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Page 1: Information Management Strategy 20101103 v01 · Reduced Efforts – Design patterns result in developer performance gains of 25% - 30% ... • Stake holder involvement early & often

1 Copyright © 2010 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.1

Information Management StrategyWhat You Need To Know!

David Pierce & Lascelles Forrester

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Introductions

David Pierce

Senior Executive

Business Intelligence and Data Management

Informatica Specialty Practice Lead

Lascelles Forrester

Senior Manager

Business Intelligence Solution Architect

Informatica Specialty Practice Development Lead

Copyright © 2010 Accenture LLP. All Rights Reserved.

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AccentureInformatica Alliance Partner

• Upgrade Offering• Performance & Tuning • Architecture Planning• Data Quality Assessment• Risk & Regulatory Data

Management for FS

• Accenture Informatica Delivery Methodology

• Accenture Delivery Standards

• Architecture Services • Automated Delivery tools

• C-Level Alignment• Dedicated Leadership• Deployed 700+ joint

clients in last 8 years• 100 new project in 2009• Joint Asset Investment

• Dedicated Informatica Specialty Practice

• Over 3,500 Informatica skilled resources worldwide

• Over 1000 off-shore in India

DeeplySkilledResources

StrategicAlliancePartner

AssetDrivenDelivery

Industry &Integration

Offerings

Copyright © 2010 Accenture LLP. All Rights Reserved.

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Is your Data Asset or Liability?

In the current economic environment, High Performing IT organizations maintain focus on the opportunity to improve IT value and gain competitive advantage, while improving IT’s cost effectiveness.

Improving IT’s Economics and Increasing IT’s Business Value

Improving IT Cost Effectiveness

• The ever-present pressure to reduce costs has increased in criticality and reached a near boiling-point for many IT organizations

• Significantly improve cost effectiveness across the entire IT landscape

• Difficult economic conditions provide a window of opportunity for High Performing organizations to gain on their competition

• Improve market position by focusing improvements in key IT capabilities and optimizing alignment to drive business value

Increasing IT Value

Copyright © 2010 Accenture LLP. All Rights Reserved.

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Maturing Data Integration capabilities are critical to optimize both Business Value and IT Efficiency

“Reducing costs through standardization and reuse”

“Managing Data Integration as a Service”

“Struggling to meet the business need for data”

Basic - Enablement Pioneering - OptimizationProgressive - Industrialization

Data Integration MaturityLow High

Data Integration Maturity Characteristics

Platform and application focus Limited GovernanceLimited coordination between business

and IT Delivery issues, slow responseMaintenance issues, high TCO Low security Regulatory compliance issues

Hand coded Point to point interfaces Duplicate metadata definitions Limited data dictionaries Inconsistent rules Lack of automation “Excel integration”

Org

aniz

atio

nal

Tech

nica

l

Integration MethodologyIntegration specialists Increased alignment between business

and IT Documenting integration rules Manual synchronization of master and

reference dataImproved security & compliance

Standard integration platform Some reusability of metadata, rules, and

mappings Error HandlingInterfaces and protocols begin to

standardize Automation but difficult to recover from

exceptions Data Profiling, data dictionaries

Integration Competency Center Business IT Strategic Alignment Robust data governanceScalable Service ModelHigh security Full regulatory compliance Consistent delivery -> low TCO

Enterprise metadata and rules Data quality auditing Enabling Active Integration Rapid scalability BPO and self-recovery Reusable integrations design patterns Standardized interfaces and protocols Complete data dictionaries Data Integration as a services

Copyright © 2010 Accenture LLP. All Rights Reserved.

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Information Management MaturityInitiative/Benefits Roadmap

Business Priorities

Technology, Skills, & Infrastructure

Repeatable Methodsand Standards

Governance, Capability Management,and Data Integration Services

Initiative Benefits• Integration

CompetencyCenter

• Integration PlatformConsolidation

• Data IntegrationArchitecture

• Data IntegrationStandards

• Information ManagementStrategy

Shared Service ModelAdaptive Enterprise

Enterprise ServicesReduced Code ComplexityScalability & Reuse

Higher productivityGreater predictabilityHigher qualityReduced Licensing CostsReduced Staffing/TrainingReduced HW CostsBusiness EngagementPrioritization

Industrialization andCommon Services

• Data IntegrationAutomated Tools

Automate RepetitiveTasks

Higher productivityConsistencyReduced Costs

Copyright © 2010 Accenture LLP. All Rights Reserved.

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IT Organizations that identify and implement data integration improvements achieve measurable results that matter to the business.

Improved Financial ResultsReduced Costs - Eliminating redundant software and leveraging a shared services model can reduce costs by more than $500,000 annually. - Gartner

Reduced Staffing Costs - Centralizing roles and skills into a shared services team model reduces staffing and training costs by 50% – Gartner

Speed to Market – Establishing a scalable delivery model that enables ramping up of commoditized skills to meet demand enables business value driven

Improved Delivery MetricsReduced Efforts – Manual task effort can be reduced by 30% - 35% by developing automation tools.

Reduced Efforts – Design patterns result in developer performance gains of 25% - 30%

Defined Services – Industrialized data integration services for recurring Business needs.

Copyright © 2010 Accenture LLP. All Rights Reserved.

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Information Management Strategy

An Information Strategy may be used to identify which information is an asset or liability in order for ‘c-level’executives to prioritize initiatives to create greater business value.

•Helps better prioritise and align the IT spend with the strategic intent of the business

•Positions the CIO as ‘business partner’ - able to engage the business units in their language and understand their needs

•Positions the CIO as ‘value creator’ –as an executive investigating ways to improve revenue and margin, not just the owner of a cost centre.

•No ‘single view of the truth’•Data volumes and costs increasing •Untimely reporting information•Manual and error-prone reporting processes

•Large numbers of systems with a high interface/system ratio

•Business owners all want top priority for their projects

Symptoms Benefits

Copyright © 2010 Accenture LLP. All Rights Reserved.

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Copyright © 2010 Accenture LLP. All Rights Reserved.

Table of Contents

■ Information Management Strategy PoV

■ Information Management Strategy Approach

■ Strategy Execution

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What is Information Strategy ?

“…an advisory service helping executives at any levels in your organization answer the strategic questions they have in trying to create greater business value from information and its improved management.”

We define Information Strategy as…

Copyright © 2010 Accenture LLP. All Rights Reserved.

... helps determine if your data is an asset or liability…

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Copyright © 2010 Accenture LLP. All Rights Reserved.

Information Management Strategy PoV

First determine your business and information needs …

…then determine your IM Strategy

To meet it’s business imperatives, an organization must be able to optimize critical business outcomes by aligning people, processes and technology.

PROCESSPROCESS

STRATEGYSTRATEGY

ORGANIZATIONORGANIZATION

TECHNOLOGYTECHNOLOGY

IM Strategy

IM Strategy

PROCESSPROCESS

STRATEGYSTRATEGY

ORGANIZATIONORGANIZATION

TECHNOLOGYTECHNOLOGY

IM Strategy

IM Strategy

Business & Information Needs

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12Copyright © 2010 Accenture LLP. All Rights Reserved.

BusinessBusinessStrategyStrategy

EconomicEconomicPerformancePerformance

ReengineeredReengineeredBusinessBusiness

Processes andProcesses andTechnologyTechnology

People asPeople asTargetTarget

People as AgentsPeople People

as Agentsas Agents

AlignedAlignedAligned

CapableCapableCapable

EnabledEnabledEnabled

StrategyStrategyStrategy

ProcessProcessProcess

TechnologyTechnologyTechnology

SustainableSustainableEconomicEconomic

PerformancePerformance

Getting people “on board” throughout the change will be paramount to a sound IM Strategy.

Culture

Information Management Strategy PoV

Typical Approach Accenture Approach

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13Copyright © 2010 Accenture LLP. All Rights Reserved.

To enable success, it is critical to engage sponsors and stakeholders early and bring them through a managed change process.

– Change Curve –

Time

Internal endorsement.

Full commitment

Internal endorsement.

Full commitment

Positive view of the project.

Strategy acceptance

A willingness to continue the change process.

Positive view of the project.

Strategy acceptance

A willingness to continue the change process.

Scope, depth, and impact

The effects on the organization and employees.

Scope, depth, and impact

The effects on the organization and employees.

Communicate scope, depth, and full impact.

Evangelize change

Communicate scope, depth, and full impact.

Evangelize change

AWARENESS

UNDERSTANDING

BUY-IN

ADOPTION

Com

mitm

ent t

o ch

ange

Information Management Strategy PoV

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Copyright © 2010 Accenture LLP. All Rights Reserved.

Cross functional area collaboration and executive sponsorship are required to obtain organizational buy-in to the planned IM changes.

- When Moving to Strategic IM Solutions -

Commonly Heard Concerns

BI solution doesn’t meet my business needs.

It will take too long for my enhancements to be

implemented.

We paid to have this huge DW project and we

just haven’t seen the benefit.

It is too costly and complex to change.

The last time we tried to do something at an

enterprise level it was a disaster.

I just don’t believe we will be able to deliver.

How to Resolve Concerns

Clear executive sponsorship

Do it with them…not to them

Offer frequent, clear communications about the

change that is being planned and the impact on

affected groups

Share with people how the current solution is

being prioritized for release and how future

enhancements will be prioritized

Share the roadmap and celebrate successful

completion of key milestones

Approach to Overcoming

OrganizationalResistance

to this Change

Information Management Strategy PoV

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Copyright © 2010 Accenture LLP. All Rights Reserved.

Organizations may have already made investments in IM capabilities –existing people, processes and technologies

There may be planned or ongoing IM projects that address some business needs

Desired state implied by business needs within the IT plans will require prioritization and multi-phase release strategy

Business needs will continue to change, so require flexibility as core to solution strategy. Check points will be established to revisit/refresh strategy

Your current IM capabilities may need to be enhanced or significantly altered to provide the foundation of capabilities that you desire to have.

It is important to understand current IM investments to determine how they can be leveraged against the desired end state.

Information Management Strategy PoV

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Copyright © 2010 Accenture LLP. All Rights Reserved.

■Governance and organization role definition

■Organizational approach, resources, skills and focus

Explore drivers for your unique information needs, as you strive to build a complete Information Management Strategy.

■Enterprise Collaboration■Data Stewardship

Processes■Demand Management■Quality Management

■Data Requirements ■Method of Data Storage and Data Transport ■Intended Data Use

- Key Components of an Information Management Strategy -■IM Vision and Prioritized Business Imperatives■Technical Direction and Guiding Principles■Funding strategy for enterprise solutions

PROCESSPROCESS

STRATEGYSTRATEGY

ORGANIZATIONORGANIZATION

TECHNOLOGYTECHNOLOGY

IM Strategy

IM Strategy

PROCESSPROCESS

STRATEGYSTRATEGY

ORGANIZATIONORGANIZATION

TECHNOLOGYTECHNOLOGY

IM Strategy

IM Strategy

Information Management Strategy PoV

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Copyright © 2010 Accenture LLP. All Rights Reserved.

• Specific business focus• Sponsorship by senior management• Scope management - time-boxed delivery• Continual business and IT involvement• Appropriate skill mix• Focus on data model and extraction• Transformation of data to information• Extraordinary ease-of-use• High availability (mission critical...)• Strategic mindset, but tactical delivery• Stake holder involvement early & often

10 Ways to Succeed 10 Ways not to Succeed• Don’t have a clear vision and mission• Have weak or no management support• Don’t involve the user community

– “build it and they will come...”• Do not involve the business in defining KPIs• Leave performance testing until after

implementation• Use inappropriate technology• Use normalized data designs• Have a single release strategy• Don’t worry about updating your data• Try to do it all at once

The best Information Management Strategy is only as good as yourability to achieve it and realize business value.

Information Management Strategy PoV

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Copyright © 2010 Accenture LLP. All Rights Reserved.

Table of Contents

■ Information Management Strategy PoV

■ Information Management Strategy Approach

■ Strategy Execution

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Copyright © 2010 Accenture LLP. All Rights Reserved.

Information Management Strategy Approach

Governance

Think Big, Start Small

Pragmatic Technology

ChangeManagement

BusinessFocus

IMStrategy

Our IM Strategy Approach borrows heavily from extensive IM experience and thought leadership across our client groups.

We bring extensive, practical experience working with clients across operating groups and industries on similar initiatives.

We utilize a proven, yet flexible approach designed to achieve speed and client ownership.

We understand the importance of Executive Team and Organization commitment.

Best Practices

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Copyright © 2010 Accenture LLP. All Rights Reserved.

We work with our clients through a well structured, yet flexible process to enable buy-in and actionable results.

Information Management Strategy Approach

Tim eline1

34

56

98

10

2

7

0 1 2 3 4 5 6 7 8 9 10 11 12W eek

0

K ickoff Bus iness Im pera tivesC heckpo in t

V is ion and Assessm entC heckpo in t

G aps and P rio ritiesC heckpo int

Final Review

R o a d m a p & P rio r itiz a tio nS tra te g y D e v e lo p m e n tP la n n in g

Define InitialRoadmap

Gather Stakeholder

Input Determine Key Business

ObjectivesCollect

ACN/ IngenixResearch and Best Practices

Create IM Vision

Assess Current Environment

(Tech, Business)

Define IM Capability

“Value Packs ”

Define Organization

Needs

Conduct Vision and Prioritization

Sessions

Refine Vision, Strategy and

Roadmap

1

2

3

4

5

6

7

8

9 10Plan and Organize

0Define Initial

Roadmap

Gather Stakeholder

Input Determine Key Business & IT

ObjectivesCollect ACN

Research and Best Practices

Create IM Vision

Assess Current Environment

(Tech, Business)

Define IM Capability

“Value Packs ”

Define Organization

Needs

Conduct Vision and Prioritization

Sessions

Refine Vision, Strategy and

Roadmap

1

2

3

4

5

6

7

8

9 10Plan and Organize

0

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21Copyright © 2010 Accenture LLP. All Rights Reserved.

1. Gather Stakeholder Input

Interview key stakeholders across business and ITConduct focus groups and JAD SessionsReview results with teamDocument interviews

Tasks BenefitsGood understanding of stakeholdersGood understanding of political environment

2. Review Accenture Market Research and Best Practices

Collect Accenture knowledge capital and Toolkits on the industry and similar engagementsSummarize findings into “Best Practices” across codified areas of the visionConduct asset and practices review sessions to share and educate key stakeholders

Tasks BenefitsRecommendation supportRealistic scope examplesFuture state possibilities

Information Management Strategy ApproachOur IM Strategy Development Approach

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Copyright © 2010 Accenture LLP. All Rights Reserved.

3. Determine Key Business Objectives

Consolidate interview findings through recap sessionsDocument business objectives based on performance metrics, company goals, and future needs

Tasks BenefitsStakeholder ownershipIdentification and prioritization of business value

4. Create Vision

Based on client understanding, competitive environment, leading technology approachesThe vision is the end state, should be practical yet far reaching Document high level organization, process flows, technology architecture

Tasks BenefitsPresents a desired set of business goals for an organizationClearly defines the opportunity

Information Management Strategy ApproachOur IM Strategy Development Approach

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Copyright © 2010 Accenture LLP. All Rights Reserved.

5. Assess Current Environment (Technology and Business)

Determine the categories of informationPerform detailed Technology and IM diagnosticPerform assessment of business IM practices, processes, key metrics, data marts, etc.

TasksBaseline for gap assessment

6. Define IM Capability “Value Packs”

Outline key gaps between Vision and Current State Define key initiatives to close gapsFor each Initiative:

Define initial value propDefine economic/investment impactAssess strategic alignment

Tasks

Information Management Strategy Approach

Benefits

Well articulated set of initiatives to use for prioritization and roadmap/release plan

Benefits

Our IM Strategy Development Approach

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Copyright © 2010 Accenture LLP. All Rights Reserved.

Information Management Strategy Approach

7. Define Organizational Needs

Define high level organization requirements to support the end state visionAssess key skill and organizational gaps for IM Division and departmental areasDefine communication plans and organizational change needs

TasksBegin costing/ funding estimations for additional skills resourcesJump start organization change initiatives

Benefits

Our IM Strategy Development Approach

8. Conduct Visioning and Prioritization Sessions

Facilitate key stakeholders to modify and concur on the visionFacilitate prioritization of initiatives based on strategic fit, anticipated value and general investment requirements

TasksStakeholder ownershipInformal support to move to proceed to design and proof of concept

Benefits

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Copyright © 2010 Accenture LLP. All Rights Reserved.

10. Refine Vision, Strategy and Roadmap

Iterate and refine initial vision and update strategy to reflect new prioritiesIterate pacing and sequencing of initiatives to reflect realistic roadmapProduce final report and Develop immediate next steps

TasksFurther buy-in giving stakeholders greater opportunity to understand and adjust final product

Our IM Strategy Development Approach

Information Management Strategy Approach

Benefits

9. Define Initial Roadmap

Develop initial release plan based on assessment of key prerequisites and immediate value leversProvide separation of Near and long term priorities as well as key dependenciesDetermine general pacing and sequencing of initiatives and releases

TasksHigh level design which will be leveraged by future phasesClearly defines scope

Benefits

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Sample Deliverables

Copyright © 2010 Accenture LLP. All Rights Reserved.

• Client specific key Information Assets

• Information Asset Quality Assessment

• Prioritised Information Initiatives • Implementation Roadmap

• Information Value Drivers

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Copyright © 2010 Accenture LLP. All Rights Reserved.

Information Management Performance

2

Develop achievable roadmap Start realizing IT efficienciesLaunch first initiatives and “quick hits”

Start Small

Scale quickly to build business benefit

Exploit new technology3Scale Fast

Define strategic optionsIdentify business and

technology implicationsComplete business case

(value propositions)

1Think BigHigh

Low

A key to our approach and to your success is to think big, start small and scale fast.

Renovate Differentiate Innovate

Information Management Strategy Approach

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Copyright © 2010 Accenture LLP. All Rights Reserved.

Table of Contents

■ Information Management Strategy PoV

■ Information Management Strategy Approach

■ Strategy Execution

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Copyright © 2010 Accenture LLP. All Rights Reserved..

Executive SteeringGroup/Sponsorship

Business and Organization

Engagement Lead

Project Management

Data, Analytics and Delivery

Product Development,

Pricing and RatingTeam

Marketing, Service,

Customer ContactTeam

Business Management

Financial Management

and Compliance

Network Management

and Performance Management

OperationsManagement and Admin

Services

SupportServices and Subsidiary Businesses

For the initial discovery and assessment work, we recommend the following business process centric organization.

Team 1 Team 2 Team 3

Information Management Strategy Organization

Technical Architecture

Team 4

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Information Management Strategy Execution

Copyright © 2005 Accenture LLP and Ingenix. All Rights Reserved.

The Informatica platform may be used to determine the health of your data and making it more of an asset!!

Data Quality Assessment Data Cleansing

Data Masking Data Sub Setting Data Archiving

Data Integration