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Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
Award Winning Data Governance
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Award Winning Data Governance

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  • Quite literally, the DG and DQ Programs have been a foundation for our business objectives and initiatives from day 1. What we hope to share with you are some of the fundamentals of our program that has made it such a success.So how did we begin…
  • Quietly build the programBought into basic value statement
  • Some of the text above could be put in speaker notes instead.
  • Anyone can identify issues – those on the DG Council, from the business, on project teams, in IT or management – and pass them on to the Data Governance Office (DGO).The issues are documented and research done by Data Quality Services (DQS). If needed, they have access to other subject matter experts from the business, data, and IT domains.The findings are presented to the DG Council and others impacted by the decision.A decision is made and action is taken.Throughout, the DGO has the infrastructure in place to track and communicate progress.
  • Transcript

    • 1. AN OVERVIEW OF THE SALLIE MAEDATA GOVERNANCE PROGRAMDataversity/DGPO WebinarOctober 27, 2011 8/29/2011 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 2. SALLIE MAE BACKGROUND► Sallie Mae is the nation’s leading provider of saving, planning and paying for education programs► Since its founding more than 35 years ago, the company has invested in more than 31 million people to help them realize their dreams of higher education► Sallie Mae manages $236 billion in education loans and serves 11 million student and parent customers► Through its Upromise affiliates, the company also manages more than $27 billion in 529 college-savings plans, and is a major, private source of college funding contributions in America with more than $575 million in member rewards► Sallie Mae is a Fortune 500 company with 8,000 employees in 16 locations nationwide2 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 3. DATA GOVERNANCE AND DATA QUALITY: THE FOUNDATION FOR BUILDING SALLIE MAE BUSINESS Business ObjectivesOperational Alignment Initiatives3 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 4. ENTERPRISE DATA MANAGEMENT STRATEGY AT SALLIE MAE Data Governance Provides the creation of management structure for policies and rules governing enterprise data Data Ownership Data Stewardship Data Quality Implement necessary tools to automate process Provides documentation of all aspects of the business Metadata Management and technology components of enterprise data Includes repository building, defining standards, architecture, maintenance process, tool selection Repository Standards Processes & implementation Design, development and maintenance of data Data Architecture & Design models at the business context, conceptual, logical and physical level Business Conceptual Logical Data Physical Data Represents the data entities, their relationships, Context Model Data Model Model Model attributes, structure and usage Data Management Services DefinitionMapping & Conversion Synchronization Exception Handling Performance Mgmt Provides capabilities to support comprehensive EDM Replatforming Integration Movement Matching services Consolidation Quality Analysis Transformation Backup & Recovery Security Testing Support Access 4 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 5. LAYING THE FOUNDATION FOR DATA GOVERNANCE Data Architecture Enterprise Data Definition March - July Data 2006 Governance EDD Project5 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 6. ENTERPRISE DATA DEFINITION – APPROACH Conceptual Data Model (Abstract Level) Both E.G., Borrower, Organization, Loan “top-down” and Top Down Bottom Up “bottom-up” Logical Data Model (Business Level) E.G., Borrower Address, Borrower Phone, approaches School, Lender, Guarantor to leverage existing information Physical Database Structure (Detailed Level) E.G., Borrower table & associated columns6 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 7. EDD – CONCLUSION► 4 Month Effort (March through July 2006)► Why so quick?  Centralized Data Management team  Repository based data modeling tool Entities Entities Attributes Attributes 250001400 1282 212181200 200001000 15000 800 600 10000 400 363 5000 3127 200 0 0 Pre-Engagement Post-Engagement Pre-Engagement Post-Engagement Total in-scope physical entities reduced by 71% Total in-scope attributes reduced by 85%7 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 8. CHANGE IN MARKETING STRATEGY2006Moving from institution basedmarketing (schools, lenders) to consumer based marketing8 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 9. DG/DQ PROGRAM TIMELINE March - July 2006 Pilot Project: EDD Project 7 DE August – October 20069 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 10. DEMONSTRATED BUSINESS VALUE FROM DAY ONE► DG Pilot project  Increased revenue by $2.4M for the first two years based on an estimated increase of $50M in loan volume  Eliminated costs of $4.8M spent on letters/postage that were replaced by email campaigns► Don’t be a solution waiting for a problem, find the problem and be the solution to it!10 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 11. DG/DQ PROGRAM TIMELINE March - July November 2006– 2006 March 2007 Pilot Project: DG Program DG Program EDD Project 7 DE Design Implemented August – October April 2007 200611 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 12. COORDINATION AND COOPERATION► The ability to get the right people together to make decisions and agree on effective action regarding Sallie Mae’s data is never easy In a complex environment it can feel… IMPOSSIBLE12 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 13. MAKING DECISIONS AND TAKING ACTION► Fortunately, for data-related issues, Sallie Mae has in place:  A process to • Make decisions • With appropriate representation (from LOBs, teams, etc.) • And knowledge (access to subject matter experts in business, data, and IT)  So they can • Resolve issues • Implement effective changes • Avoid unexpected consequences • Communicate actions Cutting through the red tape13 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 14. DATA GOVERNANCE AT SALLIE MAE► Data Governance is a discipline, a program, and a key component of the Sallie Mae Enterprise Data Strategy► Data Governance occurs where Business, IT, and data intersect and includes proactive, reactive, and ongoing efforts14 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 15. DATA GOVERNANCE COOKBOOK► The Data Governance Program is defined in a Data Governance Cookbook with an introduction and nine modules  Policy  Organization  Process  Office Administration  Organizational Alignment  Communications  Data Quality  DG and SMPAL  Business Benefits15 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 16. GOVERNANCE MATURITY LEVELS FOR SALLIE MAE DATA► Sallie Mae adopted a Governance Maturity Model to describe the levels of maturity for its enterprise data► This model began with best practices from the Data Governance Institute, then was customized to the unique Sallie Mae environment► This model describes data that is:  Level 0 - Ungoverned Data  Level 1 - Modeled Data  Level 2 - Repository Data  Level 3 - Standardized Data  Level 4 - Standardized with Known Issues Data  Level 5 - Matured Data16 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 17. THE DATA GOVERNANCE STRATEGY DEFINED17 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 18. SALLIE MAE DG/DQ SERVICES WHO’S WHO? Business and IT Senior Management IT Sponsor Business Sponsor Enterprise Data Management (EDM) Strategy Data Governance Council Data Governance Office (DGO) Barbara Deemer and other LOB Michele Koch representatives Data Governance Splits into working groups Data Quality Services (DQS) DQ Core Team Subject Matter Subject Matter Subject Matter Experts (SMEs) Experts (SMEs) Experts (SMEs) Business Data IT18 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 19. HOW DG WORKS Research Make Decisions Identify Issues Issues and Take Action • DG Council LOB reps Business DGO DQS DG Council Project DGO Other Subject Teams Matter Experts (SMEs) DGO (Business, IT Data, and IT) Management Track and Communicate Progress19 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 20. IDENTIFIED HOW GOVERNANCE INTEGRATED WITH OUR SDLCData Send FYI to HelpStewards Trigger Stewards resolve and 3. Issue NData Governance Add Modelers, Resolution Update Provide statusOffice (DGO) ask PM to resolved? watch to project Use Data Y include Governance list stakeholders to watch list DGO on to escalate N and resolve stakeholderData and issues resolved?Architecture Trigger Y participation Determine how the Data Governance lists 1. Project Modeling Y Program fits into your SDLC On Initiation issues? watch- UpdateData Modelers Trigger DGO Invoke Data list? Governance in N response to Perform Update Metadata triggers: modeling Repository if needed • EA Assessment • Knowledge 2. Technical Design thatProject Trigger Enterprise Invoke Data Governance during or beforeTeam Data will be impacted SD-3 Perform Technical Design 20 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 21. THE PERFECT STORM2007-2008 Sale of Sallie Mae falls through21 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 22. SOME BUMPS ALONG THE WAY► Communication is key when you encounter obstacles22 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 23. ROAD TO RECOVERY Progress continues Leveraged new Used an audit to re- but at a slower pace enterprise seed the DG council without additional initiatives to show and gain support for staff the value of Data additional funding Governance23 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 24. HEALTH CARE REFORM2010► FFELP student loan program is abolished  80% of our ability to originate new assets is lost!► Time for some tough decisions  While competitors closed their doors, we aggressively targeted new products and new customers24 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 25. COMPANY TRANSFORMATION► Executives had confidence in the data needed to make decisions to move the company forward as a result of strong Sallie Mae data management and DG programs25 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 26. STRONG BUSINESS/IT PARTNERSHIP Enterprise Participation► Data Governance Office = 3► Data Quality Services Team = 3► Data Governance Council  Lines of Business = 18  Business Data Stewards = 23► Business SMEs = 18► IT SMEs = 25► Data SMEs = 226 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 27. GREAT STAKEHOLDER CARE► Serve in a “Trusted Broker” position in all dealings with stakeholders► Ensure that members of senior management and the DG Council are made aware of potential impacts of decisions put before them► Arrange for mentoring or coaching of stakeholders as required27 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 28. METRICSCapture as you go!Pilot project metrics:• Industry standards and publications• Interviewed business areasDG Program metrics:• Determine business value• Define reporting categories• Determine how to track data issues28 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 29. WHAT A DG/DQ PROGRAM DOES FOR SALLIE MAE Increase Revenue Facilitate Private Increase volume Improve servicing Credit products available for the PUT performance for Dept speed to market process and trusts of Ed contracts = increased Sallie Mae volume percentage awarded Manage Cost and Complexity Eliminate data Reduce operational Implement enterprise reconciliation efforts servicing costs architecture and workarounds improvements (e.g. SOA, person matching) Reduce Risk and Support Corporate Compliance Improved risk Reduce audit Improve management and findings due to identification and corp. compliance inaccurate or documentation of through DQ and inconsistent data identity fraud standardization29 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 30. DG REPORTING CATEGORIES Data Standardization 33% Metadata MDM Support 14% 5% Data Quality Project 37% Support 11% Categories for DG Program metrics30 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 31. DOCUMENT BUSINESS VALUE METRICS► Implemented resolutions for 77% of the data issues since DG Program inception► Utilized proven techniques for quantifying business Goal: value Focus on solving business problems while always keeping► Linked business value your eye on delivering a first rate DG Program calculations to financial statement categories31 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 32. COMMUNICATIONKey is regularly and consistently!► Easy to focus on the day-to-day activities, must focus on communicating the wins and payback32 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 33. METHODS OF COMMUNICATION  Decision makers for boundary 1 spanning data issues  Meets every other Tuesday 2  Meeting agenda and supporting documentation posted on web 3 and sent prior to the meeting Use to send information on new data issues, pose questions, comments, and concerns  Calendar of meeting dates Mailbox goes directly to:  Meeting agenda and minutes DGO Program Director  Participant list Chief Data Steward  DG issue reports DGO Assistant  Documents and presentations DATA_GOV@salliemae.com  Meeting archives, DG news and data_governance/dghome announcements 33 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 34. T YPES OF COMMUNICATION► Mission and value statements► Elevator speech► Slogan/Logo► Status Reports► Dashboards► Presentations34 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 35. DG/DQ PROGRAM TIMELINEMarch - July November 2006– October-December July 2010 - 2006 March 2007 2009 Present Monitor data Pilot Project: DG Program DG Program DQ Program DQ ProgramEDD Project Focus on 7 DE Design Implemented Design & Pilot root cause & Implementation prevention August – October January – June April 2007 2006 201035 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 36. THE DATA QUALITY PROGRAM AND DG Data Quality ServicesThe DG Program:• Provides guidance, prioritization, and decisions for DQ activities• Oversees resolution of DQ issues The DQ Program: • Develops DQ management as a core competency • Improves DQ throughout Sallie Mae 36 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 37. KEY DG/DQ ENGAGEMENTS► Reconciliation projects for Finance► Loan Acquisition Conversions► EDW Support► MDM Support► New project support► Metadata support► Training on DQ tools► Consulting to teams37 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 38. HOW THE DQ PROGRAM SHOWS VALUE AND PROGRESS► Three categories of metrics are reported  State of Data Quality  Business Value from Data Quality  Data Quality Program Performance Dashboard► For each category, a dashboard level status is summarized from detailed reports Drilldown► Drilldown information is included as appropriate for the specific metric Detail38 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 39. CONTINUING TO SHOW BUSINESS VALUE39 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 40. NEXT STEPS ► DG program must evolve and grow as Sallie Mae continues to redefine itself and expand into new product areas ► Continue to move from reactive to pro-active ► DG/DQ become integral to our core business processes as the environment gets more complex40 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 41. LOOKING AHEAD► Need to maintain data governance vigilance in order to ensure customer satisfaction and data quality41 Copyright © 2011 Sallie Mae, Inc. All rights reserved.
    • 42. QUESTIONS?► For further information, please contact Michele Koch Michele.V.Koch@salliemae.com 703-984-6601 Data Governance Solving boundary-spanning issues by pulling together the pieces of the data puzzle.42 Copyright © 2011 Sallie Mae, Inc. All rights reserved.

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