championing and nurturing a data governance center of ...deployments expand to include scorecards,...
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Copyright © 2007, Intelligent Solutions, Inc., All Rights Reserved
Championing and Nurturing aData Governance Center of
Excellence
Lisa LoftisSenior Vice President
Intelligent Solutions, [email protected]
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Agenda
Data Governance DefinedData Governance Parts and PiecesGetting StartedData Governance versus BI COE
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Data Governance In Many Companies
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Well, technically anarchy is a form of governance
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Data Integration and Aggregation
Tactical BI
BI D
elivery Workbench
Ope
ratio
nal B
I Operational Data Store
DataWarehouse
Metadata
Governance Center of Excellence
Infrastructure Management
Application Management
Metadata Management
Quality Management
Operational Data
External Data
Internal Data
DataMarts
Strategic BI
Courtesy of Intelligent Solutions, Inc. and BI Research
Governance in the Corporate Information Factory
Governance is the set of people and processes for controlling and coordinating the CIF environment.
• Program strategy• Executive oversight and support•Total cost of ownership• Prioritization• Service agreements
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Governance Explored
Data Governance – The exercise of authority for data related matters.
The organizational rules, decision rights, and accountabilities of people and systems as they perform information related processes.*
Data Governance enables an organization to leverage data as an enterprise asset.
As such, it affects all areas of the enterprise including lines of business, departments and geographies.
5*The Data Governance Institute – www.datagovernance.com
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Governance Futures*
Governance will become a mainstay of large CDI/MDM projects by 2006Through 2006 and 2007 major systems integrators and CDI/MDM boutiques will focus on productizing their data governance methodologiesBy 2007 – 2008, data stewards will become a common position both in IT organizations and business as enterprises formalize this function amidst increasing recognition of information as a corporate asset
*CDI/MDM Roadmap – The CDI Institute
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Governance Futures
Gartner Magic Quadrant – BI expenditures to increase 9.5% through 2010
Deployments expand to include scorecards, dashboards, predictive models
Enterprise BIBreadthDepthQualityCompleteness
Operational intelligence – right time BIReducing latency increases value
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Benefit of Reducing Latency
Business event
Action time orAction distance
Data latency
Analysislatency
Decision latency
Business Value
Data ready for analysis
Information delivered
Action taken
Value lost
Time
Source: Richard D. Hackathorn, Bolder Technology, Inc.
Right time BI can reduce latency and time to action to increase business value
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Data Governanceis a
Program
Data Governance
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Contrast Program and Projects
Characteristics of a project
One-timeSpecific perspectiveMay not require architectureShort-term focusMay not realize benefits of standards and reuse for new items
Characteristics of a program
On-goingBroad perspectiveRequires architectureLong-term focusRealizes benefits of standards and reuseIncludes several projectsStrategy is essential
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Why Implement Data Governance?
Business value
Data is an asset
Facilitate compliance
Reduce cost of ownership
Data Strategy
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Governance Drivers
Desire to align strategies at a corporate levelNeed to align the flow of information to support both business unit strategy and enterprise view
Data content integrationRecognition and resolution of duplicate data, conflicting data, etc.Primarily business issues
Data storage integrationElement names, edit rules, data types, codification, etc.Primarily technical issues
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Without Governance -Business
High cost to business units in productivity lossesLarge amounts of time spent collecting data for manual integrated viewLarge amounts of time spent reconciling disparate results and individual BU data with Corporate view
Business decisions made on incomplete viewVisibility to true customer profitability and timely exposureUnderstanding of position in industry or portfolio incomplete
Summary level data with no detail to support data without manual effortsDrill down to details on alert factors difficult
Time from business event to actionable information not optimumWait time for critical IT projects lengthened and costs
increased
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Without Governance - IT
Each project re-invents the wheelDuplicate data integration and data quality processingDuplicate requirements gatheringDuplicate data storageRedundant access and development toolsInconsistent data provisioning, security and privacy
Lessons learned in one project are not shared with others
Intricacies of integration and data quality lostTool expertise not sharedBasic learning process repeated over and over
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Without Governance - IT
Leads to short cuts, inconsistencies and incompatibility
Causes silo’d and incompatible systems throughoutWasted efforts to “reconcile” differencesDoes not provide enterprise view – data is department asset
Results in overall high fulfillment costs for ITDoes not minimize TCORedundant spending on data provisioning technologies
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COE Organizational Fit*
Reports to business management 36%
Part of information technology group 38%
Part of the finance group 5%
Part of the marketing group 10%
Virtual COE – without solid reporting lines
10%
Don’t know 2%
*Business Intelligence Competency Center, a SAS publication
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COE Funding Mechanisms*
Chargeback for services to users 21%
Cost Center 64%
Other 5%
Don’t Know 10%
*Business Intelligence Competency Center, a SAS publication
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COE Metrics*
Business user satisfaction 67%
Availability of information 60%
Accuracy and reliability of information 57%
Staff costs 41%
Decision Making Speed 38%
Software costs 36%
Have not measured success 12%
*Business Intelligence Competency Center, a SAS publication
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COE Disadvantages*
No disadvantages 36%
Overlapping and unclear responsibilities 31%
Perceived to be a bottleneck 17%
No tangible improvements to business users 12%
Support is not timely 12%
Other 10%
*Business Intelligence Competency Center, a SAS publication
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Agenda
Data Governance DefinedData Governance Parts and PiecesGetting StartedData Governance versus BI COE
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Governance
Controlling, directing, or strongly influencing actions and conduct
Entails collaboration across projectsEnsures business alignmentProvides cross-functional consistencyIdentifies and mitigates risksPromotes increasing value
Requires business and IT commitment and participationConsists of many initiatives, crosses enterprise boundaries
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Effective Senior Sponsor
Active executive sponsor - imperativeSponsor must understand driversSponsor must understand benefitsSponsor must understand effort to adopt
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Effective Senior Sponsor
Active executive sponsor - imperativeAccountability for quality is essential
Must have organizational quality planOrganizational goals must be set according to quality planSponsor must be measured on quality success
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Effective Senior Sponsor
Active executive sponsor - imperativeAccountability is essentialAbility to migrate organization is required
Must influence management teamMust inspire line organizationMust communicate quality initiatives
To ITTo business communityTo GDI and GIO COE’s
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Governance Structure
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Full Time Governance Organization
Marketing Service Sales ITFinance
CEO
IT StewardsMarketing Data Steward
Finance Data Steward
Sales/Service Data Steward
Steering - Arbitration
StoresStores
Finance Dpts
StoresStoresSales/ServiceStores
StoresMarketing
Committee – Definitions, quality metrics, process changes, policies, compliance, funding, systems changes approvals
Business Data Stewards – Daily decisions, root cause analysis, systems changes, architecture compliance
Drive definitions and quality metrics, monitor quality, work with business data stewards, manage metadata
Governance Group
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Roles and Responsibilities
Steering – not involved on daily basisBut must make final resolutions or decisionsPerforms arbitration and steering of data governanceReports to the CEO
Committee – must sign off on everything (e.g., policies, quality metrics, etc.)
Allocate funding and system change approvals.Solve most issues and disagreements – if not, then present to Steering Committee for final resolution May be combined with Steering Committee if small company
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Roles and Responsibilities
Full-time Governance organization – are the real drivers and coordinators for all involved
Can report anywhere – not necessarily IT – e.g., Finance or Operational Planning are optionsMonitor and enforce governance policies
If not enforced, they must go to Committee for help/support
Work with various projects to ensure data governance procedures and policies are understood and followed
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Roles and Responsibilities
Business Data Stewards – are spread across organization
May only be part timeAre the daily go-to people that come up with Straw models, definitions, policies, etc.Work with various groups to determine root causes of data quality problems and other governance issuesTheir findings and recommendations are presented to the Committee for approval
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Agenda
Data Governance DefinedData Governance Parts and PiecesGetting StartedData Governance versus BI COE
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Implementing Data Governance
Determine corporate data strategyIdentify guiding principlesAssess current state for each guiding principleDetail desired state for each guiding principleDevelop metrics for each guiding principle
Identify required tools and technologiesDevelop organization structureDefine processesDevelop communication plan
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Common Guiding Principles
ArchitectureStructuring data stores and designing data movement between those stores for accessibility and scalability
MetadataCapturing and providing access for data lineage, definitions, quality metrics, transformations, etc
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Common Guiding Principles
Data access and delivery
Providing data to business units in a timely and business user friendly method
Information management
Developing and maintaining enterprise data models
Security, privacy, compliance
Securing data, complying with reporting and regulatory requirements, restricting data access, and monitoring information use
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Common Guiding Principles
StewardshipEstablishing formal data steward roles in the organization
Data QualityEstablishing and monitoring quality metrics and implementing continuous improvement
Data as an assetRecognizing that data is a strategic asset with policies and controls
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Common Processes
Quality ImprovementEstablish quality targets, investigate problems, root causes, suggest remediation, monitor, implement solutions
Model ManagementDevelop subject, business and technology models, synchronize with physical data stores, incrementally add/change models
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Common Processes
Data DefinitionEstablish enterprise definitions, id LOB definitions for preservation, develop policies, id process changes required
PrioritizationSubmit projects for quality improvement, determine impacts and business value, add to priority queue, approve, decline, or send back for re-work
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Common Processes
Metadata Management
Enter metadata into repository, determine new sources and develop meta model and repository extensions, determine permissions and monitor usage, change meta data
Data CriticalityDetermine grading system for data elements, impacts and handling for graded data and methods to change ratings
AccessID data owners, determine access, process access requests, submit for arbitration
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Example Process –Metadata Management
Metadata ProcessBusiness Data
Stewards Data Governance CommitteeData Governance Group IT Stewards
Processbegins
NewSource?
Work with IT steward to identify data elementsdetermine Meta Model requirements
YesAugment meta model
for new data
ETL ?FormatHelp? Yes
Work with IT toidentify data
elements anddetermine ETL
Yes
ETLProcess
Load data intoMetadata repository
InterfaceChanges?
identify user interfacechanges for adding/accessing new data
Change metadata userinterface for access to
new data
add / verify new dataadded to metadata
repository
NewUser?No Permissi
on ?Yes Work withbusiness owneror data steward
for accesspermissions
Grant access tometadata for new
user
No
Permission
Arbitration
No
Arbitrate
Permission
Yes
Exit ProcessUser
changes ?
Requester changes,adds metadata in
repository
review metadata add/change report
ProblemsExit Process
change add metadatain repository
No
Yes
No
Work withrequester to resolve
problems
Solution?
changeddefinition?
Data DefinitionProcess
No
Yes
Work with datastewards to
determine solution
No
Yes
No
No
No
YesNo
Yes
Yes
No
Yes
No
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Communication Plan
Specify type of communicationsNewslettersStatus meetingsWeb Postings
Define purpose of each communicationDetermine frequency of each communicationIdentify communication recipientsCoordinate centrally
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Communication Plan
Need commitment - not just complianceCommitment to the enterprise viewWillingness to compromise
Most effective when performed by non-team members
Executives talking with each otherSponsor talking to other business people
Change managementCommunication helps anticipate changes
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Summary
Data Governance requires executive sponsorshipData Governance is a program not a projectData Governance involves many areas of the companyData Governance policies and procedures must be enforceable
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Agenda
Data Governance DefinedData Governance Parts and PiecesGetting StartedData Governance versus BI COE
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COE – Definitions
ISI Definition - COE is the set of people, processes, and technologies for promoting collaboration and the application of best practices
Methodology, best practices, education and training, support services, technology awareness
Formal cross functional team(s) with clearly defined roles, responsibilities, and processes who drive BI through the enterprise*Develops overall strategic plan and priorities for BI, defines the requirements (including data quality and governance) and assists in applying the insights to the business**
*The Business Intelligence Competency Center: A SAS Approach, SAS Press
** Gartner Group
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BI COE – Common Components
High Potential for overlap with data governance if all components are encompassed into the BI COE
Governance
GettingData InCOE
GettingData InCOE
GettingInformation
Out COE
GettingInformation
Out COE
Quality Management COEQuality Management COE
Application & Use
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Data Governance – COE Coexistence
Shared GovernanceShared Steering: Arbitration – Funding – Priority
Data Management – Stewardship, Quality Improvement, Metadata, Definitions, Security-Privacy-Compliance, Matrix responsibility for shared functions
GDI COEGDI COE
Architecture, ETL, Model Management, DBA, SSA, Tools, IT Stewards
GIO COEGIO COEAccess, Tools, User Support, Analytics
Technical Metadata, DW Quality - ETL
Business Metadata, Mart Quality, Access Privileges, SPC
Shared Toolsets
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Data Governance – GDI – GIO Coordination
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Books
The Business Intelligence Competency Center: A SAS Approach
Gloria J. Miller , EditorSAS Press – ISBN 13-978-1-59047-911-7
Integration Competency Center: An Implementation Methodology
John Schmidt and David LyleInformatica Corporation – ISBN 0-9769163-0-4
Mastering Data Warehouse DesignClaudia Imhoff, Nick Galemmo, and Jonathan GeigerJohn Wiley & Sons – ISBN 0-471-32421-3
Corporate Information Factory – Second EditionW. H. Inmon, Claudia Imhoff and Ryan SousaJohn Wiley & Sons - ISBN 0-471-19733-5
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Books
Building the Customer Centric Enterprise: Data Warehousing Techniques for Supporting Customer Relationship Management
Claudia Imhoff, Lisa Loftis, and Jonathan G. GeigerJohn Wiley & Sons - ISBN 0-471-31981-3
Building the Data WarehouseW. H. InmonJohn Wiley & Sons - ISBN 0-471-14161-5
The Data Warehouse Lifecycle ToolkitRalph Kimball, L. Reeves, M. Ross, W. ThornthwaiteJohn Wiley & Sons - ISBN 0-471-25547-5
Data StrategySid Adelman, Larissa Moss, and Majid AbaiAddison-Wesley – ISBN 0-321-24099-5
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Books
The Data Model Resource Book (Volumes 1 and 2)Len SilverstonJohn Wiley & Sons – ISBN 0-471-38023-7 & 0-471-35348-5
Improving Data Warehouse and Business Information Quality
Larry P. EnglishJohn Wiley & Sons – ISBN 0-471-25383-9
Data Warehouse Project ManagementSid Adelman and Larissa T. MossAddison Wesley – ISBN 0-201-61635-1
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Other Sources
B-EYE-Network.comClaudia Imhoff Expert Channel - http://www.b-eye-network.com/channels/index.php?filter_channel=1127&jsessionid=c027fe15166fc97637c7d6c064f53bf4Claudia Imhoff Blog - http://www.b-eye-network.com/blogs/imhoff/Solutions Spotlights – http://www.b-eye-network.com
ISI ArticlesB-EYE-Network.comDM Review.comSearchCRM.com
TDWI - www.tdwi.orgBI JournalTDWI Flashpoints and White Papers10 Mistakes to Avoid
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About Intelligent Solutions
Founded in 1992 by Claudia ImhoffReceived outstanding recognition for client satisfaction (Dun and Bradstreet survey of our clients)Internationally recognized industry expertiseFull line of Corporate Information Factory and CRM coursesBI and CRM Consulting services
MentoringAssessment and PlanningManagementDesign and Implementation
International client base in all industry verticals