Post on 15-Apr-2017
The First Step in Information Management
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Top 10 Artifacts Needed for Data Governance
Why We’re Here
Purpose: Review the most important and impactful artifacts and
deliverables needed to implement and sustain governance.
Outcome: Understanding of the Top 10 Data Governance Artifacts Determine how to ensure artifacts are used Practical knowledge that can be implemented immediately
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Agenda
Quick Level Setting
Understanding typical Obstacles
The Top 10 Artifacts ….
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Why is Data Governance Important?
Internal pressures:
Desire to understand customer at any time from any channel
Data Quality issues are persistent
Balance of old mainframe systems with new technologies
Movement to the cloud and losing control of data
Data Volumes are increasing
Mobile apps enabling data to be created and accessed anywhere
Project oriented approach to addressing issues/opportunities
External pressures:
Greater amounts of new regulations
Increasing Customer Demands – my information anywhere at any time
Technology and market changes outpacing ability to respond
Data Governance Ensures the right people are involved in determining standards, usage and
integration of data across projects, subject areas and lines of business
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Data Governance Definition
Data Governance is the organizing framework for establishing the strategy, objectives and policy for effectively managing corporate data.
It consists of the processes, policies, organization and technologies required to manage and ensure the availability, usability, integrity, consistency, auditability and security of your data.
Communication and Metrics
Data Strategy
Data Policies and Processes
Data Standards
and Modeling
A Data Governance
Program consists of the inter-workings
of strategy, standards, policies
and communication
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pg 6
Data Governance Framework
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• Vision & Mission
• Objectives & Goals
• Alignment with Corporate
Objectives
• Alignment with Business
Operations
• Guiding Principles
• Statistics and Analysis
• Tracking of progress
• Monitoring of issues
• Continuous Improvement
• Score-carding
• Policies & Rules
• Processes
• Controls
• Data Standards & Definitions
• Metadata, Taxonomy,
Cataloging, and Classification
• Operating Model
• Arbiters & Escalation points
• Data Governance Organization
Members
• Roles and Responsibilities
• Data Ownership & Accountability
• Collaboration & Knowledge
Management
• Data Mastering & Sharing
• Data Architecture, Security
and Lifecycle Management
• Data Quality & Stewardship
Workflow
• Metadata Repository
• Communication Plan
• Training Strategy
• Vehicles/Mechanisms
• Content
• Accountability
• Impact & Readiness Assessment
• Leadership Alignment
• Stakeholder Management
• Change Plan and Implementation Checklist
• Transition to Sustaining Plan
Change
Management
Develop and execute architectures, policies and procedures to manage the full data lifecycle
Enterprise Data Management
Enterprise Data Management Ensure data is available, accurate, complete and secure
Data Quality Management
Data Architecture Data
Retention/Archiving
Master Data Management
Big Data Management
Metadata Management Reference Data Management
Privacy/Security
DATA GOVERNANCE
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Develop and execute architectures, policies and procedures to manage the full data lifecycle
pg 8
The Big Picture: EIM Framework
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Provides a holistic view of information in order to manage information as a corporate asset
Enterprise Information Management
Information Strategy
Architecture and Technology Enablement
Content Delivery
Business Intelligence and Performance Management
Data Management Information Asset Management
GOVERNANCE
ORGANIZATIONAL ALIGNMENT
Content Management
Obstacles
Competing priorities and lack of resources
Data Ownership and other territorial issues
Lack of cross-business unit coordination
Lack of data governance understanding
Resistance to change or transformation
Lack of executive sponsorship and buy-in
Resistance to accountability
Lack of business justification
Inexperience with cross-functional initiatives
Change of personnel
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Effort
Control
Obstacles
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Top 10 Artifacts
Business Alignment Statement
• Articulates Priorities
Operating Model
• Roles & Responsibilities
• Escalation and Decision Making
RACI Matrix
• Accountability
Charter
• Scope and Guiding Principles
Policy
• Codification of Principles and Accountability
pg 11
Standard Processes
• Repeatable Common Activities
Change Management Plan
• Strategy to ensure traction
Measurement Dashboard
• Tracking of progress and impact
Communication and Training Plan
• Maintains Commitment
• Up-skills Resources
Business Data Glossary
• Standardized Data Definitions
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Business Alignment Statement(s)
Random House Dictionary: a state of agreement or cooperation among persons, groups, nations, etc., with a common cause or viewpoint.
Wikipedia: Alignment is the adjustment of an object in relation with other objects, or a static orientation of some object or set of objects in relation to others.
Understanding a process from the perspective of others
Working individually towards a common goal
Definition of Alignment
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Impact on Governance Programs
Sources of mis-alignment
Lack of understanding − Of how an individual’s role fits into
Corporate Objectives
− Of other jobs, roles, experiences, objectives
Conflicting/ competing objectives
Politics
Communication styles
Personality conflicts
Importance of Alignment
Creates a continual “buy-in” process with all Stakeholders
Helps organizations “think globally and act locally”
Optimizes resources to manage costs
Work towards a common goal
Minimizes risk
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Alignment Process
• Why is this important?
• Why should we care?
Value
• Who cares?
• Why should they care?
Stakeholders • How does the
value benefit the stakeholders?
Linkage
pg 15 © 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
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Stakeholder Map
Value of DG to Business
Value of DG to IT
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Linkage is the tactical process of mapping your delivery to the issues important to the stakeholder.
• Per Stakeholder, identify what is important to them and why.
What happens if they don’t achieve their goal?
• List elements of DG solution
• Choose Top 3
• Choose up to 3 elements of the DG solution and articulate how those deliverables can help that person achieve their goals
Continually ask yourself, So What?
Linkage delivers Alignment pg 17
Create Linkage
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DG Program
Sales/Marketing
Improve Understanding of Customers
Improve Segmentation
Understand Risk
IT
Improved Productivity
Proactively support business
Lower TCO
Improved Data Quality
Single Repository of Customer Data
Create Data Lineage
Articulate Linkage
The Single Repository of Customer data will improve my understanding of customers by providing me a trusted source of timely, accurate and pertinent data from which to execute analytics, segmentation and risk assessment.
Creating and understanding Data Lineage will improve IT productivity by reducing the time spent searching for data, ensure the appropriate data is used and validating the data. Data Lineage that is created and understood by both IT and business will facilitate a common language and enable IT to better support the business growth and expansion.
pg 18 © 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
pg 19
Business Information Requirements* *BIR’s courtesy of John Ladley
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Operating Model
Operating Model
Outlines how Data Governance will operate
Forms basis for the Data Governance organizational structure – but isn’t an org chart
Ensures proper oversight, escalation and decision making
Ensures the right people are involved in determining standards, usage and integration of data across projects, subject areas and lines of business
Creates the infrastructure for accountability and ownership
pg 21
Wikipedia: An Operating Model describes the necessary level of business process integration and data standardization in the business and among trading partners and guides the underlying Business and Technical Architecture to effectively and efficiently realize its Business Model. The process of Operating Model design is also part of business strategy.
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Types of Operating Models
Centralized
− Similar to a top down project model
Decentralized
− Flat structure, more virtual/grassroots in nature
Hybrid / Federated
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Process
• How are decisions made?
• Who makes them?
• How are Committee’s used?
Culture
• Centralized
• Decentralized
• Hybrid
Operating Model • Data Governance
Owner
• SME’s
• Leadership
People
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Pros:
• Formal Data Governance executive position
• Data Governance Steering Committee reports directly to executive
• Data Czar/Lead – one person at the top; easier decision making
• One place to stop and shop
• Easier to manage by data type
Cons:
• Large Organizational Impact
• New roles will most likely require Human Resources approval
• Formal separation of business and technical architectural roles
Bus / LOBs
pg 24
Operating Model - Centralized
DG Executive Sponsor
DG Steering
Committee
Center of Excellence (COE)
Data Governance Lead
Technical Support
Data Architecture Group
Technical Data Analysis Group
Business Support Business Analysis Group
Data Management
Group
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LOB/BU Data Governance Steering Committee
LOB/BU Data Governance Working Group
pg 25
Operating Model - Decentralized
Data Stewards Application
Architects
Business
Analysts Data Analysts
Pros:
• Relatively flat organization
• Informal Data Governance bodies
• Relatively quick to establish and implement
Cons:
• Consensus discussions tend to take longer than centralized edicts
• Many participants compromise governance bodies
• May be difficult to sustain over time
• Provides least value
• Difficult coordination
• Business as usual
• Issues around co-owners of data and accountability
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pg 26
Operating Model - Hybrid
Pros:
• Centralized structure for establishing appropriate direction and tone at the top
• Formal Data Governance Lead role serving as a single point of contact and accountability
• Data Governance Lead position is a full time, dedicated role – DG gets the attention it deserves
• Working groups with broad membership for facilitating collaboration and consensus building
• Potentially an easier model to implement initially and sustain over time
• Pushes down decision making
• Ability to focus on specific data entities
• Issues resolution without pulling in the whole team
Cons:
• Data Governance Lead position is a full time, dedicated role
• Working groups dynamics may require prioritization of conflicting business requirements
• Too many layers
Data Governance Steering Committee
Data Governance Office
Data Governance Working Group
Business Stakeholders IT Enablement
Data Governance Organization
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pg 27
Operating Model - Federated
Pros:
• Centralized structure for establishing appropriate direction and tone at the top
• “Federated” Data Governance practices per Line of Business (LOB) to empower divisions with differing requirements
• Formal Data Governance Leads established per LOB to drive accountability
• Working Groups at the LOB level create broad membership, facilitating collaboration and consensus building
• Empowers LOBs while maintaining a level of centralized efficieny
• Pushes down decision making
• Ability to focus on LOB-specific data entities and activities
• Issues resolution at the local level
Cons:
• Too many layers
• Autonomy at the LOB level can be challenging to coordinate
• Difficult to find balance between LOB priorities and Enterprise priorities
Enterprise Data Governance Steering Committee
Enterprise Data Governance Office
Federated DG Practices
DG Office
Data Governance Organization
Working Group
DG Office
Working Group
DG Office
Working Group
DG Office
Working Group
LOB 1 LOB 2 LOB 3 LOB 4
Data Governance Council
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Operating Model Roles and Responsibilities
Data Governance Steering Committee − Provides overall strategic vision − Approves funding, budget and resource allocation for strategic data projects − Establishes annual discretionary spend allocation for data projects − Adjudicates intractable issues that are escalated − Ensures strategic alignment with corporate objectives and other business unit initiatives
Data Governance Office − Chairs the Data Governance Steering Committee and Data Governance Working Group − Acts as the glue between the Data Governance Steering Group and the Working Committee − Defines the standards, metrics and processes for data quality checks, investigations, and resolution − Advises business and technical resources on data standards and ensures technical designs adhere to data architectural best practices
to ensure data quality − Adjudicates where necessary, creates training plans, communication plans etc
Data Governance Working Group − Governing body comprised of data owners across Business and IT functions that own data definitions and provide guidance &
enforcement to drive change in use and maintenance of data by the business − Validates data quality rules and prioritize data quality issue resolution across the functional areas − Trains, educates, and creates awareness for members in their respective functional areas − Implements data business processes and are accountable to decisions that are made
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Typical Roles
Business Steward
Data Owner
Data Steward
Data Quality Analyst
Business Analyst
Data Architect
Technical Leads (MDM, Metadata, Reference Data, App)
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Sample Data Governance Operating Model
pg 30
Direction
TBD
Executive Sponsor Business and IT
Business Steward Leads Service Vendor Management
Finance FP&A Sales
Market Strategy
Analytics
Data Governance Steering Committee
Finance (CFO)
International (President)
Global Services (COO)
IT (CIO)
Marketing (CMO)
Data Governance Office Data Governance Leads: Business and IT
Data Governance Coordinator
Management
Provides budget and resource approvals. Forum for issue escalation
Crafts the enterprise data strategy, including polices, processes and standards to ensure that data is managed as an asset
Executive Level
Management Level
Stewards data within their BU to ensure that the enterprise policies are applied
Tactical Level
Strategic Level Provides overall strategic direction, budget and resource approvals forum for issue escalation
Execution
Data Management IT Support Group
Data Quality Lead Metadata Lead
Data Architect
BI Delivery
Operations External Reporting
DGWG
Enterprise Architect
BA
Data Analyst IT Security
Privacy
Legal
Data Stewards
Risk
Centralized Data Steward Pool
Accounting
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Data Governance Leadership Team
pg 31
Sample Multi-Domain Operating Model
Program Oversight & Direction
Executive Sponsor
Program Management DG Working Group Data Governance Program Management Team
DG Program Manager
DG Coordinator
Program Execution
IT Manager
Data Domain Owners
Business Data Leads Data Acquisition
Data Stewardship
IT Enablement
Supply Chain International Sales HR Finance IT Marketing
Customer Product Employee Vendor Supplier
DG Data Quality Manager
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Keys to a Successful DG Organization
Governance team must contain members from multiple lines of business Ensures cross functional buy-in and ownership Key lines of business must be represented
Team members must represent both business and IT IT needs to be able to implement per the governance policies and the business needs to be aware of IT
limitations…
Team needs to meet on a regular basis Business is constantly changing Discuss new and emerging programs Current IT activities and their effect on the data Review policies and study measurement output
Agreed upon fundamentals that serve as the Guiding Principles If this doesn’t exist, the first mandate is to create this Standards are mechanisms for tie-breaking
Clear lines of communication Regular interaction with executive management Ensure communication methods to enforce policies at the steward and stakeholder level Invite stewards, project managers, stakeholders etc to provide status updates on critical initiatives that
affect the data
Ensure the Operating Model fits the culture of the company
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RACI Matrix
Definition of a RACI
A documented articulation of ownership and accountability clarifying who does what
Responsible: Those who do work to achieve the task
Accountable: Those who are ultimately accountable to the correct and thorough completion of the task
Consulted: Those whose opinions are sought via two-way communication
Informed: Those who are kept up-to-date on progress
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Purpose
Clarifies Roles and Responsibilities at a detailed level
Ensures the proper people are involved in an activity or decision
− And Ensures that people agree to who should be involved in an activity or decision
Creates Accountability where other enforcement is unavailable
Ensures decisions stick
Reduces finger pointing
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Variations on a RACI
RASCI
− Support: Provides resources to complete the task
− Is a greater level of detail
ACI
− When there is little or no delineation between the people who are “Responsible“ and who are “Accountable”
− Good for flatter org structures
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Tips & Tricks
Only 1 person/group can be Accountable
− Many people can be Responsible, Consulted or Informed
RACI’s should be done for the main processes within DG (but can be done for just about anything)
Be as granular and specific in the tasks as possible
Ensure there is explicit participation and buy-in from the people/groups represented on the matrix
− The “A’s” are best to help complete the matrix
If organizational groups are indicated, be sure you know who within that group to involve
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Sample RACI
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Charter
Charter Components
Scope Vision Mission Objectives
Guiding Principles
Success Measures
Roles & Responsibilities
Decision Making Process
Logistics
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Process
Vision
Mission Statement
Objectives
Alignment to Corporate Objectives
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Vision Statement
• Is an image of the desired future • Should be inspirational, rich and evocative • High level and strategic The Data Governance Program will _____, which will have______ result, and impact the business by .
“We will have a best in class client and account data capability to facilitate the achievement of the company’s strategic objectives, create sustainable positive impact, and manage the risk of the business.”
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Mission Statement
Mission statement should:
• Align to Corporate Strategy
• Coordinate people, process, and technology to enable the company to manage data as an enterprise asset
• Define the Data Governance standards, roles and responsibilities
Make Decisions and
Make Decisions Stick
Company would see: • Better understanding of purpose and
goals of Data Governance • Internalization of how one participates
in Data Governance • Consistent decision making using the
guidance of the mission statement • Alignment of the organization • Greater accountability
Cre
ate
s B
usi
ne
ss
Val
ue
“Create a culture where data is recognized as a corporate asset that is essential to effectively optimize customer relationships, manage risk, increase efficiency, and contribute to the profitability and growth of our company.”
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Objectives
Objectives
Objectives are tactical goals
Action oriented – starts with a verb
Objectives actualize the Vision and Mission
What are the methods to accomplish the Mission
Objectives
Identify data owners within business and technology and make them accountable
Create a culture of ownership by enabling partners to understand their role in data quality and data protection
Internalize the process through training, change management, and communication
Create a centralized business and technology organization to manage client & product data
Employ people and technology to improve data quality
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Example: Alignment with Corporate Objectives
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Example: Mapping Mission To Corporate Objectives
Mission: Create a culture where data is recognized as a corporate asset that is essential to effectively manage customer relationships, manage risk, increase efficiency, and contribute to the profitability and growth of the company
Drives
• Through improved speed to delivery on: Product related enhancements, address change processing, online account access, etc. and increased accuracy in reporting the easier it is for our company to do business with Clients and Partners, which drives Client Satisfaction
• Better data helps Company to analyze the market opportunity and helps with cross-selling, risk mgmt. etc. which drives the ability to focus resources on Branding
• Elimination of redundant feeds, redundant data, redundant support, redundant maintenance, etc. will enable company to Execute on "what really matters", as well as creating similar efficiencies with technology assets, thereby reducing costs and creating opportunity to apply that spend in revenue-generating ways per the regional strategic marketing plans
• Higher quality, available data will enable Company to Execute through improved ability to deliver support applications, desktop tools and other capabilities currently impossible given Company’s "legacy" environment
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Principles
Principles, Policies, Processes & Standards P
rin
cip
les
A statement that articulates shared organizational values, underlies strategic vision and mission, and serves as a basis for integrated decision making
Polic
ies Guidelines to
manage the data lifecycle, access, integrity and administration that codify the governance standards and principles
Stan
dar
ds Standards consist
of specific low level mandatory controls that help enforce and support the data governance policy(s).
Pro
cess
es
Principles are more basic than policy and objectives and are meant to govern both.
Principles are the result of an internal dialectic which may or may not involve fact-based logical reasoning. For a policy to be successful, it must be based on facts and reason informed by the principles of policy makers.
Step by step activities to implement policies, including requirements and monitoring
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Guiding Principles
Definition: A statement that articulates shared organizational values, underlies strategic vision and mission, and serves as a basis for integrated decision making. Principles constitute the rules, constraints, overriding criteria, and behaviors by which an organization abides in its daily activities in the long term.
This is the reference point from which all the future decisions will be made and is an important first step in creating a Data Governance program and will drive future decisions
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Categories
Data as an Asset
Value
Quality
Accountability
Audit
Risk
Survivability
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Example: Alignment with Corporate Objectives
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pg 52
Example: Tie Principles to Corporate Objectives
Corporate Objective Principle
Client Data is a key asset to our company. We will enhance and manage this asset by emphasizing clear strategies, decisive action, innovation and results.
Capabilities Business stakeholders will get information delivered at the right time, location and amount as efficiently as possible.
Execution Data Governance will introduce, support and drive standardization of enterprise data.
Brand Best in class customer data quality will significantly improve both the internal as well as external customer experience.
People Data Governance should increase productivity through centralized, streamlined processes and eliminate non-value added activities. Maximizing automation is a key way to improve human resource efficiencies and is preferable over manual processes.
Principles drive creation and execution of policies, standards, processes, etc….
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Policies
Policies
A method for codifying the Guiding Principles
Guidelines and standards to mange the data lifecycle, access, integrity and administration
For example:
− Data creation
− Data remediation
− Data retention
− Security and classification
− Data element definition
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Creating Policies
DGWG Lists the req’d Policies
Prioritize based on
value or BIR
Identify sub-teams and Assign
Reference the Guiding Principles
Ensure it’s measurable
Write per the Policy Standard
Monitoring
Escalation
Governance/ Oversight
Supporting Documents (Definition of Terms, Processes, Standards)
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Policy Statement
Background/ policy rationale
Policy Scope
Roles & Responsibilities (RACI)
Components of a Policy
Policy Overview
Policy Statement Policy Description Intended Audience
Business Processes Impacted
Date Created
The policy statement in plain, easy to understand language
High level description Organizational Scope, target audience and user
Which business processes does this affect, existing or new
When policy was created
The new account creation policy will reduce duplicate records through a unified point of service.
All new Customer Accounts, new Customer Account records, and Customer Account updates are created by a single point of service, either a department or a data service
Sales, Marketing and Order Entry
New account creation in the CRM system; order entry for a new customer
August 18, 2015
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Policy Detail
Policy Statement Policy Scope
Roles & Responsibilities Monitoring Escalation Oversight
The policy statement in plain, easy to understand language
What is covered by this policy
Identification of the roles played by everyone affected by the policy
An explanation of how compliance is monitored
An explanation of how to handle out of compliance situations
Situations under which this policy is reviewed
The new account creation policy will reduce duplicate records through a unified point of service.
All new Customer Accounts, new Customer Account records, and Customer Account updates
Sales, Marketing and Order Entry send a request to the DG group with the necessary information. DG group creates new account within 24 hours.
New account creation has been removed except for a limited number of authorized people. Turnaround time measured via audits of date stamps.
Any inquiry for additional info needs to be made within 6 hours. Any requests for new account creation outside of the policy needs approval.
Policy will be reviewed if order entry SLA is impacted.
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pg 58
Policy Sample – Slide 1 of 2
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pg 59
Policy Sample – Slide 2 of 2
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pg 60
Sample Policy – Slide 1 of 2
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pg 61
Sample Policy – Slide 2 of 2
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Standard Processes
Processes
Tasks to implement the Policies
Are not Procedures or system specific
Can be “fine-tuned” per different lines of business
For Example:
− Exception/Duplicate Handling
− Issues escalation and resolution
− New/Update Data Element
− Data Reconciliation
− Data Synchronization
− Project/PMO Adherence
− Company Merger
pg 63 © 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
pg 64
Creating Processes
DGWG Lists the req’d Processes
Prioritize based on Policies
Identify Sub-teams and Assign
Reference the Policies
Ensure it’s measurable
Write per the Process
Standard
Monitoring
Escalation
Governance/ Oversight
Supporting Documents (Definition of Terms, Forms, Checklists, etc.)
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Process Description
Background/ process rationale
Process Scope
Roles & Responsibilities (RACI)
Components of a Policy
Sample Exception Handling Process
Invalid Address, Invalid Lookup, Missing Parent, Invalid Relationship/Hierarchy, Invalid data type, Data length error etc
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pg 66
Sample Data Governance Intake Model (Front Door)
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Functional Rep
Go to Rep On
DGWG
Functional Teams
Qualification Process
Project(s) Project(s) Project SDLC
Project(s) Project(s)
Maintenance Releases
(Bugs, Quick Wins and Minor Enhancements)
Support & Maintenance Track
Quarterly Releases**
Quarterly/Major releases
Intake All requests
to be entered into Case Management Solution
Enhancements or
Ideas
Production Issues (Helpdesk)
Business Strategy
Drivers
Sales/Sales Operations
Channel Sales / Partner Ops
Strategic Alliances
Sales Strategy / M&A
Emerging Products
Finance/Finance Ops
Customer Service
IT Partnership
Submission Qualification/Prioritization Execution
Project Track
Establish Frequency
Establish Frequency Project Prioritization with Leadership/ Communication back to Business
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Change Management Plan
Data Governance Means Change
Successful DG means a change to the information management culture, processes and policies
Changing that culture means that you are asking people to think and behave differently about how data is accessed and used
You need an organized and systematic way to manage and sustain those changes – or there is marginal likelihood of success
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Two Sides to Change Management
WHO? WHAT? WHEN? WHERE? WHY?
Something old stops, and something new starts
Relatively easy to plan for and anticipate
SITUATIONAL
It’s important to help affected individuals let go of the old situation and get comfortable with the new way
Everyone processes at a different rate and are rarely aligned with the milestones of the implementation plan
REORIENTATION PEOPLE GO THROUGH AS THEY COME TO TERMS WITH THEIR NEW
SITUATION
PSYCHOLOGICAL
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It’s important to help affected individuals let go of the old situation and get comfortable with the new way
Everyone processes at a different rate and are rarely aligned with the milestones of the implementation plan
For change to be successful, BOTH sides need to be addressed
pg 69
Getting People through Change Successfully Requires….
Clear definition of what is changing
− Make sure the new behaviors, skills and attitudes are clearly defined and communicated
− Provide examples, training and allow time for practice
Attention to feedback:
− What are people saying and how are you addressing it?
− You must respond to feedback; be sure and attach the actions you take to the feedback you received so that associates know you are listening
Some reward or recognition structure to encourage new behaviors
Measurement and performance management
© 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 70
Change Management Phases
Implementing/ Sustaining
Change
Managing Change
Planning for
Change
Organizational alignment implemented Structure Jobs/people Policies/procedures Incentives Performance management
Change integration/adoption assessment
Communication plan execution Training development and delivery Feedback and analysis of results Leadership alignment checkpoint Measurement approach & metrics Organizational impact analysis Resistance management Implementation checklist development
Information gathering and analysis Stakeholder Analysis Sponsorship development Change plan development Leadership alignment checkpoint Communications planning Training needs assessment and planning
© 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 71
Meet with Program/Project Manager, and lay out CM Approach for the Program/Project
Monitor & Refine Extend
Change Management Alignment to DG Phases
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****Communication Launch
Information Gathering and Analysis
Stakeholder Analysis/Loss Analysis
Change Readiness Assessment
Leadership Alignment
Sponsorship Development: Assessment and Road Map
Detailed Change Planning
Communication Plan
Operationalize Implement Strategize & Plan Assess & Align
Project
Initiation
Planning for Change
****Collect, Analyze and Report on Feedback
Implementation Checklist
More Leadership Alignment
Metrics and measurement
Org Impact Analysis: structure, jobs, training, policies
Managing Change
****Lesson Learned Assessment
Organizational Alignment Action Plan
Change Integration Checklist
Transitioning to the Business
Implementing/ Sustaining Change
pg 72
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Measurement Dashboard
Why are Metrics Important?
Alignment
Rele-vance
Value
pg 74 © 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
pg 75
Aligning Benefit to Value
Benefits of Data Governance
• Data lineage and auditability
• Improved data transparency and quality
• Repeatable processes and reusable artifacts
• Consistent definitions
• Appropriate use of information
• Collaboration among teams, business units, etc..
• Accountability for information use
• Quality of all data types
• Easier sharing of information
• Visibility into the enterprise via data
• Information security
Content property of IMCue and FSFP, Copyright 2013 Reproduction prohibited © 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
pg 76
Impact Determines Success
Issues
• Report Quality and Accuracy
• Low Productivity
• Regulatory Compliance / Audit Response
Goals
• Improve data’s usability
• Improve efficiency and productivity
• Reduce compliance / audit cost
Metrics/KPI’s
• Data Quality
• Data remediation time
• Effort to comply
Impact
• Improve client relationships
• Address new markets
• Improve productivity
• Improve analysis & decision making
Content property of IMCue and FSFP, Copyright 2013 Reproduction prohibited © 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
Definition
Metric
− A metric is any standard of measurement
Number of business requests logged
Number of data owners identified
Percentage business requests resolved within agreed SLA, etc.
Key Performance Indicator (KPI)
− A Key Performance Indicator (KPI) is a quantifiable metric that the DG Program has chosen that will give an indication of DG program performance.
− A KPI can be used as a driver for improvement and reflects the critical success factors for the DG Program
A metric is not necessarily a KPI
pg 77 © 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
pg 78
Metrics/KPIs examples
People
# of DGWG decisions backed up by the steering committee # of approved projects from the DGWG # of issues escalated to DGP and resolved # of data owners identified # of data managers identified DG adoption rate by company personnel (Survey)
Process
# of data consolidated processes # of approved and implemented standards, policies, and processes # of consistent data definitions Existence of and adherence to a business request escalation process to manage disputes regarding data Integration into the project lifecycle process to ensure DG oversight of key initiatives
Technology
# of consolidated data sources consolidated # of data targets using mastered data Address accuracy for mailing/shipping Data integrity across systems Records/data aged past target Presence and usage of a unique identifier(s)
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Creating Metrics
Process to Establish Metrics
pg 80
Issues
• What are the issues in your group?
• What do you mean by that?
• Why is it important?
• What are your objectives?
Goals
• What is the change you would like to see? What action?
• How will that change impact you?
• What is the impact if those objectives aren’t met?
Metrics/KPI’s • What processes are
involved in that change?
• How is information used in that process?
• What information is used? What data?
• What data improvements are needed?
Impact
• Positive change created by addressing issues
• Benefit of improving data to impact objective
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Getting to Data Change Metrics
Issues/Objectives
Goals Information Data Data Change Additional Action
Report Quality and Accuracy
Improve Data Understanding
Accounts Client Information Reduce duplication of client data
Improve Data Transparency
Increase completeness of record
Reduce Manual Remediation
Track data lineage Ensure thoroughness of data sources
Products owned
Increase Completeness of record
Ensure thoroughness of data sources
Households Relationship
Groups
pg 81 © 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
Sample Data Metrics
Data Change Measurement Target Frequency
Reduce Duplication of Client Data
% Duplication 1% Daily
Increase Completeness of Client Record
% Completeness of key fields 99% Daily
Track Data Lineage Completeness of lineage in metadata
99% Monthly
Ensure Thoroughness of Client Data Sources
Review of data acquisition and ETL process
Business consensus
Quarterly
Increase Completeness of Products Owned
% Completeness of key fields 99% Weekly
Ensure Thoroughness of Product Data Sources
Review of data acquisition and ETL process
Business consensus
Quarterly
pg 82
Data Understanding
Data Transparency
Reduce Manual Remediation
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Getting to Business Change / Impact Metrics
pg 83
Goal Measurement Target Frequency
Improve Data Understanding Completeness of Business Glossary % of Business Users Trained
100% 100%
Monthly Monthly
Improve Data Transparency Completeness of Lineage 80% Monthly
Reduce Manual Remediation Time to complete report process (baseline is 6 days) 1 Day Monthly
Increase Report Quality and Accuracy
Improved Business Stakeholder Satisfaction Survey Reduced Issue Requests
Business Approval 10% drop
Quarterly Monthly
This is your KPI © 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
BU 2 SCORECARD
BU 4 SCORECARD
BU 1 SCORECARD
BU 3 SCORECARD
DATA GOVERNANCE SCORECARD
(FUTURE STATE) STRATEGIC VIEW
OPERATIONAL SCORECARDS
CONSOLIDATED BY BUSINES UNIT
SE
TU
P
RULES THRESHOLDS DATA QUALITY DIMENSIONS
FFREQUENCY WEIGHTING ALL SCORECARDS START WITH A BASELINE
Scorecard Approach: Show some vision forward
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
ATTRIBUTE SCORECARD
Attribute level Supports Operational Use Case
Entity Level Supports Company Data Governance
(Strategic Value)
© 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 84
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Communication & Training Plan
Why is Communication Important?
pg 86
Creates Awareness
Aligns expectations
Creates an opportunity for feedback / engagement
Proactively addresses Change
Publishes Success
Answers the questions “Why?” and “What’s in it for me?”
Aligns activities
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Translating Data Value into Business Value
Communication is key to maintaining commitment
The right metrics help maintain alignment
− Metrics have no value if they aren’t aligned to the interests of a stakeholder
− Ensure there is some way of measuring how the improvement in data is helping stakeholders progress toward their goals
− What information do you need to track and measure to those goals?
Translate the value statement into the language of the recipient
pg 87 © 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
• Engagement Strategy: • Focused effort must be given
to high priority groups
• Provide sufficient level of information to less influential groups to ensure buy-in
• Move people and or groups to the right by trying to increase their level of interest
• Forms the foundation of your engagement / communication strategy
pg 88
Stakeholder Engagement Strategy
Meet
Their Needs
Key
Player
Least
Important
Show
Consideration
Stakeholder Influence
Stak
eho
lder
Infl
uen
ce
Stakeholder Interest
© 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
Stakeholder Analysis Guide
© 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 89
What is a Communication Plan?
Communication Plan Definition
− A written document that helps an organization achieve its goals using written and spoken words.
− Describes the What, Why, When, Where, and How
Importance of a Communication Plan
− Gives the working team a day-to-day work focus
− Helps stakeholders and the working team set priorities
− Provides stakeholders with a sense of order and controls
− Provides a demonstration of value to the stakeholders and the business in general
− Helps stakeholders to support the DG Program
− Protects the DG Program against last-minute demands from stakeholders
pg 90 © 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
Communication Plan
Brings it all together:
− Who do we need to communicate to?
− What information will be important to them?
− Metrics that map to their professional and personal goals
− How frequently should they be updated?
− What is the method of communication?
− Who should be communicating to them?
pg 91 © 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
pg 92
Components of a Communication Plan
Communication Plan Stakeholder: XXX
Qualitative Information Any general qualitative information that I would like to receive related to this deliverable
Quantitative Information Of the quantitative metrics that have been defined, which are the ones I would like to be informed about AND how do I want the metric communicated to me to make the message pertinent
Frequency How often do I want to be informed about progress
Method What is my preferred mechanism of receiving the information
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pg 93
Sample Communication Plan Item Frequency Description Purpose Audience Documentation From Date Owner Status
Meetings
First BSL Meeting One-Time Introduction
Get explicit buy-in from the participants and
resource ask
DGWG BSLs PowerPoint Presentation John 8/25/11 John Complete
DGWG Core Team Kickoff Meeting One-Time DGO kickoff and vision from IT Sponsor Kickoff DGWG-Core, IT Sponsor PowerPoint presentation John 9/15/11 John Complete
DGO Launch Logistics One-Time Communication announcing the DGO Plan on the best way to communicate the DGO
launch and PR effort
DGO, SVB Corporate
Communication
Email John TBD John Complete
DGO-DGWG-Core Status Meeting Weekly DGWG accomplishments, progress towards goals
and issues
Status DGWG-Core members SharePoint Agenda & Content John Ongoing Flo In progress
Meeting with DGO IT Lead Weekly Planning and strategy Status/Planning DGO Chair, DGO IT Lead and
DGC
John Ongoing John
DGO & MDM alignment meetings Weekly MDM Implementation update Status MDM team, DGO Chair & DGC Agenda Rebecca Ongoing Rebecca
Mentoring program
(Data Stewardship Program)
Weekly Opportunity to learn from Business Steward Leads.
Best practices, polices, processes, standards,
definitions
Enrichment DGWG Data Stewards Data Stewardship Best practices.
DGO Polices, processes,
standards, definitions
TBD TBD TBD Not Started
Meeting with Program Sponsors Bi-Weekly? Provide DGWG accomplishments, progress towards
goals and issues
Status DGO Chair, Biz and IT Sponsor PowerPoint presentation John TBD John Not Started
DGO-DGWG Decision
(Core & Advisory) Meeting
Monthly DGWG voting meeting Vote and approve DGWG materials DGWG members SharePoint Agenda & Content John Ongoing Flo In progress
DGO-DGWG - DM IT Support Group Meeting Monthly DGWG DM IT Support Group team monthly update Bring the advisory team up to speed on status
before the decision meeting
DGWG Advisory members SharePoint Agenda & Content John TBD Flo Not Started
EIC Meeting Monthly DGWG accomplishments, progress towards goals,
issues, documents for informational purposes only
Status, Informational EIC members PowerPoint presentation John Ongoing John In progress
Meeting with SAM - Fund Business stakeholders As needed Relationship building/Expectations/Impact DGO resource engagement Business Stakeholders Informal/deck, Email John TBD Flo Not Started
Meeting with Purchasing stakeholders As needed Relationship building/Expectations/Impact DGO resource engagement Business Stakeholders Informal/deck, Email John TBD Flo Not Started
Meeting with Product Implementation stakeholders As needed Relationship building/Expectations/Impact DGO resource engagement Business Stakeholders Informal/deck, Email John TBD Flo Not Started
Meeting with Global Product stakeholders As needed Relationship building/Expectations/Impact DGO resource engagement Business Stakeholders Informal/deck, Email John TBD Flo Not Started
DGO Town Halls One/Year DGWG accomplishments and progress towards goals
Forum for open discussion
Team Building All DGWG members PowerPoint presentation John TBD Flo Not Started
And these are just the meetings! Also: • Awareness & Training • Communication Vehicles • Knowledge Sharing •….
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What is a Training Plan?
Training Plan Definition − A written document that helps an organization understand the requirements and
deliver the orientation, education and training needed to sustain Data Governance
− Describes the Who, What, Why, When, Where, and How
Importance of a Training Plan − Ensures adequate attention is placed on awareness and training
− Builds the organizational understanding and skills needed to improve
− Prioritizes and assigns the work
− Articulates requirements over time to maintain the level of activity
− Gives individuals the opportunity to be successful in performing new roles and following new processes
− Creates a skilled workforce who can execute successfully DG initiatives identified
− Educates executives who understand and support managing data as an asset
pg 94 © 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
Categories of Knowledge Transfer
Types Tracks
Orientation
• Understand vision, concepts and value proposition so one is visibly acting in support of a change or activity
Fundamentals • Basic, non-company specific knowledge of
topics related to and connected by DG
Education
• Ensure that the desired activity or change takes place from accountability and managerial view
EIM Program Tracks • Knowledge transfer for company version of
information management capabilities
Training • Ensure action takes place from the view of
those responsible for execution; “feet on the ground”
Work Stream Specific Tracks • Detailed knowledge transfer by roles, e.g.,
data steward
© 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 95
Sample DG Training Plan Level
Orientation Education Training
Class # - 1 - 2 - 3
Unit Unit # Level # Module Name Master the WHY;
Concepts & Value Master the WHY and
WHAT ; Actions, sequence, measures
Master the WHY, WHAT and HOW; Techniques,
tasks, tools
Abstract
n/a 002
1 DG Concepts Definitions, Value and
Concepts NA
2
DG Framework Principles and Standards; Best practices
NA
Data Governance Processes, Organizations
2
DG Orientation DG Road Map, Maturity levels, Policies and Measurements Framework, incl. Principles, Value and Vision
a. Audience: Business & IT Leadership b. Purpose: To present the DG program to familiarize employees c. Key Learning Objectives i. Describe DG program at the company wide and LDG levels ii. Discuss maturity levels, standard, principles
EIM Guiding Principles, Supporting Standards
EIM Principles Orientation
a. Audience: Leadership, Business line employees, IT b. Purpose: To present EIM principles and Supporting Standards within context of DG roadmap c. Key Learning Objectives i. Describe components of a standard and guiding principles ii. Discuss existing standards and guiding principles
Data Governance Processes, Organizations
3
DG Program Training DG Road Map, Specific supported initiatives,
detailed project plans and activities
a. Audience: Business & IT Leadership, business line employees, IT b. Purpose: To present the DG program to familiarize employees c. Key Learning Objectives i. Describe DG program at the company wide and local levels ii. Discuss initiatives, activities and overview of roles iii. Discuss initiatives, project plans and activities
EIM Guiding Principles, Supporting Standards
EIM Standard Training a. Audience: Council, DG functions - hands on workshop b. Purpose: To present an overview of standards and guiding principles, then actually define them c. Key Learning Objectives i. Describe components of a standard and guiding principles ii. Discuss existing standards and guiding principles iii. Construct a target standard and guiding principle
Business Glossary 103 1
Overview for leadership DG Framework, incl. Principles, Value and Vision
Using the Business Glossary - this could be technical on-hands training for managers or demo
a. Audience: Business Leadership b. Purpose: To give an overview of meta data, its importance and use c. Key Learning Objectives: i. Describe the role of meta data in organization ii. Define what meta data can do for in terms of usage iii. Practice hands on tool training or Administer demo of the Business Glossary
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Business Data Glossary
What is a Business Data Glossary ?
A business glossary contains
1. Data Subjects: • A group of related elements, logically grouped for presentation and analysis
2. Data Elements • A grouping of data related to each other within a subject area
• A Data Element is a concept that is a the business level, not at the level of database implementation.
• Some Data Elements are designated as Critical, have a RACI, are governed, identify variant meanings and synonyms, are measured/monitored
A Business Data Glossary enables organizations to build and manage a common business vocabulary and make it available across the enterprise.
This vocabulary delivers meaning and context.
© 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 98
Purpose and Uses for Business Data Glossaries
Business Data Glossaries provide the structure to organize Critical Data Elements
− Provides focus for Data Governance and Data Quality
Critical Data Elements need to be defined for key business activities and initiatives
Data Governance decides if a data element is a CDE
Data Governance maintains a list of criteria that determine if a data element is a CDE.
By comparing a data element with this list, Data Governance can determine if the data element is a CDE.
© 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 99
Best Practices for Data Elements / Business Glossary
Have distinct names for each meaning. Concepts in business can be ambiguous and have more than one meaning
Include definitions in the business glossary to help identify variant meanings and ensure agreement among the stakeholders
Keep it simple, starting with known concepts and relationships.
Supply Attributes when resolving disagreements over entities and their relationships
Identify Synonyms: Words with similar meanings but with different names. When the same concept can be expressed by two or more synonyms, one of these is selected as the preferred term.
© 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 100
Sample Business Data Glossary
© 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 101
pg 102
Excerpt from A DG Glossary of Terms
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It’s important to also agree upon Terms across a distributed DG Organization
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Ensuring Success
Principle Description
Be clear on purpose Build governance to guide and oversee the strategic and enterprise mission
Enterprise thinking Provide consistency and coordination for cross functional initiatives. Maintain an enterprise perspective on data
Be flexible If you make it too difficult, and people will circumvent it. Make it customizable (within guidelines), and people will get a sense of ownership
Simplicity and usability are the keys to acceptance
Adopt a simple governance model people can use. A complicated and inefficient governance structure will result in the business circumventing the process
Be deliberate on participation and process
Select sponsors and participants. Do not apply governance bureaucracy solely to build consensus or to satisfy momentary political interest
Enterprise wide alignment and goal congruence
Maintain alignment with both enterprise and local business needs. Guide prioritization and alignment of initiatives to enterprise goals
Establish policies with proper mandate and ensure compliance
Clearly define and publicize policies, processes and standards. Ensure compliance through tracking and audit
Communicate, Communicate, Communicate!
Frequent, directed communication will provide a mechanism for gauging when to “course correct”, manage stakeholder and effectiveness of the program
pg 104
Data Governance Design Principles
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Thank you!
Kelle O’Neal
kelle@firstsanfranciscopartners.com
415-425-9661
@1stsanfrancisco
© 2015 First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 105