Championing and Nurturing a Data Governance Center of ...Deployments expand to include scorecards,...

Copyright © 2007, Intelligent Solutions, Inc., All Rights Reserved

Championing and Nurturing aData Governance Center of

Excellence

Lisa LoftisSenior Vice President

Intelligent Solutions, [email protected]

2Copyright © 2007, Intelligent Solutions, Inc., All Rights Reserved

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


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


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


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


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


Why Implement Data Governance?

Business value

Data is an asset

Facilitate compliance

Reduce cost of ownership

Data Strategy


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


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


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


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


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


COE Funding Mechanisms*

Chargeback for services to users 21%

Cost Center 64%

Other 5%

Don’t Know 10%



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%



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%



Agenda


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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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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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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


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


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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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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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


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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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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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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


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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


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


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


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

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