information management strategy 20101103 v01 · reduced efforts – design patterns result in...
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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
2
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.
3
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
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4
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
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5
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
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6
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
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7
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.
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8
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
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9
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Table of Contents
■ Information Management Strategy PoV
■ Information Management Strategy Approach
■ Strategy Execution
10
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…
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... helps determine if your data is an asset or liability…
11
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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
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
13
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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
14
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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
15
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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
16
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■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
17
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• 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
18
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Table of Contents
■ Information Management Strategy PoV
■ Information Management Strategy Approach
■ Strategy Execution
19
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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
20
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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
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
22
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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
23
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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
24
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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
25
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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
26
Sample Deliverables
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• Client specific key Information Assets
• Information Asset Quality Assessment
• Prioritised Information Initiatives • Implementation Roadmap
• Information Value Drivers
27
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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
28
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Table of Contents
■ Information Management Strategy PoV
■ Information Management Strategy Approach
■ Strategy Execution
29
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
30
Information Management Strategy Execution
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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
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