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Building Information Quality from the Inside Out

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Presentation prepared for a webinar hosted by the International Association for Information & Data Quality (www.iaidq.org) …

Presentation prepared for a webinar hosted by the International Association for Information & Data Quality (www.iaidq.org)
It looks a a few low cost, high practicality approaches to driving Information Quality change in your organisation.

Published in Business , Technology
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  • 1. BUILDING IQ FROM INSIDE OUT (OR: 10 THINGS YOU CAN DO FOR LESS THAN $100 A TIME TO INFLUENCE AND EMBED CHANGE) (c) 2012 Castlebridge Associates
  • 2. ROLE MODELS TO INSPIRE US
  • 3. MAGYVER Applies principles to problems
  • 4. MAGYVER Applies principles to problems Thinks outside the box
  • 5. MAGYVER Applies principles to problems Thinks outside the box Focusses on Solutions
  • 6. MAGYVER Applies principles to problems Thinks outside the box Focusses on Solutions Focusses on People
  • 7. MAGYVER Applies principles to problems Thinks outside the box Focusses on Solutions Focusses on People Is a leader
  • 8. MAGYVER Applies principles to problems Thinks outside the box Focusses on Solutions Focusses on People Is a leader when needed Has a THEME SONG
  • 9. ‘THE DOCTOR’ FROM DR. WHO Has a THEME SONG
  • 10. ‘THE DOCTOR’ FROM DR. WHO Has a THEME SONG Knows EVERYTHING
  • 11. ‘THE DOCTOR’ FROM DR. WHO Has a THEME SONG Knows EVERYTHING Thinks out side the box
  • 12. ‘THE DOCTOR’ FROM DR. WHO Has a THEME SONG Knows EVERYTHING Thinks out side the box Values People
  • 13. ‘THE DOCTOR’ FROM DR. WHO Has a THEME SONG Knows EVERYTHING Thinks out side the box Values People Relies on ‘Companions’ for insight and balance
  • 14. ‘THE DOCTOR’ FROM DR. WHO Has a THEME SONG Knows EVERYTHING Thinks out side the box Values People Relies on ‘Companions’ for insight and balance Is a leader, adapts to crisis
  • 15. ‘THE DOCTOR’ FROM DR. WHO Has a THEME SONG Knows EVERYTHING Thinks out side the box Values People Relies on ‘Companions’ for insight and balance Is a leader, adapts to crisis 11 incarnations of the same principles and values, with different style and face.
  • 16. FIRST TAKE AWAY POINT GET A THEME SONG FOR YOUR TEAM
  • 17. FIRST TAKE AWAY POINT GET A THEME SONG FOR YOUR TEAM
  • 18. FIRST TAKE AWAY POINT GET A THEME SONG FOR YOUR TEAM A theme song helps develop the collective identity of a group Some psychologists are of the view that music, musical rhythm and harmony, and the human ability to follow rhythm and harmony in big groups evolved to help develop neurochemical changes in an individual that helped them attune to a group identity.
  • 19. A SUGGESTION I’m Gonna Data Profile (500 Records) * When I wake up, well I know I’m gonna be, I’m gonna be the one who profiles early and often for you When I go out, yeah I know I’m gonna be I’m gonna be the one who goes along with data If I get drunk, well I know I’m gonna be I’m gonna be the one who gets drunk on managing risk for you And if I haver up, yeah I know I’m gonna be I’m gonna be the one who’s havering about how: “It’s the Information, Stupid!” But I would profile 500 records And I would profile 500 more Just to be the one who profiles a thousand records To deliver the profound business benefits of data profiling to your door (* to the tune of ‘I will walk 500 miles by the Proclaimers) - With thanks to Jim Harris at www.ocdqblog.com
  • 20. WHAT’S THAT GOT TO DO WITH QUALITY?
  • 21. HOMEWORK: WRITE YOUR THEME SONG
  • 22. COMMUNICATE
  • 23. For millions of years, mankind lived just like the animals. Then something happened which unleashed the power of our imaginations… ….we learned to talk. Stephen Hawking
  • 24. If you can’t describe your vision for a change initiative in 5 minutes or less and get a reaction that signifies both understanding and interest you have a serious problem John Kotter
  • 25. 30 secs Elevator Pitch: High level outline of current problem, the Vision for the future, and how you will get there. 3 mins The Chat: The next level of detail where you can expand on the Vision and its value proposition 30 mins The “Big Pitch”: where you can expound in detail on your Vision and the road map to achieve it.
  • 26. USE STORIES AND NARRATIVE • • • • Create desire for change Share insights into how change is possible Use metaphor and analogy to help explain abstract problems Create associations with well known stories or story characters to ‘short cut’ discussions.
  • 27. USE STORIES AND NARRATIVE • Explaining to people why “Stewardship” is a better concept than “Ownership”…
  • 28. USE STORIES AND NARRATIVE • Explaining to people why “Stewardship” is a better concept than “Ownership”… Tell people they have the “One Ring” to control the data they “Own” and it may become their “Precious”… (and the rest of the organisation becomes “Nasty Hobbitses”).
  • 29. SET A TASK OF TELLING THE STORY 30 mins 30 secs 3 mins Story Library 4 Communication Opportunities per day (big, small) Per Person in your team (and ask them to ask each person they talk to to share the story 4 times as well) (CAVEAT: This must be OUTSIDE of formal project meetings, but can be along side them)
  • 30. DID YOU HEAR THE ONE ABOUT CHESS? • Inventor of popular board game invited to name reward • Asked for a grain of rice to be placed at A1, 2 at A2, 4 at A3, and for the amount to double each time until the 64 squares were covered in rice. How many grains of rice did the humble chess board maker get in the end?
  • 31. DID YOU HEAR THE ONE ABOUT CHESS? • Inventor of popular board game invited to name reward • Asked for a grain of rice to be placed at A1, 2 at A2, 4 at A3, and for the amount to double each time until the 64 squares were covered in rice. • Number of Grains of Rice resulting = 18,446,744,073,709,551,615 • Inventor became king
  • 32. A pile of rice bigger than Mount Everest
  • 33. UNDER COMMUNICATING Kotter identifies 3 patterns of under communication: 1.A good vision is developed but is communicated with just a few meetings and memos. The team then reacts with surprise when people don’t seem to understand or be aware of the new approach 2.The organisation head invests time in making speeches to stakeholder groups. However lower levels are virtually silent. Surprise occurs when results don’t match expectations 3.Lots of effort is put into promotion and communication only for highly visible and influential people to act in ways that are counter to the vision and undermine it.
  • 34. THE SECOND HALF OF THE CHESSBOARD The point where an exponentially growing factor begins to have a significant economic impact on an organization's overall business strategy. Source: wikipedia, image by Andy0101
  • 35. THE SECOND HALF OF THE CHESSBOARD The point where an exponentially growing factor begins to have a significant economic impact on an organization's overall business strategy. 4 communications per team member per day Potential impact? From a team of 3 people? Source: wikipedia, image by Andy0101
  • 36. UNDERESTIMATING POWER OF VISION Vision plays a key role in producing useful change by helping to direct, align, and inspire actions on the part of large numbers of people. Without an appropriate vision, a transformation effort can easily dissolve into a list of confusing, incompatible, and time-consuming projects that go in the wrong direction or nowhere at all John Kotter
  • 37. UNDERESTIMATING THE POWER OF VISION A vision is a clear and compelling statement of where all this is leading
  • 38. LINKING TO QUALITY PRINCIPLES Adopt a CONSTANCY OF PURPOSE Adopt a NEW PHILOSOPHY AND SHARE IT WITH PEOPLE
  • 39. A FREE THING TO DO NOW STEAL THIS BOOK http://www.sethgodin.com/ideavirus/01-getit.html
  • 40. HOMEWORK • Define a good Mission/Vision • (lots of books to help you with that) • With your team, develop and rehearse your talking points for: • 30 Second Elevator Pitch • 3 Minutes in the Lunch Line at the cafeteria • 30 Minutes in a taxi cab across town • Take your material on the road • Try work your Mission/Vision into your Theme Song!!
  • 41. CLEARLY DEFINE YOUR INFORMATION OBJECTIVES
  • 42. WHAT DOES THE INFORMATION MEAN? Mailing List Database
  • 43. WHAT DOES THE INFORMATION MEAN? Mailing List Database OR Master Reference Data Set supporting •Customer Registration •Product Purchasing •Sales •Invoicing •Inventory Management •Customer Segmentation •Credit Management •Call Centre operations •On-line Retail •Risk Management….
  • 44. WHAT DOES THE INFORMATION MEAN? Mailing List Database OR Master Reference Data Set supporting •Customer Registration •Product Purchasing •Sales •Invoicing •Inventory Management •Customer Segmentation •Credit Management •Call Centre operations •On-line Retail •Risk Management….
  • 45. MEANING AND PURPOSE IS KEY!! “So far, for 50 years, the information revolution has centered on data - their collection, storage, transmission, analysis, and presentation. It has centered on the "T" in IT. The next information revolution asks, what is the MEANING of information, and what is its PURPOSE?” PURPOSE Peter Drucker, quoted in the Atlantic Review, August
  • 46. MEANING AND PURPOSE IS KEY!! “So far, for 50 years, the information revolution has centered on data - their collection, storage, transmission, analysis, and presentation. It has centered on the "T" in IT. The next information revolution asks, what is the MEANING of information, and what is its PURPOSE?” PURPOSE Peter Drucker, quoted in the Atlantic Review, August
  • 47. HOW? • Involve relevant stakeholders • Identify “Key Resulting Outcomes” • Determine how Information and quality information contributes/enables those outcomes • Get agreement on a clear statement of what the objective of the information is
  • 48. HOW? • Map Processes • Understand Value Chain/Value Circle for Information in your organisation
  • 49. THE INFORMATION VALUE CIRCLE ©English 2010 Shipping Clerk 3 Pick Order Warehouse Clerk 4 Ship Customer Order Ship DB Credit Analyst Contact Centre Rep 2 Approve Customer Order Fin DB Fin DB Order DB Customer Request “Customer places Order” Accounts Receivable Clerk 6 Apply Customer Payment Audit DB Auditor Customer 1 Create Customer Order Accounts Receivable Clerk 5 Invoice Customer Order Customer Benefit “Satisfied Customer” 7 Audit Order Cycle
  • 50. VALUING INFORMATION
  • 51. THE PROBLEM WITH VALUE
  • 52. THE PROBLEM WITH VALUE “Value” is less tangible. Value to whom? Valued for what? TCO of solutions/software is tangible and easy to measure
  • 53. START THINKING IN TERMS OF “VALUE AT RISK” Source: Data Migration Practices and Tiered Storage Management: Challenges and Opportunities, Prof Paul Tallon and Dr Jim Short, Paper prepared for a webinar in September 2010 http://hmi.ucsd.edu/pdf/DataMigrationSept_2010_webinar.pdf
  • 54. WHAT IS THE VALUE AT RISK? What is the Value At Risk for Customer Data in a Call Centre?
  • 55. WHAT IS THE VALUE AT RISK? What is the Value At Risk for Data in a Call Centre? No data?
  • 56. WHAT IS THE VALUE AT RISK? What is the Value At Risk for Data in a Call Centre? No data? Incomplete Product Data?
  • 57. WHAT IS THE VALUE AT RISK? What is the Value At Risk for Data in a Call Centre? No data? Incomplete Product Data? Missing Customer Data?
  • 58. WAYS TO MEASURE VALUE • Fixed Costs of areas that put information to work • i.e. call centre desks, computers, light & heat, rent etc. • Reason: No data = no value derivation from that investment. • Activity Based Costing • Analyse information chains in the organisation to identify bottlenecks and areas of cost that could be avoided if quality was improved. • Reason: Scrap and Rework is Wasted Value. • Capture Anecdotes and try to put some data with them • Look at support case logs for problems with a DQ root cause. • In these cases DQ is driving up TCO for the organisation. • Find out how often (anecdotally) a particular problem occurs, then put some monetary value around each instance of the problem. • Regulatory Penalties • What fines or other sanctions might be levied if information can’t be trusted?
  • 59. EXAMPLE? New SVC platform installed in large organisation • Held customer names/addresses in concatenated fields. • Outbound Call Centre systems required firstname/lastname and a 4 line address to load dialler systems and Campaign management system. • Majority of sales, particularly in consumer market, driven by outbound telemarketing.
  • 60. THE VALUATION CALCULATION Outbound Sales Revenue Target for that year + Costs of paying Call Centre staff & overheads + Sunk costs in dialler and call centre software systems
  • 61. THE VALUATION CALCULATION Outbound Sales Revenue Target for that year + €3.5 million Costs of paying Call Centre staff & overheads 150 staff @ avg €30k €4.5 million p/a + Sunk costs in dialler and call centre software systems €3million, with 4 yrs to run on business case for ROI Value at risk from not fixing problem was: €11 million Cost to fix: <€200k
  • 62. INVEST IN TRAINING, LEARNING, AND KNOWLEDGE
  • 63. BUILD A LIBRARY Have a book shelf in your team area where other people can borrow reference books
  • 64. BUILD A LIBRARY Have a book shelf in your team area where other people can borrow reference books Promote it. Give co-workers ‘library cards’.
  • 65. BUILD A LIBRARY Have a book shelf in your team area where other people can borrow reference books Promote it. Give co-workers ‘library cards’. Track who is reading what
  • 66. BUILD A LIBRARY Have a book shelf in your team area where other people can borrow reference books Promote it. Give co-workers ‘library cards’. Track who is reading what Use it to start conversations
  • 67. BOOK CLUB/DISCUSSION GROUP AKA ‘Learning Circles’ or ‘Knowledge Cafes’
  • 68. BOOK CLUB/DISCUSSION GROUP AKA ‘Learning Circles’ or ‘Knowledge Cafes’ Brown Bag Lunch sessions Presentation on a topic Assign reading (not mandatory but encouraged) Discussion
  • 69. BOOK CLUB/DISCUSSION GROUP AKA ‘Learning Circles’ or ‘Knowledge Cafes’ Need to relate to a particular issue or opportunity in the organisation Present people with new ways of looking at current problems Make it ‘open invitation’
  • 70. PROVIDE ‘IN-HOUSE’ TRAINING Best way to learn is by teaching.
  • 71. PROVIDE ‘IN-HOUSE’ TRAINING Best way to learn is by teaching. IQ Leader can start the teaching
  • 72. PROVIDE ‘IN-HOUSE’ TRAINING Best way to learn is by teaching. IQ Leader can start the teaching More effective if you encourage team to teach each other…
  • 73. PROVIDE ‘IN-HOUSE’ TRAINING Best way to learn is by teaching. IQ Leader can start the teaching More effective if you encourage team to teach each other… Lunch-time tutorials ‘Down-time’ tutorials
  • 74. PROVIDE ‘IN-HOUSE’ TRAINING Best way to learn is by teaching. IQ Leader can start the teaching More effective if you encourage team to teach each other… Lunch-time tutorials ‘Down-time’ tutorials IQ Leader needs to have a PLAN
  • 75. WHY TEAM SHOULD TEACH
  • 76. WHY TEAM SHOULD TEACH Done well, Team as Teacher supports Level 3 to 5
  • 77. HOW TEAM SHOULD TEACH • Avoid basic ‘Student as Teacher’ model (scares people off) • Break team into groups if possible • Assign small units of content to teach • Need to have a plan for how required training topics will be covered so learners can see ‘interconnectedness’ • Guidelines are • Teacher can deliver content any way they want • (Goal is to make them think about the material and how to explain it to others…) • Teacher needs to ensure that their audience has understood content correctly • IQ Leader needs to support teacher in delivery by helping to ensure correct and respectful environment
  • 78. WHO THE TEAM SHOULD TEACH? Primary focus – the rest of your team and immediate stakeholders
  • 79. WHO THE TEAM SHOULD TEACH? Primary focus – the rest of your team and immediate stakeholders Secondary focus – Open the doors, see who turns up!!
  • 80. WHY?
  • 81. WHY? ine the ? Imag s t Effort one ran “Bes if every eir best chaos ying th f ound tr eory o ar out a th inform their with dge to r”. knowle Disaste ctions. a
  • 82. What if we train them and they leave?
  • 83. What if we train them and they leave? ..What if you don’t and they STAY?
  • 84. HAVE A HAPPY UNCONFERENCE
  • 85. A WHAT NOW? An unconference is a facilitated, participant-driven conference centered on a theme or purpose. (Wikipedia: http://en.wikipedia.org/wiki/Unconference) An unconference is a conference organized, structured and led by the people attending it. Instead of passive listening, all attendees and organizers are encouraged to become participants, with discussion leaders providing moderation and structure for attendees. (Techtarget.com: http://whatis.techtarget.com/definition/unconference)
  • 86. KEY POINTS • Agenda structured and led by the attendees (bottom up agenda setting) • Actively facilitated by organisers (to cluster topics, drive focus onto important topics etc). • Topics directed by the attendees • • In advance, often using a wiki or similar tool to make suggestions and vote on topics • On the day in the first hour using Affinity diagrams, Sticky notes, and caffeine powered Facilitators Audience participation • • • They define schedule They present on topics They prioritise what is important
  • 87. BUT WHAT ABOUT THE SCHEDULE?
  • 88. KEY POINTS FEED THE PEOPLE!! •Social interaction of peers is important in an Unconference •Doesn’t have to be fancy
  • 89. KEY POINTS The Law of TWO FEET •If not learning •Or not contributing •Move to another session
  • 90. QUALITY PRINCIPLES PARALLEL • VOICE OF THE CUSTOMER
  • 91. QUALITY PRINCIPLES PARALLEL • VOICE OF THE CUSTOMER • Deming’s 14 Points for Transformation
  • 92. QUALITY PRINCIPLES PARALLEL • VOICE OF THE CUSTOMER • Deming’s 14 Points for Transformation • • “Break Down Barriers” “Put Everyone to work…”
  • 93. QUALITY PRINCIPLES PARALLEL • VOICE OF THE CUSTOMER • Deming’s 14 Points for Transformation • “Zero Defects Day” (Philip Crosby)
  • 94. QUALITY PRINCIPLES PARALLEL • VOICE OF THE CUSTOMER • Deming’s 14 Points for Transformation • “Zero Defects Day” (Philip Crosby) • Crosby suggests having a “launch party” for your quality initiative with balloons etc.
  • 95. QUALITY PRINCIPLES PARALLEL • VOICE OF THE CUSTOMER • Deming’s 14 Points for Transformation • “Zero Defects Day” (Philip Crosby) • Using Tools and Techniques
  • 96. QUALITY PRINCIPLES PARALLEL • VOICE OF THE CUSTOMER • Deming’s 14 Points for Transformation • “Zero Defects Day” (Philip Crosby) • Using Tools and Techniques • • • Affinity Diagrams Brainstorming Prioritisation
  • 97. ONE APPROACH TO TIME TABLE 09:00 – 09:45 •Brief participants on approach •Participants use post-it notes to stick their suggested topics on flipcharts. 10:15 – 10:30 •Have a “KeyNote” kick off presentation •Use to give OTHERS time to set up 09:45-10:00 •Coffee break for participants. •Facilitators cluster similar topics. •Clustered topics prioritised based on number of times suggested 10:35 – 13:00 •Start each “unconference track” •Facilitated leadership •10-15 minute slots 10:00-10:15 •Present selected topics and prioritisation •Get Audience to select 3 topics to focus on from the short list •Assign group facilitators 13:00 – 14:00 •Lunch. •Feed the people •Get them talking to each other!!!
  • 98. A SIDE EFFECT… Side Effects of UnConferences 1.Stakeholders communicate in “Information Quality” terms 2.Your team can align vision with priorities better. 3.People start TALKING about Information Quality • Other side of the Chessboard!! 1.People start wanting to LEARN • Lending Library enquiries may go up!!
  • 99. COFFEE AND BAKED GOODS – THE UNSUNG LEVERS!!
  • 100. POWERFUL LEVERS
  • 101. POWERFUL LEVERS They are great conversation starters… People have to STOP and focus on the Coffee-Bearer They make communication more social and less formal They let you bypass formal chain of command… They create opportunities to talk for 30 seconds…
  • 102. AN INTERESTING VARIANT
  • 103. AN INTERESTING VARIANT IQ Team used ‘baking contests” for internal team building
  • 104. AN INTERESTING VARIANT IQ Team used ‘baking contests” for internal team building Began to invite senior IQ stakeholders to “help judge”
  • 105. AN INTERESTING VARIANT IQ Team used ‘baking contests” for internal team building Began to invite senior IQ stakeholders to “help judge” Impact: Stakeholders met the ENTIRE team regularly Team had an opportunity to share IQ stories/issues Stakeholders had a forum to raise questions/issues informally
  • 106. BEING VISIBLE AND VOCAL
  • 107. THE MIND SET SHIFT You are running a business, providing a service that people need but don’t always want.
  • 108. MARKETING 101 People will not buy a service they don’t know exists, and won’t be loyal to a brand that isn’t constantly reminding them that it exists.
  • 109. TOOLS Use company intranet (if not possible – MaGyver it). Have it open to EVERYONE in the organisation. Link to external content from it. Write stories about your UnConference, your projects, progress, wins, interesting things happening outside the org, IAIDQ webinars etc.
  • 110. TOOLS Use company intranet (if not possible – MaGyver it). Have it open to EVERYONE in the organisation. Link to external content from it. Write stories about your UnConference, your projects, progress, wins, interesting things happening outside the org, IAIDQ webinars etc. Set up a mailing list for your communication about Information Quality. Make it opt-in (very important) Use it to point people to your Information Quality Blog/Team Site. Refer to books, articles, content etc. from inside or outside the organisation. Use technology like Microsoft Lync to run regular small exclusive webinars on topics. Advertise your team’s services and abilities.
  • 111. BROCHURE Do you have a ‘brochure’ that summarises •The skills and technologies your team has •How they can be applied to common projects or activities •How and when your team can be contacted? •Highlights where members of your team • • Have specialist qualifications Have been recognised professionally (e.g. “conference presenter”)
  • 112. BROCHURE Do you have a ‘brochure’ that summarises •The skills and technologies your team has •How they can be applied to common projects or activities •How and when your team can be contacted? •Highlights where members of your team • • Have specialist qualifications Have been recognised professionally (e.g. “conference presenter”)
  • 113. GO OUT TO COME BACK IN…
  • 114. CONFERENCES & COMMUNITY I need training to understand how to get organisation to value this job and our approach to doing it. Until the organisation values this job and our approach to doing it I won’t get budget for training.
  • 115. MY STORY (A SNAPSHOT)… 2001 – Arms deep in Data Quality problems in a big CRM project 2002 – Managed to negotiate a free pass to IRMUK DMIQ conference as a delegate. 2003 – Submitted a proposal to speak at IRMUK and was accepted. 2004 – Submitted again to IRMUK, also started working on own conference in Ireland ( Also invited to contribute to foundation of IAIDQ. 2005 – IRMUK conference, and invited to Chair conference in Sydney, started submitting articles to IAIDQ newsletter. Elected to IAIDQ Board. Spoke at CAISE 2005 in Portugal 2006 – Again UK Conference, this time a half day tutorial, Larry English invited me to author article for his column in DMReview. Vendors start quoting my articles back to me in work IT strategy team in work also start quoting me (without realising it) 2007 – London, Las Vegas, Dublin 2008 – London, San Antonio
  • 116. BENEFITS OF CONFERENCES ETC • • • • • Validation of ideas Exposure to new ideas Challenging of ideas Learn from others Building network of contacts (sounding boards etc.)
  • 117. SOME MATHEMATICS Total spent by me on conference delegate fees since 2001-2009 €0 Have spoken in 5 countries, 3 continents Value of conferences: Approximately €30,000 worth of conferences since 2001 It PAYS to contribute to the Community.
  • 118. RUN IT LIKE YOU’LL BE HIT BY A BUS
  • 119. THE 46A RISK What happens to the Vision and the Team if the Leader is gone?
  • 120. THE 46A RISK What would happen in an episode of MacGyver if he was hit by a bus 15 minutes in?
  • 121. HOW TO MITIGATE THE RISK Different faces. Same Values. Different style. Continuity of character not of characteristics
  • 122. HOW TO MITIGATE THE RISK You need to plan for succession & hand off.
  • 123. HOW TO MITIGATE THE RISK You need to plan for succession & hand off. Don’t put all eggs in one basket though.
  • 124. GOING VIRAL Team members will leave and take on new roles in the organisation. Preparing them to be IQ leaders in their domains helps spread the vision, approach, and ideas.
  • 125. WALK THE TALK
  • 126. Apply IQ Principles to your own work
  • 127. Apply IQ Principles to your own work • Consistently apply IQ practices in projects you are running • Ensuring quality of information presentation in reports Tracking cost & impact of poor quality/missing data on YOUR functions •
  • 128. Apply IQ Principles to your own work • Consistently apply IQ practices in projects you are running • Ensuring quality of information presentation in reports Tracking cost & impact of poor quality/missing data on YOUR functions • • • • • Focus on principles and practices, not tools Work to make quick wins for your team Measure benefits to your team. Document and communicate them.
  • 129. CONCLUSION
  • 130. THINK ENTREPRENEURIALLY • Branding • • Theme song • Project names • Mascots & gimmicks Marketing • • Setting out a stall • Getting customers to stop and listen • Running adverts (your 30second slots) Learning • • Build a library • Get out and present your stories • Be creative with training. • Get your customer involved Plan for your replacement • • Value People • People are FANTASTIC!!! Walk the Talk/Eat your own Dog Food • If you want others to buy it, you have to demonstrate a commitment to it yourself!!!
  • 131. DO IT YOUR WAY Don’t wait for the other shoe to drop with senior management… …it may never happen!!
  • 132. DO IT YOUR WAY Don’t wait for the other shoe to drop with senior management… …it may never happen!! You can’t ask customers what they want and then try to give that to them. By the time you get it built, they’ll want something new. – Steve Jobs
  • 133. WHILE YOU’RE WAITING FOR BUDGET.. If you cannot do great things, do small things in a great way. – Napoleon Hill