Tactical vs Strategic Data Governance

Proprietary & Confidential

The First Step in Master Data Management

From Tactical to Strategic Data Governance

pg 2 Proprietary and Confidential

Agenda

•  Data Governance Framework •  Tactical vs. Strategic Data Governance •  Reusable Components •  Gap Analysis •  About FSFP


[ DATA GOVERNANCE FRAMEWORK ]


Data Governance

Data Governance is the organizing framework for establishing strategy, objectives and policy for effectively managing corporate data.

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

Communication

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.


Why is Data Governance Important?

•  Increasing customer demands, new regulations •  Streamlines and unifies approach to managing data •  Ensures the right people are involved in determining

standards, usage and integration of data across projects, subject areas and lines of business

•  Balances silo-ed short-term project delivery focus •  Traditional projects don’t give enough focus to data

management •  Systems are becoming more challenging to manage •  Data quality issues are persistent

Data is a valuable Corporate Asset


Comprehensive Data Governance Framework

•  Vision and Mission •  Alignment with

Corporate Objectives •  Implementation Plan

•  Statistics and Analysis •  Tracking of progress •  Monitoring of issues •  Continuous

Improvement •  Score-carding

•  Standardized methods and data definitions

•  Decision Rights •  Controls •  Accountability and

Ownership •  Metadata Management

•  Arbiters and Escalation points

•  Stakeholders •  Roles and Responsibilities •  Data Stewards

•  Data Quality •  Data Sharing •  Data Architecture & Security •  Metadata Management •  Data Mastering

•  Training and Awareness •  Mass – Wiki or Intranet •  Individual Updates •  Pertinent, specific and

timely •  Maintain interest and

commitment


[ TACTICAL vs STRATEGIC GOVERNANCE ]


Tactical vs. Strategic Data Governance

Tactical •  Project focused •  Single data type •  Single Line of Business •  Simple •  Less impact

Strategic •  Long term program •  Single or Multiple data

types •  Multiple Lines of Business •  Complex •  Significant impact •  Series of tactical projects


Differences

•  Scope •  Stakeholders •  DG Team personnel •  Data Types •  Impact •  Complexity/Difficulty


Which comes first?

•  Strategic DG could start as tactical projects that ultimately create enough value and raise enough awareness to get Exec level support

•  Tactical DG can be those projects that all together make up Strategic DG

•  Either

Credit Risk Governance

New Client On-Boarding

Client Self-Service

Product Data Standardization


Strategic Program Components

•  Charter •  Alignment with Corporate Objectives •  Operating Model


Reusable Components

•  Communication Plan, process and infrastructure •  Training Plan, process and infrastructure •  Organizational Roles •  Role Definitions and Responsibilities •  Metrics, Measurements and Scorecards •  Technology •  Some Policies and Processes


[ OPERATING MODEL ]


Sample Project Operating Model

Placeholder to create

Execution

Data Governance Working Committee Data Governance Lead: Group Chair

Project Steering Committee Data Governance Leads: Business and IT

Project Manager

SME Trust SME Basel SME Risk SME Banking SME IT SME Operations

SME Brokerage

SME Privacy

Governance/ Management


Sample Program Operating Model

Placeholder to create

Execution

Data Governance Working Committee Data Governance Lead: Group Chair

IT Finance

Customer Data Data Governance Steering Group

Business Sponsor Data Governance Lead: Group Chair

International Operations Risk/ Compliance

Office of Data Governance Data Governance Leads: Business and IT

Project Manager

SME Trust SME Basel SME Risk SME Banking SME IT SME Operations

SME Brokerage

SME Privacy

Management

Governance


Sample Multi-Domain Operating Model

Data Governance Working Committee

Data Governance Steering Group

Data Governance Sponsor Group Chair

Office of Data Governance Business and IT





Product





Customer Supplier

Data Governance Business Sponsors Team Governance

Management

Execution Execution Execution


[ POLICIES & PROCESSES ]


Sample Reusable Policies and Processes

•  Policy creation & approval •  Data Quality root cause analysis & remediation •  DG Service Requests •  DG issue escalation & remediation •  Data Model review & change •  DG Project Checkpoint Review •  Metadata integration & management


[ FROM TACTICAL TO STRATEGIC ]


Moving from Tactical to Strategic

•  Create Strategic Roadmap •  Perform Gap Analysis

•  Compare Project Plans •  Review Components of Framework •  Redo Stakeholder Analysis •  Identify technology modifications •  Craft transition Project Plan

•  Adjust Personnel


• Define stakeholder groups

•  Identify individual stakeholders

• Assess their Impact / Influence

• Determine gap between current and desired state of MDM and Data Governance

•  Identify the most critical formal and informal nodes in the organization

These high-level steps guide the activities in driving the Stakeholder Analysis. They happen simultaneously, but inform and reinforce each other and come together in the final Stakeholder Management Plan.

• Understand messaging that has taken place to date

• Determine the communication vehicles with the greatest or most targeted impact for each stakeholder group

•  Streamlines communications to emphasize the most strategic / critical

• Converts the communication requirements into communication messages

• Maps messages to target groups

• Organizes/ links the overall “campaign”

•  Structure defined processes

• Track overall progress

•  Insure that all key stakeholders are reached

•  Systematically engages and coordinates leadership action

•  Structures the communication process

•  Ensures that messages are systematically reinforced

•  Incorporates feedback for just in time adjustments

Conduct Stakeholder

Analysis

Coordinate with Communications

Activities

Determine Key Messages

Develop Stakeholder

Management Plan

Conduct Communication

Audit

Completed Started Not Started

Stakeholder Analysis Framework


IT LOB 1 LOB 2 LOB 3 LOB 4

 Jane Doe  John Smith

  X   X   X  X

Identifying the Stakeholders


Stakeholder Group Stages of Engagement

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 CADS positively impacts

and benefits me and Northern

Positive Perception

This is how we do business

Institutionalization

Understanding I understand what this means to me and Northern 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

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


Stakeholder Group

Contact Awareness Understand Positive Awareness

Adoption Institution Internalize

IT Target

LOB 1 Current Target




  By focusing on the gaps of those groups that are highly impacted and influential to project success, a prioritized change strategy begins to take shape.

Understanding Stakeholder Group Engagement Gaps


Stakeholder Analysis

•  What are their drivers? •  What are their goals? •  What are their concerns? •  What are they trying to avoid?

•  What are their priorities? •  Which goals are critical? •  What happens if those goals are not achieved?

•  Exercise: Map the business drivers to the Stakeholders (15 Min) •  Exercise: Rank the priorities, High, Medium, Low (5 Min) •  Two groups to present goals (IT and Business) – (5 Min)


Gap Analysis

Component Reusable Gap Adjustment Strategy

Charter X Guiding Principles Expand

Alignment with Corporate Objectives X Greater Alignment

Modify messaging to include additional links to

Corporate Objectives

Implementation Plan X Only Process Reusable Create new plan

Operating Model

Framework X

Roles X

Personnel X X Redo Stakeholder Analysis

Responsibilities & Ownership X Ownership Extend

Escalation/Arbiters

Policies

Policy Creation & Approval X As Is X

New Customer Creation New Policy Create Policy

Service Request Creation X X


Gap Analysis

Component Reusable Gap Adjustment Strategy

Operating Model

Policies


[ WHO WE ARE ]


First San Francisco Partners

•  MDM Implementation Specialists •  Alignment Workshops •  Data Governance Strategies •  ROI and Business Case

Development •  On-going Business Alignment

support

•  Data/Architecture Readiness Assessments

•  Data Governance Assessments •  Technology Evaluation Assistance •  Program Management Expertise •  Data Architects / Integration

Specialists

First San Francisco Partners is entirely focused on helping our clients leverage data as an asset through Data Governance and Master Data Management. We are a group of experts from the industry who can help you create a strategy, align your organization and deliver business value in both the short and the longer terms. We do this via:

Facilitation, Enablement, Empowerment


Offerings

MDM Stage Analysis Chosen Technology Manage and Extend Offerings

Assess and Align

Data Quality Assessment X X

Architecture Assessment X X

Data Governance Readiness Assessment X X X

Alignment Workshops X X X

Strategize and Plan

Business Case and ROI Development X X

Data Governance Strategy X X X

Architectural Planning X X

Technical Evaluation Assistance X X

Action and Measure

Agile MDMTM X X

Implementation Consultants X X

On-Going Support X X


Contact Information

Kelle O’Neal

Managing Partner

415-425-9661

[email protected]

Mike Watson

Director, Business Development

630-881-4771

[email protected]

www.firstsanfranciscopartners.com


[ THANK YOU ]

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Tactical vs Strategic Data Governance