Data Governance: Setting Goals, Setting Roles, Getting It Right!

Transcription

2 Industry Views " is organizg framework for establishg strategy, objectives, policies for corporate. encompasses people, processes procedures required create a consistent, enterprise view a company's... The overall management availability, usability, tegrity, security employed an enterprise. A sound program cludes a governg body or council, a defed set procedures, a plan execute those procedures. Copyright 2008, Basele Consultg. All rights reserved. 2

3 Sales Analysis Physician contact formation Contact hisry Specialty details Hospital privileges Office location(s) Hospital privileges Event participation Why? Applications: Manipulars Trag Events Healthcare provider contact formation Contact / vite hisry Participation hisry Event details Physician spend Guest details Order Management Cusmer/ Account Setup Invoicg Order Details Product Catalog Purchase Details Sales Forecast Vacce Systems Who can update contact details? Account details Healthcare provider details Delivery location Product approval details Purchase hisry Balance hisry How is accurate formation corrected? How are conflictg needs addressed? How are changes identified & resolved? 3 rd Party Details Provider contact formation Provider type (role / responsibility) Affiliations PPO relationships License details Tax identifiers Sales Market Support Operations Users : Consumers Fance Which stakeholders make decisions? Exec Mgmt Cusmers Copyright 2008, Basele Consultg. All rights reserved. 3

4 Do You Need? Some Key Indicars We ve gotta sp havg who owns? conversation. We can t do MDM if we don t formalize decisionmakg processes around our enterprise formation. Fixg a sgle system is potless; no one owns across all systems. Everyone agrees quality is poor, but no one can agree on how fix it Our CRM/supply cha management/erp program has hit wall. Are you kiddg? We have multiple versions sgleversion truth. Copyright 2008, Basele Consultg. All rights reserved. 4

5 What Does Establishes busess stakeholders as formation owners. meang, content, access reflect busess. Positions enterprise issues as crossfunctional. Information change is owned by a crossfunctional team. Aligns quality with busess measures acceptance. Acceptance accuracy is described busess terms. Removes IT from busess/ conflict ownership. Repositions IT as formation engeer facilitar, not problem owner. Ensures is managed separately from applications. dependent dividual applications. Exps change management clude. Application systems respond both busess process requirements. Requires monirg measurement. Any itiative must monir progress measure outcomes improvements. Copyright 2008, Basele Consultg. All rights reserved. 5

6 The Crux Issue: One Client s Hard Truth Underlyg cost drivers Underst dig, search, ask, collect, consolidate Analyze develop, document, test, query, report Coordate plan, review, wait for ors, wait for conditions Communicate expla, prepare, follow procedures, meet, discuss, convce, defend Relative cost share 40 % 20 % 10 % 30% Proprietary. Copyright 2008, Basele Consultg. All rights reserved. 6

7 Designg Guidg Prciples Need & Readess? DecisionMakg Bodies IT Portfolio Management Budgetg & Approval Exceptions Process Decision Rights Mechanisms Stewardship Dashboard Trackg & Measurements Communications Plan Tools & Capabilities? Copyright 2008, Basele Consultg. All rights reserved. 7

8 Steps Deployment 1. Assess your readess 2. Defe DG guidg prciples 3. Identify decisionmakg bodies 4. Defe decision areas decision rights 5. Identify mechanisms 6. Develop ols capabilities Good must be designed. It cannot be mated. The iterative diverge/converge process thkg it through develops ownership commitment. Copyright 2008, Basele Consultg. All rights reserved. 8

9 Identify Decision Makg Bodies Executive Steerg Busess Functions & Processes Busess Users Advisory Team Busess Implementation Management Project Development Team Information Technology Department Management Team Copyright 2008, Basele Consultg. All rights reserved. 9

10 : Sample Roles Responsibilities Executive Steerg Busess Users Advisory Teams Culture Culture Change Change Champion Champion Drive Drive awareness awareness & & culture culture change change with with corporation corporation Act Act as as fal fal decisionmakg decisionmakg authority authority Review Review execution execution prior prior decisions decisions ( ( related related project project activities) activities) Establish Establish enterprise enterprise itiative itiative hold hold busess busess & & IT IT areas areas accountable accountable Resolve Resolve busess busess organizational organizational issues issues regular regular reviews reviews decisions decisions Strategy Strategy Lead, Lead, Decide, Decide, Oversee Oversee Drive Drive awareness awareness culture culture change change with with ir ir organizations organizations Support Support crossfunctional crossfunctional prioritization prioritization subject subject areas areas opportunities opportunities Approve Approve requests/itiatives. requests/itiatives. This This may may clude clude approval approval resources, resources, fundg, fundg, etc. etc. Monir Monir project project progress; progress; remove remove roadblocks roadblocks Name Name personnel personnel Busess Busess Users Users Advisory Advisory Teams Teams monthly monthly planng planng status status sessions sessions Tactics Tactics Advocate Advocate Operationalize Operationalize Identify Identify new new issues issues Recommend Recommend priorities, priorities, solutions, solutions, conflict conflict resolution. resolution. advocate advocate for for fundg fundg Include Include busess busess requirement requirement stakeholders stakeholders development development defitions defitions busess busess rules rules Assist Assist defg defg itial itial acceptance acceptance criteria criteria for for new new subject subject Copyright 2008, Basele Consultg. All rights reserved. 10

11 : Sample Roles Responsibilities Project Development Team Tactics Tactics Implementation Implementation Enforce Enforce across across all all systems systems through through development development support support methodology methodology Execute Execute development development activities activities based based on on management management policies policies Submit Submit changes changes as as new new busess busess requirements requirements or or stware stware products products conflict conflict with with existg existg regular regular reviews reviews decisions decisions Management Team Tactics Tactics Support Support Or Or Teams Teams Provide Provide expertise expertise or or teams. teams. This This cludes cludes admistration admistration sourcebased sourcebased analysis analysis Support Support conflict conflict resolution resolution process process through through providg providg oriented oriented metrics metrics details details decisionmakg decisionmakg teams teams Provide Provide ongog ongog prilg prilg analysis analysis ensure ensure that that is is beg beg supported supported all all ITbased ITbased systems systems Ensure Ensure that that all all management management stards stards reflect reflect existg existg monthly monthly planng planng status status sessions sessions Copyright 2008, Basele Consultg. All rights reserved. 11

12 DON T: Ignore Decision Rights The concept decision rights establishes WHO is responsible for makg WHAT types decisions Decision rights implies busessit alignment The busess owns key decisions Anor DON T: DON T make an ITonly itiative, not even temporarily! Most companies lack formal means assigng decision rights The squeaky wheel syndrome is determant Politics is defac way assign decision makg authority without decision rights isn t Decision Rights Owner: a Subject Matter Expert with vested authority develop structional rules for ors follow. From isixsigma.com Copyright 2008, Basele Consultg. All rights reserved. 12

14 vs. Management Executive Sponsorship Protect, enhance, fund asset Provide oversight, assess compliance, manage risks asset Subject Matter Expert Subject Matter Expert Subject Matter Expert Intimate with busess processes; expla busess policies, rules, guideles. Stewards Stewards Stewards Management Develop & support asset per governg policies & stards Requirements Admistration Meta Management Quality Privacy & Security Copyright 2008, Basele Consultg. All rights reserved. 14

15 A Word About Management Project #3 (More Manual Effort) Project #2 (More Manual Effort) Project #1 (Manual Effort) Terms Defitions Access / Security Cleansg/Correction Value Stardization Modelg Meta Source Documentation Increased reuse Reduced ReInvention Faster time deployment Entrenched skill sets Lower costs through: Aumation Centralized vendor licenses Less rework Fewer specialists Enterprise Management Copyright 2008, Basele Consultg. All rights reserved. 15

16 Regimes Council Core Busess Processes Sales Cusmer Service Fance Marketg Human Resources Procurement Campaign Management Hirg Order Management Billg Trouble Ticket Trackg Accountable Consulted Informed Copyright 2008, Basele Consultg. All rights reserved. 16

17 Three Waves Measure Effectiveness Identify Conflicts/Obstacles Establish/Acquire Additional Tools Broaden Reach: Adjust Repeat 3 Deploy Establish Key Measures Identify Enabled Busess Initiative Embed Steps Project Plan Deploy Controlled 2 Embed Determe Readess Design Determe Governg Bodies Identify Initial Mechanisms 1 Design Copyright 2008, Basele Consultg. All rights reserved. 17

18 Takg Action 1. Determe if you need Do you need what does Describe your existg decisionmakg is a oversight process. Can you? new way workg. 2. Solicit stakeholder support You are challengg Position concepts with executives. Walk through process decision entrenched thkg. gates describe how solves It will take time get it both IT busess issues. Fd a champion or change agent. right. But payf is 3. Select a design taskforce worth effort. Identify enlist itial participants Debate issues; improve on origal concepts. Tailor design your company its culture. Present your plan senior executives for endorsement. 4. Launch Steerg Name members a facilitar. Communicate publicize plan. Conduct a trial run. Select an itial project. Copyright 2008, Basele Consultg. All rights reserved. 18