Sustainable Data Governance

The First Step in Information Management

www.firstsanfranciscopartners.com

Sustainable Data Governance: Adding Value for the Long Term

Kelle O’Neal [email protected]

415-‐425-‐9661 @1stsanfrancisco

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Why We’re Here

Purpose:

Understand criQcal success factors for sustainability of a Data Governance Discipline

Outcome: §  Understanding Data Governance FoundaQon

§  Understanding how to make governance a core competency §  PracQcal knowledge that can be immediately implemented

pg 2 Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential

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Agenda

§ Level SeTng -‐ FSFP’s perspecQve on Data Governance § Obstacles & Challenges to Sustainability § CreaQng Sustainable Data Governance − OrganizaQon −  Alignment − Metrics & Measurements −  CommunicaQon −  Embedding Governance

§ Ensuring success


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Level SeTng


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Data Governance DefiniQon

§  Data Governance is the organizing framework for establishing strategy, objecQves and policy for effecQvely managing corporate data.

§  It consists of the processes, policies, organizaQon and technologies required to manage and ensure the availability, usability, integrity, consistency, audit ability and security of your data.

CommunicaQon & Metrics

Data Strategy

Data Policies and Processes

Data Standards

and Modeling

A Data Governance Program consists of the inter-workings of strategy, standards, policies and communication.


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Data Governance Framework

pg 6

•  Vision & Mission •  Objectives & Goals •  Alignment with Corporate

Objectives •  Alignment with Business

Strategy •  Guiding Principles

•  Statistics and Analysis •  Tracking of progress •  Monitoring of issues •  Continuous Improvement •  Score-carding

•  Policies & Rules •  Processes •  Controls •  Data Standards & Definitions •  Metadata, Taxonomy,

Cataloging, and Classification •  Operating Model •  Arbiters & Escalation points •  Data Governance

Organization Members •  Roles and Responsibilities •  Data Ownership &

Accountability

•  Collaboration & Information Life Cycle Tools

•  Data Mastering & Sharing •  Data Architecture & Security •  Data Quality & Stewardship

Workflow •  Metadata Repository

•  Communication Plan •  Mass Communication •  Individual Updates •  Mechanisms •  Training Strategy

•  Business Impact & Readiness •  IT Operations & Readiness •  Training & Awareness •  Stakeholder Management & Communication •  Defining Ownership & Accountability

Change Management

Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential

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Develop and execute architectures, policies and procedures to manage the full data lifecycle

Enterprise Data Management

Enterprise Data Management Ensure data is available, accurate, complete and secure

Data Quality Management Data Architecture Data

RetenQon/Archiving

Master Data Management

Big Data Management

Metadata Management

Reference Data Management

Privacy/Security

DATA GOVERNANCE


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The Big Picture: EIM Framework

Provides a holisQc view of data in order to manage data as a corporate asset

Enterprise InformaQon Management

InformaQon Strategy

Architecture and Technology Enablement

Content Delivery

Business Intelligence and Performance Management

Data Management InformaQon Asset Management

GOVERNANCE

ORGANIZATIONAL ALIGNMENT

Content Management


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Obstacles & Challenges


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The landscape is changing …

pg 10 Copyright (c) 2014 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 10 Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential

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Obstacles

§ CompeQng prioriQes and lack of resources § Data Ownership and other territorial issues § Lack of cross-‐business unit coordinaQon § Lack of data governance understanding § Resistance to change or transformaQon § Lack of execuQve sponsorship and buy-‐in § Resistance to accountability § Lack of business jusQficaQon §  Inexperience with cross-‐funcQonal iniQaQves § Change of personnel


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Obstacles


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Why is Data Governance Important?

Internal pressures: § Desire to understand customer at any Qme from any channel

§ Data Quality issues are persistent § Balance of old mainframe systems with new technologies

§ Movement to the cloud and losing control of data

§ Data Volumes are increasing

§ Mobile apps enabling data to be created and accessed anywhere

§ Project oriented approach to addressing issues/opportuniQes

External pressures: § Greater amounts of new regulaQons

§ Increasing Customer Demands – my informaQon anywhere at any Qme

§ Technology and market changes outpacing ability to respond

Ensures the right people are involved in determining standards, usage and integra4on of data across projects, subject areas and lines

of business


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Establishing the OrganizaQon


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Don’t base your program on specific individuals


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Process

• How are decisions made?

• Who makes them? • How are Commihee’s used?

Culture

• Centralized • Decentralized • Hybrid

OperaQng Model • Data Governance

Owner • SME’s • Leadership

People


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OperaQng Model

§ Outlines how Data Governance will operate § Forms basis for the Data Governance organizaQonal structure – but isn’t an org chart

§ Ensures proper oversight, escalaQon and decision making § Ensures the right people are involved in determining standards, usage and integraQon of data across projects, subject areas and lines of business

§ Creates the infrastructure for accountability and ownership pg 17

Wikipedia: An OperaQng Model describes the necessary level of business process integraQon and data standardizaQon in the business and among trading partners and guides the underlying Business and Technical Architecture to effecQvely and efficiently realize its Business Model. The process of OperaQng Model design is also part of business strategy.


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Types of OperaQng Models

§ Centralized −  Similar to a top down project model

§ Decentralized −  Flat structure, more virtual/grassroots in nature

§ Hybrid / Federated


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Pros: • Formal Data Governance execuQve posiQon • Data Governance Steering Commihee reports directly to execuQve • Data Czar/Lead – one person at the top; easier decision making • One place to stop and shop • Easier to manage by data type

Cons: • Large OrganizaQonal Impact • New roles will most likely require Human Resources approval • Formal separaQon of business and technical architectural roles

Bus / LOBs

OperaQng Model -‐ Centralized

pg 19

DG Execu<ve Sponsor

DG Steering Commi@ee

Center of Excellence (COE)

Data Governance Lead

Technical Support

Data Architecture

Group

Technical Data Analysis Group

Business Support

Business Analysis Group

Data Management

Group


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LOB/BU Data Governance Steering Commi@ee

LOB/BU Data Governance Working Group

OperaQng Model -‐ Decentralized

pg 20

Data Stewards Application Architects

Business Analysts Data Analysts

Pros: • RelaQvely flat organizaQon •  Informal Data Governance bodies •  RelaQvely quick to establish and implement

Cons: • Consensus discussions tend to take longer than centralized edicts •  Many parQcipants compromise governance bodies •  May be difficult to sustain over Qme •  Provides least value •  Difficult coordinaQon •  Business as usual •  Issues around co-‐owners of data and accountability


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OperaQng Model -‐ Hybrid

pg 21

Pros: • Centralized structure for establishing appropriate direcQon and tone at the top • Formal Data Governance Lead role serving as a single point of contact and accountability • Data Governance Lead posiQon is a full Qme, dedicated role – DG gets the ahenQon it deserves • Working groups with broad membership for facilitaQng collaboraQon and consensus building • PotenQally an easier model to implement iniQally and sustain over Qme • Pushes down decision making • Ability to focus on specific data enQQes •  Issues resoluQon without pulling in the whole team

Cons: • Data Governance Lead posiQon is a full Qme, dedicated role • Working groups dynamics may require prioriQzaQon of conflicQng business requirements • Too many layers

Data Governance Steering Commihee

Data Governance Office

Data Governance Working Group

Business Stakeholders IT Enablement

Data Governance Organization


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OperaQng Model -‐ Federated

Pros: • Centralized Enterprise strategy with decentralized execuQon and implementaQon • Enterprise Data Governance Lead role serving as a single point of contact and accountability • “Federated” Data Governance pracQces per Line of Business (LOB) to empower divisions with differing requirements • PotenQally an easier model to implement iniQally and sustain over Qme • Pushes down decision making • Ability to focus on specific data enQQes, divisional challenges or regional prioriQes •  Issues resoluQon without pulling in the whole team

Cons: • Too many layers • Autonomy at the LOB level can be challenging to coordinate • Difficult to find balance between LOB prioriQes and Enterprise prioriQes

Enterprise Data Governance Steering Commihee

Enterprise Data Governance Office

Data Governance Groups

Data Governance OrganizaQon

pg 22

Business Stakeholders

IT Enablement

Divisional DG Office


IT Enablement



IT Enablement


IT Enablement



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OperaQng Model Roles and ResponsibiliQes §  Data Governance Steering Commihee −  Provides overall strategic vision −  Approves funding, budget and resource allocaQon for strategic data projects −  Establishes annual discreQonary spend allocaQon for data projects −  Adjudicates intractable issues that are escalated −  Ensures strategic alignment with corporate objecQves and other business unit iniQaQves

§  Data Governance Office −  Chairs the Data Governance Steering Commihee and Data Governance Working Group −  Acts as the glue between the Data Governance Steering Group and the Working Commihee −  Defines the standards, metrics and processes for data quality checks, invesQgaQons, and resoluQon −  Advises business and technical resources on data standards and ensures technical designs adhere to

data architectural best pracQces to ensure data quality −  Adjudicates where necessary, creates training plans, communicaQon plans etc

§  Data Governance Working Group −  Governing body comprised of data owners across Business and IT funcQons that own data definiQons

and provide guidance & enforcement to drive change in use and maintenance of data by the business −  Validates data quality rules and prioriQze data quality issue resoluQon across the funcQonal areas −  Trains, educates, and creates awareness for members in their respecQve funcQonal areas −  Implements data business processes and are accountable to decisions that are made


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Typical DG Office Deliverables

§ Some Typical Deliverables: §  Documented DG Strategy, Vision, Mission, ObjecQves §  Documented DG Guiding Principles §  Documented roles & responsibiliQes of the various members §  Up to date OperaQng Model §  RACI matrices §  Templates for Policies and Processes §  Templates for capturing metrics and measurement requirements §  Templates for steering commihee meeQngs §  Training Plans §  CommunicaQon Plans §  Template for regular DG communicaQon §  Templates for logging issues needing escalaQon and eventual resoluQon §  Templates for new DG service requests §  Checklists for new projects to ensure adherence to DG standards


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Typical Roles

§ Business Steward § Data Owner § Data Steward § Data Quality Analyst § Business Analyst § Data Architect § Technical Leads (MDM, Metadata, Reference Data, App)


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Sample Data Governance OperaQng Model

Direc<on

TBD Execu<ve Sponsor Business and IT

Business Steward Leads Service Order Management

Finance FP&A Sales

Market Strategy

Analy<cs

Data Governance Steering Commi@ee

Finance (CFO)

InternaQonal (President)

Global Services (COO)

IT (CIO)

MarkeQng (CMO)

Data Governance Office Data Governance Leads

Business and IT Data Governance Coordinator

Management

Provides budget and resource approvals. Forum for issue escalaQon

Craps the enterprise data strategy, including polices, processes and standards to ensure that data is managed as an asset

Execu<ve Level

Management Level

Stewards data within their BU to ensure that the enterprise policies are applied

Tac<cal Level

Strategic Level Provides overall strategic direcQon, budget and resource approvals forum for issue escalaQon

Execu<on

Data Management IT Support Group

Data Quality Lead Metadata Lead

Data Architect

BI Delivery

Opera<ons External Repor<ng

DGWG

Enterprise Architect BA

Data Analyst IT Security

Privacy

Legal Data Stewards

Risk

Centralized Data Steward Pool

Accoun<ng


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Data Governance Leadership Team

Sample MulQ-‐Domain OperaQng Model

Program Oversight & DirecQon

ExecuQve Sponsor

Program Management DG Working Group

Data Governance Program Management Team DG Program Manager

DG Coordinator

Program ExecuQon

IT Manager

Data Domain Owners

Business Data Leads

Data AcquisiQon

Data Stewardship

IT Enablement

Supply Chain InternaQonal Sales HR Finance IT MarkeQng

Customer Product Employee Vendor Supplier

DG Data Quality Manager


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Principle Descrip<on Be clear on purpose Build governance to guide and oversee the strategic and enterprise mission

Enterprise thinking Provide consistency and coordinaQon for cross funcQonal iniQaQves. Maintain an enterprise perspecQve on data

Be flexible If you make it too difficult, and people will circumvent it. Make it customizable (within guidelines), and people will get a sense of ownership

Simplicity and usability are the keys to acceptance

Adopt a simple governance model people can use. A complicated and inefficient governance structure will result in the business circumvenQng the process

Be deliberate on par<cipa<on and process

Select sponsors and parQcipants. Do not apply governance bureaucracy solely to build consensus or to saQsfy momentary poliQcal interest

Enterprise wide alignment and goal congruence

Maintain alignment with both enterprise and local business needs. Guide prioriQzaQon and alignment of iniQaQves to enterprise goals

Establish policies with proper mandate and ensure compliance

Clearly define and publicize policies, processes and standards. Ensure compliance through tracking and audit

Communicate, Communicate, Communicate!

Frequent, directed communicaQon will provide a mechanism for gauging when to “course correct”, manage stakeholder and effecQveness of the program

Data Governance Design Principles


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Keys to a Successful DG OrganizaQon

§  Governance team must contain members from mulQple lines of business §  Ensures cross funcQonal buy-‐in and ownership §  Key lines of business must be represented

§  Team members must represent both business and IT §  IT needs to be able to implement per the governance policies and the business needs to be aware of IT limitaQons…

§  Team needs to meet on a regular basis §  Business is constantly changing §  Discuss new and emerging programs §  Current IT acQviQes and their effect on the data §  Review policies and study measurement output

§  Agreed upon fundamentals that serve as the Guiding Principles §  If this doesn’t exist, the first mandate is to create this §  Standards are mechanisms for Qe-‐breaking

§  Clear lines of communicaQon §  Regular interacQon with execuQve management §  Ensure communicaQon methods to enforce policies at the steward and stakeholder level §  Invite stewards, project managers, stakeholders etc to provide status updates on criQcal iniQaQves that affect the data

§  Ensure the Opera<ng Model fits the culture of the company


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Exercise: CreaQng an OperaQng Model

§ Part One: 10 minutes § Describe your current organizaQonal structure §  Is your organizaQon centralized or decentralized? § How are decisions made in your organizaQon? Consensus? Fiat? § Are there any decision making bodies or commihees? If yes: − What is their structure? − Who is part of it? − What is their mandate? − What are their current roles and responsibiliQes?

§ Share and discuss


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Exercise Workspace § Describe your current organizaQonal structure

§  Is your organizaQon centralized or decentralized?

§ How are decisions made in your organizaQon? Consensus? Fiat?

§ Are there any decision making bodies or commihees? If yes: − What is their structure?

− Who is part of it?

− What is their mandate?

− What are their current roles and responsibiliQes? pg 31 Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential

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Exercise: CreaQng an OperaQng Model

§ Part Two: 10 minutes §  IdenQfy which OperaQng Model best fits your organizaQon § Why do you think it’s the best fit? §  IdenQfy possible exisQng commihees that can be leveraged to create the DG Steering Commihee − What are their current roles and responsibiliQes? − Who currently sits on that Commihee? − Who else would need to parQcipate if it was used for DG decisions? −  Is there anyone on the Commihee that doesn’t need to be involved in DG decisions?

§ Share and discuss


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Exercise Workspace

§  IdenQfy which OperaQng Model best fits your organizaQon

§ Why do you think it’s the best fit?

§  IdenQfy possible exisQng commihees that can be leveraged to create the DG Steering Commihee

− What are their current roles and responsibiliQes?

− Who currently sits on that Commihee?

− Who else would need to parQcipate if it was used for DG decisions?

−  Is there anyone on the Commihee that doesn’t need to be involved in DG decisions?


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Alignment



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Random House DicQonary: a state of agreement or cooperaQon among persons, groups, naQons, etc., with a common cause or viewpoint.

Wikipedia: Alignment is the adjustment of an object in relaQon

with other objects, or a staQc orientaQon of some object or set of objects in relaQon to others.

Understanding a process from the perspec4ve of others Working individually towards a common goal

DefiniQon of Alignment


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Impact on Governance Programs

Sources of mis-‐alignment § Lack of understanding −  Of how an individual’s role fits into Corporate ObjecQves

−  Of other jobs, roles, experiences, objecQves

§ ConflicQng/ compeQng objecQves

§ PoliQcs § CommunicaQon styles

§ Personality conflicts

Importance of Alignment § Creates a conQnual “buy-‐in” process with all Stakeholders

§ Helps organizaQons “think globally and act locally”

§ OpQmizes resources to manage costs

§ Work towards a common goal

§ Minimizes risk


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Alignment Process

• Why is this important?

• Why should we care?

Value

• Who cares? • Why should they care?

Stakeholders • How does the value benefit the stakeholders?

Linkage


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IdenQfy and Align Values

pg 39

Value of DG to Business Value of DG to IT


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IdenQfy Stakeholders

§ Who are the Stakeholders? §  IT §  OperaQons §  Compliance §  Line of Business

§ What are their drivers? § What are their key goals? § What are their concerns? § What are they trying to avoid?

§ What are their prioriQes? § Which goals are criQcal? § What happens if those goals aren’t achieved?


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pg 41 Proprietary & Confidential

Stakeholder Map

Value of DG to Business

Value of DG to IT


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Linkage is the tacQcal process of mapping your delivery to the issues important to the stakeholder. •  Per Stakeholder, idenQfy what is important to them and why.

§  What happens if they don’t achieve their goal? •  List elements of DG soluQon

•  Choose Top 3 •  Choose up to 3 elements of the DG soluQon and arQculate how those deliverables can help that person achieve their goals

§  ConQnually ask yourself, So What?

Linkage delivers Alignment

Create Linkage


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PotenQal Deliverables

§ Consistency of customer/product/employee data §  Improve data quality §  Improve data consumpQon and appropriate usage § Create and understand data lineage § Create a data plasorm to support a single face to the Customer § Facilitate the concept of “Single Sourcing” of data to the Data Warehouse and Business ApplicaQons

§ Create and implement common enterprise systems/tools and processes for selected data


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DG Program

Sales/MarkeQng Improve Understanding of

Customers Improve SegmentaQon

Understand Risk

IT Improved ProducQvity

ProacQvely support business Lower TCO

Improved Data Quality

Single Repository of Customer Data

Create Data Lineage

ArQculate Linkage

The Single Repository of Customer data will improve my understanding of customers by providing me a trusted source of Qmely, accurate and perQnent data from which to execute analyQcs, segmentaQon and risk assessment.

CreaQng and understanding Data Lineage will improve IT producQvity by reducing the Qme spent searching for data, ensure the appropriate data is used and validaQng the data. Data Lineage that is created and understood by both IT and business will facilitate a common language and enable IT to beher support the business growth and expansion.


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•  Per Stakeholder, idenQfy what is important to them and why. §  What happens if they don’t achieve their goal?

•  List elements of DG soluQon •  Choose Top 3

•  Choose up to 3 elements of the DG soluQon and arQculate how those deliverables can help that person achieve their goals

§  ConQnually ask yourself, So What? §  10 minutes §  Share and discuss

Exercise


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Exercise Workspace

Stakeholder Deliverable Linkage Statement


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Linkage creates Alignment


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Metrics & Measurement


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Why are Metrics Important?

Alignment

Relevance

Value


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DefiniQon

§ Metric −  A metric is any standard of measurement

§  Number of business requests logged §  Number of data owners idenQfied §  Percentage business requests resolved within agreed SLA, etc.

§ Key Performance Indicator (KPI) −  A Key Performance Indicator (KPI) is a quanQfiable metric that the DG Program has chosen that will give an indicaQon of DG program performance. −  A KPI can be used as a driver for improvement and reflects the criQcal success factors for the DG Program

§ A metric is not necessarily a KPI


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Metrics/KPIs examples

pg 51

People

§  # of DGWG decisions backed up by the steering commihee

§  # of approved projects from the DGWG

§  # of issues escalated to DGP and resolved

§  # of data owners idenQfied

§  # of data managers idenQfied

§  DG adop4on rate by company personnel (Survey)

Process

§  # of data consolidated processes

§  # of approved and implemented standards, policies, and processes

§  # of consistent data definiQons

§  Existence of and adherence to a business request escalaQon process to manage disputes regarding data

§  Integra4on into the project lifecycle process to ensure DG oversight of key ini4a4ves

Technology

§  # of consolidated data sources consolidated

§  # of data targets using mastered data

§  Address accuracy for mailing/shipping

§  Data integrity across systems

§  Records/data aged past target

§  Presence and usage of a unique identifier(s)


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Aligning Benefit to Value

Benefits of Data Governance

• Data lineage and auditability • Improved data transparency and quality • Repeatable processes and reusable arQfacts

• Consistent definiQons • Appropriate use of informaQon • CollaboraQon among teams, business units, etc..

• Accountability for informaQon use • Quality of all data types • Easier sharing of informaQon • Visibility into the enterprise via data • InformaQon security

Content property of IMCue and FSFP, Copyright 2013 ReproducQon prohibited pg 52 Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential

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CreaQng Metrics


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Process to Establish Metrics

pg 54

Issues • What are the issues in your group?

• What do you mean by that?

• Why is it important?

• What are your objecQves?

Goals • What is the change you would like to see? What acQon?

• How will that change impact you?

• What is the impact if those objecQves aren’t met?

Metrics/KPI’s • What processes are involved in that change?

• How is informaQon used in that process?

• What informaQon is used? What data?

• What data improvements are needed?

Impact • PosiQve change created by addressing issues

• Benefit of improving data to impact objecQve


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GeTng to Data Change Metrics

Issues/Objec<ves

Goals Informa<on Data Data Change Addi<onal Ac<on

Report Quality and Accuracy

Improve Data Understanding

Accounts Client InformaQon

Reduce duplicaQon of client data

Improve Data Transparency

Increase completeness of record

Reduce Manual RemediaQon

Track data lineage

Ensure thoroughness of data sources

Products owned

Increase Completeness of record

Ensure thoroughness of data sources

Households RelaQonship

Groups pg 55 Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential

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Sample Data Metrics

Data Change Measurement Target Frequency

Reduce DuplicaQon of Client Data

% DuplicaQon 99% Daily

Increase Completeness of Client Record

% Completeness of key fields 99% Daily

Track Data Lineage Completeness of lineage diagram 99% Monthly

Ensure Thoroughness of Client Data Sources

Review of data acquisiQon and ETL process Business consensus

Quarterly

Increase Completeness of Products Owned

% Completeness of key fields 99% Weekly

Ensure Thoroughness of Product Data Sources

Review of data acquisiQon and ETL process

Business consensus

Quarterly


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GeTng to Business Change / Impact Metrics

pg 57

Goal Measurement Target Frequency

Improve Data Understanding

Completeness of Business Glossary % of Business Users Trained

100% 100%

Monthly Monthly

Improve Data Transparency

Completeness of Lineage 80% Monthly

Reduce Manual RemediaQon

Time to complete report process (baseline is 6 days)

1 Day Monthly

Increase Report Quality and Accuracy

Improved Business Stakeholder SaQsfacQon Survey Reduced Issue Requests

Business Approval 10% drop

Quarterly Monthly

This is your KPI Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential

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Sample Metrics


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ImplemenQng Data Governance at XXX ensures our data is managed as an asset of the firm

§ A Data Governance Office will be established to administer XXX’s data governance policies and standards, working with the various assigned Data Owner and Business Data Stewards across the corporaQon

§ Managing data as an asset will enable XXX data to be: − Discoverable (“I understand what data is available to me and where it lives”) − Accessible (“I know how to and who can access the data”) −  Trusted (“I feel confident in the quality in the data”) − AcQonable (“I know what that data is and can use it to derive business value”)

§ This will increase the value of our data and allow us to beher leverage data to drive compeQQve advantage

59 Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential

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From Vision to Measurement

Data Value

Discoverable

LocaQon

Book of Record Book of

Reference InformaQon

Layer

Content

Ahributes

Metadata

DefiniQon

Accessible Access Rights

Data ClassificaQon

Privacy

User Role Data Owner

Trusted Data Quality 7 Dimensions

of Quality Reproduce-‐

able

AcQonable

Purpose Guidelines

Meaning DefiniQon

Metadata

Data Change


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Sample Data Metrics

Data Change Measurement Target Frequency

Uniqueness % Uniqueness of Party 99% Daily

Completeness % Completeness of key fields 99% Daily

Data DefiniQons (Business Metadata)

Completeness of DefiniQons 100% over Qme

Monthly

Metadata (Technical)

Complete accurate Metadata 100% over Qme

Monthly


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Exercise

§ ArQculate an Issue − What is the issue? − Why is it important?

§ Determine the Goals − What is the change you’d like to see?

§ Define the Metrics − How can we measure the components?

§ ArQculate the Impact measure


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Exercise Workspace

pg 63

Issue Goals Metrics Impact


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CSIM SCORECARD

BU 2 SCORECARD

ESIM SCORECARD

BU 1 SCORECARD

XXX DATA GOVERNANCE SCORECARD

(FUTURE STATE) STRATEGIC VIEW

OPERATIONAL SCORECARDS

CONSOLIDATED BY BUSINES UNIT

SETUP

RULES THRESHOLDS DATA QUALITY DIMENSIONS FFREQUENCY WEIGHTING ALL SCORECARDS

START WITH A BASELINE

Scorecard Approach: Show some vision forward

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD ATTRIBUTE

SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

ATTRIBUTE SCORECARD

Ahribute level Supports OperaQonal Use Case

EnQty Level Supports CSC Data Governance

(Strategic Value)


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CommunicaQon & Stakeholder Management


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Why is CommunicaQon Important?

pg 66

Ø Creates Awareness

Ø Aligns expectaQons

Ø Creates an opportunity for feedback / engagement

Ø ProacQvely addresses Change

Ø Publishes Success

Ø Answers the quesQons “Why?” and “What’s in it for me?”

Ø Aligns acQviQes


4

TranslaQng Data Value into Business Value

§ CommunicaQon is key to maintaining commitment § The right metrics help maintain alignment − Metrics have no value if they aren’t aligned to the interests of a stakeholder −  Ensure there is some way of measuring how the improvement in data is helping stakeholders progress toward their goals − What informaQon do you need to track and measure to those goals?

§ Translate the value statement into the language of the recipient


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Purpose: Increase Stakeholder Engagement

Using this framework enables clear gaps in stakeholder engagement to be idenQfied and subsequent change strategies to be put in place to enable the gaps to be closed

T I M E Status Quo Vision

COM

MIT

MEN

T /

ENTH

USI

ASM

High

Contact I’ve heard about this program/project

Low

I know the concepts

Awareness

I understand how Program/project positively impacts

and benefits me and the organization

Positive Perception

This is how we do business Institutionalization

Understanding I understand what this means to me and the organization as a whole

Adoption I am willing to work hard to make this a success

Internalization I’ve made this my own and will constantly create innovative ways to use it


4

•  Engagement Strategy: •  Focused effort must be given

to high priority groups •  Provide sufficient level of

informaQon to less influenQal groups to ensure buy-‐in

•  Move people and or groups to the right by trying to increase their level of interest

•  Forms the foundaQon of your engagement / communicaQon strategy

Stakeholder Engagement Strategy

pg 69

Meet Their Needs

Key Player

Least Important

Show Considera<on

Stakeholder Influence

Stakeh

olde

r Infl

uence

Stakeholder Interest


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What is a CommunicaQon Plan?

§ CommunicaQon Plan DefiniQon −  A wrihen document that helps an organizaQon achieve its goals using wrihen and spoken words. − Describes the What, Why, When, Where, and How

§  Importance of a CommunicaQon Plan − Gives the working team a day-‐to-‐day work focus − Helps stakeholders and the working team set prioriQes −  Provides stakeholders with a sense of order and controls −  Provides a demonstraQon of value to the stakeholders and the business in general − Helps stakeholders to support the DG Program −  Protects the DG Program against last-‐minute demands from stakeholders


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CommunicaQon Plan

§ Brings it all together: − Who do we need to communicate to? − What informaQon will be important to them? − Metrics that map to their professional and personal goals − How frequently should they be updated? − What is the method of communicaQon? − Who should be communicaQng to them?


4

Components of a CommunicaQon Plan

Communica<on Plan Stakeholder: XXX

QualitaQve InformaQon Any general qualitaQve informaQon that I would like to receive related to this deliverable

QuanQtaQve InformaQon

Of the quanQtaQve metrics that have been defined, which are the ones I would like to be informed about AND how do I want the metric communicated to me to make the message perQnent

Frequency How open do I want to be informed about progress

Method What is my preferred mechanism of receiving the informaQon


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Item Frequency Description Purpose Audience Documentation From Date Owner Status

Meetings

First BSL Meeting One-Time Introduction

Get explicit buy-in from the participants and resource ask

DGWG BSLs PowerPoint Presentation John 8/25/11 John Complete

DGWG Core Team Kickoff Meeting One-Time DGO kickoff and vision from IT Sponsor

Kickoff DGWG-Core, IT Sponsor

PowerPoint presentation John 9/15/11 John Complete

DGO Launch Logistics One-Time Communication announcing the DGO Plan on the best way to communicate the DGO launch and PR effort

DGO, SVB Corporate Communication

Email John TBD John Complete

DGO-DGWG-Core Status Meeting Weekly DGWG accomplishments, progress towards goals and issues

Status DGWG-Core members SharePoint Agenda & Content

John Ongoing Flo In progress

Meeting with DGO IT Lead Weekly Planning and strategy Status/Planning DGO Chair, DGO IT Lead and DGC

John Ongoing John

DGO & MDM alignment meetings Weekly MDM Implementation update Status MDM team, DGO Chair & DGC

Agenda Rebecca Ongoing Rebecca

Mentoring program (Data Stewardship Program)

Weekly Opportunity to learn from Business Steward Leads. Best practices, polices, processes, standards, definitions

Enrichment DGWG Data Stewards Data Stewardship Best practices. DGO Polices, processes, standards, definitions

TBD TBD TBD Not Started

Meeting with Program Sponsors Bi-Weekly? Provide DGWG accomplishments, progress towards goals and issues

Status DGO Chair, Biz and IT Sponsor

PowerPoint presentation John TBD John Not Started

DGO-DGWG Decision (Core & Advisory) Meeting

Monthly DGWG voting meeting Vote and approve DGWG materials DGWG members SharePoint Agenda & Content

John Ongoing Flo In progress

DGO-DGWG - DM IT Support Group Meeting

Monthly DGWG DM IT Support Group team monthly update

Bring the advisory team up to speed on status before the decision meeting

DGWG Advisory members

SharePoint Agenda & Content

John TBD Flo Not Started

EIC Meeting Monthly DGWG accomplishments, progress towards goals, issues, documents for informational purposes only

Status, Informational EIC members PowerPoint presentation John Ongoing John In progress

Meeting with SAM - Fund Business stakeholders

As needed Relationship building/Expectations/Impact

DGO resource engagement Business Stakeholders Informal/deck, Email John TBD Flo Not Started

Meeting with Purchasing stakeholders



Meeting with Product Implementation stakeholders



Meeting with Global Product stakeholders



DGO Town Halls One/Year DGWG accomplishments and progress towards goals Forum for open discussion

Team Building All DGWG members PowerPoint presentation John TBD Flo Not Started

Sample CommunicaQon Plan

pg 73

And these are just the meeQngs! Also: •  Awareness & Training •  CommunicaQon Vehicles •  Knowledge Sharing • ….


4

Embedding Data Governance


4

Ensuring DG is Sustainable

•  Incorporate DG goals into other goals, objecQves and incenQves Incorporate

•  Align DG with strategic objecQves, programs and projects Align

•  Embed DG into standard project, change control, new iniQaQve and operaQonal processes

Embed

•  Focus on delivering business value Focus pg 75 Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential

4

Incorporate IncenQves

Carrots SQcks

Oversight AllocaQon


4

Align with ObjecQves, Programs and Projects

§ Examples: § Alignment with Stakeholder goals (already discussed) § Alignment with Corporate ObjecQves § Alignment with strategic Programs/Projects


4

Example: Alignment with Corporate ObjecQves


4

Example: Tie Principles to Corporate ObjecQves

Corporate Objec<ve Principle

Client Data is a key asset to our company. We will enhance and manage this asset by emphasizing clear strategies, decisive acQon, innovaQon and results.

CapabiliQes Business stakeholders will get informaQon delivered at the right Qme, locaQon and amount as efficiently as possible.

ExecuQon Data Governance will introduce, support and drive standardizaQon of enterprise data.

Brand Best in class customer data quality will significantly improve both the internal as well as external customer experience.

People Data Governance should increase producQvity through centralized, streamlined processes and eliminate non-‐value added acQviQes. Maximizing automaQon is a key way to improve human resource efficiencies and is preferable over manual processes.

Principles drive crea.on and execu.on of policies, standards, processes, etc….


4

Program / Project Alignment


Project IniQaQon

Project ExecuQon

Change Control OperaQonal


4

Sample: Embed in Project IniQaQon Process

pg 82

IdenQfy informaQon/ infrastructure

needs

Profile to Iden<fy data issues

Analyze to Iden<fy root causes/ gaps

Design solu<ons to root cause

problems / gaps

Implement process & Tech

soluQons

Sustain

Proac.vely iden.fy problems and solve root causes Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential

4

Sample: Embed Data Governance Into Your Project Methodology

Engage DG, DQ, DA, MDM, Metadata Leads

Assess adherence to Guiding Principles

Alignment Workshop

Assess adherence to Guiding Principles



AddiQonal DG, DQ, DA, MDM and Metadata related deliverables added to ‘typical’ list: Data Profiling Reports, New/modified Score-‐cards, AddiQonal Metadata, New/modified Processes, Data Model Reviews, etc


Engage DG Lead


4

Sample: Embed Data Governance with Change IniQators/Control

A process flow will help ensure consistent change requests related to data


4


Sample: OperaQonal Process (Client On-‐Boarding)

New Client Request

DocumentaQon & Due Diligence

Terms confirmed

Agreement / Contract Created

Create Client

• ExisQng or Previous Client (Master Data Check) • Data Standards and ValidaQon • Data Quality Check

• Regulatory Checks • RACI / Data Ownership • Data Enrichment • Data ClassificaQon • Data RemediaQon • Decision Making / EscalaQon Processes

• Hierarchy / RelaQonship Check • Client SegmentaQon

• Contract Management • Document Management

• Update Master Data • Create Hierarchies • Data Standards and ValidaQon • Data Quality Check • Data Sharing, Access & Use Policy • …

4

Ensuring Success


4

Ensuring Success

§ The following factors are usually evident in a successful program: −  First create a strategy and then follow it (agreed on starQng point & steps necessary) −  Ensure solid alignment between Business & IT −  Clearly defined and measureable success criteria −  Small iteraQons vs. all or nothing −  ExecuQve sponsorship is criQcal −  IdenQfy and assess the importance of key people and or groups −  Really know your data −  Leverage prior experience/work…don’t re-‐invent the wheel −  Embed governance into the operaQons of your company −  Communicate, Communicate, Communicate!


4

Principle Descrip<on

Be clear on purpose Build governance to guide and oversee the strategic and enterprise mission

Enterprise thinking Provide consistency and coordinaQon for cross funcQonal iniQaQves. Maintain an enterprise perspecQve on data

Be flexible If you make it too difficult, and people will circumvent it. Make it customizable (within guidelines), and people will get a sense of ownership

Simplicity and usability are the keys to acceptance

Adopt a simple governance model people can use. A complicated and inefficient governance structure will result in the business circumvenQng the process

Be deliberate on par<cipa<on and process

Select sponsors and parQcipants. Do not apply governance bureaucracy solely to build consensus or to saQsfy momentary poliQcal interest

Enterprise wide alignment and goal congruence

Maintain alignment with both enterprise and local business needs. Guide prioriQzaQon and alignment of iniQaQves to enterprise goals

Establish policies with proper mandate and ensure compliance

Clearly define and publicize policies, processes and standards. Ensure compliance through tracking and audit

Communicate, Communicate, Communicate!

Frequent, directed communicaQon will provide a mechanism for gauging when to “course correct”, manage stakeholder and effecQveness of the program

Governance Design Principles

pg 88

Design Principles


pg 89

Thank you!

Kelle O’Neal [email protected]

415-‐425-‐9661 @1stsanfrancisco


Sustainable Data Governance

Data & Analytics