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IRM Consulting, Ltd. Co. © All Rights Reserved
QBD: Event Management 1
© 2005, IRM Consulting, Ltd., Co.; Confidential & Proprietary
Quality By Design:Event Management “The Next Generation”
IRMAC – September 17th, 2008Toronto, Ontario
Andres PerezSenior Information Management Consultant
IRM Consulting, Ltd., Co.12415 Stable Wood
San Antonio, Texas 78249-4621+1 (210) 413-1481 - andres-perez@msn.com
QBD: Event Management 2(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Andres PerezInformation Quality and Information Management Consultant
He provides consulting in the disciplines of:• Program and Project Management.• Information Quality Management (TIQM® Certified).• Enterprise Information Resource Management (Information Stewardship, Information
Administration, Metadata Repository and Management• Information Architecture (Modeling, Design, Standardization, Profiling, Reverse Engineering,
Movement, and Integration (Enterprise Information Modeling, ETL and EAI)• Information Integrity audits (COBIT), Analytical Solutions (Business Intelligence, Data
Warehousing, ODS, Data Marts), Customer Relationship Management and other Large Operational Solutions (OLTP)
He conceived and implemented an information management program called “Data Certification.”Mr. Pérez is a well known speaker at data management and information quality conferences in the US
and Europe including DAMA International, Information Quality, ZIFA (Zachman Institute for Framework Advancement) and IAA (Insurance Application Architecture). His presentations encompass information resource management, information stewardship, information quality management, and enterprise information architecture.
He is the VP of Marketing for DAMA International, past member of the Board of Directors for the IAIDQ, past President of the Heart of Texas DAMA Chapter, past member of the IAA Board of Directors, and past member of the Object Management Group.
Mr. Perez is a certified TIQM® consultant and has a BS in Mechanical Engineering and Business Administration from the Universidad Autónoma de Nuevo León; Monterrey, México.
He may be contacted at: phone: +1 210-413-1481 or email: andres-perez@msn.com.
Andrés Pérez is an Information Resource Management Consultant and President of IRM Consulting, Ltd. Co., based in San Antonio, Texas. Mr. Pérez specializes in information resource management, information architecture and information quality management.
IRM Consulting, Ltd. Co. © All Rights Reserved
QBD: Event Management 2
QBD: Event Management 3(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Agenda
The Business Case for Event ManagementData Movement PrinciplesEvent Management & Process ImprovementUnderstanding Information NeedsData Movement & Event Design ConsiderationsEvent & Process Management Design ConsiderationsQ&A
QBD: Event Management 4(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
$24 Billion spent
annually to
integrate
enterprise
applications
—Standish Group
“GartnerGroup estimates that as much as 30 percent of the
costs associated with implementing a major packaged application will be consumed by the development of point-to-point application interfaces.
An even higher percentage is spent on ongoing maintenance
of these interfaces.”—Gartner Group
Average Global 2000 company relies on 49 enterprise applications, spends 25% to 35% of IT budget on integration—META GroupEnterprises today and
tomorrow will require a
far higher degree of integration…to shift
gears more rapidly, to change competitive
formulas, and to re-organize more quickly than ever before.—Forbes
(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
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QBD: Event Management 3
QBD: Event Management 5(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Typical Data Environment
Translation
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QBD: Event Management 6(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Typical Data Environment
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QBD: Event Management 4
© 2005, IRM Consulting, Ltd., Co.; Confidential & Proprietary
Data Movement PrinciplesThe Data Movement Lighthouse
“From the errors of others, a wise man corrects his own.”
Publilius Syrus,Circa First Century, B. C.
QBD: Event Management 8(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
First: Avoid Data Movement
Don’t Do It!!!It adds costReduces semantic valueIncreases information floatIntroduces opportunity for quality defects
“The goal of Information Management is to avoid and eliminate unnecessary data movement by providing well defined enterprise information models and well implemented enterprise-strength databases that meet the information, accessibility and performance needs of all stakeholders”
-- Larry English
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QBD: Event Management 5
QBD: Event Management 9(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Second: Apply Data Movement For Value-Add
Use Data Movement to:Bring information from, or send information to, outside data producers or consumersMove from the official record-of-origin to the official record-of-reference data storeMove from the official record-of-reference data store to an application software package database and backMove from an enterprise record-of-reference data store to the analytic or strategic (operational data store or data warehouse) databaseMove data as a one time conversion from a legacy data store to the newly architected data store.
Adapted from: L. P. English’s Increasing Business Information and Data Warehouse Quality
QBD: Event Management 10(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
ERP-1
Customer
Function
ERP-2
Service
Legacy A
Legacy B
Third: Plan Data Movement Reuse
Managed Data Propagation
Dat
a A
cqui
siti
on &
Tran
sfor
mat
ion
Dat
a Pa
ckag
ing
&
Dis
trib
utio
n
Batch / ETL / Messaging
Inst
alled
Base
Dat
a-In
tegr
ated
App
licat
ionsEnhanced
Customer
NewERP
NewFunction
NewService
NewChannel
Information Resource Metadata
Record-of-Reference
(Operational and Analytical)
Hub-and-Spoke Data Movement
External Data
Producers
ExternalDataConsumers
(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
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QBD: Event Management 6
QBD: Event Management 11(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Fourth: Capture Information About Defects & Events
Monitor Data Movement Processes
Identify all non-compliance conditionsRecord relevant conditions (e.g., “all A/P transactions must have a valid vendor”)Record relevant data corrections (e.g., “if the service date is invalid, set to the accounting date and issue an event notification”)Maintain records for as long as it is relevant to the customerProvide reporting for SPC analysis
© 2005, IRM Consulting, Ltd., Co.; Confidential & Proprietary
Applying Event Management to Process Improvement
“Speak with data”
-- Dr. Kaoru Ishikawa
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QBD: Event Management 7
QBD: Event Management 13(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
“Dashboard” vs. Statistical Process ControlThe “green,” “yellow” and “red” concept applies to linear control (e.g., “stop and go”)Not all Information Quality issues are linear:
Tolerance (“GO”) Depends on Business ImpactAcceptable to some is unacceptable to others
Critical Considerations:The threshold is usually not the same for all application of the informationWho Determines the thresholds? (e.g., “Is 10% defective OK?”)Do you know the business impact across the value chain?
Information Quality Cost Drivers:Defect detection = InspectionDefect correction = ReworkDefect rejection = ScrapDefect prevention = Process Improvement
Process Improvement requires KNOWLEDGE of the business impact and ROOT CAUSES for defects
“The central problem in management and in leadership is failure to understand the information in variation.” –W. E. Deming
QBD: Event Management 14(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
1407
1288
2005 13
1110
0117
4516
48 1101
1315
1316
1450 12
01110
919
08
Event Registration ID
Inci
dent
s
Count
Pareto Analysis (Illustration Only)
63.7
78.5
25.4
1009894.288.4
Percent
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QBD: Event Management 8
QBD: Event Management 15(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
0
1
2
3
4
5
6
7
Week (Friday Date Shown)
UCL Actual LCL
Observations:Server was experiencing “some” issues with defective back-upsThe client upgraded the Tape Drivers but was not sure if more action was required The analysis showed that the process capacity for defective back-ups was reduced from 6 per week to 1!
Server With Faulty Back-Ups
Tape Driver Upgrade
QBD: Event Management 16(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
1407 – Invoice Date Prior to Service Date (Before Improvement)
-50
150
350
550
750
950
1,150
1,350
1,550
1 2 3 4 5 6 7 8
UCLLCLAVG
ACTUAL
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QBD: Event Management 9
QBD: Event Management 17(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Reports: Detail (Small Sample)
11/6/2007CORRECTED TO DEFAULTPPIR0032P002806-0929 | SG121000 | SAND DOLLAR
Invoice Date Prior to Service Date1407
11/6/2007CORRECTED TO DEFAULTPPIR0032P003803-0910 | SG140000 | OTHER
Invoice Date Prior to Service Date1407
11/6/2007CORRECTED TO DEFAULTPPIR0032P615914-0797 | SG612000 | 86891
Invoice Date Prior to Service Date1407
11/6/2007CORRECTED TO DEFAULTPPIR0032P619314-0824 | SG612000 | 93327
Invoice Date Prior to Service Date1407
11/6/2007CORRECTED TO DEFAULTPPIR0032P610249-0797 | SG612000 | SAND DOLLAR
Invoice Date Prior to Service Date1407
11/6/2007CORRECTED TO DEFAULTPPIR0032P654007-0923 | SG612000 | 90011
Invoice Date Prior to Service Date1407
11/6/2007CORRECTED TO DEFAULTPPIR0032P615916-0797 | SG612000 | 87086
Invoice Date Prior to Service Date1407
DateAction ProcessEvent Value IDEvent Description
Event ID
Source: adapted from the Production Log
QBD: Event Management 18(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
1407 – Invoice Date Prior to Service Date (Split UCL/LCL)
0
200
400
600
800
1,000
1,200
1,400
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
UCLLCLAVG
ACTUAL
IRM Consulting, Ltd. Co. © All Rights Reserved
QBD: Event Management 10
QBD: Event Management 19(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
1407 – Invoice Date Prior to Service Date (After Improvement)
0
50
100
150
200
250
9 10 11 12 13 14 15 16 17 18 19 20
UCLLCLAVG
ACTUAL
© 2005, IRM Consulting, Ltd., Co.; Confidential & Proprietary
Requirements Gathering &Information Specification
“Quality is what the customer says it is.”
--Armand Feigenbaum
IRM Consulting, Ltd. Co. © All Rights Reserved
QBD: Event Management 11
QBD: Event Management 21(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Sample: Inconsistent Business Meaning
Financial Institution Real Life Situation
Documented definitions:316 Customer identifiers 167 Policy identifiers731 Location Identifiers148 Lines of business Identifiers47 Claim identifiers
(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
QBD: Event Management 22(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Operational Definitions: Achieving Effective Communication
“All linguistic representations discard most of reality; just like the map is not the territory, the word is
not the thing defined.”
- Alfred Korzybski'sGeneral Semantics
“The purpose of operational definitions is to provide the worker with a clear understanding of what kind
of work is acceptable and what kind of work is unacceptable thus enabling an operation to produce
consistent results.”
- W. E. Deming
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QBD: Event Management 12
QBD: Event Management 23(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Operational Definitions
Observations:Without operational definition, a specification is meaninglessIn industry, there is nothing more important for the transaction of business than the use of an operational definition (some are called standards)The only communicable meaning of any word, prescription, instruction, specification, measure, attribute, regulation, law, system, or edict is the record of what happens on application of a specified operation or testThe dictionary provides a concept, not an operational definition to use in industry
Test: explain what measurements to make and what criterion to adopt to decide whether something is conforming to a definition
Source: Out of the Crisis, W. E. Deming
QBD: Event Management 24(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
InformationWarranty
Information Customer-Supplier Relationship
InformationProductSupplier
(Information Producer)Customer
(Information Consumer)
Conformance toSpecifications
Specification Requirements& Feedback
Conformance to Specifications:Actual Definition & ArchitectureMeasures of Quality
Specification Requirements:Operational Definition (Function & Need)MeasurableRealistic/Obtainable (with Current Technology)
Feedback:Forecasts (quantity, timing, special instructions)Satisfaction, Comments
Information Warranty:Based on the Quality of the Actual Product
(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
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QBD: Event Management 13
© 2005, IRM Consulting, Ltd., Co.; Confidential & Proprietary
Data Movement & EventDesign Considerations
“Begin with the end in mind.”
-- Steven Covey
QBD: Event Management 26(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Data Movement Design Guidance
Begin With the End in MindDesign “Backwards” –from Target to SourceEnsure correctness from source to targetReiterate until no design issues are identified
Use Software Design PrinciplesCoupling: the degree of inter-dependence of a software component on the external environment (best: data coupling)Cohesion: the degree of inter-dependence of the functions within a software component (best = functional cohesion)
Design for PerformanceUnderstand the target volume –Design It In!
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QBD: Event Management 14
QBD: Event Management 27(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Design Iteration(s)
Data Movement General Design
Staging
• Source A• Source B• Source C• Source D• Source E• Source F• …
Source 4
Source 3
Source 2
Source 1
Staging
ConformedDimensions
TargetData Mart
BusinessAnalysts
Pre-Existing Flows
New Flows
Design Process Flow
Data Flow
New Flows
QBD: Event Management 28(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Sample Data Movement
Production
Planned Transfer Extract
Planned Transfer Prorate
Create Transfer
Facts
Actual Transfer Update
INVTRNSFActual
Transfer Extract
ActualTrnsWrk
Actual Transfer
Product
Inventory
PlanTrnsWrk1
ProdTrnsDrWrk
PlanTrnsWrk2
Actual Transfer
Load
Planned Transfer Update
Product
Plant
Week
Month
Planned Transfer
LoadPlanned Transfer
Actual Transfer
Month
Week
Week
TRUNCATE
Week
Plant
Inventory
Planning
PLNPRDTRNF
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QBD: Event Management 15
QBD: Event Management 29(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Sample Process Context Diagram
Planned Transfer Extract
PLNPRDTRNF
WeekDimension
ProductDimension
LocationDimension
Information Defects
Location-PlantX-Reference
MonthDimension
ProcessStatistics
Planned ProductTransfer
QBD: Event Management 30(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Identifying EventsIdentify all “Negative” Conditions (Invalid Data or Process Breakdowns)If a condition is handled by an enforced database constraint ensure the process fails (e.g., “if the account is not in the account table, abort the process; contact on-call personnel for immediate action”)If the condition has potential for occurring:
If the condition is not relevant do not record the event (e.g., “if the G/L transaction is not A/P, correct to default, do not record event”)Identify the condition (“service date must be valid for all A/P transactions”) [event type: invalid value]Identify the impact (“missing or invalid dates will impede service expense analysis”) [event severity: warning]Identify the action (in all A/P cases: record the event and then e.g., “correct to accounting date”) [event action: correct to default]Identify the interested parties (“notify the accounting department”) [event notification: accounting]
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QBD: Event Management 16
QBD: Event Management 31(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Identifying Events –Example (1/2)General Ledger transactions have a “service date” to capture when the service associated with the expense was provided
Stored in three columns (year, month and day); not in “date type” formatMissing (represented by zeros at the source) or invalid (e.g., valid year and month but “zero” day) in a very large number of transactionsSome are very relevant: when G/L transactions are for a vendor provided service or productMost are not relevant at all: when G/L transactions are not related to a service (e.g., royalty payouts)
Conducted a profile of one month worth of transactions (15 MM+)
52.7% had missing/invalid dates (over 8 million)The bulk of these transactions were “not requiring service date”1,439 transactions were classified as “requiring service date but having a defective date”
QBD: Event Management 32(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Identifying Events – Example (2/2)
Service Date “Event Generation”When the service date is present and valid, create the target “service date”Otherwise
When the service year and month are present and valid but the day is not present or invalid, set the target “service date” to the year-month (no “day”)Otherwise, set their target service year-month to the accounting date (no “day”)For transactions not requiring service dates (Account Numbers 100s and 300s)
Do not generate an eventFor transactions requiring a service date (All Others)
Generate an event (report the incident)
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QBD: Event Management 17
QBD: Event Management 33(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Identifying Event TypeDuplicate Entry (two records are present with same identifier)
Invalid Value (invalid data type, invalid domain, et al)
Key Not Found (failed referential integrity)Source Data Not Found (missing incoming file)Source Entry Not Found (missing incoming record)
Out of Balance (failed reconciliation)
Process Begins (information only; process monitoring)
Process Ends (information only; process monitoring)
QBD: Event Management 34(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Identifying Event Action
Inform (e.g., “if the transaction is for A/P, notify the accounting department”)
Correct to a default (e.g., “set service date to the accounting date and notify the accounting department”)
Discard the record (e.g., “if the lease number is not in the lease table, reject the record, and notify the lease operations department”)
Stop processing (e.g., “if the incoming file is missing or empty abort the process; contact on-call personnel for immediate action”)
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QBD: Event Management 18
QBD: Event Management 35(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Sample Data Movement Specification
270,984/wkVolumetric:Sunday NightSchedule:
Product Dimension, Location Dimension, …References:
Product TransferTarget Table:PLNPRDTRNFSource File:
Truncate & InsertLoad Strategy:NewType of Change
…………
Must be in Product (1148); ID = Item, Plant, Date; Value = Item Code.If not, produce error report and discard the record
Set to the Key in Product for matching Item to Product Code and Brand Code.Item is structured as follows:
“P” (constant)6 digits numeric (Product Code)“-” (constant)4 digits numeric (Brand Code)
SRCMTRC107:Item Code
Product DimensionProduct CodeBrand CodeProduct Key
Product Key
ValidationTransformation SpecificationSource ColumnsTarget Columns
NoneExclude rows with Company = “OTH”Filter
ValidationSpecificationProcessing Consideration
1
2
34
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Functional Design:Event & Process Management
Enabling Defect Detection, Correction& Process Controls
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QBD: Event Management 19
QBD: Event Management 37(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Event & Process Management FunctionsF1
Registration Management
Event & Process Management
Designers & Developers
Parameter Details
F3Event
Management
F2E&PM
Reporting
F4Parameter
Management
E&PM Details
Failure Alert
Reports
Event Notification
Event Detai
ls
Automated Process (e.g.,
ETL)
Operations & Support
Information Stewards
F5IQM WorkManagement
InformationStewardshipCoordinator
Work ItemsWork Items
Parameter Details
Event Log
Event Log
E&PM Details
QBD: Event Management 38(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
F1 Registration ManagementF1.1
Register Registrants
Event & Process Management
AdminRegistrant Details
F1.3ManageEvent
Notifications
F1.2Manage
Stewards
F1.4Configure
E&PM
Registrant Details
Steward Details
Notification Details
Designer / Developer /
Steward
Coordinator
F1.6ManageIQM
Projects
Information Steward
IQM Pr
oject
Details
IQM Project Details
Steward Details
Object Details F1.5RegisterObjects
Configuration Details
Object Details
Configura
tion
Details
Notification Details
F1.7RequestReports
Designer / Developer /
StewardRequest Report
Request Reports
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QBD: Event Management 20
QBD: Event Management 39(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
F1 Web Application Menu
Registrants
Stewards
Configuration
Notifications
Reports
Register Objects
IQM* Projects
IQM: Information Quality Management
*IQM: Information Quality Management
QBD: Event Management 40(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
F1.2 Steward (Access Privileges)A person assigned stewardship by the registrant for development and maintenance of processes and data containers and related events.When a steward creates a new process or data container, the identifier of the associated registrant will be included in suchregistration. Stewards can change their association with the registrant, but objects once created remain with the original registrant.Example:Attributes:
IdentifierLDAP identifierNameAccess TypeRegistrant NameAssignments (Attributes, Data Elements, Information Quality Agreements, and IQM Roles)NotificationsAudit Trails (Created by & date; Modified by & date)
Steward
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QBD: Event Management 21
QBD: Event Management 41(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
F1.2 Manage StewardsF1.2.1Register Steward
Event & Process Management
Admin Steward Details
F1.2.3Assign
AttributeSteward
F1.2.2AssignIQMRole
F1.2.4Assign
Data ElementSteward
Steward Details (Access)
Business Steward
AttributeSteward
Coordinator
F1.2.6Event
NotificationRecipient
Information Steward Even
t Notificat
ionSelf-registration & Removal
Business Steward
IQA Steward F1.2.5Assign IQASteward
Data Element Steward
IQA Steward
Data Element Steward
Attribute Steward
F1.2.7Steward“Pop-Up”
Designer / Developer /
Steward
Steward DetailsSteward Details
IQA: Information Quality Agreement
QBD: Event Management 42(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
F1.3 Register Event Notifications
An Event Notification identifies the person or distribution list that will be notified when an associated event takes place.Example:
G/L Transactions: notifies all personnel interested in defects occurring to G/L Transactions
Attributes:IdentifierDescriptionList of event registrations:
Event Registration IdentifierEvent Message
List of recipients:Steward IdentifierNotify Method IdentifierNotify Report Identifier
Event Notification
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QBD: Event Management 22
QBD: Event Management 43(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
F1.5 Register ObjectsF1.5.1
Register Data Container
Event & Process Management
Data Cont
ainer Detail
s
F1.5.3RegisterEvent
F1.5.2Register Process
F1.5.4Register
Job Group
Designer / Developer
F1.5.6RegisterCSF*
F1.5.5RegisterBusinessObjective
F1.5.7RegisterIQA*
*CSF: Critical Success FactorIQA: Information Quality Agreement
IQM: Information Quality Management
F1.5.8RegisterAttribute
Information Steward
Process Details
Event DetailsJob Group Details
Bus. O
bj. Det
ails
CSF Details
IQA DetailsAttribute Details
Data Container Details
Process Details
Event Details
Job Group DetailsBus. Obj. Details
CSF Details
IQA Details
Attribute
Details
F1.5.9Register
IQM* Activity IQM Activity Details
IQM Activity Details
QBD: Event Management 44(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
F1.5 Object Registration Menu
Data Containers
Processes
EventsAttributes
Information Quality Agreements
Job Groups
Critical Success Factors
Business Objectives
IQM* Activity
*IQM: Information Quality Management
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QBD: Event Management 23
QBD: Event Management 45(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
F1.5.1 Register Data Containers
List of Data Elements:Name or TitleDescriptionTypeCritical IndicatorStatusAssigned StewardAssignment Date
Attributes:IdentifierRegistrantNameDescriptionLocationTypePrimary Identifier Label
A file or database table registered in the ABC database that contains one or more data elements.Examples:
A file (e.g., PLNPRDTRNF)A database table (e.g., FINANCIAL_ACCOUNT)A database view (e.g., GL_MONTHLY_SUMM)A Message (XML, RPC, etc.)
Data Container
QBD: Event Management 46(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
F1.5.2 Register Processes (1/2)A program or software component that performs a defined set of activities as prescribed by its code or structure.A process is registered when it is expected to produce registered events.Examples:
Scheduler StepInformatica Work-FlowJava ProgramDelivery of Daily Completion Production (Oil & Gas)
Attributes:IdentifierRegistrantNameDescriptionSpecification (document)EnvironmentFrequencyCategory (e.g., Business Process, Informatica Session)Processing Context (e.g., Development Production)
Process
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QBD: Event Management 24
QBD: Event Management 47(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
F1.5.2 Register Processes (2/2)
List of Critical Success Factors:
IdentifierDescriptionStatus
List of Critical Data Elements
Data Container IdentifierData Element IdentifierData Element Name
List of Information Quality Agreements:
IdentifierName
List of Sub-Processes:Sub-Process Identifier
List of Parameters:NameDescription
List of Events:Registration IdentifierMessage Description
List of Job Groups:IdentifierDescription
List of Business Process Roles:
IdentifierDescription
Process (Continued)
QBD: Event Management 48(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
F1.5.2 Register ProcessesF1.5.2.1Register Process
Event & Process Management
Proces
s Deta
ils
F1.5.2.3RegisterDerivation
F1.5.2.2Register
Parameters
F1.5.2.4RegisterValidation
Process Details
Parameter Details
Derivation
DetailsDesigner / Developer /
Steward
F1.5.2.6Rollback
ParametersCoordinator
Rollba
ck Par
amete
rs
Rollback Request
Parameter Details
Back-Slam Request F1.5.2.5
Back-SlamParameters
Validation Details
Back-Slam Parameters
Valida
tion
Details
Derivation Details
F1.5.2.7Promote
Parameters
Promotion Request
Promote Parameters
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QBD: Event Management 25
QBD: Event Management 49(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
F1.5.4 Register Job Group
List of Processes For Each Processing Context:
Process Identifier
List of Processing Contexts:
File NameFile LocationFile Generation Code (by workflow)
A set of specifications (e.g., file name and location) and a defined set of processes (Informatica Workflows and/or Sessions) grouped together to enable the Parameter File Generator function to know the processes and parameters to include in the generated parameter file (or files).Example:
One execution of the Parameter File Generator function may create one file per Informatica Workflow to use for the nightly data warehousing processes
Attributes:NameRegistrantDescription
Job Group
QBD: Event Management 50(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
F1.5.5 Register Business Objectives (1/2)States specific targets the organization plans to achieve to realize its mission.Can be set at two levels:
Corporate: concern the business or organization as a wholeFunctional: concern a function (e.g., marketing) or division (e.g., Gulf); result from the corporate business objectives as applied to the function
Must conform to the SMART criteria:Specific: state exactly what is to be achievedMeasurable: it is possible to determine whether (or how far) it has been achievedAchievable: realistic considering circumstances and resourcesRelevant: to the people responsible for achieving themTime Bound: set with a time-frame in mind
Example:Optimize production resulting in increased revenues
Business Objective
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QBD: Event Management 51(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
F1.5.5 Register Business Objectives (2/2)List of Critical Success Factors:
IdentifierDescriptionContribution to Business Objective
Attributes:IdentifierDescriptionStatusParent Objective Identifier & DescriptionList of Sub-Objectives:
IdentifierDescription
Business Objective
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F1.5.6 Register CSFs (1/2)An essential area of activity that must be performed well if the organization is to achieve its mission, objectives or goals.These are:
The areas where results will ensure successful competitive performance for the organizationThe areas that must go right for the business to flourishLack of adequate results will make the organization's efforts less than desiredThe areas that should receive constant and careful attention from management
Examples:Track daily completion productionTrack monthly completion productionDelivery of daily completion downtime hours and reasons in a timely and accurate manner
Critical Success Factor
CSF: Critical Success Factor
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QBD: Event Management 53(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
F1.5.6 Register CSFs (2/2)List of Business Objectives:
IdentifierDescriptionContribution to Business Objective
Attributes:IdentifierDescriptionStatusParent CSF Identifier & DescriptionList of Sub-CSFs:
IdentifierDescription
List of Contributing Business Processes:
IdentifierDescription
Critical Success Factor
CSF: Critical Success Factor
QBD: Event Management 54(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
F1.5.7 Register Attributes
List of Data Elements:Name or TitleDescriptionTypeCritical IndicatorStatusAssigned StewardAssignment Date
Attributes:IdentifierNameDefinitionDomainDescriptionStatusStewardSteward Assigned DateIVC Document (Hot Link)
An inherent property, characteristic, or fact that describes an entity or object. A fact that has the same format, interpretation, and domain for all occurrences of an entity type. An attribute is a conceptual representation of a type of fact that is implemented as a field in a record or data element in a database file.Examples:
Product IdentifierPerson Date Of Birth
Attribute
IVC: Information Value Chain
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F1.5.8 Register IQAs*
List of Control Processes (implementation):
IdentifierDescriptionControl Type
List of Data Elements:Name or TitleDescriptionTypeStatusAssigned Steward
Attributes:IdentifierDescriptionQuality SpecificationStatusAssigned StewardAssigned DateList of Parties:
IdentifierDescriptionProducer/Consumer
A statement of the functional specification of the quality of a critical data element as agreed to by the producer of said data element. An SLA is a business rule stating the valid values the critical data element will contain.Examples:
"The service date must not be null“"The daily completion gas volume must be zero when the down time is 24 hours"
Information Quality Agreement
*IQA: Information Quality Agreement
QBD: Event Management 56(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
F1.5.9 Register IQM Activities
List of Tasks:IdentifierNameDescriptionWarningsExamplesTemplatesOrderDeliverableWork Content (e.g., number of hours/ days/ etc.)
Attributes:IdentifierNameDescriptionOrderOverviewEntrance ChecklistExit Checklist
A type of Information Quality Management (IQM) activity that can be conducted as part of an IQM Project. An IQM Activity can be composed of one or more IQM Tasks.Example:
Identify Business Objective
IQM Activity
IQM: Information Quality Management
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QBD: Event Management 57(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
F1.6 Register IQM Projects
List of Activities:Order (revised)IdentifierStatusStart/End DatesNotesList of Tasks:
Order (Revised)IdentifierStatusStart/End DatesNotesDeliverable (Action)
Attributes:IdentifierTitleDescriptionStewardStatusStart/End DatesPercent Complete (derived)
A planned set of activities of the IQM Program with the express objective to improve business effectiveness through improved information quality.It is composed of one or more activities and each activity is composed of one or more tasks.Example:
“Improve Well Operational Effectiveness by reducing rework by production and reservoir engineers”
IQM Project
IQM: Information Quality Management
QBD: Event Management 58(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
F1.6 Manage IQM Project
Event & Process Management
F1.6.1RegisterIQM
Project
F1.6.2Register IQM
ProjectActivity
F1.6.3RegisterIQM
Project TaskF1.6.4Register
IQM ProjectDeliverable
Information Steward
IQM Project Details
IQM Project Activity Details
IQM Project Task Details
IQM
Project D
etails
IQM Project Activity Details
IQM Project
Task Details
IQM Project Deliverable Details
IQM Project Deliverable Details
IQM: Information Quality Management
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QBD: Event Management 30
QBD: Event Management 59(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Event & Process Management
F3 Event ManagementTech
Support
Information Stewards
Automated Process
(e.g., ETL)
Remove Obsolete
Logs
Process Failures
Process Failures
Event Logs
Formatted Event Details
Event Notification
Event Details
F3.1Event
Alerting
F3.4Event Log
Purge
F3.2Event
Notification
F3.3Event Logging
QBD: Event Management 60(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
F3.2 Event NotificationIssues event notifications to the recipients for all logged events since the last time they were notified.Characteristics:
Usually a batch process executed once per business day (e.g., executed Monday-Friday at 6:30 am CST)Issues one e-mail (or text message, or voice message) for each recipient indicating the number of events logged relevant to the partyThe message provides the recipient with a link to the report (selected by the recipient) were the recipient can see the contents of the event log
Event Notification
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QBD: Event Management 61(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
F5 IQM Work ManagementProposed Objects
Ready to Archive Objects
NotifyIQM Coordinator
Event & Process Management
F5.1Proposed Objects
Notification
F5.5Object Purge
Update Status to “Archived”
Remove Obsolete Objects
F5.3RejectedObject
NotificationNotify
ProponentChanged Status to
“Rejected”
Information Steward
F5.2Pending Objects
Notification
Notify Assignee
Pending Objects
F5.4Object Archive
Ready to Purge Objects
QBD: Event Management 62(© IRM Consulting, Ltd. Co.; Confidential & Proprietary)
Andres PerezSenior Information Management Consultant
IRM Consulting, Ltd., Co.12415 Stable Wood
San Antonio, Texas 78249-4621(210) 413-1481 - andres-perez@msn.com
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