mdm and data governance -...

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MDM and Data Governance

l  MDM champions Data Governance and vice versa

l  Data Governance is mandatory for MDM

l  Interaction with Data Governance area needs to be constant and consistent –  Observed issues –  Business user education –  Metrics

l  Risk-related efforts make Data Governance mandatory


Problem Statement

l  MDM projects bog down for now well understood reasons

l  Most, if not all of the reasons are not related to MDM technology

l  What do we need to do to ensure more success in MDM?

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Agenda

l  Review the key areas l  Summarize concepts to retain l  Q n A

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COMPELLING SCENARIOS

Clay layers You start coding, and (fill in the blank)

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You start coding, and …….

l  MDM recommended as approach to mitigate failed DW project (customer data was awful)

l  Vendor consultants turned product into an enterprise event hub

l  The new and old applications MDM was to support ignored attempts to gather requirements

l  After one year, technology seemed ineffective, and resistance levels insurmountable

l  Part of recovery effort was risk based business case, based on market share recovery and regulatory short falls


Clay layers

l  CIO saw MDM as needed technology to fix data issues

l  Applications area spent high 7 figures on tool and consolidating known customer data

l  Results –  Passive resistance –  Direct resistance –  Counter projects –  Loss of market share for product line that did use

MDM application l  MDM product and project terminated


Key Terms l  Enterprise Information Management - EIM is the program that

manages enterprise information asset to support the business and improve value. EIM manages the plans, policies, principles, frameworks, technologies, organizations, people and processes in an enterprise towards the goal of maximizing the investment in data and content

l  MDM - Authoritative, reliable foundation for data used across many applications & constituencies with goal to provide single view of truth no matter where it lies

l  DG - Data governance is the organization and implementation of policies, procedures, structure, roles, and responsibilities which outline and enforce rules of engagement, decision rights, and accountabilities for the effective management of information assets


Key success challenges-The elephants! l  Defining data governance as a business program

l  Alignment, what alignment? l  Read my lips - It’s the balance sheet

l  Basic functions each data governance organization MUST execute

–  Principles –  Functions –  Stewardship

l  Ensuring division of labor and separation of duties –  Turn it upside down –  Building basic functional models for DG

l  Deploying the DG organization –  Admit it – you are really screwed up –  Make it go away –  How OCM is viewed

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DEFINING DATA GOVERNANCE AS A BUSINESS PROGRAM

Alignment, what alignment? Read my lips - It’s the balance sheet

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Alignment

l  “Needs” versus “wants” l  Admit the need and/or lack l  Tools are your enemy l  “Guerilla alignment l  Wanna have fun? Check the

MBO –  The “perfect” data question

l  Action - Line of sight” clarity

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Its already on the balance sheet l  Information is an asset l  “So what”

l  Action: Information Balance Sheet

Balance sheet basics Assets = Liabilities

+ Equity

Copyrights Contingencies Patent Judgments

Goodwill

Retained Earnings

Stock Value

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BASIC FUNCTIONS EACH DATA GOVERNANCE ORGANIZATION MUST EXECUTE

FUNCTIONS PRINCIPLES STEWARDSHIP

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Mandatory Functions

l  Define DG appropriate for the organization l  Develop and deploy enterprise principles l  Design and enforce policy and standards l  Resolve issues l  Integrate with compliance and audit l  Promote consistency in data management l  Ensure business alignment l  Ensure organizational maturity is addressed l  Measure effectiveness of data usage l  Maintain an operating framework for DG

–  QA vs. QC –  “FASB for data”

l  Other functions can be done in other IM areas


MDM features based on Governance

l  MDM data management functions –  Assess data quality with an eye to errors’ impacts –  Document existing controls –  Define performance metrics for key

processes at risk –  Monitor the content of all

unstructured data by key words –  Monitor direct and indirect interactions of

individuals that access documents, dialogues or e-mails in a systematic manner

–  Develop dashboard reports that monitor audit data on all data and content

–  Develop data and content retention guidelines and archival processes

–  Define “Federalist” information governance road map

Global information

Elements C1 C3 M2 M5 D3

Localized Info. Elements C2 C4 M1 M4 D2


Principles and Policies

l  Principles –  Applied every day as guidance for procedures and decision-

making efforts –  Guiding principles can be divided between business

oriented and those more technology oriented l  Policies

–  Consistent, repeatable processes that implement the agreed upon guiding principles

–  Quality and governance is part of Process, not reactive audits

–  Integrated with system development process l  Standards (type of Policy)

–  Data Naming standards –  Data Modeling standards –  Semantic standards


Principles and Policies

Taxo

nom

y fo

r Pol

icy

Principle

Policy

Standards

Controls

Processes

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Principles - GAIP™

Principle Description

Content as Asset

Data and content of all types are assets with all the characteristics of any other asset. Therefore, they should be managed, secured and

accounted for as other material or financial assets.

Real Value

There is value in all data and content, based on their contribution to an organization’s business/operational objectives, their intrinsic marketability, and/or their contribution to the organization’s

Goodwill (balance sheet) valuation.

Going Concern

Data and content are not viewed as temporary means to achieve results (or merely as a business by-‐product), but are critical to successful, ongoing business operations and management.

Due Diligence

If a risk is known, it must be reported. If a risk is possible, it must be confirmed.


Principles - GAIP™

Principle Description

RiskThere is risk associated with data and content. This risk must be

formally recognized, either as a liability or through incurring costs to manage and reduce the inherent risk.

QualityThe relevance, meaning, accuracy, and life cycle of data and content

can affect the financial status of an organization.

AuditThe accuracy of data and content is subject to periodic audit by an

independent body.

Account-‐ ability

An organization must identify parties which are ultimately responsible for data and content assets.

LiabilityThe risks in information means there is a financial liability inherent in all data or content that is based on regulatory and ethical misuse or

mismanagement.


Clearing the Air on ‘Stewardship”

l  Data folks use the term to mean owner, custodian, manager, and data analyst at various times

l  Most stewards, to date, have failed because they do not know what they are supposed to do

l  What we need are parties that are: –  accountable for certain aspects of data –  responsible for certain data management

functions –  owners of the business purpose for certain

content –  custodians and involved with ensuring data is of

optimal quality for the task at hand l  This is a multi-dimensional issue, and CANNOT

be solved with one person being appointed a “steward” of a broad subject area


Stewardship Sample

Category

Entity Type = CUSTOMER, Data element=CUSTOMER NAME;

SALES DEPARTMENT is designated steward

Event-CUSTOMER as an EVENT, I.e. add, delete, sell to

Reference-Customer as REFERENCE, I.e. the enterprise's

CUSTOMER

Domain - CUSTOMER as a valid value, I.e. a unique occurrence of type

of CUSTOMER

External Visibility - Explicitly Report or Inform an external

entity, e.g. Customer Count to regulators , or make info available to customers

Report a new CUSTOMER who deposits over $10,000 cash - the

OWNER of this event is the LEGAL department, but if SALES is the "classic" owner, they don't care

The external view of customer is whoever does business with the legal

entity. The owner would be the creator of the occurrence of customer

, e.g. Sales

In the example of external reporting via the web, often have to tie another identifier to the customer, I.e. the web

id.

Sam

ple

Con

text

Cross Functional Visibility - Use information to communicate to

multiple departments and functions

Selling to a CUSTOMER is great, but what of maintaining accurate information over time. Billing

information may not be critical to the Sales department. There had better

be a valid reason for SALES to require accurate What is the business reason

for SALES

Using CUSTOMER to convey CUSTOMERS ORDERS, to various production departments, is not for SALES to worry about. So again, SALES has no business incentive.

Typical problem here is communicating between areas and

ensuring you are speaking of the same CUSTOMER NAME by also conveying

other attributes and dimensions.

Departmental Visibility - Use information and knowledge to

accomplish localized goals

Sales will keep what is needed for its own purposes, other elements related

to customer may not be important. Does referential integrity have to be

the accountability of business people, too?

To the Shipping Department, CUSTOMER means where to deliver things. Again, do Stewards apply to attributes or entities? And does a

business area care? In Shipping, they care about Shipping information.

The CUSTOMER NAME is informal in Shipping. They never use the name Sales gave the CUSTOMER anyway

l  Traditional concepts are replaced by multi-dimensional model – a steward for each cell!


ENSURE DIVISION OF LABOR

Turn it upside down Building basic functional models for DG

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Turn it upside down

Population? Executive Council

Sponsors / DG Council

Subject / Topic Oversight Councils

Regional / Forums

Local Custodians

l  There is no such thing as a dedicated executive steering body

l  There is usually more than three layers

l  You cannot ignore separation of duties

l  This is organization framework DESIGN

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Action - Turn it upside down

Data, Information and Content Lifecycles

DG Oversight & Direction

DG Accountability; Ownership, Issue resolution

DG Responsibility; Stewardship, Monitoring

Business program oversight

Management and accountability

Development, Operation and execution

The Governance “V” is copyright

John Ladley 2012

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Information Governance Management

Level

Information Governance

Operating Level (Stewards, etc)

Steering Committee

Business Leader /

Champion (s)

Project Executive Sponsor

Information and Project Management Structure

Issues, Oversight

Over sight

IM and project activity – project

execution

Forum Project Sub-teams Info Mgmt

Data or Information Governance Structure

Project Sub-teams

Development

PMO

Oversight, Elevate

Turn it upside down

Information Governance

Executive Level

Forum

Awareness, Alignment

The Governance “V” is copyright John Ladley 2012


How it works now

IM Area PMO & Functional

Areas

PLT

Executive Sponsors

Program Governance

Program teams,

stewards and IM staff

Where does “inventory”

go?

It goes here! No, it goes

there!

It goes here!

No, it goes there!

Meetings and review

Back channel discussion

More meetings

Time and Money

(Typically a 6 – 7 figure cost when added up)


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How it will work

Executive Council

IGC

IGC Committees /

Forums

PMO & Functional

Areas

PLT

Executive Sponsors

Program Governance

Issue Resolution

Issue Resolution

Program teams,

stewards and IM staff

Information Governance “One version of the

truth” in data will lead to better decision making

We will meet quality (foremost) as well as cost and schedule

targets

Where does “inventory”

go?

Let’s check IM principles and policy

Principle – Information is an Asset treated like

all other assets What does that look like to the

project?

Quality and One source are achieved by XXX with inventory

Make it so


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Basic Enterprise DG Framework

Executive level (NOT A NEW COMMITTEE)

Meets as needed to set direction and/or resolve strategic issues

Executive Sponsors (of DG, NOT projects!)

Oversees execution as needed or resolve issues at Project or

Program Level

Subject Area Steering Committees (Issue resolution)

Oversee artifacts and address issues or escalate as needed

Local Business Area Stewards, subject or topic forums

Operational or field level execution, feedback and

recommendations

Glo

bal

Loca

l

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DEPLOY THE DG ORGANIZATION

Admit it – you are really screwed up Make it go away How OCM is viewed

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Admit it – you are really screwed up

l  “The boss won’t agree with that approach”

l  “We can’t say that, its too negative.

l  “Low hanging fruit????” l  Data management for

sake of data management, i.e. What are you governing?

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Make it go away!

l  Where does DG reside? –  Sort of a separate

organization? –  An IM function? –  Part of Compliance?

l  What is the ultimate goal of DG? –  Hint =============è

l  EVERYWHERE IT IS l  Action – DG is NOT an

increase in staff, or a new department 30 30


How change is viewed

l  OCM is a CSF l  Watch for public enemy number one ……

–  They should never get DG

l  Too many moving parts to succeed without it

l  More than training and a web site

(or worse… SharePoint)

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DG is NOT Self-Sustaining

l  This means disciplined activities to move from a current state to some future state

l  People accept the need for change readily…actually embracing change is another story

l  Three things can happen l  Sustaining DG requires

measurement, oversight, a detailed road map and proactive management


Governance requires change management

l  Action –  Check if HR has the

skills to help you –  Books / Web

sites l  Prosci l  Bridges l  Heath

–  Outside expertise

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Implemen'ng/ Sustaining Change

Managing Change

Planning for

Change


Summary Concepts

l  Make the elephants “ir-lephant” –  Global acknowledgement

of common problems –  Focus on value (needs) –  “Jedi” governance –  DG supports the balance sheet

l  MDM and Data Governance must deploy together

l  Regulators already have a content management mindset, while companies….

l  No elephants were harmed during the development of this presentation

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[email protected] 314 422-9076

Building Value Through Information Asset Management(sm)

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mdm and data governance -...

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