No Data Left Behind: Federal Student Aid A Case History Holly Hyland, Federal Student Aid Lisa Elliott, Federal Student Aid
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No Data Left Behind: Federal Student Aid
A Case History
Holly Hyland, Federal Student Aid
Lisa Elliott, Federal Student Aid
2
AgendaAgenda
Federal Student Aid Overview Data Strategy Initiative Enterprise Data Management Program Description of the End Game Lessons Learned DAMA Impact Questions
3
Who We Are…Who We Are…
The Higher Education Amendments of 1998 established Federal Student Aid as the federal government’s first Performance Based Organization (PBO) to modernize the delivery of the Department’s Title IV federal student aid programs. As specified in the authorizing legislation, the purposes of the PBO are to: Increase accountability Improve service to students and parents Integrate business processes and information systems Strengthen program integrity Reduce costs
4
Who We Are…Who We Are…
As a PBO, Congress grants Federal Student Aid certain limited managerial flexibilities over its human capital management, budget and procurement activities
Our focus is on: Delivering world-class customer service Developing award-winning products and services that are of
value to our customers Effectively managing the programs to ensure fair, effective
and appropriate oversight, and service delivery at the lowest cost without sacrificing service levels or quality
5
Our Mission…Our Mission…
Our federal grant and loan programs represent the largest sources of student aid in the United States, annually providing approximately $74B to more than 11M students/parents, including nearly $13B in Pell Grants to the most needy students. We provide this aid through and with the nearly 10,000 program participants.
6,130 Schools
3,200 Lenders
35 Guaranty Agencies
36 Secondary
Markets45 3rd-Party\ Servicers
We oversee (directly and indirectly) the management of the $402B loan portfolio of 80M loans to more than 26M borrowers.
6
Our Critical Functions…Our Critical Functions…
Federal Student Aid is responsible for a range of critical functions that include, among others:
Processing millions of student financial aid applications Disbursing billions of dollars in aid funds to students through
schools Enforcing financial aid rules and regulations Partnering with schools, financial institutions and guaranty agencies
to prevent fraud, waste and abuse Educating students and families about the process of obtaining aid Servicing millions of student loan accounts Securing repayment from borrowers who have defaulted on their
loans Operating information technology systems and tools that manage
billions in student aid dollars
7
Our EnvironmentOur Environment
FSA's technology environment is understandably complex: 21 different information systems provide services. 140 internal exchange points across FSA’s computing
environment, and 175 external exchange points entering into our environment.
60 million FAFSA’s processed a year – 97% on-line applications Different identifiers are used to identify partners based upon
particular system and type of business transaction. Multiple procedures required to enroll and register for access
to FSA systems. FSA systems require different user credentials and enforce
different policies using different User ID formats.
8
Our Integration ChallengeOur Integration Challenge
The Higher Education Act (HEA) legislation of 1998 specifically called on Federal Student Aid to integrate, and defined three principal goals with respect to integration of Federal Student Aid’s information systems: To integrate the information systems supporting the Federal
student financial assistance programs. To implement an open, common, integrated system for the
delivery of student financial assistance under Title IV. To develop and maintain a student financial assistance system
that contains complete, accurate, and timely data to ensure program integrity.
9
Enterprise ArchitectureEnterprise Architecture
Strategy & PRMAlignment
Information Architecture
Data Architecture
Application Architecture
ApplicationPortfolio
Technology Architecture
Security Architecture
Business Architecture
TechnologyInventories
BRM
DRM
SRM
TRM
Shared BusinessProcesses
Shared Data
Shared Services
SharedInfrastructure
Govern
ance
(CP
IC an
d B
usin
ess / Tech
nology A
lignm
ent)
Tech
nology P
olicies Stan
dard
sA
nd
Prod
ucts G
uid
e
10
FEA DRM Standardization AreasFEA DRM Standardization Areas
11
The Target State Vision (Architecture)The Target State Vision (Architecture)
12
A single access point for online information and services for Federal Student Aid customers, partners, and the general public
Information Exchange
13
Enterprise Development Support Services (EDSS) ModelEnterprise Development Support Services (EDSS) Model
14
Getting to the DataGetting to the Data
2000 Modernization Blueprint – “the wall” 2003 Terry Shaw (former COO) – “the data is missing” Representatives from all business areas “vision without
constraint” to determine how things should work. Bumblebee Chart (Integration Vision Framework) Target State Vision (TSV)
2004 Data Strategy 2006 Enterprise Data Management
15
Evolution to the Target StateEvolution to the Target State
The Target State outlines the vision to achieve integration.
Business Architecture Drives Technology Solution L
ife-
cycl
eP
has
e
Ap
pli
can
t/B
orr
ow
erP
roce
ss
Department of Education
Help Desk
Financial Partners Portal
Schools Portal
FS
AT
rad
ing
Par
tner
Pro
cess Partner Application
Oversight
Aid Education Submission Eligibility Repayment Consolidation
Aid Awareness & Application InstitutionParticipation
Servicing
Tra
din
gP
artn
ers
&S
ervi
cers
Guaranty Agencies
Student Aid on the Web
Call Centers
Collections
Origination &Disbursement
ED
Financial Management
Lenders (Lender Servicers)
Other External Partners
To-Be FinancialAid Life Cycle
DRAFTHigh-Level Business View
State Agencies Schools ( School Servicers)
Common Services for BorrowersOrigination & Disbursement
Trading Partner Management
Delivery
FSA Gateway
Award & DisbursementProcessing
School Aid Payments &Funding Level Mgmt
PartnerEnrollment
Partner Eligibility& Oversight
Funds & InternalControls
ServiceLoans
Recovery &Resolution
ITAIntegratedTechnical
Architecture
VDCVirtual
Data Center
EAIEnterpriseApplication
Integration
Internal Transfer
External Transfer
Business Function
ApplicationAid EligibilityDetermination
EstablishPersonRecord
GLAccountingBudgetingExternal Financial
Reporting
Authentication & Access Management
Credit Check SSCRServicing Reporting (FFEL & Campus Based)
Edit Checks
En
terp
rise
Sh
ared
Fu
nct
ion
s
Common Data ArchitectureGenerate/Distribute ISIR/SAR
CSB
FMS
En
terprise S
hared
Fu
nctio
nsWarehouse/Data Marts
Match Against CDA (FAH)
Send/Receive from Matching Agencies
SSIM Logic
ConsolidateLoans
PaymentProcessing
Authentication &Access Tools
Enablers
BusinessIntelligence Tools
Enterprise Analytics and ResearchAcquisition &Planning Strategy
Enterprise PerformanceManagement
Case Tracking(Ombudsman)
Partner Payment Calculation/PrePopulationCDR
RecommendPolicy Changes
Ancillary Services
AidAwareness
NSLDS
Partner Payment ManagementPartner PaymentAdmin
TransactionsStudents Trading
Partners
ProcessPayments
State AgencyFunding
Analytics
Computation Edits - EFC
AR Management
Distribute Eligibility
Transfer Monitoring Process Promissory Notes
FMSS GAPS
RID Mappings
ApplicationProcess
RelationshipMgmt
AuditHistory
Integrate FSA systems and provide new technology
solutions Improve program integrityReduce program administrative
costsImprove human capital
management
FSA Strategic Objectives
Core Business Outcomes
Find the Right Balance Between Efficient Delivery & Effective OversightCore Business Driver
Improve products and services to provide better customer service
-Simplify programs through proactive informing to policy and legislative processes
Ability to proactively inform regulatory and statutory changes
Run the Business to Enable Right Actions, Right Transactions to the Right People
Actionable data to drive decision making
-Analytic approach to system changes
-Timely delivery/deployment of systems
-Right data available at right time and organizational agreement about what is required and when
Deployment of technology solutions to meet program objectives
-Infrastructure capacity that is secure, scalable and flexible to meet the changing needs of FSA
-Define data access authorization standards
-Balance between COTS procurement and enterprise technology standards
Flexible standards, technologies and services
-Greatest return in collections
-Maximize access to available resources
-Analytic approach to process changes
Maximize effectiveness of program based goals
-Easier financial internal exchange-Smarter contracting for customer service-Strategic contracting/acquisition strategy supporting business objectivesRight skilled/trained workforce aligned with business
processes
Tailored and relevant business services for all customer lifecycle activities
Assumption 2: Customers are defined as Students, Schools, Financial Partners, DoED, FSA Employees, External/Internal Audit Groups, Delivery Partners and Budget Services.
Imp
rove
& In
teg
rate
Bu
sin
ess
Pro
cess
es In
to D
eliv
ery
So
luti
on
s
Assumption 1: It is presumed an Enterprise Plan will be in place to support the vision (resource allocation, budgeting, training, QA processes).
-Effectively deliver financial aid to recipients
-Defined roles and responsibilities of FSA in supporting delivery partners driven by what they need, what should be provided and how/priority
Maintain Right & Effective Levels of Oversight Through Combination of Enhanced Tools & Customer Self-
Monitoring
Provide Easier Access to Make it Easier for Our Customers to do Business With Us
Pro
vid
e th
e R
igh
t S
ecu
rity
, To
ols
, Sys
tem
s, A
rch
itec
ture
& T
ech
no
log
y to
En
able
th
e B
usi
nes
s to
Ach
ieve
its
Ou
tco
mes
-Easier for FSA to support customers by providing views across the person and entity -Establish a common method and process for transition that is easy and accurate for administering trading partner enrollment and access to FSA systems and resources
-Reduce reporting requirements (use the data we have)
-Easier and more accurate external exchanges that meet the needs of delivery partners
Effectively & efficiently manage organizational financial well-beingTimely identification of risk-based non-compliance
-Common edits
Standardized business processes
-Include customer input and feedback
Streamlined processes for routine oversight functions Actionable information to inform business processes
-Uniform business rules across functions
Efficient, automated oversight capabilities
System-independent, integrated services to customers across the lifecycle Effective and balanced oversight
-Support analytic approach to oversight/problem identification, decision making, policy and legislation through data, information and tools
-Support audit functions to track access to FSA systems and data.
-Right time data exchange with delivery partners
Automated business processes
-Automate internal/system interfaces
-Uniform business rules across systems
-Single, secure external gateway for file exchange
-Common edits
-Automate identity and management processes
-Configure security to minimize and simplify user interfaces
Self-service capabilities
-Delivery partner access to information to support self-monitoring and decision making
-Provide information to prospective students
Easy customer access to required information throughout the delivery cycle
Easy and timely access to required oversight information
-Enterprise (cross-functions) information and analysis
-Customer centric buildup for schools across the lifecycle-RID implementation across the lifecycle
-Provide an integrated, cross-lifecycle, web-delivered customer view that is system independent -Customer centric buildup for students across the lifecycle
Su
pp
ort
Eff
ecti
ve &
Info
rmed
Dec
isio
n M
akin
g b
y M
akin
g t
he
Rig
ht
Info
rmat
ion
Ava
ilab
le a
t th
e R
igh
t T
ime
to t
he
Rig
ht
Peo
ple
Co
re B
usi
nes
s E
nab
lers
-Better common loan identification
-CSID implementation across the lifecycle
-RID implementation across the lifecycle
-Clear indication of aid status displayed throughout the enterprise
-Maximize access to available resources
-Provide enrollment status via the web
-Right time data exchange between systems
Maintain appropriately secured information
-Establish and follow common data definitions to facilitate the exchange of data internally and externally
-Continuous data quality verification
-Defined, secure access points -Right access to right person/entity at right point in time
Consistent and accurate data across the enterprise
-Define data related standards (including XML standards)
-Ownership and definition of shared data
Clearly defined ownership and management of data
Awareness DisbursementApplication Origination Servicing
Eligibility MonitoringParticipation Oversight Management
Application for Participation
Partner Eligibility
Participation Management
Enrollment/Access Mgmnt
Performance Mgmnt*
Oversight - Closed School Processing - Ongoing Monitoring - Risk Management - Oversight Reviews/Actions - Accountability For Funds - Default Rate Calculations
Partner Management
Partner Payment ProcessingBulk Payment Calcs - ACA Payments to Schools Payments & Tracking
P-Note Processing
Award Processing
Disbursement ProcessingFunding Level Management - Award Processing - Calc & Monitor Funding Chngs
School Payments (Pass-Through) - Student Based Pymnt Calcs - Payments & Tracking
Origination & Disbursement
Application Processing - Electronic Processing - Paper Processing & Fulfillment
Applicant/Recipient Eligibility - Electronic Processing - Paper Processing/Fulfillment
Student Authentication & Access Mgmnt
Performance Mgmnt*
Application
Inbound Payment Processing
Consolidations
Loan Assignment Processing
Collections
Default Aversion
Delinquency Mgmnt
Death, Disability & Bankruptcy
Accounting
Performance Mgmnt*
Common Services for Borrowers
Borrower Refund Processing
Student Authentication & Access Mgmnt
Financial Management - Accounting - External Financial Reporting - Funds Control - Budget - Internal Controls
Business Process Awareness - Counseling - Awareness
Enterprise Performance Management - Contract Management - Acquisition & Planning Strategy - Performance Analytics & Reporting
Support Functions
Portfolio Data Management - Aggregated Recipient Data - Program Analytics & Reporting
Integration Vision Framework
Business Architecture
Enterprise Target State
16
The Target State VisionThe Target State VisionLi
fe-
cycl
ePh
ase
App
li can
t/B
orr o
wer
Pro
c ess
Aid Education Submission Eligibility Repayment Consolidation
Aid Awareness & Application InstitutionParticipation Servicing
CommunicationsPublications PressReleases
/
/
Department of Education
Help Desk
Financial Partners Portal
Schools Portal
Partner Application
Oversight
Guaranty Agencies
Origination &Disbursement
Financial Management
Other External PartnersTarget State Vision
High-Level BusinessView of the
Financial Aid Lifecycle
Revised Sept 2005
State Agencies Schools (School Servicers)
Common Services for BorrowersOrigination & Disbursement
Integrated Partner Management
Federal Student Aid Gateway
Award & DisbursementProcessing
School Aid Payments &Funding Level Management
Partner Participation& Enrollment Oversight
FundsManagement
ServiceDebts
Recovery &Resolution
Internal Transfer
External Transfer
Business Function
Application
FinancialReporting
Run Credit CheckCommon Logic Edit Checks
En te
rpri
seS
hare
dB u
sine
ssFu
nct
ions
Information Framework
Generate/ Distribute ISIR/ SAR Data
Ente
r prise
Sha
red
Busin
essFu
nction
sSend/ Receive from Matching Agencies SSIM Logic
ConsolidateLoans
Enterprise Analytics and ResearchAcquisition &
Planning StrategyEnterprise Performance
Management Ombudsman
Case Research Recommend
Policy Changes
EstablishPerson Record
Partner Payment and Reporting ManagementPayables
Management
State AgencyFunding
Analytics
Calculate EFC
ReceivablesManagement
Manage Promissory Notes
One Financial GAPS
RID Legacy Identifier Crosswalk
Audit History
Analytical DataTransactions
Person Org Metadata
Repository
EDW
Distribute Student Eligibility
Campus-BasedApplication Eligibility Funding
Aid Awareness
Financial Aggregates& Reporting
Financial Aid History
Student EnrollmentReporting
Default RateCalculation
Distribute School Eligibility/ Review Information
Student Aid History Management
OIG
Aggregate Relevant Information/ Determine Student Eligibility
OPE
CDA/ODS(NSLDS II)
Integrated School View Integrated Student View
Guaranty Agency Payment &Reporting Administration
Budget FormulationCredit Report
Manage
Monitor AidEligibility
Aid EligibilityDetermination
Lender Payment &Reporting Administration
Enterprise Access Management
ConferencePlanning
Lenders (School Servicers)
ITAIntegratedTechnical
Architecture
BusinessIntelligence
Tools
ESBEnterprise
Service Bus
AuthenticationAccessTools
VDCVirtual
Data Center
AncillaryServices
ContentManagement
Enablers
DataMarts
Student Portal
Call Centers
Aid Delivery
Collections
Federal Student Aid Target State Vision
17
Data Strategy PurposeData Strategy Purpose
Get the Right Information
To the Right Person
At the Right Place and Time
At the Right Cost
Develop an overall approach towards data to ensure that accurate and consistent data is available to and exchanged between Federal Student Aid and our customers, partners, and
compliance and oversight organization.
18
Data Strategy InitiativesData Strategy Initiatives
Data Framework As-Is and Target State Data
Flows Refine Target State Vision Data Quality Mad Dog Develop Quality Assurance
Strategy Implement Data Quality
Assurance Strategy XML Framework
Develop XML ISIR Develop XML Registry /
Repository Production Deployment of XML
Registry / Repository
Common Identification Standard Student Identification
Method Routing ID
Trading Partner Enrollment and Access Enrollment and Access
Management Technical Strategies
Data Storage, Web Services, Web Usage, and FSA Gateway
Web Consolidation Options Enterprise Analytics
Architecture CDA Operating Guidelines
Data Strategy evolved into the integration of five core initiatives:
19
Data Strategy Key FindingsData Strategy Key Findings
Data should be organized by business process, not by system. Providing data access to business experts is the key component of
improving the enterprise’s ability to make informed business decisions.
Need to develop a single enterprise solution for all trading partner/person identification and access.
“As-Is” data flow discussions have facilitated a broader understanding of end-to-end business processes across all Federal Student Aid program areas.
The Data Strategy team confirmed several key findings:
20
Benefits of the XML Framework to Data QualityBenefits of the XML Framework to Data Quality
Benefits Data Exchange Standard – Standardize FSA’s data
exchange using XML as the data exchange technology standard.
Consistent Accurate Data – Define data standards, as XML Core Components, for data exchange to achieve consistent and accurate data.
Standard Data Tools and Processes – Establish standard data tools and processes to support consistently performed data/XML modeling.
Ease of Maintenance – Simplify future interface changes, and support new application and data exchange requirements, through standardized XML-based data modeling.
Initial Repeatable DefinedManaged/Optimizing
Basic Internal XMLMessage Exchange
Capability
Basic External XMLMessage Exchange
Capability
XML Maturity Model for FSA
Basic SchemaDevelopment
(COD)
XML-integratedPresentation Capability
(Portals)
XML-based MessagingBusiness Rules
and Edits Standards
Centralized Parsing /Processing Facilities
and Standards
Analysis of ISIR and CODSchema modeling concepts
Data Reconciliationand Cleanup
Initial GovernanceStandards
Message ValidationStandards
XML Core ComponentsAnalysis and
Definition Standards
XML-based Web Services
- Ad-hoc development.- Occasionally chaotic.- Few defined processes.- Rely on individual efforts.
Intermediate SchemaDevelopment
(ISIR)
Initial Component-basedSchema Development
Discussion and analysis ofSchema approaches to
determine best practices
XML Messaging DocumentAssembly Standards
Registry and Repository
XML Toolset Standards
* Each level builds upon the principles of the previous levels.
- Some defined processes.- Tracking of cost, schedule, and functionality.- Application of lessons learned.
- Processes are well defined and documented.- Both functional and technical processes are addressed.- Standards are set and followed.
- There is a cycle of continuous improvement to the processes.- Innovative ideas and technologies are introduced and integrated with the processes.
Last Updated: June 25, 2003
Maintain/UpdateXML Core Components
XML Technical Knowledge
Coordinate WithOther XML Initiatives
XML Vision
Federal Student Aid will use XML, via a single set of enterprise and community standards, to simplify and streamline data exchange across postsecondary education.
21
Enterprise Data ManagementEnterprise Data Management
Formalized October, 2006 Building off of the work that we’ve been doing informally for the
last four years with PESC and adding formal discipline with the Data Management Body of Knowledge (DMBOK)
EDM is a service to the business with the following goals: Support the improvement of enterprise analytics and Decrease the cost of and improve the quality of new
development projects Focus on data as an enterprise asset.
22
Enterprise Data ManagementEnterprise Data Management
Three year strategy: Concentrate on fundamentals and foundation/communication
materials. Start an Enterprise Data Governance Workgroup and improve
and expand Metadata Management. Develop and implement Data Quality policies and procedures
(started in year two).
23
Target State EDMTarget State EDM
Strategic Planning Data Governance & Metadata Mgt.
Data Architecture Data Warehousing Data Quality Data Security
Perform EDM Strategic Planning.
Define Data Governance Process.
Develop and Maintain The Enterprise Data Models.
Develop and Maintain Enterprise Dimensional Data Models.
Develop and Promote Data Quality Best Practices.
Develop and Implement Data Security and Privacy Standards.
Define Data Policies. Implement Data Governance Process.
Develop and Maintain Modeling And Design Standards.
Develop DW and BI Architecture.
Define Data Profiling Process.
Develop and Promote Data Security and Privacy Best Practices.
Promote Compliance with Data Policies, Procedures and Standards.
Create, Capture and Maintain Enterprise Metadata (Data Standardization).
Establish and Maintain Enterprise Data Architecture.
Develop DW and BI Technical Standards.
Manage Data Quality. Perform Data Security Auditing.
Publicize and Promote Data Management.
Develop and Implement Enterprise Metadata Architecture.
Develop and Maintain Data Integration and MDM Architecture.
Measure Data Quality.
Identify and Justify Resources and Budget Needs.
Create and Maintain Master Data Management (MDM) Standards.
Provide Database Administration (DBA) Support.
Monitor EDM Program Performance.
Develop Education Taxonomy Assess Application Integration Interface.
Coordinate with External Standards Organizations.
Evaluate Tools.
Federal Student Aid Target State Enterprise Data Management
Deliverables Listed by Functional Area
24
Data Policy and Strategic PlanningData Policy and Strategic Planning
Defines EDM strategic direction and promotes compliance with EDM policies, procedures and standards.
Drafted of an EDM Strategic Plan. Developed an EDM Concept of Operations. Drafted Enterprise Data Policies. Developed EDM Language for inclusion into Contracts. Maintained EDM Business Case. Published Performance Metrics.
25
EDM Monthly Status ReportEDM Monthly Status Report
This Month
Green
- Baseline document for XML R&R w as prepared and delivered to EDM team.
Summary:
Changes w ere made to the ECDM. The definitions of all entities in the ECDM have been review ed and are in the process of being updated based on the feedback received. The 'ELIGIBILITY' Subject Area has been developed and discussed. The ECDM w ill be update
90% (est.)
Continuous meetings had been held w ith subsets of the Data Governance Working Group to validate ECDM from a business perspective.
- ECDM subject areas, entities and their definitions w ere discussed w ith respective business ow ners (also members of governance group) and got revised.
Activities/Occurrences Comments
Data Governance Monthly Report
Summary:
- Discussed the Entity definitions w ith business ow ners.
- Updated the ECDM definitions based on business ow ners feedback.
- Review ed and began reconciliation of issues based on comments received on the ECDM.
Reporting Period: December, 2007
*Changes indicate a trend: improvement or decrease
Details are available in the monthly Data Governance report.
Metadata Management Report
- No new files (Ex: ER diagrams) w ere added to EDM ER/Studio Repository this month.
Summary:
- 38 new Core Components identif ied from Online Loan Counseling are submitted to CCB and got approved. 12 of the basic CCs are added to XML R&R
- Work on the data categorization of 'PERSON' proceeds. Review ed, analyzed and categorized 'PERSON' elements based on legacy data.
Changes* (% +/-)
- Data mapping for IPM is in progress.
No new models added to the repository. Data definitions need substantial w ork for most models. Enumerated values need to be added for some domains.
- EDM Team development of the Enterprise Logical Data Model (ELDM) based on the Enterprise Conceptual Model (ECDM). We w ill continue to be develop and maintain the ELDM based on existing and developing requirements.
No updates.
EDM Scorecard - Data Model Assessment
GREEN = 80%-100%; YELLOW = 51%-79%; RED = 0%-50%
Metadata Reuse Report
26
Data GovernanceData Governance
Implements data governance processes to maintain standardized data definitions and associated metadata.
Started two years ago with a Data Governance Pilot tackling – Enterprise Address.
Developed Data Standardization Policies and Procedures.Developed Data Dictionary Standards.Developed Data Governance Plan.Formed Enterprise Data Governance Workgroup.Business people agreed to learn basic to intermediate data
modeling concepts.Joint development of data-related artifacts with business and
technical staff.
27
Data Governance FrameworkData Governance Framework
Requires:
Collaboration
Commitment
Consistency
E
nterp
rise Data M
anag
emen
t
Program
Managem
ent, Quality A
ssurance
ExecutiveCouncil
Strategic SteeringCommittee
Tactical Working Group
Escalatio
n P
athData Governance Management Structure
28
Target StateTarget State
29
Metadata ManagementMetadata Management
Uses metadata to guide, control and integrate data activities and products.
Donated metadata registry, the XML Registry and Repository for the Education Community, to the Education Community of Interest. www.fsaxmlregistry.ed.gov
Published as Open Source on SourceForge. http://sourceforge.net/projects/fsaxmlregistry/
Classification scheme extends beyond that used by Federal Student Aid.
Promotes use of common standards across the Education Community of Interest.
30
XML Registry and Repository for the Education CommunityXML Registry and Repository for the Education Community
31
Metadata ManagementMetadata Management
Uses metadata to guide, control and integrate data activities and products.
Developed Enterprise Metadata Inventory.Developing Master Data Management.Purchased and testing IBM Information Server.
32
Data ArchitectureData Architecture
Promotes sharing of database assets, the use of an integrated architecture to support enterprise-wide data movement, access to common data, data transformation and migration.
Developed an Enterprise Conceptual Data Model (signed off by the business areas).
Developing Enterprise Logical Data Model.Data Modeling Standards and Procedures.Developed Naming Standards.Developed Data Model Registration Policies and Procedures.Developed Data Migration Roadmap: A Best Practice Summary.Developed Data Synchronization Policies and Procedures.Researched Data Integration Services Best Practices and
Recommendation.
33
Data QualityData Quality
Institutionalizes a set of repeatable processes to continuously monitor data and improve data accuracy, completeness, timeliness and relevance.
Developed Enterprise Data Quality ScorecardBuilding upon previous work (Data Quality Assurance Strategy)
to promote reuse Developing Data Quality Policies and ProceduresPlanning a Data Quality service for the for business areas (data
profiling services, etc)
34
Future Areas of FocusFuture Areas of Focus
The US Department of EducationDevelop US Dept of ED Enterprise Conceptual Data Model –
created from the business areas.Form US Dept of ED Data Governance Workgroup.Encourage PK12 and Postsecondary data alignment. Encourage and contribute to PK 20 Data Standardization and
Education Taxonomy.
35
When We’ll Be DoneWhen We’ll Be Done
Federal Student Aid is a proactive organization with sophisticated enterprise analytics that are used to inform Congress and help determine new policy.
An Education Taxonomy is not a misunderstood word. Enterprise Data Artifacts are complete, of high-quality and used
by the business areas often. Federal Student Aid “owns” its data and it’s organized by
Business Capability Area, Business Function, and Data. This information is in the SOW for development projects and creates high-quality, lower cost development.
36
Lessons LearnedLessons Learned
If it’s not in business (plain) language and/or it’s not clear how it supports the business – EDM doesn’t pay for it.
True change takes time. Period. The technology is not the hard part – the people part is the hard
part. Have someone who’s really, really good with the soft skills at the table.
Luck is not a good business strategy. Little and often. It really does help when you have consistency of staff. Collaboration is so worth the time it takes. Business areas and Technologists can work together and develop
really, really good work.
37
DAMA ImpactDAMA Impact
Changed CONOPS after researching DMBOK. Developed data definition standards after attending “The
Dictionary: Heart of Data Quality.” Felt better about EDM coming from a business area after
attending “Mastering Master Data.” Prioritized Data Quality work from year three to year two after
attending “Introduction to Data Quality Tools and Technologies.”
Purchased “Data Modeling Made Simple” for members of Data Governance Workgroup.
Changed data models after attending “Make Your Data Model Diagram Really Communicate.”
38
Closing RemarkClosing Remark As you can gather from our presentation, Federal Student Aid’s
data work did not begin as a mature Enterprise Data Management Program; in fact, it began in chaos. However, over time:
Opportunities were identified, Huge goals were set, Communities of interest were engaged Purpose was communicated Strategic decisions were made Crazy ideas were tried and evaluated Best practices were researched Mistakes were made and course corrections were implemented Baby steps were accomplished Everyone was heard and valued
39
QuestionsQuestions
We appreciate your feedback and comments.
Holly Hyland; Phone: 202-377-3710
Email: [email protected]
Lisa Elliott; Phone: 202-377-4454
Email: [email protected]
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