Expanding Data Governance Into EIM Governance The Data Governance Institute page 1

Transcription

1 Gwen Thomas President, page 1

2 has three arms: 1. Training/consulting 2. Membership (The Data Governance & Stewardship Community of Practice) ce) at 3. Information services, publishing the free DGI Data Governance Framework, whitepapers and reports, and many websites, including: The web s largest free resource for Data Governance and Stewardship About and Gwen Thomas gwen.thomas@ datagovernance.com Phone: President, and Publisher of its websites Keynote, industry s first Data Governance conference Designer of Data Governance programs for large and mid-size companies: American Express, WaMu, BankUnited, Sallie Mae, Wachovia*, Walt Disney World**, Coors Brewing**, NDCHealth / Wolters Kluwer** * IBM was the prime contractor ** CIBER was the prime contractor Author Alpha Males and Data Disasters: The Case for Data Governance. Assisted with data strategy, integration, warehouses, metadata, documentation, portals, and content governance at numerous organizations over past 20 years information at Author, Alpha Males and Data Disasters: An apples-to-apples master catalog of Data Governance Software, at com page 2

3 Premise Your existing or planned Data Governance & Stewardship program may not be configured to address EIM stakeholders and their requirements. If so, you have three options: 1) Educate your DG leaders so they can expand their core program 2) Start an EIM Working Group as a bolt-on to the DG program 3) Run a parallel EIM Governance effort (formal or informal) aligned with DG efforts. Today we ll look at 6 Flavors of Data Governance programs and how to address each option for each flavor page 3

4 Today s Approach Start with level-setting information and a framework to help us think and communicate about this complicated subject Analyze six flavors of traditional Data Governance and Stewardship programs, looking at each one s mission, i scope, governance models, stakeholders, and typical efforts. For each flavor, perform a gap analysis exercise, identifying under-represented or ignored EIMspecific stakeholders and efforts. We complete personalized stakeholder maps for each of the three paths to EIM governance Finish by creating individual action plans for starting down the appropriate path. page 4

5 EIM Governance v. Data Governance EIM Governance At my organization, they WANTED EIM, but decided to start with just Data. Data Governance Plus more of everything People: Stakeholders, Administrators, Decision-Makers, those who live with decisions Policy / Rules: Policy Standards Guidelines Requirements Data Definitions Processes: Affects many SDLCs, architecture, change control, data management, communication, etc. Technology: Affected Systems, Technology-based controls, Tools Decisions: Many ongoing decisions and compromises by cross-functional teams page 5

6 Definitions of Data Governance Short Definition: Data Governance is the exercise of decision-making and authority for data-related matters. Long Definition: Data Governance is the exercise of decision-making and authority for data-related matters. It s a cross-functional system of decision rights and accountabilities for information-related processes, executed according to agreed-upon models which describe who can take what actions with what information, and when, under what circumstances, using what methods. page 6

7 Why Have Data Governance Programs? AM Macro View A recent survey and report from TDWI says Data Governance is used to support Compliance (Internal and External) Business Transformation Business Integration We agree that these are macro-level drivers for many efforts, including both Data Governance and EIM Efforts TDWI Report: Data a Governance Strategies: es Helping your Organization a Comply, Transform, and Integrate page 7

8 Why Have Data Governance Projects? Our Micro View Everything a company does should tie to one of three universal value drivers: 1. Increase revenue and value 2. Manage cost and complexity 3. Support Risk Management, Compliance, and confidence in data and data-related efforts. Every hour and dollar of every EIM Governance and Data Governance effort MUST tie back to one or more of fthese drivers! di page 8

9 Why Have Data Governance Alignment? Our Practical View In today s inter-connected and post-compliance p world, it s no longer enough to do IT efforts. Work isn t done until you: 1. Do it 2. Control it 3. Document it 4. Prove compliance The Post-Compliance Paradigm No manager is in a position to understand d the requirements for all of the above and to understand the impacts of data-related actions. Alignment is needed for data-related decisions. page 9

10 Getting Started ted With Your Program 1. Justify your existence: What s your Macro reason for governance? Compliance, Business Transformation, Business Integration 2. Justify your efforts: What benefits will you deliver with your projects and ongoing processes? 3. Identify scope - What data and information will you address? (more about this later) 4. Articulate the concerns to focus on and the changes you ll help your organization make. 5. Identify general and specific goals. page 10

11 What Concerns Do Governance Address? If you re doing governance for this reason Risk & Compliance Business Transformation You are concerned about Data access Controls Proving compliance Change control New capabilities Understanding change (impact analysis) Enabling & supporting change Alignment Business Integration Data sharing Data analysis page 11

12 What Changes Because of Governance? If you re doing governance for this reason You want to achieve these capabilities So governance will help you make these changes Risk & Controlled access to data Limit data access Monitoring & measuring Compliance Business Transformation Business Integration Auditing capabilities Accurate reports Ability to make aligned decisions Organizational structures to support goals Clear roles & responsibilities Expanded sharing of information across systems Better ability to analyze information Improve data quality Standards for data Documenting meaning of data in reports Clarify roles & responsibilities for data Establish decision rights Reengineer business processes and controls Support system consolidations Improve data quality Standardize & document meaning of data across systems page 12

13 Universal Goals for Governance Implement Checks-and-Balances by involving the right stakeholders! Also, 1. Enable decision-making 2. Reduce operational friction 3. Protect the needs of data stakeholders 4. Train management and staff to adopt common approaches to data issues 5. Build standard, repeatable processes 6. Reduce costs and increase effectiveness through coordination of efforts 7. Ensure transparency of processes page 13

14 Specific Goals for Data Governance and EIM Governance Programs page 14

15 What else should I consider when designing a governance program? Specific operational and compliance drivers Complexity of the organization, technology landscape, and data landscape Other forms of governance, controls, and management already in place What you have to work with Experience of staff and maturity of existing efforts Cultural attitudes toward rules, authority, decision-making, and controls page 15

16 Help! This gets complicated! It s hard for data stakeholders to agree about what to do. It s hard for them to even communicate with each other to DECIDE HOW TO DECIDE What can be done to help stakeholders make these configuration choices for our program? page 16

17 Use a framework! Frameworks help us organize how we think and communicate about complicated or ambiguous concepts. Data Governance can mean different things to different people the natural state is confusion! Af framework serves the same purpose as a taxonomy or the table of contents and page headings in a book, website, or presentation ti it keeps everyone in sync. DGI Data Governance Framework components Rules and Rules of Engagement 1. Mission and Vision 2. Goals, Governance Metrics and Success Measures, and Funding Strategies 3. Data Rules and Definitions 4. Decision Rights 5. Accountabilities 6. Controls People and Organizational Bodies 7. Data Stakeholders 8. A Data Governance Office 9. Data Stewards You can download the DGI Data Governance Framework for free at Processes 10. Data Governance Processes page 17

18 The DGI Data Governance Framework Download this and supporting materials for free at page 18

19 Data Governance can take on many flavors to support the macro drivers of Compliance, Business Transformation, and Business Integration Policy, Standards, Strategy Data Quality Privacy / Compliance / Security Architecture / Integration Data Warehouses and BI Management Alignment page 19

20 What Each Flavor Has in Common create and align rules They all have activities that address a three-part governance mission g They all address universal governance processes, such as decision-making, rule-making and alignment, issue resolution, and communication. They all employ each of the universal components of a Data Governance framework. enforce rules and resolve conflicts provide ongoing services. They will differ, however, in the type of rules and issues they ll address. They ll differ in the emphasis they give to certain data-related decisions and actions. And, they ll differ in the level of involvement required of types of data stakeholders. page 20

21 Each flavor of Data Governance can expand dt to address EIMG Governance They expand to address additional types of information. They expand to address additional rules and issues. They are customized to give emphasis to the decisions and actions that matter most for your unique program. And, they are configured to address the right level of involvement from the right data stakeholders at the right time. page 21

22 Data Governance Organizational Bodies: AG Generic View Data Stakeholders Highest Level of Data Governance Our org chart looks a little different but means about the same Strategic egc decisionmaking A Data Governance Office (DGO) or other coordinating function Coordinates and facilitates activities; provides ongoing support Stewards Stewardship Council Individuals working to policy while meeting operational and compliance objectives Teams Strategic & tactical decision-making, operationalizing Governance & Stewardship page 22

23 Six Flavors of Data Governance 1. Scope, goals, governance stakeholders, and typical efforts 2. EIM gap analysis 3. Paths to EIM inclusion Policy, Standards, Strategy Data Quality Privacy / Compliance / Security Architecture / Integration Data Warehouses and BI Management Alignment page 23

24 Data Governance With a Focus on Management Alignment Policy, Standards, Strategy Data Quality Privacy / Compliance / Security Architecture / Integration Data Warehouses and BI Management Support Alignment Compliance Business Transformation Business Integration page 24

25 Data Governance With a Focus on Management Alignment Policy, Standards, Strategy Data Quality Privacy / Compliance / Security Architecture / Integration Data Warehouses and BI Management Support What problem is this addressing? Managers need to make collaborative decisions i but either don t know all the stakeholders to involve or have an obstacle to assembling them. The value/impact of data and data-related efforts needs to be assessed. Who might originate the program? Any stakeholder group with a problem that has not been resolved through other channels. What is the scope? Could be enterprise, local to a department, or local to a project. What might Data Governance do (besides Issue Resolution and Stakeholder CARE)? Measure the value of data and data-related efforts. Align frameworks and initiativesiti Identify stakeholders, establish decision rights, clarify accountabilities Identify SDLC embedded governance steps and loop-outs for projects Monitor and report on data-related projects Promote data-related messages and positions page 25

26 Partial Stakeholder Map for Data Governance With a Focus on Management Alignment Data Governance Council Executive Sponsors Data Stewardship Organization DGO Representatives from organizational silos So the leaders decided what to do, and who would do it, and then everything was settled and we all went about our work! page 26

27 EIM Gap Analysis: Data Governance Programs With a Focus on Management Alignment Typical Stakeholder Groups Under-represented EIM Systems, Information, Stakeholders page 27

28 How Can We? 1) Educate DG leaders so they can expand their core program to include EIM? 2) Start an EIM Working Group as a bolt-on to this type of DG program? 3) Run a parallel EIM Governance effort (formal or informal) aligned with DG efforts? page 28

29 Data Governance With a Focus on Privacy / Compliance / Security Policy, Standards, Strategy Data Quality Privacy / Compliance / Security Architecture / Integration Data Warehouses and BI Management Support Alignment Compliance Business Transformation Business Integration page 29

30 Data Governance With a Focus on Privacy / Compliance / Security Policy, Standards, Strategy Data Quality Privacy / Compliance / Security Architecture / Integration Data Warehouses and BI Management Support What problem is this addressing? Data Privacy, Access Management, Information Security controls, compliance with regulatory, contractual, or internal requirements. Who might originate the program? Business or IT. Often comes from a senior management mandate. What is the scope? Generally enterprise, but often limited to specific types of data. What might Data Governance do (besides Issue Resolution and Stakeholder CARE)? Help protect Sensitive Data through support for Access Management and Security Requirements Support cross-system data analysis Help define Risk and Controls Help enforce regulatory, contractual, architectural compliance requirements Identify stakeholders, establish decision rights, clarify accountabilities page 30

31 Partial Stakeholder Map for Data Governance With a Focus on Privacy / Compliance / Security Data Governance Council Compliance is NOT optional! PMO, Training, Software Purchasing Business and IT staff who must comply with policy Executive Sponsors DGO Access Mgmt; IT Security key stakeholders from GRC (Governance Risk Compliance) Data Stewards page 31

32 EIM Gap Analysis: Data Governance Programs With a Focus on Management Alignment Typical Stakeholder Groups Under-represented EIM Systems, Information, Stakeholders page 32

33 How Can We? 1) Educate DG leaders so they can expand their core program to include EIM? 2) Start an EIM Working Group as a bolt-on to this type of DG program? 3) Run a parallel EIM Governance effort (formal or informal) aligned with DG efforts? page 33

34 Data Governance With a Focus on Data Warehouses and BI Policy, Standards, Strategy Data Quality Privacy / Compliance / Security Architecture / Integration Data Warehouses and BI Management Support Alignment Compliance Business Transformation Business Integration page 34

35 Data Governance With a Focus on Data Warehouses and BI Policy, Standards, Strategy Data Quality Privacy / Compliance / Security Architecture / Integration Data Warehouses and BI Management Support What problem is this addressing? Enforcement of rules that t affect data in Data Warehouses, Data Marts, or Business Intelligence systems. Who might originate the program? Data Management teams or the Business Groups who sponsor/use these systems. What is the scope? Generally limited to roles and responsibilities for the warehouse. Sometimes this prototype grows to an enterprise effort. What might Data Governance do (besides Issue Resolution and Stakeholder CARE)? Establish rules for data usage and data definitions Set standards and entry criteria for sourcing and provisioning of data Identify stakeholders, establish decision rights, clarify accountabilities Clarify the value of data assets and data-related projects. page 35

36 Partial Stakeholder Map for Data Governance With a Focus on Data Warehouses and BI Data Governance Council IT staff who accept data into the warehouse or provide access to it Executive Sponsors DGO Those who need to use the data No garbage in! Key business stake- holders for warehouse Data Stewards from the business who clean up data before it goes into the warehouse page 36

37 EIM Gap Analysis: Data Governance Programs With a Focus on Management Alignment Typical Stakeholder Groups Under-represented EIM Systems, Information, and Stakeholders page 37

38 How Can We? 1) Educate DG leaders so they can expand their core program to include EIM? 2) Start an EIM Working Group as a bolt-on to this type of DG program? 3) Run a parallel EIM Governance effort (formal or informal) aligned with DG efforts? page 38

39 Data Governance With a Focus on Policy, Standards, Strategy Policy, Standards, Strategy Data Quality Privacy / Compliance / Security Architecture / Integration Data Warehouses and BI Management Support Alignment Compliance Business Transformation Business Integration page 39

40 Data Governance With a Focus on Policy, Standards, Strategy Policy, Standards, Strategy Data Quality Privacy / Compliance / Security Architecture / Integration Data Warehouses and BI Management Support What problem is this addressing? Some group needs support from a cross-functional leadership body. Who might originate the program? Data Architecture, Data Management, BPR, or a cross-functional team that needs to align policies, standards, requirements. Often starts with a focus on Master Data. What is the scope? Enterprise, or at least the scope of the team needing support. What might Data Governance do (besides Issue Resolution, Communication, and Stakeholder CARE)? Review, approve, monitor policy Collect, choose, review, approve, monitor standards Align sets of policies i and standards d Contribute to Business Rules Contribute to Data Strategies Identify stakeholders and establish decision rights page 40

41 Partial Stakeholder Map for Data Governance With a Focus on Policy, Standards, Strategy Data Governance Council Executive Sponsors So these are the people I worked with to sell the new standard DGO opponents Stakeholders who need policy support supporters Data Stewards Business and IT staff who must comply with policy page 41

42 EIM Gap Analysis: Data Governance Programs With a Focus on Management Alignment Typical Stakeholder Groups Under-represented EIM Systems, Information, Stakeholders page 42

43 How Can We? 1) Educate DG leaders so they can expand their core program to include EIM? 2) Start an EIM Working Group as a bolt-on to this type of DG program? 3) Run a parallel EIM Governance effort (formal or informal) aligned with DG efforts? page 43

44 Data Governance With a Focus on Architecture / Integration Policy, Standards, Strategy Data Quality Privacy / Compliance / Security Architecture / Integration Data Warehouses and BI Management Support Alignment Compliance Business Transformation Business Integration page 44

45 Data Governance With a Focus on Architecture / Integration Policy, Standards, Strategy Data Quality Privacy / Compliance / Security Architecture / Integration Data Warehouses and BI Management Support What problem is this addressing? Challenges moving from a silo environment to integrated t or enterprise systems. Who might originate the program? Data Architecture group or a project addressing a data integration challenge. SOA. M&A groups. What is the scope? Could be enterprise, local to a department, or local to a project. What might Data Governance do (besides Issue Resolution and Stakeholder CARE)? Ensure consistent data definitions Support cross-system data analysis Support Architectural Policies i and Standards d Support Metadata Programs, SOA, Master Data Management Bring cross-functional attention to integration challenges Identify stakeholders, establish decision rights, clarify accountabilities page 45

46 Partial Stakeholder Map for Data Governance With a Focus on Architecture / Integration These are a lot of stakeholders needs to align!!! PMO, Training, Software Purchasing IT and Data Mgmt Data Governance Council Data Arch, MD, ETL Projects; MDM CDI; SOA Executive Sponsors DGO Key business stake- holders for Arch & Integration efforts Data Stewards from the business Business and IT staff who must comply with policy page 46

47 EIM Gap Analysis: Data Governance Programs With a Focus on Management Alignment Typical Stakeholder Groups Under-represented EIM Systems, Information, Stakeholders page 47

48 How Can We? 1) Educate DG leaders so they can expand their core program to include EIM? 2) Start an EIM Working Group as a bolt-on to this type of DG program? 3) Run a parallel EIM Governance effort (formal or informal) aligned with DG efforts? page 48

49 Data Governance With a Focus on Data Quality Policy, Standards, Strategy Data Quality Privacy / Compliance / Security Architecture / Integration Data Warehouses and BI Management Support Alignment Compliance Business Transformation Business Integration page 49

50 Data Governance With a Focus on Data Quality Policy, Standards, Strategy Data Quality Privacy / Compliance / Security Architecture / Integration Data Warehouses and BI Management Support What problem is this addressing? Quality, integrity, it usability, of data. Who might originate the program? Data Quality group or a business team that needs better quality data. (Example: Data Acquisition, Mergers & Acquisitions.) Often starts with a focus on Master Data. What is the scope? Could be enterprise, local to a department, or local to a project. What might Data Governance do (besides Issue Resolution and Stakeholder CARE)? Set direction for Data Quality Monitor Data Quality Ensure consistent Data Definitions i i Identify stakeholders, establish decision rights, clarify accountabilities page 50

51 Partial Stakeholder Map for Data Governance With a Focus on Data Quality Data Governance Council How good is good enough? Executive Sponsors PMO, Training, Purchasing for DQ tools DGO IT for Data Quality key stakeholders (setting quality direction) Data Quality Stewards Data Stewards page 51

52 EIM Gap Analysis: Data Governance Programs With a Focus on Management Alignment Typical Stakeholder Groups Under-represented EIM Systems, Information, Stakeholders page 52

53 How Can We? 1) Educate DG leaders so they can expand their core program to include EIM? 2) Start an EIM Working Group as a bolt-on to this type of DG program? 3) Run a parallel EIM Governance effort (formal or informal) aligned with DG efforts? page 53

54 Review: Six Flavors of Data Governance, Each With Different Data Stakeholders and Unique Configuration Challenges Data Governance can focus on 1. Policy, Standards, Strategy 2. Data Quality 3. Privacy / Compliance / Security 4. Architecture / Integration 5. Data Warehouses and BI 6. Management Alignment If you identify what you re focusing on, then you can better understand your stakeholders needs, which should result in a more successful and better-supported program. I like what I see! page 54

55 My Situation Key Macro Drivers for my organization: Compliance Business Transformation Business Integration Flavors of Data Governance already in place (or planned): Policy, Standards, Strategy Data Quality Privacy / Compliance / Security Architecture / Integration Data Warehouses and BI Management Alignment Data Governance Goals: Data Governance Scope: EIM Goals: EIM Scope/Stakeholders that need better representation: page 55

56 My Path to EIM Governance The path that makes sense for us is to Expand the core Data Governance program Start an EIM Working Group as a bolt-on to the DG program Run a parallel l EIM Governance effort (formal or informal) aligned with DG efforts. page 56

57 My Stakeholders Stakeholder Group & Key Individuals Governance Business Technology Risk & Compliance page 57

58 Types of Decisions My Stakeholders Will Need to Align page 58

59 My Action Plan page 59