MASTER DATA MANAGEMENT BUSINESS CASE

Transcription

1 MASTER DATA MANAGEMENT BUSINESS CASE Purpose of the Business Case: Project Name: To procure a Master Data management tool to assist the Constabulary in addressing its Change Portfolio objective of integrating and improving data management and information. Master Data Management Project Date Prepared: 16/12/2014 Author: Version: Adam Boothby/Kostas Krommydas/Stewart Knott/Tracy Hayler V7 Distribution Name Role Date of Issue Version Tracy Hayler Head of Strategic Alliances 04/11/ Tracy Hayler Head of Strategic Alliances 17/11/ Signatories Name Role Date of Issue Version Julian Kern Director of Resources 18/11/2014 3

2 Contents 1. Executive Summary Recommendation Background Business Options Summary of the SWOne/Entity proposal Preferred Option (Option 3) and Rationale Costs Benefits Delivery Risks and Opportunities Opportunities Management and Implementation... 9 Appendix A Timescales Appendix B Data Quality issues Appendix C Financial Analysis Summary... 13

3 1. Executive Summary A key Change Portfolio objective is to integrate and improve data management and information. The provision of the Golden Nominal, accurate business intelligence and analytics capabilities rely on a foundation of good quality data. The Force continues to deal with data quality issues on a daily basis and evidence from other Forces strongly indicates that data quality issues will increase as the type and volume of data increases in line with the deployment of mobility solutions that enable direct officer entry, unless robust data management capabilities are also implemented. Whilst the Force does have Information Managers, it does not have a data management tool that will enable the Information Managers to effectively improve data quality at the scale required over the coming years as Niche and Mobile solutions are deployed. The initial step in getting-a-grip of data quality is the migration of existing data into the new Niche system, given the scale of this challenge in terms of numbers of records and errors that need correcting, this cannot be executed with current Force manual methods. Following the migration of data, the Force will need to maintain the data quality level as direct data entry rolls-out, again the scale of the challenge means this cannot be a manual process, therefore, the data management tool will become a critical Force capability in maintaining data quality, and is therefore a significant enabler to Force ambitions for mobility and later, for data analytics. 2. Recommendation The recommended option from SouthWest One is to use IBM Infosphere for data management and the proposal covers the purchase of the tool and the provision of experienced resources through an IBM subsidiary (Entity Group) to support the data improvement for the back records conversion of the Atlas project. 3. Background The Chief Constable and PCC s 5 year ambition states; Our ability to exploit technological advancements in business intelligence and real time predictive analysis may be compromised if we don t update our approach to corporate information management. To deliver against the PCC priorities and the Constabulary s mission, vision, values and its five year ambition, the organisation s ICT strategy identifies a number of key areas for work: Systems that improve identification of people and places posing a threat, linking crimes and allowing users to more quickly identify patterns in data, supporting predictive policing and an enhanced risk based approach to resourcing, with an ultimate goal of real-time, predictive crime models; Providing systems and infrastructure that support the business processes and information needs relevant for that role;

4 Re-use of existing data, clearer golden nominal functionality to identify and track the single record about a person and improved quality of decision-making through re-use of information from across business areas; The provision of the Golden Nominal, accurate business intelligence and analytics capabilities rely on a foundation of good quality data. Evidence indicates that data quality issues are increasing as current processes fail to completely deal with errors: Current Guardian automatic match & merge activities fix approximately 100 duplicate records per day based on match of specific common characteristics 150,000 records have been manually merged over the past 4 years, with at least 1 full time dedicated resource working on this issue Other data quality issues i.e. missing information from records, is also manually tackled with an additional 1 FTE estimated to be working on these activities These activities enable the Constabulary to reactively rectify a few known data quality issues based on the capacity of the Record Review Team and the Guardian Support Unit. A list of indicative data quality problems are presented on Appendix B. As the Constabulary Operating Model shifts towards distributed data entry, enabled by mobile devices, it is likely the input error rate will increase, particularly for operational officers. This situation is likely to be amplified by a simultaneous ability to collect and input text, voice, stills and video evidence from those devices. The graphic above highlights a number of issues that this business case seeks to address: Data quality issues are likely to increase as distributed data entry becomes possible, if no mitigating action is taken. This increase will occur simultaneously with Niche implementation, where the Constabulary should also expect to see data quality issues as staff adopt new ways of working. Data quality will need to be continually and proactively managed following Mobile and Niche implementation to maintain regulatory compliance with MOPI and to provide the foundation for BI and Analytics. The Atlas Project has been tasked with conducting a Back Records Conversion exercise from Guardian and NSPIS to Niche. The tool will allow the aggressive timelines for delivery to be adhered to with significantly less manual processing.

5 4. Business Options Option 1 Do not accept Entity s proposal and do not implement further data quality improvement practices This option implies, for the Atlas project, migrating data as-is to Niche (no data quality improvements) or moving legacy data to a read-only data storage system. For the Constabulary it means that the current data management processes will be used when Niche is introduced and they are deemed sufficient to keep the same data quality levels. Analysis shows that the Constabulary produces data at a steady rate and even if data quality issues are kept to the same level the total of bad data will increase proportionally resulting in: Time impact on operational staff: More time needed to go through records in the system (i.e. people searches) to identify the right data, which subsequently means that the Constabulary will require more officers and staff to deliver the same level of service Challenge in ambitions to integrate with partners: Inability to successfully integrate data with other internal and external sources due to incomplete, sparse and duplicate data that will prohibit the Constabulary and partner agencies to gain a holistic insight (golden nominal) from the data recorded in different systems Reduced trust in the system: Officers and staff will have no confidence in the new system due to the poor quality historic data, leading to bad data management and data recording practices in Niche and throughout the Constabulary Poor results from analytics: The ability to use and extract insight from recorded data will increasingly become more difficult due to the continuous creation of bad data The resulting state from this option is misaligned with the Constabulary s ambition, does not meet the Change Portfolio objectives of integrating and improving data management and information and compromises policing operations with an impact on ASC, its partner agencies and the public. Option 2 Do not accept Entity s proposal but implement further data quality improvement practices with existing tools and resources This option recognises the need to deal with the data quality issues tactically with tools already available to the Force, which will be used to perform both the back record conversion and data cleansing for Atlas and any further data quality activities. Although this option is heading in the right direction it fails to tackle the problem strategically as the native tools are much less capable than the IBM solution. The following challenges and implications need to be considered if this option is chosen: Only a partial fix:the cleansing functionality available will only address quality issues of the data in the system, failing to use data recorded in other systems, which will result in partially fixing the existing data quality issues Insufficient skills and time: Neither the Constabulary nor SWOne have the required skills, availability and experience to exploit the tool s functionality to address (to the degree possible) the data quality issues within the project timescales, resulting again in minor data quality improvements as part of the Atlas project Reduced trust in Niche: Data quality in Niche will not be significantly better than existing systems due to given resource/time constraints and limited functionality making it difficult to get end users engagement for better data management and data recording practices in Niche Inaccurate reporting: Poor data quality in Niche will result in less accurate and reliable reporting and predictive analytics outcomes, putting at risk a very important, strategic initiative for the Constabulary The resulting state will not compromise policing, but it will not contribute to the implementation of the ICT strategy and it will not address the current data quality issues.

6 Option 3: Accept Entity s proposal to perform the back records conversion within the Atlas project This option involves contracting Entity (via Southwest One) to perform the back record conversion and data cleansing with the use of the IBM Infosphere platform (see below for a summary of the Entity proposal). The resulting state will address the data quality issues from the legacy system within the project timelines. In addition it contributes to the implementation of the ICT strategy and will provide an additional asset to the Constabulary for implementing a robust and reliable predictive analytics capability. The MDM functionality will enable officers and staff in the constabulary to have access to more reliable, complete and integrated information faster, saving an estimated 10 seconds on browsing through Crime and Intelligence search results (approximately 8,000 searches a day). This equates to 4 FTE, time that can be used: by officers to address more cases by IAU to answer more calls by intelligence to provide more timely information 5. Summary of the SWOne/Entity proposal The proposal from SWOne/Entity can be broken down into 3 phases. Phases 1 and 2 relate to the back record conversion activities required for the Atlas Project (summarised below). During these phases data from legacy and current systems can be extracted and cleansed (mastered) according to business rules and then migrated into the Niche RMS. System/Entity Mastered Migrated Phase 1 REDACTED Guardian Party/Location X X Case and Custody Party/Location X X Storm Party/Location X X System 4 Party/Location X X System 5 Party/Location X X Guardian Object/Event/Other X Phase 2 REDACTED Case and Custody - Object/Event/Other X Phase 3 would see the tool being made available to run regular maintenance on the data held in Niche. This will mitigate against staff entering incorrect, duplicated and/or missing data. Thereafter the tool can be applied to cleanse data held in other Avon and Somerset systems, and to regularly transfer appropriate data held in other systems e.g. intelligence and other information could transfer from Holmes 2 to Niche. 6. Preferred Option (Option 3) and Rationale Option 3 is the preferred option because ASC has contracted with SWOne for the provision of IT Services, enabling access to world class Technology and service Delivery. SWOne are contractually bound to demonstrate fair value. In progressing with the SWOne solution ASC are ensuring access to market leading Software (as cited by both Forrester and Gartner) at a cost that is contractually bound to be favourable to ASC. One of the benefits of the SWOne contract is that it allows ASC access to IBM s market leading Software, with significant discounts Vs the market. Under Schedule 2 Part 8 of the Output Specification SWOne are formally contracted to provide the following: (I) Carry out data cleansing operations prior to migrating databases or as instructed by the Authority; and

7 (J) Develop and operate procedures to migrate database content to new databases version and / or to new systems; The MDM proposal provided by SWOne leverages these commercial arrangements, allowing the best possible solution to meet ASC s Data Management needs. Option 3 strategically supports the Constabulary in the implementation of the ICT strategy and achieving the Chief Constable and PCC s 5 year ambition as well as enabling Niche to meet its current timelines and provide users with higher quality data than would be possible with manual cleansing and migration. The proposed software will provide an IT platform that will support the Constabulary s ongoing Information Management and compliance activities, in that: Business rules and standards can be setup within the tool to monitor data quality and compliance in order to identify issues and address them. This, implemented initially for Niche, can be rolled out to the whole estate Additional systems can be included to the MDM solution in order to improve data quality throughout the Constabulary Processes can be implemented to monitor data quality and compliance in order to maintain high quality standards throughout the Constabulary s data Data quality management and data governance will result to accurate and complete data enabling the Constabulary to realise benefits from future IT initiatives such as predictive analytics 7. Costs Option 1 Do Not Address Data Quality Issues Because this option is not considered viable, no financial analysis has been conducted. Option 2 Manual intervention to address data quality The costs for this Option 2 are set out in the table below. These costs are purely for resources to perform the cleansing and migration activities. These resources are not available within the Constabulary or SWOne and would need to be procured. The Atlas Business Case sets out the cost of resources to do the manual processes, which will need to be recruited immediately to fulfil the BRC objectives of Atlas only. Resource 2 FTE One Data analyst and one database analyst. 1 FTE data analyst from South West One for four weeks. Cost REDACTED REDACTED REDACTED Option 3 Provide data management tooling to address data quality The table below sets out the full costs extracted from the Entity proposal. Item Cost 1. Phase 1 Consultancy Service REDACTED 2. Phase 2 Consultancy Service REDACTED 3. MDM software REDACTED 4. Ongoing charges (for two years) REDACTED REDACTED Items 1 and 2 could be covered by the Atlas budget, within which provision was made for BRC to extract, cleanse and migrate required data from Guardian and NSPIS into Niche RMS.

8 Item 3 is required both for the Atlas project as part the work described above and by the business to allow for ongoing cleansing and migration activities. Item 4 then provides two years beyond the initial twelve months of licensing to allow the constabulary to continue to cleanse and maintain clean data in any system we would wish to apply it to, to maintain data standards and good quality management information. The outline business case for the Atlas Project projected that back record conversion would cost REDACTED. In the ongoing development of the Final Business Case the expected costs of the back record conversion without the use of the Entity tool have reduced to REDACTED. Of this REDACTED a total has already been allocated to resources now working on the project, and required until implementation. The remaining REDACTED is available to contribute to this proposal. It is proposed that the costs are shared between the Atlas Project and business as usual budgets: 1. REDACTED of the Atlas projects BRC budget - this will meet the costs of Entity s consultancy service (and represents an increase of REDACTED against current projected spend for BRC). 2. REDACTED from existing revenue budgets - this will meet the costs of the software for the first 13 months. 3. REDACTED from existing ICT support and maintenance budgets this meet the costs for ongoing use of the software. 8. Benefits Implementing MDM capabilities in the Constabulary enables the realisation of the benefits below: Cashable Benefits Improved data quality will have a direct impact on officers and staff workload. The following savings having been identified: Reduced support burden: Across the Guardian Support Unit and the Records Review Team 1.25 FTE can be saved by reducing the burden of manually dealing with data quality issues Reduced duplicate records: The Incident Assessment Unit will be able to save 0.75 FTE wasted investigating duplicate records and bad quality data Increased search accuracy: All users of the Crime and Intelligence solution will benefit from improved data, because better data will result more accurate search returns. A small time saving of 10 seconds on average per search will save collectively 4 FTE Translating these numbers to a cash value shows a return on investment from year 2. The associated financial analysis can be found on Appendix C. IMAGE REDACTED Non-Cashable Benefits The major benefits of implementing the master data management tool support wider Force aspirations for improving operational effectiveness and efficiencies. The following strategic benefits have been identified: Safe Atlas delivery: As part of the Atlas project the delivery team will be able to use data from additional sources in order to de-duplicate, fix and enrich records. This will result to high quality data introduced to Niche that will enable the use of Golden Nominal records to support daily operations and decision making Improve data quality across multiple Force systems: Ability to investigate data quality in other IT applications will support the Constabulary s ambition to become a data driven organisation and will help to identify the right data quality improvement activities and initiatives in order to move towards that direction Maintaining data quality in the long term: Implementation of the MDM tool will provide a platform to monitor data quality in the Constabulary enabling the business to maintain accurate and complete data that will lead to higher insight

9 Improved reporting and analytics: Good data quality will improve the accuracy and relevance of reporting and analytics outcomes in current and future technology state (i.e. predictive analytics an initiative of high importance and significant investment for the Constabulary) maximising the return on investment of other projects/programmes 9. Delivery Risks and Opportunities Risks Delivery Timelines: If there is a delay to implementing the MDM solution then there is a risk there will not be enough time to complete the data cleansing and transformation for the phase 1 implementation of Niche. This means that either the go-live date will need to be moved or the quality of data in Niche will need be compromised. Manual cleansing: If The Entity proposal is not accepted at all, there will not be enough time to procure the resources required to perform manual cleansing (to the degree possible) and migration of data to Niche, which again impacts project timelines and data quality for Atlas. Longer term risks: Strategically for the Constabulary there are numerous implications. As more data is produced and stored on systems, users will experience more difficulties identifying the right information if there are data quality issues, which will result to less efficient processes and higher probability of incorrect decision making that will have a direct effect on policing operations (i.e. failing to identify a connection between people/location/events due to many duplicate records). Also reputational (i.e. arresting the wrong person, attempting to arrest someone at a wrong address) and legal (legal actions against the Constabulary due to MoPI / Data Protection Act incompliance) risks will always exist, but only improving data quality and maintaining it at a high level can minimise their likelihood and the possible financial impact they may incur. 10. Opportunities The benefits for operational business from the implementation of the integrated crime, intelligence, case and custody system, with clean, good quality, accurate data cannot be overemphasised, when day to day tasking and deployment decisions, as well as the longer term strategic decision making and management of Force Performance rely upon it. Furthermore, there will be opportunities to explore data in other systems. As an example Holmes 2 contains thousands of nominal records relating to major crime investigations. A proportion of this data is useful and valid intelligence, but only a small amount is ever transferred to Guardian due to the time required to manually rekey them. The Infosphere software will give the Constabulary the ability to explore the option of migrating relevant data into Niche from Holmes 2, a process that could potentially be repeated following each major crime investigation. 11. Management and Implementation The Atlas project team has a dedicated Data Migration Lead to manage the delivery of data cleansing and back record conversion. It is proposed that resources from the Entity team be managed by the Data Migration lead in consultation with CIM, Guardian Support, Technology Services and others. The Entity resource will be responsible for the technical delivery of data cleansing and back record conversion. The Entity team will also work with Constabulary resources to up-skill them in order to be able to use the tool past their involvement with the Atlas project and the Deloitte team will also share their expertise to help the Constabulary establish the right data management framework and implement data quality monitor processes and improvement practices.

10 The Atlas project can be an enabler to start a series of data improvement initiatives. Involvement from identified Subject Matter Experts will ensure right prioritisation and focus on activities that will deliver cost efficiencies and benefits directly to officers and staff, which will enable them to deliver a better service to the public. Requirements to implement the infrastructure for IBM Infosphere has already been analysed and can be delivered with the available hardware and software within the required timescales.

11 Appendix A Timescales The following high level timescales for data migration (back record conversion and data cleansing) are currently planned as part of the Atlas project.

12 Appendix B Data Quality issues The attached files show data quality issues that are known to the Constabulary. This is only an indicative list and the full extent of these issues has not been measured. They have been collated as a result of experience from day-to-day work in the Records Review Team and Guardian Support Unit, reports from officers and staff and data quality reviews undertaken. Guardian Data Issues Analysis Data quality expansion of issuesv1.doc NSPIS Custody audit report NSPIS Cust audit report.doc NSPIS Case Prep Audit Report NSPIS Case Prep Audit Report.doc

13 Appendix C Financial Analysis Summary REDACTED