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Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
Mdm  Dg Summit 2011   Icbc Case Study By R Lee F Ismail Final
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Mdm Dg Summit 2011 Icbc Case Study By R Lee F Ismail Final

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MDM & DG Summit Toronto - June 2011 - "Using DG as a catalyst for successful Business Transformation" …

MDM & DG Summit Toronto - June 2011 - "Using DG as a catalyst for successful Business Transformation"
(Joint w/Farzin Ismail - Deloitte)

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  • During the summer, the INFO team held workshops with each Business Division to identify their information requirements. The requirements were incorporated into the Enterprise Information Strategy which included 12 sub strategies. All of the strategies are aligned to:Enable - “timely fact-based decisions ”Provide - a“single version of the truth ”Deliver - an “enterprise view”The key is to treat our data and information as an asset. It has value, should be consciously managed just like our money or facilities and it has a life cycle.2. The business disciplines and the data governance will impact all of us in the room. We’re going to talk more about this today. Data is captured by us or by business partners or stakeholders, including customers. How can we improve on the accuracy at point of capture and how can we maintain the quality over the life of the data. We haven’t spent much time on this to date.... We need to be more purposeful about this in the future. The EIS is currently being reviewed for approval. (distributed Sept 24 – final reviewers = Sheila, Dave, Geri, Richard Lee)2. This fall, the INFO team is starting the EOI process for some of the enabling technologies it will implement including the Enterprise Data Warehouse and the Data Migration & Integration technologies. Data governance will also be launched in early fall.
  • [PURPOSE of the slide]To provide an image that contains all of the main elements within the INFO projectThis slide can be used to describe the entire project. [MAIN POINTS] INFO project will develop the Enterprise Information Strategy (EIS) Some strategies are new, others are refreshed to ensure they align with overall EIS. Data Governance will ensure ongoing alignment There will be an interim and ongoing Data Governance Group The governance group will include business and technology representation Data governance requires a shift in thinking and discipline IAA model requires shift from proprietary to standards based approach[POSSIBLE EXTENSIONS] Add examples in any of the areas based on the specific audience.
  • ExampleMarket Share penetrationOpportunityGP version - The opportunity ishere as we introduce new systems to capture it in a clean fashion and manage the data and information to keep it clean for our future use. The cost of cleaning up the data is very high, in the millions, so let’s improve what we do. DG Scope Defines data ownership Establishes standardizations Defines escalation path for resolving data conflicts
  • Effective data governance is essential to drive business value and minimize risk - Enterprise value should result from improved quality of service, decision making and risk mitigationKey success factors to consider when realizing the three aspects of value from Data & Information Governance include:Governance Model and ObjectivesAlignment of the Data & Information Governance Model within the overall ICBC INFO strategy and objectivesCommitment by the leadership to follow and support the Data & Information Governance ModelThe model is practical and efficientGovernance OrganizationClear governance ownership and accountabilities to meet business objectivesClearly defined structures, roles and responsibilities for all position levelsEffective use of cross-functional working groups to expedite effective decision-making; central body may still reserve endorsement or veto rightsAlignment to the organizational culture on autonomy, cooperation and complianceUtilization of existing governance bodies, particularly if operating successfullyIncorporation of existing corporate policies where applicableEngagement and ImplementationClear decision-making guidelines and protocols; escalation process for decision resolution proceduresConsistency in compliance enforcement; one lapse may imply that ALL governance can be ignoredOpenly shared information; governance process models and definitions are readily accessible to anyone who needs themEngagement of key stakeholders in decision-making processClear understanding of key stakeholders, core concerns, rationale for any resistance to changeDefined metrics partnered with a specific timelines for measuring progress
  • Where are we? And where do we want to go?Assessment made on the 5 dimension: Business Alignment / Organization / Principles / Practices / Enabling TechnologiesPrinciples:Data is not viewed as an asset. Data cannot always be trusted. Moving forward, data must be managed based on both risk and value to ICBC.Example: “Earned Premium” is a term that was not consistently defined across ICBC and was redefined with each project to implement a system referencing the term Definition of the term by the executive is achieved by consensusOrganization: ICBC’s data culture does not emphasize ownership and accountability and has resulted in lost opportunities, poor behaviors and ongoing systemic issues. Example: There are no roles accountable for data governance at ICBC Lines of business must manage data as best they can without clear guidance or supportProcess: There are no effective rules on how data is to be used or managed. It is not known what the cost has been of not having governance processes in place. Example: As data issues arise, they are addressed as a component of individual projects Measurement of data risk is based on anecdotal evidence and not systematically addressedTechnology: As legacy systems are replaced, a strategic vision should be in place to enable ICBC to leverage data as an asset Example: T: Drive originally designed to represent divisions and departments and access is granted on individual basis Current access model for T: Drive creates false sense of security and requires significant resources to process access requestsMATURITY DEFINITIONS1 AwareUnderstands the area and the capabilities that should be applied, but development of these capabilities has not yet occurred or is in its infancy.2 ReactiveImplementation or development of the area's capabilities are in response or to adapt to business pressures and needs as they arise (i.e., On-demand, Fire-fighting). 3 ProactiveImplementation and enhancement of the area's capabilities are collaboratively planned as projects and initiatives in conjunction with the business to address emerging or pending business needs. 4 ManagedOrganized process and practices exist in this area as part of an overarching information management program and governance framework to coordinate the planning and execution of projects and initiatives, inclusive with the efficient tracking of progress and performance measurement. 5 OptimizedCapabilities in this area contribute materially (and measurably) to enabling business transformation and efficiently adapting to business changes while providing maximum value in the managed deployment and development of information assets.
  • EXAMPLE – Branding ImageWe put a similar style of governance in place related to developing the “image” and consistent look and feel of our brand ….could not be done without some governance that guides our signage, brochures, websites, etc.  Data governance is no different… the guidelines are there to help us reach or goal. -----------------------In INFO’s case it will be the Enterprise Information Model and a consistent use of terms
  • The intent of the image is to show that the interim group is focussing on the basics (guidelines and principles) and with iteration and maturity more things will be added and formalized (standards and policies, etc.) Rather than focus on a timeline progression, the maturation of the Data Governance Office will occur as capabilities and competencies are developedPale blue shading = practices, policies, measurement Darker blue = DG roles Grey = enabling technologies processes
  • NEW update from Richard – Oct 1 onwards - accumulate DG requestsNovember 15 - First council meeting isBefore end of year – goal to have 3 meetings[FYI - planning and orientation sessions to start in October for Team / Communications to start in Oct / Exec Training is Nov 7]EmphasizeBusiness & IS RepresentationBusiness Divisions will need to provide representatives, as required, to ensure their interests are considered in requests that could impact their area-----------------------------------------------------------NOTE: The 4 Portfolios Groups will need to have a representative identified that can dedicate 25% of their time to working with the DG GroupDG Scope Defines data ownership Establishes standardizations Defines escalation path for resolving data conflicts
  • EXAMPLE (from John V)Road Safety wants to prioritize investments and strategies, however, “main causal factors” in crash related claims is not currently collected. Therefore, we engage in time consuming analytical work to try and link claims and police data, and at the end we get a weak and unreliable linkage, with no credible conclusions that can drive strategic decisions
  • Speaking notesBe prepared to be flexibleCommunication, communication, communication Know your key messages and stakeholders – what do you want to tell people? Who? Proactively engage stakeholders – How will you engage them? When? Establish how broadly to communicate – Who needs to know what and when?
  • Transcript

    • 1. Data Governance as a Catalyst for Successful Business Transformation
      Richard R. Lee (ICBC)
      Director, Data Governance Office & INFO Project
      Farzin Ismail (Deloitte)
      Sr. Manager, Risk Management Practice
    • 2. Agenda
      ICBC Overview
      2014 Strategy and Transformation Program
      Business Information Project (INFO)
      ICBC’s Data Governance Journey
      Interim Roles and Responsibilities
      Deployment and Lessons Learned
      1
    • 3. Icbc overview
      2
    • 4. About ICBC
      The Insurance Corporation of British Columbia (ICBC) is a provincial Crown corporation established in 1973 to provide universal auto insurance to B.C. motorists
      Mandatory and optional (Competitive) insurance products (P& C)
      Revenue >$3.6B
      >3 million policies written
      ~ 1 million claims/year processed
      Major investments in Road Safety Initiatives
      Also responsible for driver licensing, vehicle licensing & registration and toll/fee collection
      > 2.75 million vehicles registered
      > 3.1 million licensed drivers
      Tickets (contraventions), tolls & other fees collection
      Collects vast amounts of information and needs to manage it as an asset
      Information Management from an end-to-end view
      Data Governance as a core discipline
    • 5.
    • 6. Business Information Project (INFO)
      The INFO project is responsible for developing an Enterprise Information Strategy and a Roadmap for ICBC to increase the benefit it receives from its information by:
      Enabling “timely fact-based decisions”
      Providinga“single version of the truth”
      Delivering an “enterprise view”of all information assets
      The INFO project is also responsible for implementing the core infrastructure, enabling technologies, business disciplines, and data governanceto make this goal successful
      5
    • 7. INFO Project at a Glance
      6
    • 8. Icbc’s data governance journey
      7
    • 9. Data Governance
      Proactively manages data and information: quality, privacy, security & compliance and availability
      Lays the foundation for deriving meaningful insight from information through business applications and tools
      8
      Technology
      Business
      Joint Responsibilities
    • 10. Benefits of Data Governance
      Data Governance Value
      EffectiveBusiness Improvement
      Risk Reduction
      EfficientCost Savings
      Leanness
      Standards
      Accuracy
      Compliance
      Relevancy
      Agility
      Availability
      Improve ICBC’s compliance profile by aligning processes & practices with operational or regulatory requirements
      Provide guidance on effective data mechanics and improve timeliness of information availability
      Standardize and improve enterprise wide processes and data to reduce non-value activities
      Enable increased responsiveness to emerging opportunities through coordinated management of data assets
      Establish consistent processes for monitoring and improving the quality and integrity of data and information
      Streamline the data capture process and enable LOBs to reallocate resources to higher value processes
      Coordinate the identification of data and information relevant to business decisions
      9
    • 11. ● = ICBC Current Maturity
      ●= ICBC Desired Maturity
      10
      Data Governance Maturity Model
    • 12. Setting the Tone for Data Governance
      11
      The word “Governance” conjures up different images in people’s minds
      We prefer to think of it as a way to guide decisions around enterprise information
      The Data Governance Office will help develop and maintain good quality information that can be shared across the company
    • 13. Data Governance Progression
      Long-Term
      Mid-Term
      DG Policies
      Integration of
      • IT Performance
      • 14. Corporate Performance
      Short-Term
      DG Guidelines and Standards
      Interim
      Standing Committee for Privacy, Security & Compliance
      Extension of DG Office
      Expansion of Data Stewards
      DG Guidance
      Data Governance Office
      Data Quality Office
      Integration of :
      - Data Owners- System Architects
      - Business Owners
      DG Guiding Principles
      Data Stewards
      Data Profiling & Classification
      Data Cleansing & Performance
      Data Modeling
      Information
      Data
      12
    • 15. Evolution of Data Governance
      13
      Data Governance Strategy
      Long term
      Short term
      Mid term
      Center of Excellence driven DG
      Data Steward Servicesdriven DG
      Corporate Strategy driven DG
      Data Management Foundation
      Information Management Foundation
      Knowledge Management Foundation
      Integrated DG Driving
      Corporate Value
      DG Service Deployed
      Non-Intrusive DG Deployed
      • Leverage existing efforts
      • 16. Provides guidance and support
    • Data Governance Definitions
      Data Governance Office – an organizational entity responsible for facilitating and coordinating Data Policy, Data Stewardship and/or Data Performance as services for ICBC
      Interim DG Group – a temporary committee to provide DG guidance to in-flight or future projects
      DG Terms of Reference (ToR) – the protocols by which the Interim DG Group will operate
      14
    • 17. Data Governance: Support for Projects
      The Interim Data Governance Office (DGO) will reduce project risks by ensuring that decisions about data and information are made to support:
      A consistentview across the enterprise,
      A single version of the truth,
      An alignment with insurance industry standards e.g. IBM IAA, ACORD, IDMA
    • 18. Data Governance in Action
      Goal
      The Data Governance Office will review requests for new data to be captured to support analysis that has strategic importance and cross divisional impact
      Request Example
      Road Safety wants to prioritize investments and strategies, however, a critical piece of information (“main causal factors” in crash related claims) is not currently collected
      Role of Data Governance
      Data Governance will make a decision about this request after considering enterprise wide impact and alignment with the Enterprise Information Model
      16
    • 19. Interim roles and responsibilities
      17
    • 20. Interim Roles and Responsibilities
      Approve
      • Approve drafts of guidance for distribution across ICBC
      • 21. Affirm decisions made by the Functional Working Group (as appropriate)
      • 22. Make decisions based on Decision Packages
      • 23. Advocate for data governance across ICBC
      Data Governance Council
      Develop
      Data Governance Office (includes Functional Working Group)
      • Active contribution in the development of guidance
      • 24. Active contribution to the development of Decision Packages
      • 25. Make decisions based on Decision Packages
      • 26. Identify outstanding issues to be escalated to the Data Governance Council and EC
      • 27. Advocate for Data Governance across ICBC
      • 28. Execute an effective communication process for data governance
      • 29. Meet approximately weekly
      Subject Matter Experts
      Sub-Committees
      Consult
      • Active contribution in the development of guidance
      • 30. Active contribution to the development of Decision Packages
      • 31. Provide domain-specific guidance to Functional Working Group
      • 32. Advocate for awareness of data risks and opportunities
      18
    • 33. Role of the Data Governance Council
      Data Governance Council:
      • Composed of designated members of the Executive Committee
      • 34. Focus on operational sustainment of information
      • 35. Provide guidance to help manage information as an asset
      Executive Committee:
      • Define ICBC’s strategic vision and strategic outcomes
      • 36. Make decisions on complex organizational issues
      • 37. Engage Data Governance Council when decisions have information implications
      Data Governance Council
      Executive Committee
      19
    • 38. The Two Hats of the Data Governance Office
      Executive
      Data Governance Council
      Business / Project Role
      • Identify strategic uses for information based on business objectives
      • 39. Provide oversight for complex information decisions
      (e.g. migration)
      Data Governance Role
      • Proactively define/align rules (policies, standards and practices)
      • 40. Provide forum for the resolution of data related issues:
      • 41. e.g. Business Terms
      • 42. React to and resolve issues arising from non-compliance with rules
      • 43. Advocate for data governance
      Data Governance Office (DGO)
      Engage
      Engage
      DGO Executive
      Data Stewards
      Inform
      Inform
      Subject Matter Experts
      Solution Leads
      Project Teams / Ongoing Operations
      Policies
      Decision Package
      Outcome
      Outcome
      Standards
      Decision Package
      Practices & Processes
      20
    • 44. DGC Business Role: Considerations(e.g. Migration)
      Data Governance Council
      Provide oversight on complex information decisions e.g. migration
      • Review decision packages and determine option to be considered
      • 45. Review migration plans to ensure alignment with strategic, operational and information management objectives
      Data Governance Office
      (e.g. DGOE, Analytics , SMEs, Solution Leads)
      Consult / Review / Analyze
      • Work with project teams to determine alignment with strategic, operational and information management objectives
      • 46. Review project migration plans to understand scope of data to be migrated and ensure the data governance guiding principles are observed / incorporated into plans
      Advise Data Governance Council on recommended option(s) within decision package
      Project Teams / Ongoing Operations
      Liaise with Data Governance Office
      • Consult with Data Governance Office as migration plans are prepared to ensure strategic, business and information management objectives are incorporated
      • 47. Prepare decision package materials
      21
    • 48. DGC Governance Role: Considerations (e.g. Business Terms)
      Data Governance Council
      Provide governance oversight on information management activities
      • Endorse the proposed business terms and their definitions
      • 49. Resolve business term definition where conflict exists
      Data Governance Office
      (e.g. DGOE, Analytics , SMEs, Solution Leads)
      Consult / Review / Analyze
      • Advise Business Term Working Group on approach i.e. internal / external standards, hierarchy of glossaries
      • 50. Create the process for approval and endorsement of definitions
      • 51. Work with the project team to devise governance process for changes to definitions
      • 52. Oversee the implementation of the corporate glossary (e.g. tools, change management & communication)
      Advise Data Governance Council on recommendation to endorse or recommended option(s) where conflict exists
      Project Teams / SMEs
      Liaise with Data Governance Office
      • Consult with Data Governance Office to ensure the appropriate stakeholders are involved
      • 53. Provide recommended term definitions to be approved / endorsed
      Change Management & Communication
      • Once approved, work with Change Management & Communication to ensure all impacted parties are made aware of controlled vocabulary
      22
    • 54. Data governance guiding principles
      23
    • 55. Data Governance Guiding Principles
      Data Governance Guiding Principles set out high-level considerations for analyzing and evaluating alternative courses of action
      There is one foundational principle (“Information is an Asset”) and twelve subsequent principles
      The style used to articulate the principles aligns to the style used for ICBC’s Technology Alignment Strategy
      24
    • 56. lessons learned
      25
    • 57. Lessons Learned
      • Be clear on scope of effort
      Data governance support to projects
      Future state environment
      • Don’t boil the ocean
      Prioritize what’s needed and focus efforts
      Some foundational elements are required establish directional guidance that can later be formalized (i.e. policy)
      • Be prepared to be flexible
      Allow for a feedback loop for continuous improvement
      26
    • 58. Lessons Learned Cont’d.
      • Communication, communication, communication
      Know your key messages and stakeholders
      Proactively engage stakeholders
      Establish how broadly to communicate
      • Strong integration with Transformation Program efforts
      Engage project teams to initiate and sustain ongoing discussion around the Data Governance in general
      Show how DG principles can be incorporated into project activities
      • Knowledge transfer
      Identify internal resources to champion early to facilitate knowledge transfer
      27
    • 59. Lessons Learned Cont’d.
      Support materials
      Have some FAQs
      Provide some guidance on how to align with / apply DG principles
      • Did we say communication?
      28
    • 60. 29
      QUESTIONS
    • 61. We are looking for a number of Information Management Professionals to join our team.Send your cv to Dave Govett @ ICBC dave.govett@icbc.com
      30

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