Data Governance 8 Steps to Success

Transcription

1 Data Governance 8 Steps to Success Anne Marie Smith, Ph.D. Principal Consultant alabamayankeesystems.com 1

2 Instructor Background Internationally recognized expert and speaker in the fields of enterprise information management, data modeling, meta data management and data warehousing, one of the top industry experts in data governance and information management strategy and planning Published numerous articles that have been featured in some of the industry s most prestigious magazines and newsletters Contributing author to the DAMA Data Management Body of Knowledge (DAMA-DMBoK ) Contributing columnist The Data Administration Newsletter Has taught at several institutions of higher learning including LaSalle University Holds certifications in CDMP / CBIP and has earned a Ph.D. in Management Information Systems 2

3 Agenda Mission and goals of data governance Importance of business-driven data governance Essential components of governance programs Data stewardship roles in data governance models Importance of data governance office to successful implementation Fundamentals of implementation Challenges to successful data governance and how to overcome them Conclusion, resources for additional study

4 Introduction to Data Governance 4

5 What is Data Governance? Data governance is the practice of making strategic and effective decisions regarding an organization s information assets Data governance includes: Determination of valid data sources Management of master and reference data Responsibilities for data integrity Meta data management practices Data quality policies and procedures Establishing and/or enforcing meta data standards Both internal and external Stakeholder arbitration mechanism Development of stewardship role for selected business subject matter experts in all business domains Data Governance is a fundamental component of an effective enterprise information management program 2014 Alabama Yankee Systems, LLC. 5

6 Data Governance Key Points Data is one of the most important assets in a corporation Data has value when it is delivered quickly, properly formatted, concise, accurate and understood Business ownership of the data and active participation are critical Data governance is the foundational component of functions of the DAMA-DMBOK framework Data stewards and data governance professionals perform the activities of data governance 2014 Alabama Yankee Systems, LLC. 6

7 Data Governance in Data Management Provide an enterprise wide metadata management environment that provides access to data semantics, format and source information ensures semantic uniformity, correlation of format from all sources Provide and govern a set of processes that ensure data quality ensure that data quality processes are comprehensive and applied consistently Provide and govern a set of processes that measure data value ensure that data valuation processes are comprehensive and applied consistently Provide and govern a set of processes that ensure appropriate security determine security levels and approve application/data security approach Provide and govern a set of well-documented processes and interfaces for accessing data which eliminates the proliferation of redundant and inconsistent data approves and then ensures adherence to processes Provide standards and governance of processes for the definition/design, creation and maintenance of data approves and then ensures adherence to processes Enable data sharing for both ad hoc inquires and new application systems thereby reducing storage of redundant data ensure that data stewards provide access as required for data sharing Provide an enterprise-level data dictionary and appropriate data stores that enable the reuse of data provide mechanism for enterprise dissemination of meta data Provide a framework and standardized set of data storage requirements that enable appropriate capacity planning activities ensures that all data is compliant with the defined data infrastructure 2014 Alabama Yankee Systems, LLC. 7

8 Objectives of Data Governance Address and synchronize data collection processes Reduce data redundancy Systematically improve: Data Accessibility Data availability Data flexibility Data reuse 2014 Alabama Yankee Systems, LLC. 8

9 Data Governance Benefits Enables the organization to produce high-quality information which is useful, appropriate, and timely by: Providing one point of accountability for data management Reducing data duplication Increasing confidence in data for business and IT Improving timeliness and usability of data Establishing a common vocabulary of data to ensure access to the right information Defining enterprise-wide (or site / project wide) values for common reference data Providing information and guidance to assist in compliance and regulatory efforts concerning data 2014 Alabama Yankee Systems, LLC. 9

10 Critical Success Factors for Data Governance Successful Data Governance requires: Adoption of Enterprise Information Management methodology and standards throughout the organization Strong, continued management support of the stewardship approach authority given to stewards to enact proper standards and policies, and to enforce them Data Governance Council leadership Continued focus on improving data and information quality, through vigilant data and information management Successful, continual interaction among data stewards, data management, database administration and applications development Establishment of measures to chart progress of the data governance program and the use of data and information management standards Measure each CSF success can be targeted when metrics are applied to the factors 10

11 Measuring Program Success Business Value Measures - attribute business value to implementation of the data governance program data standardization improved data management discipline across the enterprise and in projects Acceptability and Compliance Measures - ways to directly evaluate and measure the level of adoption of enterprise data standards data governance program performance of the stewards and the stewardship teams 11

12 Methods for Measurement Money: Does the program contribute to positive cash flow, revenue growth, and profit margins? HOW? Customer satisfaction: How happy are they, and does the data governance program contribute to that happiness? HOW? Quality: How good is the program? How is it improving data and meta data quality? Product or service development: How will the data governance program increase business with existing customers and attract new ones? Intellectual capital: Increasing knowledge is profitable. How does the data governance program support this? Strategic relationships: How does the program contribute to new sources of business, products and outside revenue? Employee attraction and retention: Is the program able to attract and retain staff due to its success? Sustainability: Is the organization able to keep the program going? 12

13 Reasons Data Governance Fails Loss of executive support Lack of a proper data management foundation in organization No metrics no ways to measure success Poor planning at program and project levels Loss of momentum communication issues Loss of funding Program viewed as overhead with no defined value Loss of key personnel in governance and stewardship roles Gartner, May

14 Business Driven Data Governance 14

15 Business Drives Data Governance 15

16 Data Governance is a Business Effort Many organizations begin a data governance program within their IT departments Historically, funds were sourced from IT Business played a supporting role Today, leaders believe that data governance is a business effort Business knows and understands the data, its meaning and usages Business should serve as stewards of its data IT should serve as custodians to support business data stewardship 16

17 Gartner Quote May 2011 It's not just an IT project. The business needs to take responsibility and be accountable for master data governance and stewardship. Unless organizations take a holistic, business-driven approach to MDM, addressing governance and metrics requirements in particular, they risk having their MDM programs fail. John Radcliffe, research VP, Gartner, May,

18 Steps to Successful Data Governance 18

19 Establishing a Data Governance Program 1. Survey the current data management situation each component of enterprise information management part of methodology 2. Obtain executive support for data governance program based on the results of the assessment / survey 3. Develop a charter for data governance program include mission and vision 4. Develop the Data Governance Program Office support structure 5. Identify business cases for data governance, and scope program using cases as foundation 6. Form the Data Governance Council, with executives and senior contributors 7. Identify appropriate lead business data stewards for each subject area 8. Plan data governance communications to the organization 19

20 Survey Data Management Current State Components Data Governance Data Quality Data Architecture Data Warehousing and Business Intelligence Master Data Management Metadata Management Unstructured Data Management Data and Information Security Environmental Factors General Environment Sponsorship and Goals Principles, Attitudes and Beliefs Cultural Readiness and Adoption Metrics and Business Value Practices and Processes Roles and Organizational Structures Technology Skills, Experience and Training 20

21 Obtain Executive Support Key qualities in an executive sponsor: Someone willing to be an executive sponsor Someone with a clear understanding of the value of data as a corporate asset A person with executive ranking A person who can deliver sustained funding to the program Someone with high credibility Someone knowledgeable about the organization s information problems / issues A person willing to challenge the company status quo and promote change for improved information management Need more than one executive sponsor business and IT, from multiple areas of the organization for wide support 21

22 Data Governance Charter Charter is a short document that outlines the business purposes that require data governance program Target the specific concerns and opportunities of the organization concerning data governance Best Practice: Data governance charter should fit on three (3) single-spaced pages. Anything longer is likely too long Charter is a business document and not a technical document used for executive communication Charter is not a scope document 22

23 Vision for Data Governance a thought, concept, or object formed by the imagination; unusual discernment or foresight; the act or power of seeing State to be achieved View of the future Describe how data governance will support reaching that end-state SAMPLE: To enable the generation of business value from the information assets CLIENT owns and has access to so that the organization and its customers and partners can achieve their business objectives. 23

24 Mission for Data Governance a specific task with which a person or a group is charged; a pre-established and often self-imposed objective or purpose Development of objectives Call to action Clear, dynamic statement that demonstrates how the mission will be achieved SAMPLE: The mission of the CLIENT Data Governance Program is to elevate the status of data as an asset in our organization through proper governance and management architectures, methodologies and implementation techniques. Our community will work together in a collaborative, open and honest fashion to improve the value of data and its management. 24

25 Benefits of Mission and Vision Statements Strengthen culture through a unified sense of purpose Improve decision making with clarity about "big picture and the details to achieve Enhance cross-functional relationships through a shared understanding of priorities Mission and vision are NOT synonymous, they are complementary, especially to governance Clearly established Vision statement encourages people to focus on what's important Clearly defined Mission statement also helps employees better understand the organization and its approaches and the changes needed to achieve the vision 25

26 Form Data Governance Program Office Essential component of a successful initiative Often overlooked most failures cite lack of this support structure Program office is not large Director senior resource, leader, experienced in data management, data governance concepts and implementation, program management, negotiation, organizational management, communication, etc. Program specialists number dependent on organization size (2-3 to start) intermediate to senior resources in data management, data governance, former stewards, skilled in data governance implementation 26

27 Business Cases for Data Governance Essential for securing and retaining support for a data governance initiative Creating business cases by subject or functional area can increase support and refocus efforts if project stalls Each business case should identify a problem that could be solved with involvement from a data governance program Business case can include possible solutions from the proposed data governance program 27

28 Business Case Points Make the business case interesting; remember many people may read it Keep it clear, factual and concise; minimize jargon and conjecture Communicate all facts as part of the overall story - you've done your homework, here is the chance to prove it Provide the reader with a picture or vision of the end state of data governance and the situation it will resolve Demonstrate the value the data governance initiative brings to the organization and to the situation in the business case 28

29 Data Governance Program Scope Governance program definition and description Current state of governance and stewardship Future state of governance and stewardship Program scope choose initial focus may combine Master data management Data quality management Compliance, security and regulations Data warehousing / BI quality and meta data Critical success factors Risk factors and mitigation / avoidance plan Assumptions and issues Resources (targeted, not formal yet) High-level governance roadmap implementation approach 29

30 Form Data Governance Council Coordinates and directs data governance strategies and processes across the enterprise Ensures data governance strategies and processes support organizational mission and objectives Develops and directs meta data standards across the organization and projects Assigns roles, identifies responsibility and authority and implements governance through a number of organizational layers Provides mechanisms for coordination, communications, information sharing, prioritization, and conflict resolution within the organization and across projects Communicates the institutional value and importance data governance and information management brings to the organization Serves as a resource to key organizational committees with data governance and information management issues 30

31 Data Governance Council Members Executive Sponsor as needed EIM Director (co-chair) Data Governance Program Manager (co-chair) Chief Data Steward CIO Enterprise Information Architect Director Senior Business Unit Leaders (as needed to support project needs) Coordinating / Lead Business Data Stewards (as needed to represent projects) 31

32 Business Data Stewardship Roles Chief Data Steward One for the organization Drawn from the Coordinating / Lead Business Data Stewards (each subject or functional area) Coordinating / Lead Business Data Steward One for each team of data stewards Business Data Stewards Subject or functional area specialists Several for each area 32

33 Data Steward Organization Chief Data Steward Coordinating Data Steward Subject Area 1 Coordinating Data Steward Subject Area 2 Business Data Stewards Subject Area 1 Business Data Stewards Subject Area

34 Forming Business Data Steward Teams One of the most important activities of the Governance Council Resources must be identified, evaluated and formally acknowledged Each chosen steward must be given appropriate amount of time to do the work of a steward Re-assigning some current operational duties is usually necessary for any steward ( bandwidth ) Stewards are selected by subject area from enterprise data model teams formed by subject area or subset of subject area 34

35 Business Data Stewards The number of data stewards required will depend on the number of subject areas Business Data Stewards will be recognized individual contributors (subject area experts) within the business areas of the organization: Responsibilities of Business Data Stewards will be part time general estimates of steward time commitment: Program inception to 3 months: 30 40% 3 to 6 months: 20 25% 6 to 12 months: 15 20% 12 to 18 months: 10 15% Maintenance: 10 % 35

36 Data Governance Communication Plan Use a plan to guide your organization's communications efforts concerning governance Target its diverse audiences for more clear, coordinated, memorable, and effective messaging Determine goal(s) Identify target audiences - stakeholders Determine strategies for each stakeholder group Finalize key messages for each group Determine activities for communication Determine evaluation mechanisms 36

37 Elements of Communications Plan Brief description of the effort to be communicated Short description for the communication plan Stakeholder List group stakeholders by needs and analyze Clearly stated objectives for the communication efforts The strategy for communicating why to communicate Potential issues and risks to using this communication plan The budget for executing the communication plan Schedule for executing each item in the plan Metrics for measuring success of each item 37

38 Communication Plan Template Situation Analysis Vision or Mission Statement Goals and Objectives Audience Analysis Message Strategies Vehicles Overall Key Messages Expected Outcome Dependencies Metrics / Measurement Contacts What is the need or problem that governance can address? What are the issues to be communicated? Describe business situation for governance and stewardship in the organization. Briefly describe any cultural concepts that apply to the organization and how the culture could affect the governance situation Vision: Defines the desired or future state of data governance at the enterprise with fundamental objective and/or strategic direction. Mission: Defines the fundamental purpose of governance for the enterprise, basically describing why it exists (present tense). What goals and objectives do you have for the socialization of the governance program? Short-term goals, medium-term goals, and long-term goals for the governance program and its socialization. Who are you trying to reach and why? Define target audiences, there will be more than one. For each audience, describe the business need for these messages, and any unique characteristics that may influence content and delivery. List major concerns each audience may have about the governance program and identify a way to alleviate that concern. How do you plan to deliver your messages to employees? There are many ways to connect with the culture to incorporate governance into it. Small group events, large meetings, etc What tools will you use to disseminate your messages? With what frequency? Establish a timeline for each vehicle. Consider those in your specific function or business group, as well as company-wide events/vehicles. Vehicles are more specific than message strategies. Three five statements of what you re communicating. These should support the business objectives for socializing governance, for communicating the governance program s objectives and plans and should address the major concerns of the target audience(s). Describe what you want to happen with the intended audiences concerning governance and your messages. What would you like to see as a result of your socialization fforts? List and describe programs and organizations on which these messages depend. How will you know if you have succeeded in your socialization? Develop metrics that will be concrete and measurable, formal or informal. How will you measure success in socializing the program? Who are important people/groups for you to know and maintain contact with as you socialize the governance program? 38

39 Data Governance in Projects Preceding steps were foundational, necessary before starting any data governance projects Once established, organization can plan to implement data governance in projects Develop data governance project implementation plans in alignment with Data Governance Program Office and PMO Incorporate data governance into SDLC and ensure that business data stewards are involved in all data management activities, both new development and legacy 39

40 Conclusion Each data governance program is unique but successful programs share many best practices Adopt the best practices presented, design the approach at the enterprise level, implement them iteratively The best approaches to governance maintain the enterprise focus while implementing iteratively The successful programs are living, breathing and adapting These are not the ONLY 8 points for success, but they are 8 essential points Learn from colleagues at other organizations through conferences and forums (DAMA, Data Governance conference, EDW conference, etc.) 40

41 Questions 41

42 Contact Anne Marie Smith, Ph.D. - mention this presentation For a list of references used in the creation of this workshop, or to learn more about data management, please contact alabamayankeesystems.com 42