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Copyright 2013 by Data Blueprint
Show Me The Money: Monetizing Data ManagementFailure to successfully monetize data management investments sets up an unfortunate loop of fixing symptoms without addressing the underlying problems. As organizations begin to understand poor data management practices as the root causes of many of their business problems, they become more willing to make the required investments in our profession. This presentation uses specific examples to illustrate the costs of poor data management and how it impacts business objectives. Join us and learn how you can better align your data management projects with business objectives to justify funding and gain management approval.
Date: June 10, 2014Time: 2:00 PM ET/11:00 AM PTPresenter: Peter Aiken, Ph.D.
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PETER AIKEN WITH JUANITA BILLINGSFOREWORD BY JOHN BOTTEGA
MONETIZINGDATA MANAGEMENT
Unlocking the Value in Your Organization’s
Most Important Asset.
PETER AIKEN WITH JUANITA BILLINGSFOREWORD BY JOHN BOTTEGA
MONETIZINGDATA MANAGEMENT
Unlocking the Value in Your Organization’s
Most Important Asset.
Copyright 2013 by Data Blueprint
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Show Me The Money
Monetizing Data Management
Presented by Peter Aiken, Ph.D.
PETER AIKEN WITH JUANITA BILLINGSFOREWORD BY JOHN BOTTEGA
MONETIZINGDATA MANAGEMENT
Unlocking the Value in Your Organization’s
Most Important Asset.
Copyright 2013 by Data Blueprint
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• 30+ years of experience in data management
• Multiple international awards & recognition
• Founder, Data Blueprint (datablueprint.com)
• Associate Professor of IS, VCU (vcu.edu)
• (Past) President, DAMA Int. (dama.org)
• 9 books and dozens of articles• Experienced w/ 500+ data
management practices in 20 countries• Multi-year immersions with
organizations as diverse as the US DoD, Nokia, Deutsche Bank, Wells Fargo, Walmart, and the Commonwealth of Virginia
Peter Aiken, Ph.D.
Copyright 2013 by Data Blueprint
1. Data Management Overview
2. Book Motivations
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
Outline
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Tweeting now: #dataed
Copyright 2013 by Data Blueprint
1. Data Management Overview
2. Book Motivations
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
Outline
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Data Program Coordination
Feedback
DataDevelopment
Copyright 2013 by Data Blueprint
StandardData
Data Management is an Integrated System of Five Practice AreasOrganizational Strategies
Goals
BusinessData
Business Value
Application Models & Designs
Implementation
Direction
Guidance
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OrganizationalData Integration
DataStewardship
Data SupportOperations
Data Asset Use
IntegratedModels
Leverage data in organizational activities
Data management processes andinfrastructure
Combining multipleassets to produceextra value
Organizational-entity subject area data
integration
Provide reliable data access
Achieve sharing of data within a business area
Copyright 2013 by Data Blueprint
Five Integrated DM Practices
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Manage data coherently.
Share data across boundaries.
Assign responsibilities for data.Engineer data delivery systems.
Maintain data availability.
Data Program Coordination
DataDevelopment
OrganizationalData Integration
DataStewardship
Data SupportOperations
Maslow's Hierarchiy of Needs
Copyright 2013 by Data Blueprint
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You can accomplish Advanced Data Practices without becoming proficient in the Basic Data Management Practices however this will:• Take longer• Cost more• Deliver less• Present
greaterrisk
Copyright 2013 by Data Blueprint
Data Management Practices Hierarchy
Basic Data Management Practices
Advanced Data
Practices• MDM• Mining• Big Data• Analytics• Warehousing• SOA
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Data Program Management
Data Stewardship Data Development
Data Support Operations
Organizational Data Integration
Copyright 2013 by Data Blueprint
We believe ...• Data is the most powerful, yet underutilized and poorly
managed, asset in business today.• Data is your
– Sole
– Non-depletable
– Non-degrading
– Durable
– Strategic
• Asset• Our mission is to unlock business value by
– Strengthening your data management capabilities
– Providing tailored solutions, and
– Building lasting partnerships.
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Copyright 2013 by Data Blueprint
1. Data Management Overview
2. Book Motivations
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
Outline
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Copyright 2013 by Data Blueprint
1. Data Management Overview
2. Book Motivations
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
Outline
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Copyright 2013 by Data Blueprint
2013 Monetizing Data Management Survey Results
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Copyright 2013 by Data Blueprint
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2013 Monetizing Data Management Survey Results
Copyright 2013 by Data Blueprint
Amazon Reviews
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Copyright 2013 by Data Blueprint
One Star Reviews
• "My reason for purchasing this book was to learn about how organizations are finding ways to monitize their data assets. By that I mean finding ways to generate income using their data assets or the insights derived from those assets."
• "This book title 'Monetizing data management', the reason I purchased this book is to know how to earn the money from organizational data. however this book didn't talk anything about making money through data management."
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PETER AIKEN WITH JUANITA BILLINGSFOREWORD BY JOHN BOTTEGA
MONETIZINGDATA MANAGEMENT
Unlocking the Value in Your Organization’s
Most Important Asset.
Copyright 2013 by Data Blueprint
Five Star Reviews
• "A book you can read from cover to cover on an airplane trip or during lunch over a period of days. I'm very big on stories, and the book contains many stories from the authors' experiences on how to valuate data management. It helped me brainstorm on a presentation I was working on to explain the value of our enterprise information management initiative."
• "A concise summary of how to put a value on data management in your organization. I would not categorize this book as a "how to" guide - more of a brainstorming book to help someone come up with a value for their hard data management work. Great stories and tangible results!"
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PETER AIKEN WITH JUANITA BILLINGSFOREWORD BY JOHN BOTTEGA
MONETIZINGDATA MANAGEMENT
Unlocking the Value in Your Organization’s
Most Important Asset.
Copyright 2013 by Data Blueprint
Motivation ...• Amazon rank: 1,257,801• Task: helping our community better articulate the
importance of what we do• Until we can meaningfully communicate in monetary
or other terms equally important to the C-suite, we will continue to struggle to articulate the value of its role
• Today’s business executives – Smart, talented and experienced experts– Executive decision-makers being far removed and
insufficiently data knowledgeable– Too many decisions about data have been poor
• Four Parts– Unique perspective to the practice of leveraging data– 11 cases where leveraging data has produced positive
financial results– Five instance non-monetary outcomes of critical important
to the C-suite– Interaction of data management practices and both IT
projects and legal responsibilities
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PETER AIKEN WITH JUANITA BILLINGSFOREWORD BY JOHN BOTTEGA
MONETIZINGDATA MANAGEMENT
Unlocking the Value in Your Organization’s
Most Important Asset.
Copyright 2013 by Data Blueprint
1. Data Management Overview
2. Book Motivations
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
Outline
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Copyright 2013 by Data Blueprint
1. Data Management Overview
2. Book Motivations
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
Outline
21
Copyright 2013 by Data Blueprint
Data Data
Data
Information
Fact Meaning
Request
Strategic Information Use: Prerequisites
[Built on definitions from Dan Appleton 1983]
Intelligence
Strategic Use
1. Each FACT combines with one or more MEANINGS. 2. Each specific FACT and MEANING combination is referred to as a DATUM. 3. An INFORMATION is one or more DATA that are returned in response to a specific REQUEST 4. INFORMATION REUSE is enabled when one FACT is combined with more than one MEANING.5. INTELLIGENCE is INFORMATION associated with its STRATEGIC USES.6. DATA/INFORMATION must formally arranged into an ARCHITECTURE.
Wisdom & knowledge are often used synonymously
Data
Data
Data Data
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Copyright 2013 by Data Blueprint
Leverage is an Engineering Concept
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• Using proper engineering techniques, a human can lift a bulk that is weighs much more than the human
Copyright 2013 by Data Blueprint
Data Leverage is an Engineering Concept
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Organizational Data
Organizational Data Managers
Technologies
Process
People
• Note: Reducing ROT increases data leverage
Less Data ROT ->
Copyright 2013 by Data Blueprint
Why Is Data Management Important? • Too much data leads directly to wasted productivity
– Eighty percent (80%) of organizational data is redundant, obsolete or trivial (ROT)
• Underutilized data leads directly to poorly leveraged organizational resources– Manpower – costs associated with labor resources and
market share – Money – costs associated
with management of financial resources
– Methods – costs associated with operational processes and product delivery
– Machines – costs associated with hardware, software applications and data to enhance production capability
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Copyright 2013 by Data Blueprint
Incorrect Educational Focus• Building new systems
– 80% of IT costs are spent rebuilding and evolving existing systems and only 20% of costs are spent building and acquiring new systems
– Putting fresh graduates on new projects makes this proposition more ridiculous
– Only the most experienced professionals should be allowed to participate in new systems development.
• Who is responsible for managing data assets?– Business thinks IT is taking care of it - it is called IT after all?– IT thinks if you can sign on to the system their job is complete
• System development practices– Data evolution is separate from, external to and must precede
system development life cycle activities!– Data is not a project - it has no distinct beginning and end
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Copyright 2013 by Data Blueprint
Evolving Data is Different than Creating New Systems
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Common Organizational Data (and corresponding data needs requirements)
New Organizational Capabilities
Systems Development
Activities
Create
Evolve
Future State
(Version +1)
Data evolution is separate from, external to, and precedes system development life cycle activities!
Copyright 2013 by Data Blueprint
Application-Centric Development
Original articulation from Doug Bagley @ Walmart
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Data/Information
Network/Infrastructure
Systems/Applications
Goals/Objectives
Strategy• In support of strategy, organizations develop specific goals/objectives
• The goals/objectives drive the development of specific systems/applications
• Development of systems/applications leads to network/infrastructure requirements
• Data/information are typically considered after the systems/applications and network/infrastructure have been articulated
• Problems with this approach:– Ensures data is formed to the applications and not
around the organizational-wide information requirements
– Process are narrowly formed around applications
– Very little data reuse is possible
Copyright 2013 by Data Blueprint
Payroll Application(3rd GL)Payroll Data
(database)
R& D Applications(researcher supported, no documentation)
R & DData(raw) Mfg. Data
(home growndatabase)
Mfg. Applications(contractor supported)
FinanceData
(indexed)
Finance Application(3rd GL, batch
system, no source)
Marketing Application(4rd GL, query facilities, no reporting, very large)
Marketing Data(external database)
Personnel App.(20 years old,
un-normalized data)
Personnel Data(database)
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Typical System Evolution
Einstein Quote
Copyright 2013 by Data Blueprint
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"The significant problems we face cannot be solved at the same level of thinking we were at when we created them."- Albert Einstein
Copyright 2013 by Data Blueprint
Data-Centric Development
Original articulation from Doug Bagley @ Walmart
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Systems/Applications
Network/Infrastructure
Data/Information
Goals/Objectives
Strategy• In support of strategy, the organization develops specific goals/objectives
• The goals/objectives drive the development of specific data/information assets with an eye to organization-wide usage
• Network/infrastructure components are developed to support organization-wide use of data
• Development of systems/applications is derived from the data/network architecture
• Advantages of this approach:– Data/information assets are developed from an
organization-wide perspective– Systems support organizational data needs and
compliment organizational process flows – Maximum data/information reuse
Copyright 2013 by Data Blueprint
Polling Question #1 • Who or what
department(s) makes the decision on investing in data management initiatives?A) ITB) Supported business area C) IT and the supported
business area togetherD) Office of Chief Data
Officer or Enterprise Data Office/Equivalent
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Copyright 2013 by Data Blueprint
1. Data Management Overview
2. Book Motivations
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
Outline
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Copyright 2013 by Data Blueprint
1. Data Management Overview
2. Book Motivations
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
Outline
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Copyright 2013 by Data Blueprint
Monitization: Time & Leave Tracking
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At Least 300 employees are spending 15 minutes/week
tracking leave/time
Copyright 2013 by Data Blueprint
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Capture Cost of Labor/Category
District-L (as an example) Leave Tracking Time AccountingEmployees 73 50Number of documents 1000 2040Timesheet/employee 13.70 40.8Time spent 0.08 0.25Hourly Cost $6.92 $6.92Additive Rate $11.23 $11.23Semi-monthly cost per timekeeper $12.31 $114.56
Total semi-monthly timekeeper cost $898.49 $5,727.89
Annual cost $21,563.83 $137,469.40
Copyright 2013 by Data Blueprint
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Compute Labor Costs
• Range $192,000 - $159,000/month
• $100,000 Salem
• $159,000 Lynchburg
• $100,000 Richmond
• $100,000 Suffolk
• $150,000 Fredericksburg
• $100,000 Staunton
• $100,000 NOVA
• $800,000/month or $9,600,000/annually
• Awareness of the cost of things considered overhead
Copyright 2013 by Data Blueprint
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Annual Organizational Totals
Copyright 2013 by Data Blueprint
International Chemical Company Engine Testing
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• $1billion (+) chemical company
• Develops/manufactures additives enhancing the performance of oils and fuels ...
• ... to enhance engine/machine performance – Helps fuels burn cleaner– Engines run smoother– Machines last longer
• Tens of thousands of tests annually– Test costs range up to
$250,000!
Copyright 2013 by Data Blueprint
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1. Manual transfer of digital data2. Manual file movement/duplication3. Manual data manipulation4. Disparate synonym reconciliation 5. Tribal knowledge requirements 6. Non-sustainable technology
Copyright 2013 by Data Blueprint
Data Integration Solution• Integrated the existing systems to
easily search on and find similar or identical tests
• Results:– Reduced expenses– Improved competitive edge
and customer service– Time savings and improve operational
capabilities
• According to our client’s internal business case development, they expect to realize a $25 million gain each year thanks to this data integration
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Copyright 2013 by Data Blueprint
Vocabulary is Important-Tank, Tanks, Tankers, Tanked
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How one inventory item proliferates data throughout the chain
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555 Subassemblies & subcomponents
17,659 Repair parts or Consumables
System 1:18,214 Total items75 Attributes/ item
1,366,050 Total attributes
System 247 Total items
15+ Attributes/item720 Total attributes
System 316,594 Total items73 Attributes/item
1,211,362 Total attributes
System 48,535 Total items16 Attributes/item
136,560 Total attributes
System 515,959 Total items22 Attributes/item
351,098 Total attributes
Total for the five systems show above:59,350 Items
179 Unique attributes3,065,790 values
• National Stock Number (NSN) Discrepancies– If NSNs in LUAF, GABF, and RTLS are
not present in the MHIF, these records cannot be updated in SASSY
– Additional overhead is created to correct data before performing the real maintenance of records
• Serial Number Duplication– If multiple items are assigned the same
serial number in RTLS, the traceability of those items is severely impacted
– Approximately $531 million of SAC 3 items have duplicated serial numbers
• On-Hand Quantity Discrepancies– If the LUAF O/H QTY and number of items serialized in RTLS conflict, there can
be no clear answer as to how many items a unit actually has on-hand– Approximately $5 billion of equipment does not tie out between the LUAF &
RTLS
Copyright 2013 by Data Blueprint
Business Implications
Copyright 2013 by Data Blueprint
Improving Data Quality during System Migration
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• Challenge– Millions of NSN/SKUs
maintained in a catalog– Key and other data stored in
clear text/comment fields– Original suggestion was manual
approach to text extraction– Left the data structuring problem unsolved
• Solution– Proprietary, improvable text extraction process– Converted non-tabular data into tabular data– Saved a minimum of $5 million– Literally person centuries of work
Unmatched Items
Ignorable Items
Items Matched
Week # (% Total) (% Total) (% Total)1 31.47% 1.34% N/A2 21.22% 6.97% N/A3 20.66% 7.49% N/A4 32.48% 11.99% 55.53%… … … …14 9.02% 22.62% 68.36%15 9.06% 22.62% 68.33%16 9.53% 22.62% 67.85%17 9.50% 22.62% 67.88%18 7.46% 22.62% 69.92%
Copyright 2013 by Data Blueprint
Determining Diminishing Returns
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Time needed to review all NSNs once over the life of the project:Time needed to review all NSNs once over the life of the project:NSNs 2,000,000Average time to review & cleanse (in minutes) 5Total Time (in minutes) 10,000,000
Time available per resource over a one year period of time:Time available per resource over a one year period of time:Work weeks in a year 48Work days in a week 5Work hours in a day 7.5Work minutes in a day 450Total Work minutes/year 108,000
Person years required to cleanse each NSN once prior to migration:Person years required to cleanse each NSN once prior to migration:Minutes needed 10,000,000Minutes available person/year 108,000Total Person-Years 92.6
Resource Cost to cleanse NSN's prior to migration:Resource Cost to cleanse NSN's prior to migration:Avg Salary for SME year (not including overhead) $60,000.00Projected Years Required to Cleanse/Total DLA Person Year Saved 93Total Cost to Cleanse/Total DLA Savings to Cleanse NSN's: $5.5 million
Copyright 2013 by Data Blueprint
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Quantitative Benefits
Copyright 2013 by Data Blueprint
Seven Sisters (from British Telecom)
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Thanks to Dave Evans
http://www.datablueprint.com/thought-leaders/peter-aiken/book-monetizing-data-management/
Copyright 2013 by Data Blueprint
Polling Question #2 • Is it hard to obtain
funding for your data management projects?A) Yes, because it is hard to
show valueB) Yes, because we have not
aligned with the business objectives
C) Yes, because no precedent has been set
D) No, because we can clearly demonstrate value
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Copyright 2013 by Data Blueprint
1. Data Management Overview
2. Book Motivations
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
Outline
50
Copyright 2013 by Data Blueprint
1. Data Management Overview
2. Book Motivations
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
Outline
51
In one of the more horrifying incidents I've read about, U.S. soldiers and allies were killed in December 2001 because of a stunningly poor design of a GPS receiver, plus "human error." http://www.washingtonpost.com/wp-dyn/articles/A8853-2002Mar23.htmlA U.S. Special Forces air controller was calling in GPS positioning from some sort of battery-powered device. He "had used the GPS receiver to calculate the latitude and longitude of the Taliban position in minutes and seconds for an airstrike by a Navy F/A-18."According to the *Post* story, the bomber crew "required" a "secondcalculation in 'degree decimals'" -- why the crew did not have equipment to perform the minutes-seconds conversion themselves is not explained.The air controller had recorded the correct value in the GPS receiver when the battery died. Upon replacing the battery, he called in the degree-decimal position the unit was showing -- without realizing that the unit is set up to reset to its *own* position when the battery is replaced. The 2,000-pound bomb landed on his position, killing three Special Forces soldiers and injuring 20 others.If the information in this story is accurate, the RISKS involve replacing memory settings with an apparently-valid default value instead of blinking 0 or some other obviously-wrong display; not having a backup battery to hold values in memory during battery replacement; not equipping users to translate one coordinate system to another; and using a device with such flaws in a combat situation
Copyright 2013 by Data Blueprint
Friendly Fire deaths traced to Dead Battery
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Suicide Mitigation
Copyright 2013 by Data Blueprint
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Suicide MitigationData Mapping
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Mental illness
Deployments
Work History
Soldier Legal Issues
Abuse
Suicide Analysis
FAPDMSS G1 DMDC CID
Data objects complete?
All sources identified?
Best source for each object?
How reconcile differences between sources?
MDR
Copyright 2013 by Data Blueprint
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Copyright 2013 by Data Blueprint
Senior Army Official• A very heavy dose of
management support
• Any questions as to future data ownership, "they should make an appointment to speak directly with me!"
• Empower the team
– The conversation turned from "can this be done?" to "how are we going to accomplish this?"
– Mistakes along the way would be tolerated
– Implement a workable solution in prototype form
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Copyright 2013 by Data Blueprint
Communication Patterns
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Source: The Challenge and the Promise: Strengthening the Force, Preventing Suicide and Saving Lives - The Final Report of the Department of Defense Task Force on the Prevention of Suicide by Members of the Armed Forces - August 2010
Copyright 2013 by Data Blueprint
Polling Question #3 • What percentage of
your data projects are successful?A) AllB) 25% C) 75%D) none
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Copyright 2013 by Data Blueprint
1. Data Management Overview
2. Book Motivations
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
Outline
58
Copyright 2013 by Data Blueprint
1. Data Management Overview
2. Book Motivations
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
Outline
59
Plaintiff(Company X)
Defendant(Company Y)
AprilRequests a recommendation from ERP Vendor
Responds indicating "Preferred Specialist" status
JulyContracts Defendant to implement ERP and convert legacy data
Begins implementation
January Realizes a key milestone has been missed
Stammers an explanation of "bad" data
JulySlows then stops Defendant invoice payments
Removes project team
Files arbitration request as governed by contract with Defendant
Copyright 2013 by Data Blueprint
Messy Sequencing Towards Arbitration
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Copyright 2013 by Data Blueprint
Points of Contention• Who owned the
risks? • Who was the project
manager?• Was the data of poor
quality?• Did the contractor
(Company Y) exercise due diligence?
• Was their methodology adequate?
• Were required standards of care followed and were the work products of required quality?
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Copyright 2013 by Data Blueprint
Expert ReportsOurs provided evidence that :1. Company Y's conversion code introduced
errors into the data2. Some data that Company Y converted was of
measurably lower quality than the quality of the data before the conversion
3. Company Y caused harm by not performing an analysis of the Company X's legacy systems and that that the required analysis was not a part of any project plan used by Company Y
4. Company Y caused harm by withholding specific information relating to the perception of the on-site consultants' views on potential project success
Expert Report
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FBI & Canadian Social Security Gender Codes
1. Male2. Female3. Formerly male now female4. Formerly female now male5. Uncertain6. Won't tell7. Doesn't know8. Male soon to be female9. Female soon to be male
If column 1 in source = "m" • then set value of target data to "male"
• else set value of target data to "female"
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Copyright 2013 by Data Blueprint
The defendant knew to prevent duplicate SSNs
!************************************************************************! Procedure Name: 230-Assign-PS-Emplid!! Description : This procedure generates a PeopleSoft Employee ID! (Emplid) by incrementing the last Emplid processed by 1! First it checks if the applicant/employee exists on! the PeopleSoft database using the SSN.!!************************************************************************Begin-Procedure 230-Assign-PS-Emplid
move 'N' to $found_in_PS !DAR 01/14/04 move 'N' to $found_on_XXX !DAR 01/14/04
BEGIN-SELECT -Db'DSN=HR83PRD;UID=PS_DEV;PWD=psdevelopment'NID.EMPLIDNID.NATIONAL_ID
move 'Y' to $found_in_PS !DAR 01/14/04 move &NID.EMPLID to $ps_emplid
FROM PS_PERS_NID NID!WHERE NID.NATIONAL_ID = $ps_ssnWHERE NID.AJ_APPL_ID = $applicant_idEND-SELECT
if $found_in_PS = 'N' !DAR 01/14/04 do 231-Check-XXX-for-Empl !DAR 01/14/04 if $found_on_XXX = 'N' !DAR 01/14/04 add 1 to #last_emplid let $last_emplid = to_char(#last_emplid) let $last_emplid = lpad($last_emplid,6,'0') let $ps_emplid = 'AJ' || $last_emplid end-if end-if !DAR 01/14/04
End-Procedure 230-Assign-PS-Emplid
AJHR0213_CAN_UPDATE.SQR
The exclamation point prevents this line from
looking for duplicates, so no check is made for a duplicate SSN/National
ID
Legacy systems business rules allowed employees to
have more than one AJ_APPL_ID.
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Copyright 2013 by Data Blueprint
Identified & Quantified Risks
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Risk Response “Risk response development involves defining enhancement steps
for opportunities and threats.” Page 119, Duncan, W., A Guide to the Project Management Body of Knowledge, PMI, 1996
"The go-live date may need to be extended due to certain critical path deliverables not being met. This extension will require additional tasks and resources. The decision of whether or not to extend the go-live date should be made by Monday, November 3, 20XX so that resources can be allocated to the additional tasks."
Tasks HoursNew Year Conversion 120Tax and payroll balance conversion 120General Ledger conversion 80
Total 320
Resource HoursG/L Consultant 40Project Manager 40Recievables Consultant 40HRMS Technical Consultant 40Technical Lead Consultant 40HRMS Consultant 40Financials Technical Consultant 40
Total 280
Delay Weekly Resources Weeks Tasks CumulativeJanuary (5 weeks) 280 5 320 1720February (4 weeks) 280 4 1120
Total 2840
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Process Planning Area Company YCompany Y Company X LeadMethodology Demonstrated
Scope Planning √ √Scope Definition √ √Activity Definition √Activity Sequencing √Activity Duration Estimation √Schedule Development √Resource Planning √ √Cost Estimating √Cost Budgeting √Project Plan Development ?Quality Planning ? ?Communication Planning √ √Risk Identification √ √Risk Quantification √Risk Response √ ? ?Organizational Planning √ √Staff Acquisition √
Copyright 2013 by Data Blueprint
Project Management Planning
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Inadequate Standard of Care - Tasks without Predecessors
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Inadequate Standard of Care
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Professional & Workmanlike Manner
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Defendant warrants that the services it provides hereunder will be performed in a professional and workmanlike manner in accordance with industry standards.
Copyright 2013 by Data Blueprint
The Defense's "Industry Standards"• Question:
– What are the industry standards that you are referring to?• Answer:
– There is nothing written or codified, but it is the standards which are recognized by the consulting firms in our (industry).
• Question:– I understand from what you told me just a moment ago that
the industry standards that you are referring to here are not written down anywhere; is that correct?
• Answer:– That is my understanding.
• Question:– Have you made an effort to locate these industry standards
and have simply not been able to do so?• Answer:
– I would not know where to begin to look.
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Copyright 2013 by Data Blueprint
1. Data Management Overview
2. Book Motivations
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
Outline
73
Copyright 2013 by Data Blueprint
1. Data Management Overview
2. Book Motivations
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
Outline
74
Monetizing Data Management
Copyright 2013 by Data Blueprint
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• State Agency Time & Leave Tracking– Time and leave tracking
• $1 million USD annually
• International Chemical Company– Data management: Test results– $25 million UDS annually
• ERP Implementation– Transformation of non-tabular data
• $5 million annually• Person Centuries
• British Telecom Project Rollout– £250 (small investment)
• Non-Monetary Examples– Friendly Fire– Suicide Mitigation
• Legal– ERP Implementation Legal Case
• $ 5,355,450 CAN damages/penalties
PETER AIKEN WITH JUANITA BILLINGSFOREWORD BY JOHN BOTTEGA
MONETIZINGDATA MANAGEMENT
Unlocking the Value in Your Organization’s
Most Important Asset.
Copyright 2013 by Data Blueprint
Upcoming Events
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July Webinar:Designing and Managing Data StructureJuly 8, 2014 @ 2:00 PM – 3:30 PM ET(11:00 AM-12:30 PM PT)
Sign up here:• www.datablueprint.com/webinar-schedule • www.Dataversity.net
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