Global&Data&Strategy,&Ltd.&2015& · 2015. 11. 10. · global&data&strategy,&ltd.&2015& data architecture management data development database operations management data security management

Global&Data&Strategy,&Ltd.&2015&

Making'Enterprise'Data'Quality'a'Reality…'Room'for'Improvement?''

&Nigel&Turner&

Principal&Consultant&EMEA,&Global&Data&Strategy&Ltd.&Enterprise&Data&&&BI&Conference&London&

Monday&2&November&2015&

3&

Scene'Se=ng'&'Introduc@ons''


•  &&What&differenMates&enterprise&Data&Quality&/&Data&Governance&from&&tradiMonal&project&based&DQ&/&DG&approaches&

•  &&How&to&take&the&first&steps&in&enterprise&DQ&/&DG&•  &&Applying&a&DQ&/&DG&Framework&•  &&Making&the&case&for&investment&in&DQ&and&DG&•  &&How&to&deliver&the&benefits&–&people,&process&&&technology&•  &&Real&life&case&studies&–&key&do’s&and&don’ts&•  &&PracMce&case&study&–&geYng&enterprise&DQ&/&DG&off&the&ground&in&a&hotel&chain&

•  &&Key&lessons&learned&and&maxims&for&success&&

Tutorial'Objec@ves''


NIGEL'TURNER'I'role'&'creden@als'•  35&years&experience&in&IT&&&Business&Strategy;&26&years&in&Data&Management&•  IniMated&and&coordinated&BT’s&enterprise&wide&informaMon&quality&improvement&programme&&

•  Subsequently&ran&a&200&strong&InformaMon&Management&&&CRM&pracMce&serving&BT’s&global&business&customers&&

•  Since&leaving&BT&in&2010&co_authored&InsMtute&of&Direct&MarkeMng&online&qualificaMon&in&Data&Management&&&

•  Also&VP&of&Strategic&IM&at&Trillium&Soaware,&Principal&Business&Consultant&at&IPL&&&Principal&IM&Consultant&at&FromHereOn&

•  Now&Principal&IM&Consultant&EMEA&at&Global&Data&Strategy&

Favourite'Hobby'


Some'organisa@ons'I'have'worked'with''on'enterprise'DQ'/'DG…'

7&

Context'&'Drivers'for'Enterprise'Data'Quality'Why&bother?&&&


DATA ARCHITECTURE MANAGEMENT

DATA DEVELOPMENT

DATABASE OPERATIONS

MANAGEMENT

DATA SECURITY MANAGEMENT

REFERENCE & MASTER DATA MANAGEMENT

DATA QUALITY MANAGEMENT

META DATA MANAGEMENT

DOCUMENT & CONTENT MANAGEMENT

DATA WAREHOUSE

& BUSINESS INTELLIGENCE

MANAGEMENT

DATA GOVERNANCE

›  Enterprise Data Modelling ›  Value Chain Analysis ›  Related Data Architecture

›  External Codes ›  Internal Codes ›  Customer Data ›  Product Data ›  Dimension Management

›  Acquisition ›  Recovery ›  Tuning ›  Retention ›  Purging

›  Standards ›  Classifications ›  Administration ›  Authentication ›  Auditing

›  Analysis ›  Data modelling ›  Database Design ›  Implementation

›  Strategy ›  Organisation & Roles ›  Policies & Standards ›  Issues ›  Valuation

›  Architecture ›  Implementation ›  Training & Support ›  Monitoring & Tuning

›  Acquisition & Storage ›  Backup & Recovery ›  Content

Management ›  Retrieval ›  Retention

›  Architecture ›  Integration ›  Control ›  Delivery

›  Specification ›  Analysis ›  Measurement ›  Improvement

The'DAMA'DMBOK'Wheel'


Data'Quality'&'Data'Governance'–'the'interdependency'

Retail'

What'is'Data'Quality?'Data&that&is&demonstrably&fit&for&&business&purposes&&

Data'Governance'Provides&the&means&to&

deliver&

Data'Quality'Drives&the&need&for&

What'is'Data'Governance?'A&conMnuous&process&of&managing&&and&improving&data&for&the&benefit&&of&all&stakeholders&&


A'recent'data'failure'(1)''

•  Major&global&bank&&

•  Supports&community&projects&in&Hong&Kong&

•  Referred&its&customers&to&a&Community&Projects&link&on&its&website&&&

•  Unfortunately&link&was&out&of&date&and&sent&customers&to&a&pornography&site&&

•  Many&customers&quesMoned&the&suitability&of&the&projects&sponsored…&&&&


A'recent'data'failure'(2)''

SPOT'THE'DIFFERENCE'BETWEEN'THESE'TWO'UK'COMPANIES……'

•  UK Government Companies House confused the two •  Published that Taylor & Sons Ltd. had been shut down •  In fact, Taylor & Son Ltd. had ceased trading

•  Outcome: Companies House had to pay £8.8 million as it ‘irreparably destroyed’ the successful business


The'industry'impact'of'poor'DQ'–'the'evidence'

In'UK'in'2013'0.18%'of'online'orders'could'not'be'delivered'because'of'poor'address'data'–'that’s'1.4'million'orders'

On'average,'organiza@ons''waste'15I18%'of'budgets''dealing'with'data'inaccuracies'

The'US'economy'loses''$3.1'trillion'a'year''because'poor'data'quality'

56%'of'UK'Marke@ng'organisa@ons'say'managing'DQ'is'a'‘significant'challenge’''


DQ'&'DG'–'and'it’s'going'to'get'worse…''

'3'DATA'VIRTUALIZATION'1'BIG'DATA'' 2'CLOUD'COMPUTING''

TECHNICAL'DRIVERS''

'5'LAW'&'REGULATION'4'CUSTOMER'EXPECTATIONS'

BUSINESS'DRIVERS''

6'IMPROVED'EFFICIENCY'

14&

An'Enterprise'DQ'/'DG'Strategy'What’s&stopping&me?&&


19%'of'data'respondents'have'no'Data'Governance'ini@a@ve'20%'of'organiza@ons'have'Data'Governance'programs'that'are'over'5'years'old'

40%'of'respondents'have'Data'Governance'programs'that'are'3I5'years'old'

21%'have'Data'Governance'programs'that'are'1I2'years'old'

SOURCE:'DELOITTE'CONSULTING'SURVEY'AUGUST'2013&

BUT&Only'26%'have'‘well'established’'Data'Governance'programmes'

63%'are's@ll'trying'to'establish'a'formal'Data'Governance'organiza@on'or'gain'business'backing'for'an'informal'team'

Data'Governance'–'the'reality'


The'paradox'–'bridging'the'gap''


Traps'for'the'unwary'–''why'Enterprise'DQ'&'DG'can'fail''

!  Lack&of&business&leadership&and&commitment&!  Failure&to&link&DQ&/&DG&to&organizaMonal&goals&and&

benefits&!  Failure&to&focus&on&the&data&that&really&maiers&!  Giving&people&data&responsibility&but&not&equipping&&&&&&&them&to&succeed&!  Placing&too&much&emphasis&on&data&monitoring&and&not&&&&&&&&data&improvement&!  Thinking&new&technology&alone&will&solve&the&problems&!  ForgeYng&DQ&/&DG&must&embrace&all&who&use&data&

across&an&organizaMon&!  Not&delivering&business&value&early&and&regularly&&


The'tradi@onal'approach'to'DQ'improvement''

•  &&Part&of&business&and&/&or&IT&applicaMon&area&(e.g.&CRM,&MarkeMng,&Finance)&idenMfies&DQ&problem&

•  &&Starts&an&iniMaMve&to&address&the&problem&&

•  &&Puts&together&a&team&to&address&&

•  &&Team&analyses&causes&and&potenMal&strategies&to&address&&

•  &&Selects&methods&&&tools&appropriate&to&the&task&

•  &&Delivers&the&project&&•  &&May&create&localised&data&governance&structures&to&maintain&data&quality&&

•  &&May&move&on&to&another&DQ&problem&in&same&area…but&unlikely&to&seek&out&and&improve&DQ&elsewhere&in&the&organisaMon&&


Implica@ons'of'this'approach''

•  &&DQ&improvement&&&DG&may&become&stovepiped&

•  &&Each&iniMaMve&derives&own&soluMons,&methods&&&tools&&

•  &&Makes&expansion&of&DQ&and&data&governance&more&difficult&

•  &&Impedes&ability&to&tackle&enterprise&wide&DQ&–&requires&horizontal&E2E&approaches&

•  &&Reuse&of&soluMons&difficult&&

•  &&Knowledge,&skills&and&experience&not&shared&across&the&wider&enterprise&&

•  &&DQ&remains&a&niche&acMvity,&specific&to&parMcular&business&areas&or&supporMng&applicaMons&

•  &&Cost&of&delivery&of&DQ&soluMons&sub_opMmised&&


Why'it'can'be'hard'–'systemic'failure'&

•  Human error •  No data accountability •  Poor training •  Internal politics •  Denial

•  Data capture & U/D failures •  Multiple data silos •  Interface errors

•  Poor process design •  Process failures •  Flawed goal setting •  No agreed data standards


•  Layers&of&interconnected&complexity&•  All&problems&cannot&be&solved&so&need&to&focus&on&highest&value&projects,&

linked&to&strategic&organisaMonal&goals&&•  Large&number&of&stakeholders&&•  Need&for&Board&&&Senior&ExecuMve&support&&&involvement&•  Need&for&cross_organisaMonal&team&working&&

o  Between&business&&&IT&o  Across&business&units&&

•  Data&quality&change&requires&business&&&cultural&transformaMon&•  Need&to&involve&everyone,&so&communicaMon&is&key&

What’s'different'about'enterprise'wide'DQ'and'data'governance?&&

Global&Data&Strategy,&Ltd.&2015& 22&

“Know'from'where'you'came.''If'you'know'from'where'you'came,'there'are'absolutely'no'limita@ons'to'where'you'can'go.”&

James&Baldwin&author&&&poet&&1924&_&1987&

The'importance'of'origins'and'des@na@ons''


CURRENT'MATURITY'/'

READINESS'FOR'ENTERPRISE'DQ'/'DG''

AS'IS''

ENTERPRISE'DQ'/'DG'IS'BUSINESS'AS'

USUAL'' TO'BE''

STRATEGY

'&'ROADMAP'

Enterprise'DQ'&'DG'–'plo=ng'your'journey''


Your'own'organisa@on'–'how'mature'are'you?'

Where should you start?


The'DQ'Maturity'model''

Level'1:'AWARE'

Level'2:'REACTIVE'

Level'3:'PROACTIVE'

Level'4:'MANAGED'

Level'5:'OPTIMISED&&

&

CULTURAL MATURITY

Source: META Group


Stage 1: AWARE Stage 2: REACTIVE Stage 3: PROACTIVE

Stage 4: MANAGED Stage 5: OPTIMISED

•  Recognise some DQ problems, but manage on an ad hoc, mainly manual basis •  Focus on specific data cleanses; no overall approach

•  Departmental approaches to data cleanse emerge •  DQ across the enterprise generally poor, but often unquantified or unrecognised

•  The value of good DQ is recognised across enterprise •  DQ improvement focused downstream, not at source •  DQ software starts to be used •  DQ improvement recognised as a corporate issue •  Large scale DQ programmes / projects underway •  DQ policies and best of breed tools in use •  Information seen as a key enterprise asset •  DQ issues managed at source •  DQ becomes business as usual

The'DQ'Maturity'Model:''Characteris@cs'of'Development'


Implica@ons'of'DQ'/'DG'Maturity'Assessment'

•  &&Quick&(but&imperfect)&test&of&how&ready&your&business&is&for&enterprise&wide&DG&&&DQ&&•  &&Be&aware&that:&

•  In&larger&organisaMons&different&segments&of&the&organisaMon&are&probably&at&differing&stages&of&data&quality&maturity&•  It&is&a&gross&simplificaMon,&so&in&determining&your&specific&approach&be&aware&of&the&unique&cultural&context&of&your&

organisaMon&&

•  &&As&a&rule&it&suggests:&•  Low&maturity&(Unaware'/'Aware'/'Reac@ve)&organisaMons&are&very&unlikely&to&grasp&the&need&for&and&support&enterprise&

approaches&such&as&Enterprise&Data&Governance,&Master&Data&Management&etc.&&More&groundwork&needed!&&•  Enterprise&approaches&will&get&most&tracMon&in&Proac@ve'/'Managed&organisaMons&•  Op@mised&have&probably&already&achieved&enterprise&data&quality…&if&they&exist!&

•  You&can&make&it&happen…&BUT'•  You&need&a&systemaMc&approach&so…&•  You&need&a&proven&enterprise&DQ&/&DG&Framework&&

28&

The'components'of'an'Enterprise'DQ'/'DG'Strategy:'making'it'happen''&


Data'Governance'barriers:'one'approach'

OPTION'1''ADDRESS'BARRIERS''

REACTIVELY'


Data'Governance'barriers:'a'beser'approach''

OPTION'2''ANTICIPATE'BARRIERS''

PROACTIVELY'


Applying'a'structured'Data'Governance'Framework''

DG'VISION'&'STRATEGY''

BUSINESS'GOALS''&'OBJECTIVES''

TOOLS'&'TECHNOLOGY''

ORGANISATION''&''

PEOPLE'''

PROCESSES'&'

'WORKFLOWS''

DATA'MANAGEMENT''&''

MEASURES''

CULTURE''&''

COMMUNICATIONS'

KNOWN'/'SUSPECTED''DATA'CHALLENGES'


Implemen@ng'enterprise'DG'–'applying'the'Framework'

Maturity'Assessment'

Current'Status'

Vision'&'Strategy'

'

Org.'&'People'

'

DM'&'Measures'

'Processes'&'W/flows'

Culture'&'Comms'

'

Tools'&'Tech.'

Ac@vity'Roadmap'

'Overall'Strategy'

Business'Jus@fica@on'

DQ'Vision'

Business'Drivers'

Desired'State'


Enterprise'DQ'/'DG'Framework'Components'–'1''

The&raMonale&for&Enterprise&DQ&/&DG&and&its&alignment&with&the&strategic&and&operaMonal&goals&of&the&organisaMon&&&&

Formal&organisaMonal& roles&&&responsibiliMes& for&data&and&the&maturity&of&the&organisaMon&to&support&successful&DQ&/&DG&&

Assesses&how&business&processes&preserve&or&degrade&data&and&what&hidden&costs&of&failure&are&embedded&as&business&as&usual&processes.&Also&specifies&data&definiMon&&&improvement&processes&&&workflows&&''


Enterprise'DQ'/'DG'Framework'Components'–'2''

Evaluates&the&state&of&exisMng&data&management,&both&business&&&IT,&and&how&data&is&monitored&across&the&organisaMon,&including&the&presence&of&key&performance&measures&for&data&&&&

Assesses&how&effecMvely&Data&Governance&aims,&processes&and&structures& are& promoted& && embedded& via& messaging& and&educaMon&across&the&organisaMon&&

Specifies&the&platorms&and&tools&needed&to&support&enterprise&DQ&/&DG&and&how&these&are&/&should&be&deployed&within&a&defined&&&coherent&data&architecture&


Vision'&'Strategy''

'“You'have'to'work'hard'to'get'your'thinking'clean'to'make'it'simple.'But'it's'

worth'it'in'the'end'because'once'you'get'there,'you'can'

move'mountains.”'' Steve'Jobs''

1955'I'2011'


DQ'/'DG'Framework:'Vision'&'Strategy'–'key'ques@ons''

•  &&Is&there&a&clear&understanding&of&the&strategic&goals&of&your&organisaMon&and&the&need&for&enterprise&DQ&/&DG?&

•  &&How&does&your&organisaMon&rely&on&data&–&now&and&in&the&future?&

•  &&What&impact&are&data&problems&currently&having&on&your&organisaMon?&

•  &&Do&you&have&a&DQ&and&/&or&DG&policy?&&•  &&What&are&the&overall&expected&benefits&of&beier&DQ&/&DG?&


The'Mo@va@on'Model'

•  There&is&benefit&in&formally&documenMng&the&moMvaMons&for&the&project&•  Commonly_agreed&upon&guidelines&for&project&tasks&&&deliverables&•  Reminder&of&“why&we’re&doing&this”&_&neutral&arbitrator&for&disagreements&

•  Components&of&the&MoMvaMon&Model&include:&•  Corporate'Mission:'describes&the&aims,&values&and&overall&plan&of&an&organisaMon&&

•  e.g.&To&be&provide&the&most&comprehensive,&customer_driven&online&shopping&experience&in&the&market&•  Corporate'Vision:'describes&the&desired&future&state&

•  e.g.&To&transform&the&way&consumers&purchase&goods&through&social_media_driven&connecMons.&•  External'Drivers:''What&market&forces&are&driving&this&iniMaMve?&

•  e.g.&Cultural&shia&to&online&retail&•  Internal'Drivers:&What&internal&pressures&or&iniMaMves&are&key&for&this&project?&

•  e.g.&Disparate&systems&require&need&for&an&integrated&view&of&customer&•  Project'Goals:'high&level&statement&of&what&the&plan&will&achieve&

•  &e.g.&To&improve&customer&saMsfacMon&with&over&90%&saMsfacMon&raMng&in&2&years&•  Project'Objec@ves:'outcome&of&projects&improving&capabiliMes,&process,&assets,&&etc.&&

•  e.g.&To&link&consumer&purchase&history&with&social&media&acMvity&

37&

Common'Set'of'Goals'&'Guidelines'


Sample'Business'Mo@va@on'Model'

38&

Corporate Mission Corporate Vision

Goals & Objectives

To#provide#a#full#service#online#retail#experience#for#art#supplies#and#cra3#products.#

To#be#the#respected#source#of#art#products#worldwide,#crea9ng#an#online#community#of#art#enthusiasts.#

Artful Art Supplies ArtfulArt

C&

External Drivers

Digital&Self_Service& Increasing&RegulaMon&Pressures&

Online&Community&&&Social&Media&

Customer&Demand&for&Instant&Provision&

Internal Drivers

Revenue&Growth&

Targeted&MarkeMng& 360&View&of&Customer&

Brand&ReputaMon& Community&Building&

Revenue&Growth&

C&

Accountability •  Create&a&Data&Governance&

Framework&•  Define&clear&roles&&&

responsibiliMes&for&both&business&&&IT&staff&

•  Publish&a&corporate&informaMon&policy&

•  Document&data&standards&•  Train&all&staff&in&data&

accountability&

C&

Quality •  Define&measures&&&KPIs&for&

key&data&items&•  Report&&&monitor&on&data&

quality&improvements&•  Develop&repeatable&

processes&for&data&quality&improvement&

•  Implement&data&quality&checks&as&BAU&business&acMviMes&

C&

Culture •  Ensure&that&all&roles&

understand&their&contribuMon&to&data&quality&

•  Promote&business&benefits&of&beier&data&quality&

•  Engage&in&innovaMve&ways&to&leverage&data&for&strategic&advantage&

•  Create&data_centric&communiMes&of&interest&

•  Corporate_level&Mission&&&Vision&•  May&already&be&created&or&may&

need&to&create&as&part&of&project&

•  Project_level,&Data_Centric&Drivers&•  External&Drivers&are&what&you’re&

facing&in&the&industry&•  Internal&Drivers&reflect&internal&

corporate&iniMaMves&

•  Project_level,&Data_Centric&Goals&&&ObjecMves&

•  Clear&direcMon&for&the&project&•  Use&markeMng_style&headings&

where&possible&


DQ'/'DG'Framework:'Organisa@on'&'People'–'key'ques@ons''

•  &&Who&are&the&key&data&stakeholders&within&and&outside&your&organisaMon?&

•  &&Who&are&the&primary&data&producers,&consumers&&&modifiers?&

•  &&Are&individuals&formally&accountable&for&data&ownership?&

•  &&Are&employees&trained&in&good&data&management&pracMces?&

•  &&Are&there&any&channels&through&which&data&shortcomings&can&be&highlighted&and&invesMgated?&


The'4'Basic'Organisa@onal'Models'of'Data'Governance''


DQ'/'DG'Framework:'Data'Management'&'Metrics'–'key'ques@ons''

•  &&Has&key&data&been&idenMfied,&defined&and&analysed?&

•  &&Have&data&models&been&built&–&conceptual&/&logical&/&physical?&

•  &&Has&the&relaMonship&between&business&processes&and&data&been&mapped?&

•  &&Are&data&shortcomings&known,&measured&&&recorded?&

•  &&Are&there&are&formal&standards&&&rules&specifying&how&data&should&be&managed&and&improved?&


DQ'/'DG'Framework:'Processes'&'Workflows'–'key'ques@ons''

•  &&Do&business&process&design&and&operaMons&management&take&data&needs&into&account?&&

•  &&Are&there&any&specific&data&management&/&improvement&processes&in&place?&

•  &&Are&there&issue&and&workflow&management&processes&to&address&data&problems?&

•  &&Has&there&been&any&analysis&of&the&efficiency&and&effecMveness&of&how&data&is&managed&within&operaMonal&business&processes?&&

•  &&How&does&the&business&and&IT&interact&to&manage&data&improvement?&&


“LEAN”'thinking'can'help…'

..idenMfy&the&“hidden'factories”'in&your&organisaMon&


DQ'/'DG'Framework:'Culture'&'Communica@ons'–'key'ques@ons'

•  &&Has&the&importance&of&data&been&communicated&across&the&organisaMon?&&Is&there&a&data&communicaMons&plan?&

•  &&Is&the&value&of&good&data&management&understood&and&championed&by&senior&managers?&

•  &&Do&all&employees&and&third&parMes&receive&data&awareness&and&improvement&educaMon&and&training?&

•  &&Are&there&communicaMon&channels&for&communicaMng&best&pracMce&in&data&management?&

•  &&Are&there&internal&success&stories&that&could&be&used&to&promote&beier&data&management&across&the&organisaMon?&


DQ'/'DG'Framework'Framework:'Tools'&'Technology'–'key'ques@ons'

•  &&Is&there&a&coherent&data&architecture&in&place&to&define&and&guide&how&data&is&captured,&processed,&stored&and&used?&

•  &&What&primary&IT&systems&and&platorms&are&used&to&store&and&process&key&data?&

•  &&Do&design&gateways&exist&to&ensure&data&needs&are&taken&into&account&in&new&&&modified&platorms?&&

•  &What&specialist&data&management&tools&are&currently&in&use?&

•  &What&metadata&(data&about&data)&is&captured&and&stored?&&


DQ'/'DG'–'poten@al'toolset'''

•  &&Issue&and&case&management&•  &&Workflow&•  &&Data&glossaries&/&Data&dicMonaries&•  &&Data&modelling&&&•  &&Data&analysis&/&profiling&/&audiMng&•  &&Data&quality&improvement&•  &&Data&mining&&&analyMcs&•  &&Data&reporMng&&&dashboards&


CURRENT'MATURITY'/'

READINESS'FOR'ENTERPRISE'DQ'/'DG''

AS'IS''

ENTERPRISE'DQ'/'DG'IS'BUSINESS'AS'

USUAL'' TO'BE''

STRATEGY

'&'ROADMAP'

Enterprise'DQ'&'DG'–'crea@ng'the'Roadmap''


Example'Maturity'Assessment'

Descrip@on& +' I' RAG&

Vision'&'Strategy'Strong'recogni@on'of'the'need'for'DG' No'clear'alignment'between'DG'and'the'

goals'of'the'organisa@on''&

Organisa@on'&'People'Widespread'recogni@on'that'ownership'of'data'is'required'

DG'is'not'seen'as'business'as'usual'therefore'there'is'a'lack'of'awareness'

'&

Culture'&'Communica@ons'

Access'to'shared'plaxorms'to'help'communicate'DG'messages'

No'communica@ons'plan'or'ownership'of'DG'communica@ons'

'&

Processes'&'Workflows''Elements'of'DG'methodology'in'place'in'parts'of'the'business'

No'overarching'and'consistent'approach'to'DG'

'&

Data'Management'&'Metrics'

Some'valida@on'of'data'formats' Insufficient'focus'on'verifica@on'of'data'

Tools'&'Technology'Distributed'data'sources'allow'user'flexibility'and'independence'

Complex,'disjointed'and'unplanned'infrastructure'


Example'DQ'/'DG'Framework'Output:'Summary'Heat'Map'

Vision'&'Strategy' Organisa@on'&'People'

Culture'&'Communica@ons''

Processes'&'Workflows'

Data'Management'&'Metrics'

Tools'&'Technology'

Priority'Level& Descrip@on''&1'–'High'&

Structure&or&strategy&required&to&realise&Data&Governance&capabiliMes&are&not&yet&in&place&so&requires&high&priority&acMon&to&develop&them&to&enable&the&Framework&to&meet&the&requirements&

'&2'–'Medium&

The&foundaMons&or&part&of&the&required&structure&or&strategy&are&partly&in&place&but&require&further&development&to&enable&the&Framework&to&meet&the&requirements&

'&3'–'Low&

The&capability&is&already&in&place&and&only&requires&minor&acMons&to&enable&the&Framework&to&meet&the&requirements&

Scoring'Methodology'


Compara@ve'DQ'/'DG'Maturity'Summary''

Organisa@on'DQ'/'DG'Maturity'Assessment''

Comparable'Organisa@ons''

•  Organisa@on'X'has'good'DQ'/'DG'awareness'and'pockets'of'good'prac@ce''

•  BUT'data'estate'is'highly'complex'and''challenging'

•  However'RAG'maturity'scoring'is'beser'overall'than'many'comparable'organisa@ons'

50% 42%

8%&

60% 30%

10%&


Making'it'happen:'''Crea@ng'the'roadmap'–'some'hints'&'@ps''

Understand&current&&&future&business&drivers&of&your&

organisaMon&

Learn&the&lessons&&&refine&the&DQ&/&DG&FoundaMon&&

Build&a&DQ&/&DG&Vision&&&associated&business&case&and&socialise&–&think&big,&

start&small&&&

Expand&&&adapt&to&other&business&areas…&and&eventually&across&the&

enterprise&&&

Present&the&case&for&acMon&–&increment&financial&&&resource&

demands&&

Assess&how&these&depend&on&a&good&data&foundaMon&&

IdenMfy&the&criMcal&data&areas&and&focus&on&these&(e.g.&Customer,&

Product,&Billing&etc.)&&&

Capture&current&data&problems&and&their&impact&(Economic&/&Legal&&&Regulatory&/&Brand&&&ReputaMon)&&

Build&the&DQ&/&DG&FoundaMon&&&pilot&in&one&area&–&turn&a&problem&into&a&project&


&Roadmap'–'Implementa@on'phases''

Launch' Pilot' Roll'Out'

Create'clear'vision'for'DG'&'DQ''

Develop'the'Framework'&'Roadmap'

Secure'resources'

Refine'the'Framework'&'Roadmap'

Deliver'the'pilot''

Measure'&'validate'projected'benefits'

'

Refine'implementa@on'plan''

Stage'roll'out'

Measure'&'refine'


Itera@ve'enterprise'DQ'/'DG''

DATA'GOVERNANCE''

DATA'QUALITY''

IMPROVEMENT'

IMPROVEMENT'CYCLES''

DG'DRIVERS'&''DATA'PROBLEMS&&

IMPROVED'DATA'

EVOLVING'BAU'ENTERPRISE'

DATA'QUALITY'&'GOVERNANCE'

LAUNCH'THE'DG'/'DQ'FOUNDATION'


Enterprise'DQ'/'DG:'pu=ng'it'into'prac@ce''

Outcome:&Need&for&EDQ&&&DG&proven;&£650m&benefits&delivered&&

Outcome:&Failure&costs&proven;&&DG&policy&&&guidelines&implemented&&

Outcome:&Benefits&of&DG&&&DQ&&communicated;&programme&expanded&&

Outcome:&DG&programme&revitalised;&new&roadmap&enacted&with&focus&on&key&data&elements&&

55&

How'to'Make'Enterprise'DQ'&'DG'a'Reality'Trying'it'out'for'yourselves'&&&


Case'Study'


•  Hotel,&Casino&and&Nightclub&chain&

•  Based&in&USA&but&worldwide&expansion&

•  10,500&employees&

•  Turnover&of&$1billion&

•  Recently&appointed&new&CEO&

The'Case'Study''


•  &&What&differenMates&enterprise&Data&Quality&/&Data&Governance&from&tradiMonal&project&based&DQ&/&DG&approaches&

•  &&How&to&take&the&first&steps&in&enterprise&DQ&/&DG&•  &&Applying&a&Data&Governance&Framework&•  &&Making&the&case&for&investment&in&DQ&and&DG&•  &&How&to&deliver&the&benefits&–&people,&process&&&technology&•  &&Real&life&case&studies&&•  &&PracMce&case&study&–&geYng&enterprise&DQ&/&DG&off&the&ground&in&a&hotel&chain&

•  &&Key&lessons&learned&and&maxims&for&success&&

Recap'–'Tutorial'Objec@ves''


•  &Assess&your&current&Data&Governance&readiness&_&use&the&Data&Governance&framework&to&help&

•  &&Perform&data&audits&on&suspected&problem&areas&to&prove&the&need&for&acMon&•  &&IdenMfy&the&barriers&prevenMng&sustainable&DQ&&&DG&–&use&the&DG&Framework&&

•  &&ArMculate&and&communicate&why&DQ&and&DG&are&a&necessity&in&your&organisaMon&

•  &&Create&a&high&level&enterprise&roadmap&–&prioriMes&&&focus&•  &&Pilot&your&roadmap&in&a&problem&area&idenMfied&above&&

•  &&Engage&with&others&who&are&already&on&the&journey&or&who&have&helped&others&on&the&journey&&

WHAT YOU CAN DO WHEN YOU GET BACK TO YOUR ORGANISATION

Call'to'ac@on:''star@ng'your'enterprise'DQ'/'DG'journey'


About'Global'Data'Strategy'Ltd.'

•  Global&Data&Strategy&is&an&internaMonal&informaMon&management&consulMng&company&specialising&in&the&alignment&of&business&drivers&with&data_centric&technology.&&

•  Our&passion&is&data,&and&helping&organisaMons&enrich&their&business&opportuniMes&through&data&and&informaMon.&

•  Our&core&values&centre&around&providing&soluMons&that&are:&&

•  BusinessIDriven:'We&put&the&needs&of&your&business&first,&before&we&look&at&any&technological&soluMon&•  Clear'&'Relevant:''We&provide&clear&explanaMons&using&real_world&examples,&not&technical&jargon&•  Customised'&'RightISized:'Our&implementaMons&are&based&on&the&unique&needs&of&your&organisaMon’s&size,&corporate&culture,&and&geography&&

•  High'Quality'&'Technically'Precise:'''We&pride&ourselves&in&excellence&of&execuMon,&and&we&airact&high_quality&professionals&with&years&of&technical&experMse&in&the&industry&

60&

DataIDriven'Business'Transforma@on'

Business'Strategy'Aligned(With(

Data'Strategy'


Contact'Info'

•  Email:& &[email protected]&&•  Twiier: &@NigelTurner8&&

•  Website: &www.globaldatastrategy.com&&&•  Linkedin: &uk.linkedin.com/in/nigelturnerdataman&&

61&

Documents

Global&Data&Strategy,&Ltd.&2015& · 2015. 11. 10. · global&data&strategy,&ltd.&2015& data architecture management data development database operations management data security management