data governance: in practice and over time presented by: elizabeth davis october 15, 2008...
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Data Governance: Data Governance: In Practice and over TimeIn Practice and over TimePresented by: Elizabeth DavisPresented by: Elizabeth DavisOctober 15, 2008October 15, 2008Information Resource Management Association of CanadaInformation Resource Management Association of Canada
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Today’s AgendaToday’s Agenda IFC at-a-glance: the data environment
Creating a Data Governance function: Advantageous Pre-Conditions
Data Governance in Practice
A Measure of Success
And Now? Two Years Later at IFCLasting Legacies
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Today’s AgendaToday’s Agenda
IFC at-a-glance: the Data
Environment
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IFC at-a-glance: our data IFC at-a-glance: our data management landscapemanagement landscape Over 3,300 staff, made up of more than 120 nationalities,
with 53% based in developing and frontier regions. IFC is the largest provider of multilateral financing for the
private sector in the developing world. In FY08, new investments totaled $16 billion, including $11 billion for in
new commitments for our own account and $5 billion in funding that we mobilized for clients. Altogether we supported 372 projects in 85 countries.
We also approved 299 new advisory services projects in 75 countries with total expenditures of $269 million ($123 million from IFC’s account and $146 million from donors).
Financial products to client companies include: long term loans, debt securities, equity investments, quasi-equity investments, guarantees and stand-by financing, risk management tools, and structured finance products.
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IQ Group Origins: Advantageous IQ Group Origins: Advantageous Pre-Conditions FY2001Pre-Conditions FY2001
External and Internal Audits identified “dirty data” as a source of financial, operational and reputational risks
Senior Management/EVP endorsement of a “Task Force” to respond to audits – origin of IQ Group, initially staffed by external consultants to IFC
Appointment of seasoned, respected Manager to lead Task Force, with 25 years of WB/IFC experience
Coincides with large corporate investment in IT integration, data warehouse, unified reporting tools, and retirement of legacy systems
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Top Down EndorsementTop Down Endorsement
“A major issue facing the Corporation is the quality of data. Without accurate data, none of us – staff assistants, investment officers, financial officers, or senior management – can make educated decisions or manage risks. Not having accurate and timely data puts all of us at great risk from both an operational and a reputational perspective. Some groups within IFC have tried to address this problem already and have created pockets of clean data; however, this is not enough. We must have clean data throughout the Corporation.”
EVP, Jan 2001, introducing the Task Force initiative to all staff
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Principles and Principles and MandateMandate
Principles: Scrub the data only if you can keep it clean going forward Accountability must be enforced at the source to “get it right
the first time” Re-use data across systems to eliminate data redundancy and
human error as much as possibleMandate: Define and govern the data management and quality
policies, procedures and guidelines. Facilitate a standard set of corporate-wide data conventions
(e.g., business rules, data definitions), separate from the functions of data modeling and IT development.
Resolve data issues between systems and units.
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Results = PermanentResults = PermanentIQ Group FunctionIQ Group Function
Quantifiable Results, in less than 2 years, $500k expense = $2 million in corrected fee income $15 million in reimbursable expenses
Intangible Results: Reputation as an “honest broker” Delivered value to business and IT Business consensus was documented into
policies endorsed by Management
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IFC’s OrganizationalIFC’s OrganizationalChart TodayChart Today
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Today’s AgendaToday’s Agenda
Data Governance in Practice
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OrganizationalOrganizationalData GovernanceData Governance
Sources of Corp Standards: Data Creators and Consumers
IT Project Development
BUSINESS SPONSOR: Manager / Director champions the business need for a new enabling tool
IT CLIENT OFFICER: Project planning, business requirement gathering, and coordination of all technical requirements, including data modeling, business modeling, application of data standards and data management principles
Data Governance
IQ GROUP: Liaison between data creators, consumers, IT, and data stewards to ensure data management standards are applied to IT development and reporting, and optimized over time to meet changing business needs
Recourse via IT Governance Body or VP Risk
Management
IT GOVERNANCE BODY: Business membership approves all IT capital budget and spending
TIP: Cultivate relationships with Data Consumers who rely on
data accuracy and consistency.
TIP: Don’t depend on process – political
strength requires strong relationships.
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Building Relationships andBuilding Relationships andConsensusConsensus
Facilitate, don’t dictate
Strive for understanding first, then consensus
Do your research – have the right parties at the table
Sell the tangible business benefits of corporate standards
Never underestimate the power of food – feed your audience for better attendance!
Always distribute meeting notes and have all parties approve them as a final record of the discussion
Respect others’ time –begin and end on time
Follow-through consistently – be dependable, responsive, and trust-worthy
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Consensus = Consensus = StandardsStandards
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Defining IFC’s Defining IFC’s Investment Product LinesInvestment Product Lines
“Points of Pain”: Three different sets of classification values, at least three systems for tracking and analysis, no definitions
Solution: One set of classification values named and defined, shared across integrated system architecture for both consistent data capture, documentation, and corporate reporting.
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Promoting a Culture ofPromoting a Culture ofAccountabilityAccountability
Data Steward Network: One or two appointed staff in each department – HQ and field (approx. 70 staff).
Data Steward Mission: To collectively and individually promote a corporate culture where information is treated as a strategic asset to support IFC’s mission. Primary departmental contact to resolve data issues or
elevate issues to IQ Group Promote best practices in their department Participate in IQ Group working groups and provide
feedback to improve processes, systems or standards
Qtr’ly Meetings, Training, “Information Day”
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Promoting a Culture of Promoting a Culture of AccountabilityAccountability
Products
Dictionary
Corporate Standards and RulesGovernance Methods
Corp Reference Tables and Business Rules
Data Governance Principles
Data Stewards
Documented Consensus/ Ownership
IQ Group Promotion &
Branding
Working Groups of Experts
Data Definitions Working Group
Product Classification Clearinghouse
Info Delivery Working Group
Daily Exception Alerts & Clean-up
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Today’s AgendaToday’s Agenda
A Measure of Success
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High Marks for IFC’s ProgramHigh Marks for IFC’s ProgramData Mgmt Audit 2006Data Mgmt Audit 2006Rating for IFC Data Stewardship
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““Data Stewardship” Data Stewardship” as defined by as defined by
Ensuring that specific individuals are assigned the responsibility for the maintenance of specific data as organizational assets, and that those individuals are provided the requisite knowledge, skills, and abilities to accomplish these goals in conjunction with other data stewards in the organization.
Stewardship is most effective if it is managed at the organizational level.
The on-going improvement in data management practices should be an integral part of the organization’s charter.
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Definition of the Data Stewardship Definition of the Data Stewardship measures:measures:(as defined by )(as defined by )
IFC Scores: (May 2006) Leadership & Guidance = 4 = managed Asset Creation = 4 = managed Metadata Management = 4 = managed Quality Assurance = 4 = managed (the use of documented guidance is
mandatory and management attempts to ensure that it is applied consistently) Change Management = 3 = defined (guidance is documented and available) Data Quality = 2 = repeatable (local guidance & expertise exists)
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Overall Data Management ScoresOverall Data Management Scores (May 2006) (May 2006)
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Today’s AgendaToday’s Agenda
And Now? Two Years Later at
IFC
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People Move, Focus Changes: Enterprise-wide approach to data governance is
being challenged IT struggles to find a partner to enforce data quality
principles with the business
“Integrated Risk Management” is emerging as a new driver for information quality and consistency: A new round of integration requirements will be
driven by top-down demand for “actionable” strategic reporting
That was then, That was then, what’s up now?what’s up now?
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That was then, That was then, what’s up now?what’s up now?
Integration is NOT the light at the end of the tunnel! Impact analysis is costly and time consuming –
business doesn’t like to wait!Successful data re-use is extremely complex –
who can successfully sell this complexity to the business?
Data governance mandate and enforcement authority must be very strong to maintain discipline over time
IT institutional knowledge weakened by outsourcing and off-shoring
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That was then, That was then, what’s up now?what’s up now?
IT Governance Structure in flux (see Annex B)Business sponsorship and parochial interests made it
difficult to prioritize capital projects
New IT Project Approval thresholds challenged authority and relevance of IT Governance body IT Governance body approves up to $500k; VP to $1 mil; Mgmt Group
over $1 mil Reduced detailed oversight weakened incentive for IT to enforce
corporate data standards in design and business documentation
New IT Strategy Council (4 VPs) and IT Steering Committee (Directors) being put in place this month
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Today’s AgendaToday’s Agenda
Lasting Legacies
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Lasting LegaciesLasting Legacies
Business knows that corporate definitions and standards are essential for reliable and usable corporate information. But,who will make it happen?
The principle of data re-use is largely accepted across the enterprise. But,who will sell it and enforce it to IT and the business?
Pockets of data governance indicate recognized value of standards and active quality oversight. But, who develops and ensures enterprise-wide buy-in, consistency and implementation?
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Fundamental Data Governance Principles Remain Valid:
Be Relevant Deliver ValueBe Visible
But, all of these are harder to achieve without an enterprise-wide, mandated data governance function with “teeth” and persuasiveness.
Lasting LegaciesLasting Legacies
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Annex A: IFC Information Annex A: IFC Information Management PolicyManagement Policy
Provided as a separate document/handout
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Annex B: Annex B: IT GovernanceIT Governance
IT Strategy Council: is a sub-committee of the Management Group with the mandate to formulate and approve IT strategy and priorities within the context of IFC’s strategic business objectives and resource constraints following the IT Guiding Principles (see Annex C).
IT Steering Committee: is a council of directors, reporting to the IT Strategy Council, with the mandate to plan and implement the IT components of IFC’s business process improvements per the approved IT strategy and investment plan.
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Annex C: Annex C: IT Guiding PrinciplesIT Guiding Principles
Corporate Priorities drive IT Investment IT is Integral to the Business IFC’s Clients are the Primary Focus Risk & Uncertainty are Proactively Controlled Information is a Corporate Asset: Technology
is managed to protect the Corporation’s information and enable a single point of data entry; however, data quality is the responsibility of the user community at the source.
IT is Managed as an Investment