Data Governance

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Introduction to Data Governance in relation to Business Intelligence!

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  • Corporate Oversights
  • Data Governance

    1. 1. Data Governance<br />IS6120 Enterprise Business Intelligence<br />22/02/2011<br />
    2. 2. IS6120<br />Important Issue<br />CIOs, seem to realize the costof poor data governance <br />Planning to take action<br />39% of organizations have little to no focus on data governance<br />45% have pockets of data governance for critical data<br />19% have established enterprise-wide data governance<br />72% of all CIOs surveyed were targeting enterprise-wide data governance within the next three years<br />22/02/2011<br />IS6120<br />2<br />(Accenture’s 2007 CIO Survey)<br />
    3. 3. Data Governance<br />Data is valuable<br />“... a system of decision rights and accountabilities for information-related processes, executed according to agreed-upon models which describe who can take what actions with what information, and when, under what circumstances, using what methods.” <br />22/02/2011<br />3<br />IS6120<br />(The Data Governance Institute (DGI))<br />
    4. 4. “The true function of governance is to actively link integrated business and technology teams with corporate and strategic initiatives. Within this context, governance becomes an integral part of enterprise line management. Executed properly, the governance function can actively and effectively reallocate business, technology, reporting and analytic resources to align with rapidly changing market demands” (Duffie Brunson from B-eye-Network) <br />22/02/2011<br />IS6120<br />4<br />
    5. 5. Definitions<br />Data governance refers to the overall management of the availability, usability, integrity, and security of the data employed in an enterprise.<br />Data Governance is a system of decision rights and accountabilities for information-related processes, executed according to agreed-upon models which describe who can take what actions with what information, and when, under what circumstances, using what methods.<br />“data needs to be governed as it has neither will nor intent of its own. Tools and people shape the data and tell it where to go. Therefore, data governance is the governance of people and technology” (Thomas, 2006) <br />22/02/2011<br />IS6120<br />5<br />
    6. 6. Components<br />22/02/2011<br />IS6120<br />6<br /><ul><li> Data Governance for the purpose of using data as an asset driving strategic objectives.</li></ul>http://www.dcervo.com<br />
    7. 7. Characteristics of Data Governance<br />The 5 pillars of Data Governance: <br /><ul><li>Policies
    8. 8. Processes
    9. 9. Business Rules
    10. 10. People & Roles
    11. 11. Technologies </li></ul>(Marty Moseley, CTO of Initiate Systems)<br />The 3 pillars of Data Governance: <br /><ul><li>Compliance
    12. 12. Transformation
    13. 13. Integration</li></ul>(Philip Russon, Senior Manager at TDWI Research) <br />22/02/2011<br />IS6120<br />7<br />
    14. 14. Focus Areas<br />Policy, Standards, Strategy<br />Data Quality<br />Privacy, Compliance, Security<br />Architecture Integration, Analysis<br />Data Warehouse & BI<br />Management Alignment <br />22/02/2011<br />IS6120<br />8<br />
    15. 15. Governance Model<br />22/02/2011<br />IS6120<br />9<br />
    16. 16. Critical Success Factors<br />Accountability and strategic accountability<br />Standards<br />Managerial blindspot<br />Embracing complexity<br />Cross divisional issue<br />Metric<br />Partnership<br />Choosing strategic points of control<br />Compliance monitoring<br />Training and awareness<br />22/02/2011<br />IS6120<br />10<br />(Marinos, 2004)<br />
    17. 17. Steps for Success<br />Step 1: Get a governor and the right people in place to govern<br />Step 2: Survey your situation<br />Step 3: Develop a data-governance strategy<br />Step 4: Calculate the value of your data<br />Step 5: Calculate the probability of risk<br />Step 6: Monitor the efficiency of your controls<br />22/02/2011<br />IS6120<br />11<br />
    18. 18. Conclusion<br />General consensus being that most data governance programs - if they exist at all - remain extremely immature and full with risks.<br />The most common roadblocks range from minimal to no executive sponsorship, IT-driven efforts with limited to no business participation, lack of business justification and the ever-present likelihood of "de-prioritization" when a more compelling initiative or fire drill comes along.<br />Increase Focus on Business Process to Build Momentum<br />22/02/2011<br />IS6120<br />12<br />

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