167,952 5,206,512 76,172 1.46300%

Producing Entity A 2 167,952 335,904 4,201 1.25070%


Producing Entity B 1 85,929 85,929 19,914 23.17490%

TOTAL 173 77,783,484 141,712,161,769 1,455,690 0.00001%

Event Log: December 15th, 2010 to February 2nd, 2010

Production InformationInformation Improvement Activities

ImproveBusinessProcesses

ManuallyCorrectData

Business SMEsregister to monitor data events

Specify

Monitor Data Events

Development Team

SpecifyAutomatedProcess

Improvement

Build / RunInformation

Alter/Build/Run

AutomatedProcesses

Event Analysis

Data Analyst

Data Analyst Event Repository


SpecifyOngoingData

Controls

Critical Data Stores

Build / Run1-Time Data

Corrections

Build / RunOngoingData

Controls

Information Improvement

Activity

Specify1-Time Data

Corrections



Data Certification Outcomes


“You can’t build a reputation on what you are going to do.”

-Henry FordFounder of Ford Motor Company

Data Certification Outcomes Enables a repeatable process for managing

information across the enterprise Enables the deployment of roles and

responsibilities to effectively manage InformationInformationresponsibilities to effectively manage InformationInformationacross the extended enterprise

Facilitates the deployment of policies, methods, standards, guidelines, tools and techniques to: Establish the proper accountability and ensure the

participation of business and information technology l li ti j t d


personnel across applications, projects and departments.

Augment the impact from collaboration across the enterprise (effectively breaking down barriersbarriers).

Enable the enterprise to increase its information quality & value.



Common Pitfalls


“Those who cannot remember the past are condemned to repeat it.”

-George Santayana(or Jorge Agustín Nicolás Ruíz de Santayana y Borrás)

Common Data Certification Pitfalls

1. Starting implementation without management accountability (Commitment)

2 Starting with procedures and guidance only2. Starting with procedures and guidance only3. Avoiding difficult or complex but critical

impact issues4. Creating (or attempting to create) a large

inflexible organization5. Staffing the core team without proper


5. Staffing the core team without proper skills

6. Assuming that the process will work “fine” (no need for improvement)



Common Data Certification Pitfalls

7. Failing to manage the participants’ time effectively

8. Limiting Participation to IT Areas only9. Limiting Participation to Business Areas only10. Focusing on tools, techniques, or mechanics

instead of process & business value11 Waiting for (or building) the Repository


11. Waiting for (or building) the Repository12. Using “Slogans” or “Speeches” -– Instead,

set specific Objectives, Measure and Communicate

Next Steps


“The beginning is the most important part of any work”

Plato



Data Certification Action Plan First: Assess Your Organization’s Current Situation

Create a baseline to use as the “starting point” Second: Focus on an area critical to the organization

Ensures that all Council members will be engaged from the startstart

Assist each business area involved in understanding the target environment and how their individual needs will be met

Third: Begin Developing Organizational Infrastructure Develop information resource management policies and

standards for use by project sponsors and managers Establish metrics and begin measurement of information

resource (definition, quality, and value)


resource (definition, quality, and value) Become the point of coordination and conflict resolution for

Enterprise information issues Identify and analyze gaps and overlaps in business projects and

make recommendations for corrective action Develop (or revise) your meta-data management strategy

Andres Perez


Andres PerezSenior Information Management Consultant

IRM Consulting, Ltd., Co.12415 Stable Wood

San Antonio, Texas 78249-4621(210) 413-1481 - [email protected]

Documents

Information Stewardship for Effective Information Management Certification Overview IRMAC 2010-05.pdf · information management mission) ––Larry EnglishLarry English The exercise