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R C f i fRemove Confusion fromData Management Complexity
‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐
Increase the Probability of Data Quality Improvement Project SuccessData Quality Improvement Project Success
Manage the Forest and the Trees
Bridging the Gap Between Operations and Strategy
4 Keys to Eliminating Confusion From Data Management Complexityg p y
Roadmap for DAMA‐DMBoK Total Accountability
Variation Control Web Content Delivery
Data Management Improves Data Quality Project Likelihood of Success Data Quality Projects Have a High Risk of Failure Without a
Data Management Model
j
Without Data Management the Approach is Arbitrary. It Has No Referenceable, Authoritative Sourceo Dependent on team experience training and intuitiono Dependent on team experience, training, and intuitiono Historically proven to be a high failure risk
Data Management Models Present All of the Questions and Issues That CouldApply
The Project Team Then Selects Those The Project Team Then Selects Those Questions and Issues That Do Apply
Data Management Does Add Complexity to Data Quality Improvement Projects
• Data Quality Improvement Projects are Complex• Data Management Adds to the Complexity But It
Q y p j
• Data Management Adds to the Complexity, But It Doesn’t Have to Add to the Confusion
• The Design and Content Delivery of Many Data• The Design and Content Delivery of Many Data Management Models Require Super‐Human Efforts to Comprehend and Implementp p
Navigate Through Complexity
Roadmap for DAMA‐DMBoKData Governance Context Diagram
Least addressed but very important to understanding what to do and when to do it. Activities placed in proper order provide clarity to work sequence.
Navigate Through Complexity
Roadmap for DAMA‐DMBoK
Clearly Defined Accountability for Inputs, Processes, and Outputs, p
Total AccountabilityData Governance Context Diagram
Supplier, Input, Process, Output, CustomerCombined with
Responsible Accountable Consult Inform
Total accountability combines SIPOC and RACI which are complimentary concepts. Every activity or process has inputs and outputs. Ownership and
Responsible, Accountable, Consult, Inform
relationships are mandatory for success.
Clearly Defined Accountability for Inputs, Processes, and Outputs, p
Total Accountability
Supplier, Input, Process, Output, Customer Combined with Responsible, Accountable, Consult, Inform
Control Variation for Predictable QualityData Governance Context Diagram Variation Control
Data Management’s purpose is to enable continuous production of high quality data that supports the business. How? Identify and control variation that affects the predictability of data management process and activity outcomes.
Higher Variation Impact on Data Quality:• Unpredictable Quality• Incomplete• Incorrect
Lower Variation Impact on Data Quality:• Repeatable High Quality• Predictable Outcomes• Sustainable Processes
management process and activity outcomes.
• Redundant• Questionable and Unreliable Information• Higher Costs
• Reduced Redundancy• Reliable and Trusted Information• Lower Costs
Effective Data Management Controls Variation Over Time Increasing Predictability and Trustg y
• Culture of Effective CollaborationUpper Limit Goal Lower Limit Performance Level
Variation Under ControlCulture of Effective Collaboration
• Predictable Outcomes • Trusted Information• Effective Decision‐Making600
800
1000
1200
Upper Limit Goal Lower Limit Performance Level
g• Gain Competitive Advantages• Quickly Adapt to Competitive Business Trends
0
200
400
1 2 3 4 5 6 7 8 9 10
1400
Upper Limit Goal Lower Limit Performance Level
Variation Not Under Control• Feeds Silo Culture• Unpredictable Outcomes
400
600
800
1000
1200 • Unpredictable Outcomes• Unreliable Information• Lower Quality Decision‐Making• Unable to Adapt to Competitive
0
200
1 2 3 4 5 6 7 8 9 10
Unable to Adapt to Competitive Business Trends
Web Framework – Bring It All Together
This particular framework is based on the:The DAMA Guide to the Data Management Body of Knowledge (DAMA‐DMBOK Guide) and,The CMMI® Data Management Maturity (DMM)℠ Model
Today’s Reading Culture Requires Visually Intuitive, Clear, yet Comprehensive Delivery
Traditional Text‐Based Delivery Web‐Based Delivery
Source: Data Management Association ‐ Data Management Body of Knowledge
Centralized Access to All ResourcesVisually Intuitive Delivery of ContentPoint & Click Immediate Access to Required ResourcesLinks to Functions Policies Workflows Instructions Roles
No Central Repository for All ResourcesContent Scattered Across Multiple Documents and ApplicationsConstant Scrolling Reading and Searching Links to Functions, Policies, Workflows, Instructions, Roles
and Responsibilities, Documents and Forms, Applications, Videos, and Other Resources as Needed
Constant Scrolling, Reading, and Searching for Required Information and ResourcesIntensive Content Reading Efforts
Frameworks Accommodate and Connect Various Aspects of Data Management
Content Navigation: Point and Click Resource Access or Traversing Thumbnails and Bookmarks
Dynamic point and click navigation enables stakeholders to immediately access required resources Workflowsaccess required resources. Workflows clearly illustrate processes. Accountability relationships, specific procedural requirements, inputs and deliverables are immediately available at your fingertip. Clarity is provided to all stakeholders, even if they are not subject matter expertssubject matter experts.
PDF thumbnails and bookmarks require much more effort to navigate. Not all PDFs are created equal. In many cases, the user will have to create their own thumbnails and bookmarks. Authors concerned about protecting intellectual property rights may disable PDFproperty rights may disable PDF automation functions.
Visual Workflows are Easier for Stakeholders to Understand and Follow vs. Walls of Text
Data Management Resource Center Data Governance Home Pageg
This particular framework is based on the:The DAMA Guide to the Data Management Body of Knowledge (DAMA‐DMBOK Guide) and,The CMMI® Data Management Maturity (DMM)℠ Model
Data Governance Suppliers, Inputs, & Requirement Details
This particular framework is based on the:The DAMA Guide to the Data Management Body of Knowledge (DAMA‐DMBOK Guide) and,The CMMI® Data Management Maturity (DMM)℠ Model
Data Governance ‐ Primary Deliverables, Consumers, and Requirement Details
This particular framework is based on the:The DAMA Guide to the Data Management Body of Knowledge (DAMA‐DMBOK Guide) and,The CMMI® Data Management Maturity (DMM)℠ModelThe CMMI® Data Management Maturity (DMM)℠ Model
How Much of Your Data Management Knowledge Investment is Lost?g
• Project Completeo Consultants are Goneo Consultants are Gone o Internal Project Leads are Gone
Data Management Knowledge Inve$$$tment
Web Frameworks Provide Total Knowledge Capture, Transfer, and Fingertip AccessCapture, Transfer, and Fingertip Access• Web‐Based Process Centers Enable Knowledge Capture, Structure, and
Data Management Centerg p , ,
Immediate Access as Data is Being Developed
• Process Frameworks Link Reference and• Process Frameworks Link Reference and Source Materials Between Data Management and Operations Centers
Operations Center
Confusion, Stress and Missed Milestones orOrderly, Tangible, and Measurable Progress
• Data quality improvement projects are critical components of sophisticated, complex domains
d l ll• Data management models are equally complex
• Adding data management does increase effort, but it doesn’t have to increase confusion
• Departmental, intellectual, and communication silos impede progress
• Professional technical writers exist for a reason Effective text‐based
• Centralized process centers provide stakeholders fingertip access to visually intuitive critical resources
• Teams collaborate at a much higher for a reason. Effective text‐based content delivery is hard to create. Poorly done, it creates more confusion than productivity
glevel and across siloed boundaries
• Foundational tools, models, and procedures are in place to be leveraged in future projects
• Roadmaps and total accountability models bring order to chaos
• Clarity is brought to expectations and roles and responsibilitiesroles and responsibilities
• Ownerships and handoffs are clearly illustrated
Roadmap to Measureable Successful Data Management Implementationg p
Poor Data Quality
Current SituationHigh Quality Data
DestinationData Management RoadmapPoor Data Quality• Error‐prone • Conflicting data from multiple sources
• Data is often incomplete• Data not validated
High Quality Data• Precise and complete• Accurate and complete attributes
• Timely, updated on the most current refresh cycle
• Data not consistent with industry standards
10
12
Low Predictability When Variation is High
Variation Predictability
High Predictability When Variation is Low
• Consistent and reliable• Foundation based on referenceable, authoritative sources
0
2
4
6
8
1 2 3 4 5
2
4
6
8
10
12
Variation Predictability
Control ChartLow Predictability ‐Variation Uncontrolled
01 2 3 4 5
8
10
12
Control ChartHigh Predictability ‐Variation Under Control
Upper Limit Target Lower Limit Actual
0
2
4
6
8
10
12
14
1 2 3 4 5
Upper Limit Target Lower Limit Actual
0
2
4
6
8
1 2 3 4 5
1 2 3 4 5
Eliminate Confusion Associated with Complexity
Visual Delivery of Complex y pDomain Content
_________________
Visually Connects the DotsReduces the “Figure‐It‐Out” Time
Dramatically Improves Collaboration
Gets everyone on the same page quicklypage quickly
Process Delivery Systems
Process Center Development• Domain Content DevelopmentDomain Content Development Policies, Guidelines, and Standards Domain Best Practices from Referenceable,
Authoritative Sources• Definitions and Visualization of TotalDefinitions and Visualization of Total Accountability; SIPOC/RACI
• Key Performance Measure Development• End‐to‐End Process Maps Segmented by
i l G
Contact:Henry Draughon
Logical Groups• Resource Directories• Applications, Forms, and Document Libraries
Process Delivery Systems(972) 980‐[email protected] processdeliverysystems com
• Glossaries• Process Governance• Links to External Resources
www.processdeliverysystems.com