Data Management Journey

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1 Journey EIM in the UAE DAMA Ottawa

2 2 Your Invitation

3 Also Known As Bill and Ted s Excellent Adventure 3

4 4 CamelCase = MedialCapitals

5 The End Ted A Party Animal 77

6 Journey EIM in the UAE DAMA Ottawa 2011 This is the end slide 78

7 There Was A Change Of Locale Mr. William in The UAE 5

8 6 There Was A Change Of Locale

9 7 There Was A Change Of Locale

10 Key Questions We ll Answer At The End 1. What was the catalyst for change? 2. Was a business case made, what was involved, what level in the organization reviewed and approved it? 3. How did NBAD get their EIM program going? 4. How was the maturity assessment conducted (how long, to whom and ease of administration)? 5. Did the DAMA maturity assessment help develop the roadmap and set priorities? 6. Were there culture/adoption challenges and how were they addressed? 7. Where is NBAD now with EIM? 8

11 My Background Manager/Architect EIM DW/BI Architect Modeller/Architect DBA Manager Team Lead Analyst Programmer Centre Operator Bachelor of Commerce 9

12 About The UAE Hot 50+ in the summer, 23 in the winter 10M People Ethnic Groups: 16.5% Emirati 23% Other Arabs, Iranian 60.5% South Asian, Indian, Pakistani, Bangladeshi, Chinese, Filipino, Thai, Westerners World Oil Reserves 7.25% UAE B/E ~= $1.50/barrel 13.21% Canada B/E ~= $50/barrel HNWI High Net Worth Individuals The Burg Khalifa Tom Cruise Mission Impossible: Ghost Protocol 10

13 11 The Trucial States (1971) The Pirate Coast (18 th to 20 th Century)

14 About NBAD Incorporated ,500 people internationally 70% owned by the Abu Dhabi Investment Council Second largest UAE bank Total Assets ~US$67bn NBAD Academy trains staff in core banking skills and IT courses as well A safe bank One of the best employers in the UAE 12

15 13 NBAD Org Chart

16 14 NBAD Org Chart

17 15 NBAD Org Chart

18 NBAD Org Chart Srood Sherif CIO of the Year

19 17 NBAD Org Chart

20 Agent of Change Chairman of the Board Chief Executive Officer Chief Operating Officer Chief Information Officer Deputy CIO & Head of Strategy and Planning Has good advisors Understands what s required & the effort Hires the right staff Delegates decisions; listens to advice; makes decisions Has the respect of senior executives throughout the organization 18

21 Catalyst For Change? DCIO recognized... Lots of systems new requirements never stop IT Staff head count had been growing To compete locally and internationally... We either work harder, or we work smarter DCIO hired 1. Group Leader IT Strategy & Planning 2. Group Leader ITIL 3. Group Leader PMO 4. Group Leader Project Managers 5. Manager, EIM 6. Manager, Enterprise Architecture Office 19

22 Manager EIM Job Scope Optimize the economics of corporate data management by ensuring that existing practices are efficient and scalable. Enhance the business return on existing data assets by ensuring that data is kept in an accurate, coherent and accessible manner. Control and mitigate risks in the areas of data theft, data privacy, data vandalism, data incoherence, data obsolescence, data loss, and data inaccessibility. Plan and manage a data governance framework in close coordination with corporate governance unit (e.g. audit, compliance, risk management, strategic planning, etc.). 20

23 A Green Field Opportunity The head hunter said it was a green field opportunity... Number of systems ~= 160 Models = 0 Dictionary = A start up as a Wiki DBMS = 3 DW/BI project was in SW/HW procurement phase DW/BI expertise = 0 Security was in place Records management was in place for client documents 21

24 A Green Field Opportunity Great Journeys Across The Empty Quarter (Rub' al Khali) Wilfred Theisiger 22

25 Milestones in the Journey 1. Choose DAMA DM-BOK 2. Marketing Campaign 23

26 Marketing Campaign & Self Measurement 24

27 Marketing Campaign & Self Measurement 25

28 DM-BOK 1 of 10 Governance The exercise of authority and control (planning, monitoring and enforcement) Quality Architecture Development over the Meta-data Governance Operations Of Assets Document and Content Security DW and BI Reference and Master 26

29 DM-BOK 2 of 10 Architecture Defining the data needs of the enterprise Architecture and Quality Development designing the master blueprints to meet those needs Meta-data Governance Operations Document and Content Security DW and BI Reference and Master 27

30 DM-BOK 3 of 10 Designing, implementing and maintaining solutions to meet the data needs of the enterprise through coordination of individual project data-related analysis and design Meta-data Document and Content Quality DW and BI Architecture Governance Reference and Master Development Operations Security 28

31 DM-BOK 4 of 10 Operations Planning, control and support for Architecture structured data Quality Development assets across the data lifecycle Meta-data Governance Operations Document and Content Security DW and BI Reference and Master 29

32 DM-BOK 5 of 10 Planning, development and execution of security policies and procedures to provide proper Quality Architecture Development Authentication Authorization Meta-data Governance Operations Access Auditing Document and Content Security of data DW and BI Reference and Master 30

33 DM-BOK 6 of 10 Planning, definition and control activities to ensure consistency with Quality Architecture Development the golden version of contextual data values Meta-data Governance Operations Document and Content Security DW and BI Reference and Master 31

34 DM-BOK 7of 10 Planning, implementation and control process to provide Quality Architecture Development decision support data and to support knowledge workers Meta-data Governance Operations engaged in reporting, query and analysis Document and Content Security DW and BI Reference and Master 32

35 DM-BOK 8 of 10 Document and Content Planning, implementation and control activities to store, protect and access unstructured data Quality Architecture Development found within electronic files and physical records. Meta-data Governance Operations This includes text, graphics, images, audio and video Document and Content Security DW and BI Reference and Master 33

36 DM-BOK 9 of 10 Metadata Planning, implementation and control activities to enable easy access Quality Architecture Development to high quality, integrated metadata, and connect from it to relevant enterprise information Meta-data Document and Content Governance Operations Security DW and BI Reference and Master 34 Slide

37 DM-BOK 10 of 10 Planning, Quality implementation and control activities that apply quality management techniques to Assess Improve Measure Ensure the fitness of data for use. Meta-data Quality Architecture Governance Development Operations Accuracy Completeness Consistency Latency Precision Privacy Reasonableness Timeliness Uniqueness Validity Referential Integrity Document and Content DW and BI Reference and Master Security 35

38 Milestones in the Journey 1. DAMA DM-BOK 2. Marketing Campaign 3. Maturity Assessment 36

39 Capability Maturity Model (SEI CMU CMM) For EIM Capability Maturity Model Adapted to Enterprise Information Detailed Comments 5 - Optimizing Processes have been refined to a level of best practice based on the results of continuous improvement. IT is used in an integrated way to automate the workflow, providing tools to improve quality and effectiveness, making the enterprise quick to adapt. Information is recognized as a competitive differentiator and source of operational efficiency. 4 - Managed It is possible to monitor and measure compliance with procedures and to take action where processes appear not to be working effectively. Processes are under constant improvement and provide good practice. Information is perceived as a critical component of the business. 3 - Defined Procedures have been standardized and documented, and communicated through training. It is, however, left to the individual to follow these processes, and it is unlikely that deviations will be detected. Information assets are perceived as necessary for improved business performance. 2 - Repeatable Processes have developed to the stage where similar procedures are followed by different people undertaking the same task. There is no formal training or communication of standard procedures, and responsibility is left to the individual. There is a high degree of reliance on the knowledge of individuals 1 - Initial/Ad Hoc There is evidence that the enterprise has recognised that issues exist and need to be addressed. There are, however, no standardised processes; instead there are ad hoc approaches that tend to be applied on an individual or case-by-case basis Non-Existent/Not Defined Information is a system byproduct. Information quality is poor. cannot be trusted. Most are unaware that information is a problem.

40 Capability Maturity Model (SEI CMU CMM) For EIM Capability Maturity Model Adapted to Enterprise Information Detailed Comments 5 - Optimizing Processes have been refined to a level of best practice based on the results of continuous improvement. IT is used in an integrated way to automate the workflow, providing tools to improve quality and effectiveness, making the enterprise quick to adapt. Information is recognized as a competitive differentiator and source of operational efficiency. 5 - Optimizing Processes have been refined to a level of best practice based on the results of continuous improvement. IT is used in an integrated way to automate the workflow, providing tools to improve quality and effectiveness, making the enterprise quick to adapt. 4 - Managed It is possible to monitor and measure compliance with procedures and to take action where processes appear not to be working effectively. Processes are under constant improvement and provide good practice. Information is perceived as a critical component of the business. 3 - Defined Procedures have been standardized and documented, and communicated through training. It is, however, left to the individual to follow these processes, and it is unlikely that deviations will be detected. Information assets are perceived as necessary for improved business performance. 2 - Repeatable Processes have developed to the stage where similar procedures are followed by different people undertaking the same task. There is no formal training or communication of standard procedures, and responsibility is left to the individual. There is a high degree of reliance on the knowledge of individuals 1 - Initial/Ad Hoc There is evidence that the enterprise has recognised that issues exist and need to be addressed. There are, however, no standardised processes; instead there are ad hoc approaches that tend to be applied on an individual or case-by-case basis. Information is recognized as a competitive differentiator and source of operational efficiency Non-Existent/Not Defined Information is a system byproduct. Information quality is poor. cannot be trusted. Most are unaware that information is a problem.

41 Capability Maturity Model (SEI CMU CMM) For EIM Capability Maturity Model Adapted to Enterprise Information Descriptive Comments 2 Repeatable Very Busy. 1 - Initial/Ad Hoc Heroic Efforts. 3 Defined 0 - Non-Existent/Not Defined 5 Optimizing Continuous Improvement. 4 Managed Effective and Efficient. Awareness and Begins. 39 Unaware.

42 Maturity Assessment Sample - DW/BI EIM 07 Warehouse and Business Intelligence Planning, implementation and control process to provide decision support data, and to support knowledge workers engaged in reporting, query and analysis. 0 - Non-Existent/Not Defined There is no awareness that a data warehouse can provide business benefits. Reporting can be characterized as Operational, emphasizing the daily operations of the organization. 1 - Initial/Ad-hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing Reporting can be characterized as Spreadmarts, with departmental data being extracted into spreadsheet applications. The spreadsheets focus on operational reporting, with limited tactical reporting. marts exist, and are used for operational and limited tactical reporting. Multiple Business Intelligence (BI) software suites are used for the same purposes. An enterprise choice has been made for the BI Suite, but other suites continue to be used. The departmental data marts are being retired. Multiple data warehouses exist, however an Enterprise Warehouse (EDW) also exists. Two dimensional reporting and multi-dimensional cubes are deployed across the organization. Operational, tactical and limited strategic reporting is done. Most reports are of lagging data, however some are predictive and have identified leading metrics. A Business Intelligence Competency Center (BICC) is under consideration. Departmental data warehouses have been retired, and their data and reporting is done via the EDW. One suite of Business Intelligence software is in use, and other suites have been replaced with the selected suite. Advanced analytics and dashboards have been implemented. Strategic reporting is being facilitated by the EDW. Matrix management of some DW/BI skilled resources exists. The technical resources in the BICC are under one manager. The EDW is mission critical, providing information for operational, tactical and strategic decision making. The Help Desk provides first level support for EDW and BI questions. The BICC is second level support for EDW and BI questions. Decision engines use the EDW data in their algorithms. Strategic reports using leading measures are continually being refined. 40

43 Maturity Assessment - DW/BI 41 3 Defined Awareness & Mgmt Begins EIM 07 Warehouse and Business Intelligence The departmental data marts are Planning, implementation and control process to provide decision support being retired. Multiple data data, and to support knowledge workers engaged in reporting, query and warehouses exist, however an analysis. Enterprise Warehouse (EDW) also exists. 0 - Non-Existent/Not Defined There is no awareness that a data warehouse can provide business benefits. Reporting can be characterized as Operational, emphasizing the daily operations of the organization. 1 - Initial/Ad-hoc 2 - Repeatable 3 - Defined 4 - Managed 5 - Optimizing Reporting can be Two dimensional characterized reporting as and Spreadmarts, with multi-dimensional departmental cubes data being are extracted into spreadsheet deployed across applications. the organization. The spreadsheets focus on operational reporting, with limited tactical reporting. Operational, tactical and limited strategic reporting is done. Most reports are of lagging data, however some are predictive and have identified leading metrics. A Business Intelligence Competency Center (BICC) is under consideration. marts exist, and are used for operational and limited tactical reporting. Multiple Business Intelligence (BI) software suites are used for the same purposes. An enterprise choice has been made for the BI Suite, but other suites continue to be used. The departmental data marts are being retired. Multiple data warehouses exist, however an Enterprise Warehouse (EDW) also exists. Two dimensional reporting and multi-dimensional cubes are deployed across the organization. Operational, tactical and limited strategic reporting is done. Most reports are of lagging data, however some are predictive and have identified leading metrics. A Business Intelligence Competency Center (BICC) is under consideration. Departmental data warehouses have been retired, and their data and reporting is done via the EDW. One suite of Business Intelligence software is in use, and other suites have been replaced with the selected suite. Advanced analytics and dashboards have been implemented. Strategic reporting is being facilitated by the EDW. Matrix management of some DW/BI skilled resources exists. The technical resources in the BICC are under one manager. The EDW is mission critical, providing information for operational, tactical and strategic decision making. The Help Desk provides first level support for EDW and BI questions. The BICC is second level support for EDW and BI questions. Decision engines use the EDW data in their algorithms. Strategic reports using leading measures are continually being refined.

44 Your Milestone in the Journey Maturity Assessment 3 Weeks Design the Maturity Assessment 4 Weeks Interviews: 14 middle management, 12 ITD staff Write report DAMA Functional Area Score 01 Governance Architecture Governance Development Operations 10 Quality Security Reference and Master Mgmt DW/BI Document and Content Mgmt Meta-data 09 Meta-data Quality Architecture 03 Development 08 Document and Content Mgmt 04 Operations 07 DW/BI 05 Security 06 Reference and Master Mgmt 42 DAMA Functional Area Score

45 Your Milestone in the Journey Maturity Assessment Continuous Improvement Effective & Efficient Awareness & Mgmt Very Busy Heroic Efforts Unaware Your Average Today 43

46 Milestones in the Journey 1. DAMA DM-BOK 2. Marketing Campaign 3. Maturity Assessment 4. Roadmap 44

47 Roadmap = Next Steps Roadmap design was based on three things we knew Strategic Objectives for EIM Optimize the economics Enhance the business return Control and mitigate risks Plan and manage a data governance framework 2. Maturity Assessment 3. EIM Projects existing and in the pipeline DW/BI project was getting ready to start CRM project was getting ready to start CRM will be the nucleus of MDM 45

48 Technology & Skill Requirements Project: DW/BI EIM Technology DBMS Migration software BI software Mining software Quality software Modelling software Master Metadata Staff Skill sets EIM-CC*: DBA Migration developers BI developers Predictive Analytics Specialist Quality Analyst Modeller MDM Architect Metadata Architect Governance Coordinator 46 *EIM-CC = EIM Competency Centre

49 Technology & Skill Requirements Project: CRM EIM Technology DBMS CRM Software Mining software Enterprise Service Bus Quality software Modelling software Master Metadata Staff Skill sets EIM-CC*: DBA CRM Developers Predictive Analytics Specialist Java / C# developers Quality Analyst Modeller MDM Architect Metadata Architect Governance Coordinator 47 *EIM-CC = EIM Competency Centre

50 Prioritize The DAMA 10 For The Roadmap 1. Metadata 2. Architecture 3. Reference and Master 4. Governance 5. DW/BI 6. Quality Inventory Required Who What When Where Why Guidance Required Understand what we own, guide current & future initiatives blueprint Required Customer info and codes are everywhere Facilitation Required Engage business in the management of their data ROI Predictive Analytics delivers insight and value ROI Enables better decision making Development.. Waiting For Architecture Operations, Security, 48 Document & Content Doing OK

51 Prioritize The DAMA 10 For The Roadmap 1. Metadata 2. Architecture 3. Reference and Master 4. Governance 5. DW/BI Inventory Required Who What When Where Why Guidance Required Understand what we own, guide current & future initiatives blueprint Required Customer info and codes and were everywhere Facilitation Required Engage business in the management of their data ROI Predictive Analytics delivers insight and value 6. Quality ROI Enables better decision making Development.. Waiting For Architecture Operations, Security, 49 Document & Content Doing OK

52 Roadmap Pulls EIM all Together Roadmap What to do When to do it Who will do it EIM Functional Area Q Q Q Q Q Q Q Q Q2 01 Governance 02 Architecture 03 Development 04 Operations 05 Security 06 Reference and Master Mgmt 07 DW/BI 08 Document and Content Mgmt 09 Meta-data 10 Quality 50

53 Roadmap We Like Plans EIM Functional Area Q Q Q Q Q Q Q Q Q2 Hire Develop Support Support Support Support 01 Governance Governance structure DW/BI DW/BI MDM Metadata Analyst 02 Architecture 03 Development 04 Operations 05 Security 06 Reference and Master Mgmt 07 DW/BI 08 Document and Content Mgmt 09 Meta-data 10 Quality 51 Hire Enterprise Architect Buy S/W Develop standards Hire Modellers Hire MDM Architect Hire Metadata Architect Subject Area 1 Customer Support DW/BI Develop DBA standards Architect Hire Predictive Analytics Specialist Develop model Hire Quality Analyst Subject Area 2 Location Support CRM External review Support DW/BI & CRM Develop ETL & BI Standards Build ETL bridges Support DW/BI & CRM Subject Area ### Implement MDM via CRM Develop predictive models Hire ECM Specialist Build ETL bridges and reports Support Predictive Analytics Subject Area ### Develop First Taxonomy Support all LOB Subject Area ### Integrate structured with unstructured Subject Area ### Develop First Taxonomy

54 Roadmap Actual EIM Functional Area Q Q Q Q Q Q Q Q Q2 Transfer and Prepare lose 01 Governance Governance Governance Structure Analyst 02 Architecture 03 Development 04 Operations 05 Security 06 Reference and Master Mgmt 07 DW/BI 08 Document and Content Mgmt 09 Meta-data 10 Quality 52

55 Governance & Stewardship Proposed Structure Executive Governance Committee (IT Steering Committee) Tactical Stewardship Committee Executive Governance Champion Chairman TDSC Each Committee has A TDSC Member as its Chairman Architecture Steering & Work Committees As Needed Development Operations Security Reference & MDM * CRM * EDW (DW & BI) Document & Content Meta-data Quality 53

56 Roadmap Actual EIM Functional Area Q Q Q Q Q Q Q Q Q2 Transfer and Prepare lose 01 Governance Governance Governance Structure Analyst 02 Architecture Recruit 03 Development 04 Operations 05 Security 06 Reference and Master Mgmt 07 DW/BI 08 Document and Content Mgmt 09 Meta-data 10 Quality Job offer and lose Enterprise Architect Recruit Recruit Recruit Job offer to new candidate 54

57 Roadmap Actual EIM Functional Area Q Q Q Q Q Q Q Q Q2 Transfer and Prepare lose 01 Governance Governance Governance Structure Analyst 02 Architecture Recruit 03 Development 04 Operations 05 Security 06 Reference and Master Mgmt 07 DW/BI 08 Document and Content Mgmt 09 Meta-data 10 Quality Job offer and lose Enterprise Architect Recruit Recruit Recruit Transfer Senior Analyst Masters degree in Banking Train elearningcurve Architect Analyse Design Job offer to new candidate Support CRM 55

58 06 Reference & MDM Startup 1. Recruit externally, then transfer from within ITD 2. elearningcurve online education + certification 3. Work with CRM project as it goes through the Initiation Phase 4. A Favorite Book: Enterprise Master : An SOA Approach to Managing Core Information Dreibelbis, Hechler, Milman, Oberhofer, Van Run, Wolfson (2008) 56

59 Roadmap Actual EIM Functional Area Q Q Q Q Q Q Q Q Q2 Transfer and Prepare lose 01 Governance Governance Governance Structure Analyst 02 Architecture Recruit 03 Development 04 Operations 05 Security 06 Reference and Master Mgmt Job offer and lose Enterprise Architect Recruit Recruit Recruit Transfer Senior Analyst Masters degree in Banking 07 DW/BI Recruit Recruit 08 Document and Content Mgmt 09 Meta-data 10 Quality Train elearningcur ve Hire Predictive Analytics Specialist Masters degree in Statistics Architect Analyse Design Job offer to new candidate Support CRM 57

60 07 DW/BI Startup - Predictive Analytics 1. Recruit externally (Australia) 2. Acquire software: SAS Miner 3. Assist the EDW project s data quality needs 4. Seek & Find: Predictive Analytics opportunity in our customer databases 58 Mata Hari Recruited For Us

61 Roadmap Actual EIM Functional Area Q Q Q Q Q Q Q Q Q2 Transfer and Prepare lose 01 Governance Governance Governance Structure Analyst 02 Architecture Recruit 03 Development 04 Operations 05 Security 06 Reference and Master Mgmt Job offer and lose Enterprise Architect Recruit Recruit Recruit Transfer Senior Analyst Masters degree in Banking 07 DW/BI Recruit Recruit 08 Document and Content Mgmt 09 Meta-data 10 Quality Transfer Senior Analyst Masters degree in Engineering Train elearningcur ve Hire Predictive Analytics Specialist Masters degree in Statistics Train elearningcurve Architect Analyse Design Develop model Job offer to new candidate Support CRM Build ETL bridges and reports 59

62 09 Meta Startup 1. Recruit externally, then transfer from within ITD 2. elearningcurve online education + certification 3. System Architect for the Metadata Repository Model 4. Began with bridges to DBMS dictionaries to capture table/column metadata to support the EDW project 5. A Favorite Book: Building and Managing the Meta Repository: A Full Lifecycle Guide David Marco (2000) 60

63 Roadmap Actual 61 EIM Functional Area Q Q Q Q Q Q Q Q Q2 Transfer and Prepare lose 01 Governance Governance Governance Structure Analyst 02 Architecture Recruit 03 Development 04 Operations 05 Security 06 Reference and Master Mgmt Job offer and lose Enterprise Architect Recruit Recruit Recruit Transfer Senior Analyst Masters degree in Banking 07 DW/BI Recruit Recruit 08 Document and Content Mgmt 09 Meta-data Transfer Senior Analyst Masters degree in Engineering 10 Quality Recruit Train elearningcur ve Hire Predictive Analytics Specialist Masters degree in Statistics Train elearningcur ve Predictive Analytics Specialist assists DW/BI Architect Analyse Design Develop model Quality Business Case Job offer to new candidate Support CRM Build ETL bridges and reports Recruit

64 Quality Unit Business Case 1. Six Functions 1. Profile, monitor and report on data quality 2. Correct data in situ if within the DQMU mandate 4. Create service requests for ITD to change software in order to correct the root cause of the problem 5. Recommend changes to LOB business rules i.e. processes and procedures to prevent data quality problems 3. Perform root cause analysis 6. Establish Service Level Agreements with LOBs 62

65 Quality Unit Business Case 1. Six Functions 1. Profile, monitor and report on data quality 2. Correct data in situ if within the DQMU mandate 4. Create service requests for ITD to change software in order to correct the root cause of the problem 5. Recommend changes to LOB business rules i.e. processes and procedures to prevent data quality problems 3. Perform root cause analysis 6. Establish Service Level Agreements with LOBs 2. Establish the Quality Unit, independent of LOBs GCOO GCOO Or Operations Head Quality Unit Head Quality Unit 63 LOB Experts Quality Analyst EIM Governance LOB Experts LOB Experts Quality Analyst EIM Governance LOB Experts

66 Key Questions 1. What was the catalyst for change? 2. Was a business case made and what was involved in that and what level in the organization reviewed and approved it? 3. How did NBAD get their EIM program going? 4. How was the maturity assessment conducted (how long, to whom and ease of administration)? 5. Did the DAMA maturity assessment help develop the roadmap and set priorities? 6. Were there culture/adoption challenges and how were they addressed? 7. Where is NBAD now with EIM? 64

67 Key Questions 1. What was the catalyst for change? Fast pace of change in business applications Drowning in data but thirsting for information DCIO Agent of Change was hired 2. Was a business case made, what was involved, what level in the organization reviewed and approved it? Yes ROI and risk is always examined Proposed by DCIO, approved by CIO, approved by COO 65

68 Key Questions 2. Was a business case made Job Scope said Optimize the economics of corporate data management by ensuring that existing practices are efficient and scalable Business Alignment & Improvement 66 IT Efficiency Ladley s Triangle Risk

69 Key Questions 2. Was a business case made Job Scope said Enhance the business return on existing data assets by ensuring that data is kept in an accurate, coherent and accessible manner Plan and manage a data governance framework in close co-ordination with corporate governance unit (e.g. audit, compliance, risk management, strategic planning, etc.). Business Alignment & Improvement 67 IT Efficiency Ladley s Triangle Risk

70 Key Questions 2. Was a business case made Job Scope said Control and mitigate risks in the areas of data theft, data privacy, data vandalism, data incoherence, data obsolescence, data loss, and data inaccessibility Business Alignment & Improvement 68 IT Efficiency Ladley s Triangle Risk

71 Key Questions 2. Was a business case made Balance of all three Business Alignment & Improvement 69 IT Efficiency Ladley s Triangle Risk

72 Key Questions 3. How did NBAD get their EIM program going? Hired me 4. How was the maturity assessment conducted (how long, to whom and ease of administration)? 4 weeks, two people Interviews repeated themselves same questions, same answers Question Electronic Survey or an Interview? Answer Interview people to develop rapport 70

73 Key Questions 5. Did the DAMA maturity assessment help develop the roadmap and set priorities? Roadmap = Job Scope + Maturity Assessment + Projects EIM Functional Area Q Q Q Q Q Q Q Q Q2 Transfer and Prepare lose 01 Governance Governance Governance Structure Analyst 02 Architecture Recruit 03 Development 04 Operations 05 Security 06 Reference and Master Mgmt Job offer and lose Enterprise Architect Recruit Recruit Recruit Transfer Senior Train Analyst elearningcurve Masters degree in Banking Architect Analyse Design Job offer to new candidate Support CRM 07 DW/BI Recruit Recruit Hire Predictive Analytics Specialist Masters degree in Statistics Document and Content Mgmt 09 Meta-data 10 Quality Recruit Transfer Senior Train Analyst elearningcurve Masters degree in Engineering Predictive Analytics Specialist assists DW/BI Develop model Quality Business Case Build ETL bridges and reports Recruit

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