Informatica Data Governance Framework Defining a Strategy for Success. Clarke Patterson Sr. Director Product Marketing

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1 Informatica Data Governance Framework Defining a Strategy for Success Clarke Patterson Sr. Director Product Marketing 1

2 Agenda The Role of Data Governance Assessing Maturity Understanding the Components Defining a Strategy 2

3 Data Governance is a Business Function Data governance should be managed as a business function, no different than Corporate Finance or Human Resources 3

4 CHARTERED TO PROTECT AND OPTIMIZE BUSINESS VALUE DERIVED FROM: ENABLED THROUGH EFFECTIVE USE OF TECHNOLOGY: Corporate Finance FINANCIAL assets e.g., ERP, Spreadsheets, FP&A tools, BI/DW Human Resources PEOPLE assets e.g., HRMS, performance mgmt, recruiting apps Data Governance DATA assets e.g., Data integration, DQ, MDM, ILM, data security, BI/analytics 4

5 All business functions are comprised of people, policies, and processes with a clear way to measure success, compliance and effectiveness 5

6 -OR- Service and consulting partners can help get you started, but like a Finance function data governance cannot be outsourced 6

7 Business-driven IT-driven Data Governance Maturity Stages 0: Unaware Minimal focus on data quality or security. Data not prioritized in any meaningful, actionable way. Zero measurement. No activity Fragmented IT efficiency and compliance 1: Initial Primarily grassroots driven by a few passionate individuals. Implement ad hoc rules, policies and/or standards as functional requirements into IT project. Measured primarily on success of technology release. Ad hoc Risk reduction, cost controls & business efficiencies 2: Repeatable Still grassroots but moving up to an EA or IT management level. Documented IT governance and EA standards driving metadata reuse and improved collaboration across IT projects. Measured primarily on improved IT efficiencies. Pilot Greater compliance, efficiency and support revenue growth 3: Defined Begins more topdown sponsorship, but primarily senior IT. Adopt competency centers and centers of excellence (e.g., ICC; BICoE). ITled, but business involved. Primary measured on operational metrics and SLAs. Project Strategic differentiation 4: Managed Data governance program sponsored by business leaders. Initiated as part of a broader strategic enterprise information management program. DG lives through multi-phase, multi-year efforts but measured based on success of program. Program 5: Optimized Top executive/boardlevel sponsorship and support. Data governance embraced as a self-sustaining core business function managing data as a corporate asset. Measured on total impact to the business, not just confined to specific programs or strategies. Function Holistic 7

8 Breakthrough the Business Value Ceiling! 8

9 Data Governance is not and should Never have been About the Data the vision must be to improve the business processes, decisions and interactions trusted, secure data enables! 9

10 Holistic Data Governance and Stewardship Senior Executive Driven Holistic Data Governance Holistic Data Stewardship Front-Line Business And IT Enabled 10

11 Don t start from a blank slate: Leverage existing data policies on the path to governing full data lifecycle Governance, Risk and Compliance External policies (e.g., regulators, partners, trade associations) Biz-driven policies (e.g., Regulatory) Privacy, Contact Mgmt Policies Data Governance Information Security Policies EA Standards IT Governance Integration Competency Center SOA Governance BI, DQ, MDM... Governance IT-driven policies (e.g., IT agility/ efficiency) 11

12 The Ten Facets of Data Governance Defined Processes Program Management Dependent Processes Policies Change Management Org Alignment Measurement People Vision and Business Case Tools and Architecture 12

13 Data Governance Process Stages Discover Data discovery Data profiling Data inventories Process inventories CRUD analysis Capabilities assessment Measure and Monitor Proactive monitoring Operational dashboards Reactive operational DQ audits Dashboard monitoring/audits Data lineage analysis Program performance Business value/roi Measure and Monitor Discover Data Governance Apply Define Define Business glossary creation Data classifications Data relationships Reference data Business rules Data governance policies Other dependent policies Key Performance Indicators Apply Automated rules Manual rules End to end workflows Business/IT collaboration 13

14 Identify Candidate Business Opportunities 1. What are the top business imperatives as defined by your most senior leadership? 2. What organizational business processes, decisions and stakeholder (e.g., customer, partner, employee) interactions are most important in support of these top imperatives? Data 3. What data and applications are used to support those processes, decisions and interactions? Scope thousands of relevant data items to dozens or hundreds of critical 14

15 Use Discovery Processes to Prioritize Data Quality Roadmap 4. What upstream people, systems, and processes create, capture, and update that data? Data 5. What is the business end user s level of confidence in the security and trustworthiness of that data? Repeat process and reassess priorities ongoing (quarterly or bi-annually at minimum) 15

16 Data Governance Prioritization Top 10 Business Opportunities # Business Opportunity Name 6.00 Business Opportunity Name 1 Reduce ediscovery risk 2 Improve customer satisfaction scores 3 Improve call center efficiency 4 Improve financial reporting 5 Optimize supply chain 6 Reduce global data sync (GDSN) failures 7 Improve upsell/cross-sell 8 Introduce new mobile ecommerce channel 9 Accelerate acquisition integration 10 Improve sales territory alignment process Business s Value Consider Prioritize Ignore Experiment High <--- Investment & Effort ---> Low

17 17

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