Managing for Effective Data Governance: workshop for DQ Asia Pacific Congress March 2014
Upcoming SlideShare
Loading in...5
×
 

Managing for Effective Data Governance: workshop for DQ Asia Pacific Congress March 2014

on

  • 327 views

This session reflects on the human aspects of Data Governance and examines what it takes to be successful in implementing effective information-enabled business transformation: ...

This session reflects on the human aspects of Data Governance and examines what it takes to be successful in implementing effective information-enabled business transformation:
* Do we need to rethink our Data Governance strategies?
* Is enterprise-wide Data Management & Governance really achievable?
* What techniques and capabilities do we need to focus on?
* What skills and personal attributes does a Data Governance Manager need?

Statistics

Views

Total Views
327
Slideshare-icon Views on SlideShare
327
Embed Views
0

Actions

Likes
1
Downloads
12
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Managing for Effective Data Governance: workshop for DQ Asia Pacific Congress March 2014 Managing for Effective Data Governance: workshop for DQ Asia Pacific Congress March 2014 Presentation Transcript

    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Managing for effective Data Governance Delivering value while remaining sane Alan D. Duncan March 2014
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed “If- “ Rudyard Kipling “If you can keep your head when all about you Are losing theirs and blaming it in you, If you can trust yourself when all men doubt you, But make allowance for their doubting too…”
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed A bit about me.... •  Alan Duncan, Director of Data Governance, UNSW •  21 years Information Management & Business Consulting –  EDS, KPMG, CPW, Acuma, Pelion, SMS –  Scottish Power, United Distillers, O2, Astra Zeneca, Carphone Warehouse, Vodafone, Riyad Bank –  Commonwealth Bank, NSW Roads & Maritime Services, Centrelink, OATSIH, NSW Family & Community Services, CASA, AMSA, FaHCSIA, DAFF, Navy… •  Information-Management.com “Top 12 on Twitter” •  Best supporting Actor, 2005 Barnet Drama Festival
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed …and a bit about UNSW.
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Agenda •  Do we need to rethink our Data Governance strategies? •  Is enterprise-wide Data Management really achievable? •  What techniques and capabilities do we need to focus on? •  What skills and personal attributes are needed for success?
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed PART 1. Do we need to rethink our Data Governance Strategies? Sponsored by Thomas Edison “The value of an idea lies in the using of it.”
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed “I object!” •  “I don’t know what you’re going to do with my data once you have it.” •  “If I give you my data, you might then ask me to do some extra work to meet your additional requirements.” •  “You may not interpret the data in the same way that I do.” •  “I’m an expert in this area, you’re not. The data is too complex for you to understand.” •  “It’s too difficult to get the data out of the system and I’d need help from I.T.” •  “I don’t have the budget to pay for your requirements.” •  “I’d like to help but I’m just far too busy.” •  “I know there are flaws in the data, but it’s good enough for my needs. You might criticize me for the errors.” •  “Management may ask additional questions and hold me to account for the work I’m doing”. 7   “I’m not interested in preserving the status quo; I want to overthrow it.”
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Information as a Service: “True Facts” Identify measurable and targeted Business Outcomes Why do we need information? For whom? What will we do differently? Establish DG Operating Model Who is accountable? By what processes? Execute Activities & Tasks How do we deliver? Who does the work? Confirm the Information Holdings & Gaps What do we need to provide? (Content + Context) Implement DG/IMCC Services Catalogue: What core capabilities do we need?“When it is obvious that the goals cannot be reached, don't adjust the goals, adjust the action steps.”
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Is “Open Data” a good thing? http://www.ted.com/talks/ tim_berners_lee_the_year_open_data_went_worldwide.html 9  
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Outcomes of change of mindset •  Stimulus to improve data quality •  Consistency of data definitions •  Openness and trust •  Transparency & accountability •  Opportunity value •  Proactive publication and Open Data vs. “Need to know” 10   “Publish and be damned!” http://www.ted.com/talks/tim_berners_lee_the_year_open_data_went_worldwide.html
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Summary: Rethinking Data Governance 11   •  Control, structure, discipline & compliance? OR Advocacy service & information broker? •  Intimate understanding of business goals & processes •  Engagement, diagnosis & facilitation •  Understand & articulate the meaning of data, in context •  Coach, mentor and advocate •  Highly visible point-of-access •  Self-service Information Portal •  Conduit, communicate & co-ordinate •  Leadership & direction •  “Info as a Product” “The art of government is to make two-thirds of a nation pay all it possibly can for the benefit of the other third.”
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Data Collection in a State Transport Infrastructure Authority, sponsored by Alfred North Whitehead PART 1: Case Study “The art of progress is to preserve order amid change and to preserve change amid order.”
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Data collection for road transport •  Monitoring & management of the road network •  Optimise traffic throughput •  Plan for infrastructure investment, maintenance •  Incident management •  Plus strategic shift from “asset engineering” to “customer- centric” culture
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Problem: current data can’t meet modern needs •  Continuing growth in traffic •  Some “in-road” sensors over 30 years old –  Poor data quality –  Classification by “Big, Medium, Small” –  No telemetry: up to 3-month lag •  Sparse distribution of existing sensors –  OK coverage in major urban areas –  Few (if any) in rural areas •  Devices do “Count” only –  Speed not measured •  Temporary “spot” surveys leave gaps in the record (or duplicate data!) •  Over 1000 new sensors would be required –  New in-road devices approx $50K each to install (as part of road build/upgrade) –  Piezoelectric “tube” devices easily damaged, poorly installed –  Radar devices inaccurate in the wet
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Solution: augment with GPS vehicle tracking data •  8000 fleet vehicles with “always on” GPS
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Benefits •  Travel time benchmarking •  Flow management •  Congestion “pinch point” analysis •  Long-term traffic forecasting •  Road safety speed zoning •  Incident early-warning predictive alerts
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Customer service: real-time information updates
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed PART 2. Is enterprise-wide Data Management & Governance really achievable? Sponsored by Confucius “When it is obvious that the goals cannot be reached, don’t adjust the goals, adjust the action steps.”
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Information Management Strategy Drivers Informa-on   Management   Strategy   Informa-on  &   Data  needs   Organisa-onal   Strategic   Direc-on   DG&IM  Best   Prac-ces  
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Information Use Cases •  Based on our current understanding of business needs, the following classes of Information Use Case are identified •  Detailed Requirements Analysis should be conducted on a project-by-project basis to explore any detailed Use Cases within each class •  Not all detailed Use Cases need to be defined ahead of time •  Solutions should be flexible to accommodate new and changing Use Cases Structured   data   repor-ng   Strategic   Intelligence   and  Data   Mining   Publish   content  to  a   community   Execu-ve   briefings    Educa-on,   Training,   Learning   Search  for   content   previously   created   Records   Management,   Compliance  &   Audit   GIPA  &   Privacy   Responses   Ability  to  publish   Filtering/screening/valida7on  of  what  gets  published   Feedback  loop,  measure  of  usefulness  &  con7nuous  improvement   Shared  understanding  (IT  &  Business)  
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed To centralise or not to centralise?
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Identifying Owner & Stewards Typically, there are significantly more unconscious Owners and Stewards All key stakeholders in the Assets driven by an informal structure Business pain is felt but has no means of consistent resolution Conscious Owners and Stewards Responsibilities blurred and lack of understanding of the relationship and how it should work Owners are accountable for driving up the level of consciousness
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Summary: Information Management for the whole Lifecycle Plan Construct, Create, Acquire Commission, Organise, Store Access Use Assess Maintain Retire • Rigorously evaluate the decision at the earliest stages of a proposal before investing in new or replacement assets. • Manage the procurement whether it be a construction, purchase, lease or service • Minimise the cost and risk of ownership with effective maintenance strategies and procedures. • Manage operational costs. • Evaluate the level of investment in assets to identify functional or physical obsolescence, financial viability, re- use opportunities and areas of unacceptable risk. • Consult with stakeholders and plan for disposal of assets. • Examine all options to achieve service delivery objectives and meet business requirements. Information Owner Chief  Steward  (CDO)  &  IMCC  (cross-­‐func:onal,  cross  domain)   Business Process Business Process Business Process Business Process Business Process Data Stewards An Enterprise approach to Information & Data Management requires formal organisational processes and controls that define the rules, roles and responsibilities for information ownership, stewardship and associated service capabilities. Objective is to achieve explicit assurance for an agreed level of information quality (broadest definition) and links to business value, based on the explicit capture, formalisation and application of business rules.
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Devising the information strategy for a major retail bank, sponsored by the Vice-President of Retail Banking PART 2: Case Study “We must allow him to draw his sword….”
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Information Strategy for Saudi Retail Bank - Scope •  “Define Bank Data Management Best Practice - Production of a definition of Data Management Best Practice appropriate for the needs of the Bank.” •  “Education of Bank resources – education in definition of the Information Environment, Information Architecture and how Data Management fits within this.”
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed IM is business critical for Retail Banking •  Effectiveness –  e.g. Marketing the right products to the right customers every time, outperforming the competition •  Efficiency –  e.g. lower effort in servicing accounts due to error reduction •  Cost –  e.g. IT savings in application development and maintenance as a direct result of unambiguous information definitions •  Flexibility –  e.g. Rapid and controlled ability to adapt without disruption •  Risk –  e.g. Better lending decisions, more easily established Compliance, Trust & Reputation
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Why wasn’t the Bank already doing this? •  Financial benefits are large but... –  Hard to quantify (Indirect, Distributed) –  Hard to realise (Contingent) –  Hard to track (Causality) •  In contrast, the costs are significant and exactly quantified •  => Conventional investment appraisal is hard •  => Many organisations fail to invest, and lose competitive advantage
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Strategy Development plan – 2 phases Milestone Activity Date Description DMD Services Solution Phase 1A started in June 17th, 2006 Assessment & Discovery Discovery Sessions From June 18th to 26th, 2006 Over 20 interviews with key stakeholders to evaluate Bank against four major areas of the i-Environment model. IVM Theory,Class Training June 27th, 2006 Given to DM Staff P Senior Management Feedback Workshop for DM Solution From July 10th to 12th, 2006 Business, Technical & Architecture Informatica Extraction Tools Training Course From July 16th to 19th, 2006 Given to DM Staff P Detailed Plan for Phase 1B July 13th, 2006 Delivered Project Schedule P DMD Assessment Report July 30th, 2006 Delivered Document DMD Services Solution Phase 1B started in July 15th, 2006 Detailed Solution Design Batch Integration Inventory - Technical Analysis Sessions From July 15th to Aug. 16th, 2006 Over 25 interviews with Bank systems technical consultants, reviewing the current batch integration architecture. P DMD Staff Profiles August 12th, 2006 Delivered Document P Batch Integration Inventory - Findings & Recommendations August 19th, 2006 Delivered Document P Riyad Bank Executive Management DMD Best Practice Design Presentation September 6th, 2006 This Presentation P DMD Standard Policies for Data Ownership, Data Quality, Data Access & Data Definition Processes September 9th, 2006 Upcoming Milestone P Implementation Plan for Phase II September 9th, 2006 Upcoming Milestone
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Strategic issues – two problems, not one •  Data problem –  Accurate systematic capture, integration, distribution, storage of granular data items •  Information problem –  The common and pervasive definition, understanding, agreement of business rules enabling consistent interpretation of data •  These issues are linked •  Both need to be addressed by the Bank •  The Information problem in particular is a business issue, not I.T. issue
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Key Recommendations •  RECOMMENDATION 1: Confirm the IM Vision –  Share, debate & refine the vision at Exec Level –  Syndicate vision across the bank management & staff •  RECOMMENDATION 2: Expand “Data Management Dept” & Position as “Information Management Dept” –  Agree IMD Charter –  Confirm IMD organisational structure –  Locate IMD within IM Governance and Bank Organisation –  Confirm organisational relationships with customers & other departments •  RECOMMENDATION 3: IM Transformation Programme –  Set targets & formulate according to best practice –  Plan Programme –  Establish Programme & Project Governance –  Release resources to the programme
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Bank IM Vision Best  Prac7ce   Informa7on   Management   Info  at  the  heart   of  the   business   Single  trusted   View  of   informa-on   Self-­‐service   approach  for   Business  Info   Access   An  IM  Func-on   that  challenges   the  Business   Build  the  future   while  suppor-ng   the  present   Perf.  Mgnt.     suppor-ng   Business   Strategy   Common   Informa-on   Model   Business   data  analysis,     not  data     collec-on  
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Bank IM Charter •  VISION: To be the information core competency centre and champion within the Bank, promoting the effective use of high quality information and data to maximise business value. •  DUTIES: Within the context of the Bank’s overall business Vision, Strategy and Operations, the IMD is responsible and accountable for: –  Definition and assurance of Information Management Policy –  Enterprise steward - looking after Enterprise Information Model & Metadata repository –  Business Intelligence centre of excellence –  Information Management Services
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Implement  Branch/CSR     Data  Capture  Improvements   Review  Branch/CSR   Data  Capture   Ini-al  cycles  of  Data  Cleansing  &  DQ  Improvement   IMD  Communica-ons   Ongoing  coaching  &  skills  transfer   Appoint/recruit  ini-al  IMD  resources   Specific  IM  Skills  Training   Formalise    IM  key  docs   Implementation Plan Month 1 Month 3 Month 4 Month 5 Month 6 Month 7Month 2 Implement IMD Capability Mobilise  IM  Governance   Bank  procedural  changes   WRT  IMD  Impacts   IMD Quick Wins IM  Training   (IT  Bas)   Implement  Data  Masking   Data  Classifica-on  Project   IMD   Setup   &   Mobilise     Design  Data  Masking  
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed “Data quality is like a public toilet. We all want to use it, but nobody wants to clean it.” Vice President of Retail Banking
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed PART 3. What techniques and capabilities do we need to focus on? Sponsored by Carl Sagan “I try not to think with my gut. If I‘m serious about understanding the world, thinking with anything besides my brain, as tempting as that might be, is likely to get me into trouble.”
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Information Asset Management Owners Asset Management Tools Governance Admin Experts User Community Information Asset Steward OwnersOwners The “Information Asset Community” Directives WMSAIRS Example High Level Data Systems & Flows Version 1.0 General Mandatory Core Corporate Support Automatic One-way Relationship Automatic Two-way Relationship Manual One-way Relationship Manual Two-way Relationship External External System AIRS Interchange AUSSAR AME Cyber Exams ATSL CLIC SDR Publishing System GMEL TRIM AD FRLI Web Control Mgmt System (WCMS) FMIS STI ESIR Comweb ATO Business Portal Inventory Mgmt System (IMS) EPK ComBIZ Online ProMaster FCAT Calumo CBMS (DoFD) COMCARE Thomas Logistics SM7 HRMS HRFlex DTAR/OTAR APEX AOD Audit AOD Case Mgmt System Timelog eRooms Symbion Health System API Upload System ChangePoint Testing System MRS ASSP AWS AFD ASIR ADMS Tracker ATOG Job Register AOC Surveys Industry Payments Compensation Payments Financial Actuals Financial Actuals Employee Expenses / Adjustment Journals Salary Payments Cash Payments Payroll (Salary) Cash Payments / Organisation Info Human Resources Finance Surveillance/Audit/ Reporting/Tracking Workflow and Online Collaboration/ Service Delivery Service Delivery Service Delivery Service Delivery, HR & Finance, Agreements, Permissions, Aerodromes, Participants, Aircraft Medical Examinations Medical Exams Surveillance /Audits/ Reporting/ Tracking Alcohol and Other Drugs Surveys / Surveillance Events/Occurrences, Aircraft, Aerodromes Surveys/ Certifications Examinations Work Orders Surveillance /Audits Aerodromes Aircraft Events/Occurrences, Aircraft, Aerodromes Defects/Events/Occurrences, Aircraft, Aerodromes Exemptions Database Alternative Means of Compliance (AMOC) Exemptions AMOC / Exemptions Human Resources – Flex Time Human Resources - Travel Physical Inventory Audit Data workflow / service delivery workflow / service delivery Contacts – Ind, Org’s Contacts – Ind, Org’s Examinations Medical Examinations Search and Rescue Surveys Human Resources – Time Aircraft Equipment Finances MMEL Baseline/Minimal Equipment Medical PAWS Retain Details of Operators Incidents Applications / Permissions Trending Workflow MAAT Permissions / Change of Status Permissions / Change of Status Service Log Alternative Means of Compliance (AMOC) Dangerous Goods Dangerous Goods Content Inventory FTTO FTNS Individual Flight Data Organisational Flight Data Human Resources – Time Aircraft Individuals/ARNS Payments HR - TimeCash Receipts Reconcile Invoice against Flown Hours Surveys / Surveillance Enterprise Data Warehouse CASA Internet Airports Landings/ Take Offs Data Mandatory Core Corporate Support External Business Process Surveillance/ Audit/ Reporting/ Tracking Bank Data File PAYG payments, Salary payments, and Superannuation payments. External Superannuation Companies Cash Payments Superannuation Contributions Suppliers Remittance Advice 300+ Access Databases Contacts Airspace Organisational Human Resources Aircraft Permissions Info Asset Register (inventory) System Interfaces map “Science is organized knowledge. Wisdom is organized life.”
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Analytics & Business Intelligence 37   “The alchemists in their search for gold discovered many other things of greater value.” •  “Traditional” BI (reporting & ad-hoc analysis) •  Data Mining •  Statistical modelling •  Data visualisation •  Textual analytics •  What questions do we want to answer? •  What questions can we answer with the data we’ve got? •  What other data would we need? •  What does the data tell us we should be asking?
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed “Big Data” is a fact of life •  Three, four, five, six “Vees”?! •  A lot of data (Tb/day) •  Streaming data (monitoring, flow-of-control and alerting analytics) •  Inference from semi-structured data (Twitter, Facebook) •  Synthesise insight from millions of pages of text •  Programmatic analysis for specific scenarios (hard in SQL) •  A disruptive catalyst to put information at the top of the organisational agenda •  Not just about the data! Business scenarios are key •  Beware the Vendors!
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed All of the data, all of the time •  Granular, forensic history •  Modern data management & analytics solutions can make “all of the data, all of the time” a reality •  The bigger challenge is that the business community is not analytically skilled enough to navigate the data and draw meaning from it…
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Get on the Cloud 40   … but security, privacy considerations are heightened. In principle, it’s just another place to store data….
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Compliance & statutory considerations •  Freedom of Information Act 1982 (Cth) •  Freedom of Information Amendment (Reform) Act 2010 (Cth) •  Privacy Act 1988 (Cth) •  Privacy Amendment (Private Sector) Act 2000 •  Privacy Amendment Act 2012 (Cth) •  Privacy Amendments (Privacy Alerts) Bill 2013 (Cth) •  State Records Act 1998 (NSW) •  Government Information (Public Access) Act 2009 (NSW) •  Privacy & Personal Information Protection Act 1998 (NSW) •  Health Records & Information Privacy Act 2002 (NSW) •  NSW Government Guide To Labelling Sensitive Information 2011 (NSW Financial & Services) 41   But is “compliance” a motivator? “All I want is compliance with my wishes, after reasonable discussion.”
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Collaboration Culture 42   •  A general willingness to share information •  Co-operative, communicative & collegiate OR control, coercion & criticism? •  The “whose data is this?” cue •  Call-to-action? •  Accountability & measurement? “Respond intelligently even to unintelligent treatment.”
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Data Models & Metadata Management Metadata Repository Master Data Repositories UNSW Core Systems Information Asset Register Physical Instantiations Physical Layer Logical Layer (Transition) Analytical DB Models Cubes Conceptual Layer (Business) Physical Messages Formats DWH DB HR DB Student Admin etc... Operational DB Models Reference models Data Subject Areas Data Entities Data Attributes Information Concepts Business Content Business Rules Data Business Data Element Domain Values Endorsed Standards for Content Business Constraints Business Measures Master data models Classification Entity Hierarchies Mappings Business Rules Definitions Business Constraints Business Measures Core SystemsMDM MetadataManagementProcess InformationModelManagementProcess InformationAlliances:DataOwnership&StewardshipProcess MDM Processes Related Data Governance Processes Application Logical Data Models Logical Message Schemas MDM Data Model Systems Data Models SOA/EP MessagesG/L Application Logical Data Models Logical Message Schemas Analytical DB Models Cubes Physical Messages Formats Operational DB Models Business Glossary Conceptual Model: Groupings & Relationships Data Elements, Definitions, Aliases, and Security Data Domains Enterprise Information Model “Do not quench your inspiration and your imagination; do not become the slave of your model.”
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Classification schemes and taxonomies •  Taxonomy: method for classification of things •  Classification Scheme: grouping of kinds of things, based on their characteristics •  Information Model: representation of concepts, relationships and semantics •  For an Enterprise approach, each should relate to the other in an ordered manner
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Information Disconnect Careless data entry & lack of validation Teams use different IT systems ? Organisations change rapidly Teams have different ways of reporting data Month Region Multiple codes exist for the same thing IC_STR Data is in different Formats Overlapping subsets in different places Multiple, inconsistent master data Data Quality “Get your facts first, then you can distort them as you please.”
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Accurate vs Inaccurate Data Right Representation Wrong Representation Right Value Wrong Value Valid Values Invalid Values Missing Values Accurate data Inaccurate data “Valid” does not equal “Correct”
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Accuracy Completeness Consistency Integrity Validity Origins Compliance Storage Retention Transmission Distribution Ownership Use Security Performance Uniqueness Accessibility Flexibility Timeliness Inherent Pragmatic Data Quality Dimensions •  DQ Dimensions are the characteristics against which we measure quality. •  May be categorised into two types: –  Inherent Quality –  Pragmatic Quality
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Ongoing&BAU&opera.ons&for&Data&Governance&&& Enterprise&Informa.on&Management Review&and&refine&Opera.ng&Model,&Processes,&Standards KPT1305IData& Governance& Opera.ng&Model Accredita)ons-Simplifica)on-for-ASB QW007 Pilot-Info-Alliance-7-Student-Lifecycle ORG007 DG&Founda.ons DG&Enablement DG&Embedding Complete&Rollout KPT1304&I&Consistency&of& Data&Processing&Methods Info-Asset-Management-Process PROC005 Data-Owner- Role PEOP001 Data-Interfaces-F/work- (cf-NextGen) PROC003 Confirm-DG- Framework STRAT007 Phase&1& Data& Governance& Culture Phase&2& Phase&3& Phase&4& UNSW&Data&Governance&Strategic&Roadmap&2013/14 Data& Governance& Policy&&& Standards Data& Governance& Processes Data& Governance&&& Informa.on& Management& Systems Data& Governance& People&&&Skills Data& Governance& Organisa.on DG&Strategy Endorse-DG-Charter- (Vision-&-Principles) STRAT002 Other&Related& Projects Confirm-the- DG-Strategy STRAT005 DG-"Cheat7 Sheet" CUL002 DG-Org-Model ORG003 Define-Target- State-IMCC ORG005 Pilot-Info-Alliance-7-Staff/HR ORG006 Iden)fy-Data-Owners-&- Stewards PEOP003 Core-DG-Policy POL001 DG-Standards- Framework POL002 ToRs-for-Info- Alliances ORG002 Align-EDW-Project- with-DG-Principles SYS004 Define-DG- Strategy-for-2015+ STRAT015 Enterprise-Info- Environment-Ref.-Model SYS008 General-Ledger-Simplifica)onQW004 Data-Steward- Role PEOP002 DG-Communica)ons-Plan-&-Stakeholder-Mapping CUL003 KPT1406&I&Improved& repor.ng&to&Government& Agencies& KPT1404&I&Defensible& Submissions KPT1402&I&Op.mise& ASB&Accredita.ons& Process Pilot-Info-Alliance-7-Space-Assets ORG008 KPT1301IConfirm&DG& Scope&&&Priori.es KPT1405&I&Improved& modelling&&&Forecas.ng KPT1407&I& Traceable& integrity&of&Data KPT1408&I&Streamlined&Cost&Accoun.ng KPT1409&I&Targeted& Student&Cohorts KPT1401&I&Space&Op.misa.on KPT1403IIMCC& Opera.onal Archibus-FM-Solu)on QW006 Instan)ate-IMCC-approach-7-New/Gap-capabiil)es ORG010 Metadata-Management-Process PROC014 DQ-Dashboard-&-Repor)ng PROC002 Enabling-DG- Knowledge-Resources POL003 Implement-Metadata/ Glossary-Tools SYS010 DQ-Profiling-&-Remedia)on- Environment SYS009 Implement-IAM-Tool SYS002 SYS003 Enterprise-Data-Warehouse-(EDW)-Phase-1 QW005 Organisa)on-Structure-Mapping-Project QW002 Evaluate-DQ-Logging- Tool-op)ons SYS006 Instan)ate-IMCC-approach-7-exis)ng-capabili)es ORG009 Research-Data-Storage-Ini)a)ve QW003 Data-Cleanup-for-Staff-data QW001 Select-Metadata/ Glossary-Tools SYS007 Evaluate-IAM-Tool- op)ons SYS001 Data-Governance-Lifecycle-&-Checkpoints PROC010 Collate-ini)al-Enterprise-Informa)on-Model PROC008 DQ-Management-Process PROC004 DQ-Log PROC001 EDW-Delivery-Methodology PROC011 EDW-Design-Pa_erns POL004 DG-Standards-&-Guidelines POL005 DG-Induc)on-Training-(Owners-&-Stewards)PEOP004 Ini)al-Info-Asset-Audit PROC007 Enterprise-Informa)on-Model-as-a-Control PROC009 Data-Governance-Lifecycle-within-SLDC PROC013 KPT1303IConsistent& Data&Defini.ons KPT1302&I&Op.mised&data& interfaces&delivery&for&NextGen Strategic Planning & Benchmarking “One day Alice came to a fork in the road and saw a Cheshire cat in a tree. Which road do I take? she asked. Where do you want to go? was his response. I don't know, Alice answered. Then, said the cat, it doesn't matter.”
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Summary: Data Governance increases understanding, utility & value of information Information System Data Quality Management (Profiling, root-case analysis, issues tracking & resolution) Data Modelling (Consistent, inter-operable data structures & semantic meaning) Information Requirements & Business Analysis (Identification & traceability of business definitions & rules) Information Asset Register (Catalogue of data holdings) Information System Information System Information System(s) Data Set
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Applying the Telemanagement Forum solution models, Sponsored by Mae West “I’m no model lady. A model’s just an imitation of the real thing.” PART 3: Case Study
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed B2B Telco Provider (UK): the problem •  Poor lead-times for provisioning new orders •  Orders fulfilled incorrectly •  High levels of customer credits Caused by: •  Multiple business systems •  Limited levels of integration •  Silo operations
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed “Order to Bill” solution approach •  Unified business processes •  Enterprise Service Bus for integration •  Data warehouse & BI (visibility & monitoring) •  Needed an Enterprise Information Model – quickly! – IBM model was expensive! – Company were already members of TM-Forum…
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed TMForum: communications industry trade association www.tmforum.org
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed TMForum standard models
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed TMForum SID (Standard Information Definition)
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Mapping SID to key process groups
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Mapping SOA APIs using the cannonical model Enterprise  Service  Bus  (ESB)   Order  Management   System   Business  Process   Framework   Supplier  Management   System   Service  Ac-va-on   Fault  Management  Ra-ng/Billing   Network  opera-ons  &  monitoring   EDW  
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Data schema (example)
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Monitoring outputs
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Outcomes •  Average order times down from 3 weeks to 4 days •  Significant reduction in cancelled orders •  Approx 75% reduction in customer credits •  Project was originally to take 6 months; it took over a year…
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed PART 4. What skills and personal attributes does a Data Governance Manager need? Sponsored by Mark Twain “To succeed in life, you need two things: ignorance and confidence.”
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Forethought •  Think about both current and future demand –  Cf. Google philosophy to “keep everything” –  Every click, every font change… •  Imagination, innovation, entrepreneurialism •  Don’t be inhibited by the current scope of existing data “Forethought we may have, undoubtedly, but not foresight.” Source  new  data;   Collec-on  &   Integra-on;   Prepara-on  &   Quality.   Demand-­‐oriented   Inbound  requests  for   specific  requirements     Data Factory (“push”) Product- based delivery (“pull”) Need both “push” and “pull” modes for evidence- based decision-making
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Expectations Management •  Finding data that makes an impact •  Having data for the problem at hand •  Trusting the data to guide your decision •  Justifying pre-determined answers •  Setting inappropriate goals •  Not having the right data tools •  Not thinking about value “Two things are infinite. The universe and human stupidity. …and I’m not so sure about the universe.”
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed “That propaganda that is good which leads to success, and that is bad which fails to achieve the desired result. It’s not propaganda’s task to be intelligent, it’s task is to lead to success.” Communication •  Listening skills – e.g. active listening •  Facilitation •  Consulting & advisory •  Coaching & mentoring
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed “Whosoever desires constant success must change his conduct with the times.” Change management
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Summary: Personal attributes 66   http://www.informationaction.blogspot.com.au/2013/10/normal-0-false-false-false-en-au-ja-x_29.html Data  Owner   Data  Steward  
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed PART 5. Conclusions & Final Thoughts Sponsored by Terry Pratchett “It’s still magic even if you know how it’s done.”
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Conclusions: Information Excellence EIM Framework: Enterprise Information Management Framework describes each aspect of an organisations information management state, provides a baseline of maturity against best practice and a framework of business transformation to your aspirational information management state. Provides linkage and balance between business,/IT, and human/technical aspects of EIM. Information Governance Information Security Information Asset Mgmt Metadata Ownership & Stewardship Information and IM Strategy and Planning Information and IM Quality Mgmt Information Asset Classification Intellectual Property Reporting design Analytics Information Security Policy and Governance Asset Management Human Resources Security Management Knowledge Transfer Data Mining Data WarehousingBusiness Intelligence Information IM Workforce Management Information and IM Risk Management Registration Data Modelling Data management Data Integration Data Cleansing Data Capture Data Migration Data De-duplication Record Keeping Knowledge Management Information Asset Access and Use Management Privacy Publishing Copyright Physical and Environmental Management Communications and Operations Management Information Security Incident Management Access Management Information system acquisition, development and maintenance management Compliance Management Information and IM Policy, Principles and Architecture Information and IM Governance Processes Meta Knowledge Search and Discovery ExchangePricing Licensing and Rights Management Assess and Accessibility Redress Mechanisms Data Quality and Integrity Data Conversion & Transformation Record Management Archiving Conservation and Preservation Record Creation and Capture Digital Continuity Collection Management Retrieval and Access Retention and Disposal Business Continuity Enterprise  Informa7on  Model   IM  Solu7ons  and  Technology  IM  Policies   Organisa7on  and  People  Data  Governance  Informa7on  Culture   IM  Processes   Business Processes DB Models Definitions, Derivations, Decision Rules, Execution Rules IM Governance Process IM Stewardship Process Technical MetaData Management Logical Model ETL Specs Report Definitions Semantic Specs Data Marts ETL Cubes Semantic Layer StandardReportLibrary ETLOperational System Staging Warehouse Conceptual Model Logical Model Physical Model Capture & Formalise Requirements & Rules Impact Assessment & Implementation Metadata Lineage Impact Etc. Metadata Collection Asset Alignment/Mgt Architecture Changes Architecture Mgt A holistic, data-centric approach to Information Management & Data Governance, addressing both human and technical factors in both Business and IT domains
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Recap: Seven Transformational Levers •  Strategy (are the vision, objectives and overall direction for the organisation clearly articulated and well understood? Do Business Strategy, IT Strategy and Information Strategy align?) •  Culture (is the desired behaviour exhibited throughout the organisation?) •  Organisation (are the organisational structures appropriate to executing the Strategy?) •  People (is the workforce properly skilled and motivated?) •  Process (do all business processes align with and support the Strategy?) •  Policy (are the organisational controls appropriately defined and applied?) •  Systems (does the infrastructure of IT Systems provide the right support for all key business processes?)
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Calls to action •  WHAT: Identify 3 key issues (data related) that need to be addressed within your business, and the IM capability areas that support these •  WHY: Outline the business outcomes/benefits that you would derive from addressing these issues •  HOW: Map these changes to the Seven Transformational Levers of the Enterprise IM Framework See example worksheet
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Decision Request / Action Plan - 6-step method 1.  REQUIREMENT: State one key issue (data related) from the strategic list. What is needed? 2.  PROBLEM/INHIBITOR: what is currently preventing your organisation from doing something about it? 3.  OUTCOME: What specific benefits would your organisation derive if this was addressed? 4.  SOLUTION: What new product or capability is needed to deliver the requirement stated in (1)? 5.  PLAN: Outline the step-by-step action plan & timescales that will deliver the outcome. 6.  DECISION REQUEST: In THREE bullet points, state what specific support you need from your Sponsor in order to get things started –  “I need you to agree to… 1, 2, 3.” –  e.g. budget, resources, new policy, key communication See example worksheet
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed FINAL THOUGHTS: perspectives on Information Management Applica-ons/Systems  Architecture   (How  do  I  access  it?)   Data  Architecture   (Conceptual,  Logical,  Physical  –  What  does  it  mean?)   Informa-on  Asset  Catalogue   (What  have  we  got?  In  what  context?  For  whom?)   Info  Management  &  Data  Governance  Roadmap   (When  will  it  be  delivered?)   IM  Business   Case     (Why  do  we   want  it?  How   much  will  it   cost?)   Business  Process  Models   (How  do  we  do  it?)   Business  Services  Framework   (What  do  we  do?)   Business  Lifecycle   (Why  do  we  do  it?)   Business  IM   Capability  &   Transforma7on     (Who  is   accountable?)   IM     Capability   Assessment   (What  do  we  want/ need?)   IM  Service   Capability  /   IMCC     (Who  delivers  &   supports  it?)  
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Blog links… 1.  RETHINKING OUR STRATEGIES: http:// informationaction.blogspot.com.au/2012/07/information-as-service-what- is-it-and.html 2.  IS EIM ACHIEVABLE?: http://informationaction.blogspot.com.au/2013/11/ to-centralise-or-not-to-centralise-that.html 3.  CAPABILITIES: http://informationaction.blogspot.com.au/p/the- information-management-tube-map.html 4.  SKILLS & QUALITIES: http://informationaction.blogspot.com.au/2013/10/ normal-0-false-false-false-en-au-ja-x_29.html 5.  MAGIC: http://informationaction.blogspot.com.au/2014/03/now-thats- magic.htm 73  
    • Alan Duncan, Director of Data Governance, UNSW E: Alan.Duncan@unsw.edu.au Tw: @Alan_D_Duncan LinkedIn: http://www.linkedin.com/in/alandduncanUncontrolled when printed Intellectual curiosity Skeptical scrutiny Critical thinking http://www.informationaction.blogspot.com.au/ @Alan_D_Duncan http://www.linkedin.com/in/alandduncan