The difficulty of implementing a new data strategy often goes underappreciated, particularly the multi-faceted procedural challenges that need to be met while doing so. Deficiencies in organizational readiness and core competence represent clearly visible problems faced by data managers, but beyond that there are several cultural and structural barriers common to virtually all organizations that must be eliminated in order to facilitate effective management of data. This webinar will discuss these barriers--as well as the titular "Seven Deadly Data Sins"--and in the process will also: - Elaborate upon the three critical factors that lead to strategy failure - Demonstrate a two-stage data strategy implementation process - Explore the sources and rationales behind the “Seven Deadly Data Sins”, and recommend solutions and alternative approaches

1. Peter Aiken, PhD
Exorcising
the Seven Deadly Data Sins
1
• 30+ years in data management
• Repeated international recognition
• Founder, Data Blueprint (datablueprint.com)
• Associate Professor of IS (vcu.edu)
• DAMA International (dama.org)
• 9 books and dozens of articles
• Experienced w/ 500+ data
management practices
• Multi-year immersions:
– US DoD (DISA/Army/Marines/DLA)
– Nokia
– Deutsche Bank
– Wells Fargo
– Walmart
– …
Peter Aiken, Ph.D.
Copyright 2016 by Data Blueprint Slide #
• DAMA International President 2009-2013
• DAMA International Achievement Award 2001 (with
Dr. E. F. "Ted" Codd
• DAMA International Community Award 2005
PETER AIKEN WITH JUANITA BILLINGS
FOREWORD BY JOHN BOTTEGA
MONETIZING
DATA MANAGEMENT
Unlocking the Value in Your Organization’s
Most Important Asset.
The Case for the
Chief Data Officer
Recasting the C-Suite to Leverage
Your MostValuable Asset
Peter Aiken and
Michael Gorman
2

2. Copyright 2016 by Data Blueprint Slide #Copyright 2016 by Data Blueprint Slide # 3
Excerptedfrom
YourDataStrategy
IT Project Failure Rates (1994-2015)
Source: Standish Chaos Reports as reported at: http://standishgroup.com
4Copyright 2016 by Data Blueprint Slide #
0%
15%
30%
45%
60%
1994 1996 1998 2000 2002 2004 2006 2008 2010 2011 2012 2013 2014 2015
Failed Challenged Succeeded

3. 5Copyright 2016 by Data Blueprint Slide #
IT Business
Data
As Is State of Data (as Perceived)
|————— Project-based —————| |——— Program-based ———|
|——————————————— Program-based ——————————————|
6Copyright 2016 by Data Blueprint Slide #
IT Business
Data
|————— Project-based —————|
Desired To Be State of Data (as Understood)

4. 7Copyright 2016 by Data Blueprint Slide #
Organizational
Strategy
Data Strategy
IT Projects
Organizational Operations
Data
Governance
Data Strategy and Data Governance in Context
Data
asset support for
organizational
strategy
What the
data assets do to
support strategy
How well the data
strategy is working
Operational
feedback
How data is
delivered by IT
How IT
supports strategy
Other
aspects of
organizational
strategy
8Copyright 2016 by Data Blueprint Slide #
Data Strategy
Data Strategy is Implemented in 2 Phases
What the
data assets do to
support strategy
Phase I-Prerequisites
1) Prepare for dramatic change and determined how to do the work
2) Recruit a qualified, knowledgeable enterprise data executive (and
other qualified talent)
3) Eliminate the Seven Deadly Data Sins
Phase II-Iterations (Lather, Rinse, Repeat)

5. 9Copyright 2016 by Data Blueprint Slide #
Tweeting now: #dataed
Exorcising the Seven Deadly Data Sins
9
1. Not Understanding Data-Centric Thinking
2. Lacking Qualified Data Leadership
3. Not implementing a Robust, Programmatic
Means of Developing Shared Data
4. Not Aligning The Data Program with IT Projects
5. Failing to Adequately Manage Expectations
6. Not Sequencing Data Strategy Implementation
7. Failing To Address Cultural And
Change Management Challenges
Tweeting now: #dataed
What is a system?
• A set of detailed methods, procedures, and routines established or
formulated to carry out a specific activity, perform a duty, or solve a problem.
• An organized, purposeful structure regarded as a whole and consisting of
interrelated and interdependent elements (components, entities, factors,
members, parts etc.). These elements continually influence one another
(directly or indirectly) to maintain their activity and the existence of the
system, in order to achieve the goal of the system.
http://www.businessdictionary.com/definition/system.html#ixzz23T7LyAjJ
10Copyright 2016 by Data Blueprint Slide #
System
DataHardwareProcessesPeople Software

6. There will never
be less data
than right now!
11Copyright 2016 by Data Blueprint Slide #
12Copyright 2016 by Data Blueprint Slide #
Tweeting now: #dataed
Exorcising the Seven Deadly Data Sins
12
1. Not Understanding Data-Centric Thinking
2. Lacking Qualified Data Leadership
3. Not implementing a Robust, Programmatic
Means of Developing Shared Data
4. Not Aligning The Data Program with IT Projects
5. Failing to Adequately Manage Expectations
6. Not Sequencing Data Strategy Implementation
7. Failing To Address Cultural And
Change Management Challenges
Tweeting now: #dataed

7. What do we teach IT professionals about data?
13Copyright 2016 by Data Blueprint Slide #
• 1 course
– How to build a
new database
• What
impressions do IT
professionals get
from this
education?
– Data is a technical
skill that is needed
when developing
new databases
• If we are migrating databases, we are not creating new
databases and we don't need organizational data
management knowledge, skills, and abilities (KSAs).
• If we are implementing a new software package, we are
not creating a new database and therefore we do not
need data management KSAs.
• If we are installing an enterprise resource package
(ERP), we are not creating a new database and therefore
we do not need data management KSAs.
Top
Operations
Job
Top Data Job
14Copyright 2016 by Data Blueprint Slide #
Top Job
Top
Finance
Job
Top
IT
Job
Top
Marketing
Job
Data Governance Organization
Top
Data
Job
Enterprise
Data
Executive
• Dedicated solely to data asset leveraging
• Unconstrained by an IT project mindset
• Reporting to the business
• There is enough work to justify the function
and not much talent
• The CDO provides significant input to the
Top Information Technology Job
• 25 Percent of Large Global Organizations Will Have
Appointed Chief Data Officers By 2015 Gartner press
release. Gartner website (accessed May 7, 2014). January
30, 2014. http://www.gartner.com/newsroom/ id/2659215?
• By 2020, 60% of CIOs in global organizations will be
supplanted by the Chief Digital Officer (CDO) for the delivery
of IT-enabled products and digital services (IDC)
• 2015 Experian survey of 250 CIOs found 90% of feel that
data is transforming the way they do business, with
some 92% suggesting that the CDO is best placed to define
data strategy and be the guardian of data quality within an
organisation
• 90 Percent of Large Global Organizations Will Have
Appointed Chief Data Officers By 2019 Gartner press
release. Gartner website (accessed January 26, 2016).
January 26, 2016. http://www.gartner.com/newsroom/id/3190117?

8. Hiring Panels Are Not Qualified to Help
15Copyright 2016 by Data Blueprint Slide #
Unicorn License There Are No Unicorns
16Copyright 2016 by Data Blueprint Slide #

9. The Enterprise Data Executive Takes One for the Team
17Copyright 2016 by Data Blueprint Slide #
18Copyright 2016 by Data Blueprint Slide #
Tweeting now: #dataed
Exorcising the Seven Deadly Data Sins
18
1. Not Understanding Data-Centric Thinking
2. Lacking Qualified Data Leadership
3. Not implementing a Robust, Programmatic
Means of Developing Shared Data
4. Not Aligning The Data Program with IT Projects
5. Failing to Adequately Manage Expectations
6. Not Sequencing Data Strategy Implementation
7. Failing To Address Cultural And
Change Management Challenges
Tweeting now: #dataed

10. Differences between Programs and Projects
• Programs are Ongoing, Projects End
– Managing a program involves long term strategic planning and
continuous process improvement that is not required of a project
• Programs are Tied to the Financial Calendar
– Program managers are often responsible for delivering results
tied to the organization's financial calendar
• Program Management is Governance Intensive
– Programs are governed by a senior level board that provides direction,
oversight, and control while projects tend to be less governance-intensive
• Programs Have Greater Scope of Financial Management
– Projects typically have a straight-forward budget and project financial management
is focused on spending to budget while program planning, management and control
is significantly more complex
• Program Change Management is an Executive Leadership Capability
– Projects employ a formal change management process while at the program level,
change management requires executive leadership skills and program change is
driven more by an organization's strategy and is subject to market conditions and
changing business goals
• Adapted from http://top.idownloadnew.com/program_vs_project/ and
http://management.simplicable.com/management/new/program-management-vs-project-management
19Copyright 2016 by Data Blueprint Slide #
Project Implementation
20Copyright 2016 by Data Blueprint Slide #
Develop/Implement
Software
Develop/Implement Data
This approach can only work when
no sharing of data occurs!
20
Shared data
structures require
programmatic
development and
evaluation
XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX

11. 21Copyright 2016 by Data Blueprint Slide #
Tweeting now: #dataed
Exorcising the Seven Deadly Data Sins
21
1. Not Understanding Data-Centric Thinking
2. Lacking Qualified Data Leadership
3. Not implementing a Robust, Programmatic
Means of Developing Shared Data
4. Not Aligning The Data Program with IT Projects
5. Failing to Adequately Manage Expectations
6. Not Sequencing Data Strategy Implementation
7. Failing To Address Cultural And
Change Management Challenges
Tweeting now: #dataed
IT Project or Application-Centric Development
Original articulation from Doug Bagley @ Walmart
22Copyright 2016 by Data Blueprint Slide #
Data/
Information
IT
Projects
Strategy
• In support of strategy, organizations
implement IT projects
• Data/information are typically
considered within the scope of IT
projects
• Problems with this approach:
– Ensures data is formed to the
applications and not around the
organizational-wide information
requirements
– Process are narrowly formed around
applications
– Very little data reuse is possible

12. Data-Centric Development
Original articulation from Doug Bagley @ Walmart
23Copyright 2016 by Data Blueprint Slide #
IT
Projects
Data/
Information
Strategy
• In support of strategy, the organization
develops specific, shared data-based
goals/objectives
• These organizational data goals/
objectives drive the development of
specific IT projects with an eye to
organization-wide usage
• Advantages of this approach:
– Data/information assets are developed from an
organization-wide perspective
– Systems support organizational data needs and
compliment organizational process flows
– Maximum data/information reuse
24Copyright 2016 by Data Blueprint Slide #
Tweeting now: #dataed
Exorcising the Seven Deadly Data Sins
24
1. Not Understanding Data-Centric Thinking
2. Lacking Qualified Data Leadership
3. Not implementing a Robust, Programmatic
Means of Developing Shared Data
4. Not Aligning The Data Program with IT Projects
5. Failing to Adequately Manage Expectations
6. Not Sequencing Data Strategy Implementation
7. Failing To Address Cultural And
Change Management Challenges
Tweeting now: #dataed

13. Data Management Program Expenses
• 5 Data Managers
• $100,000 Annually
• When will you be done?
• "It's okay my CIO gave me 5 years!"
Copyright 2016 by Data Blueprint Slide #
25
Data Implementation Framework
26Copyright 2016 by Data Blueprint Slide #
• Benefits & Success Criteria
• Capability Targets
• Solution Architecture
• Organizational Development
Solution
• Leadership & Planning
• Project Dev. & Execution
• Cultural Readiness
Road Map
• Organization Mission
• Strategy & Objectives
• Organizational Structures
• Performance Measures
Business Needs
• Organizational / Readiness
• Business Processes
• Data Management Practices
• Data Assets
• Technology Assets
Current State
• Business Value Targets
• Capability Targets
• Tactics
• Data Strategy Vision
Strategic Data Imperatives
Business
Needs
Existing
Capabilities
ExecutionBusiness
Value
New
Capabilities

14. 27Copyright 2016 by Data Blueprint Slide #
Tweeting now: #dataed
Exorcising the Seven Deadly Data Sins
27
1. Not Understanding Data-Centric Thinking
2. Lacking Qualified Data Leadership
3. Not implementing a Robust, Programmatic
Means of Developing Shared Data
4. Not Aligning The Data Program with IT Projects
5. Failing to Adequately Manage Expectations
6. Not Sequencing Data Strategy Implementation
7. Failing To Address Cultural And
Change Management Challenges
Tweeting now: #dataed
V1
Organizations
without
a formalized
data strategy
V3
Data Strategy: Use data
to create strategic
opportunities
V4
Data Strategy: Get good
at both V2 and V3
Improve Operations
Innovation
The focus of data strategy should be sequenced
28Copyright 2016 by Data Blueprint Slide #
Only 1 is 10 organizations has a board
approved data strategy!
V2
Data Strategy: Increase
organizational efficiencies/
effectiveness

15. 29Copyright 2016 by Data Blueprint Slide #
Tweeting now: #dataed
Exorcising the Seven Deadly Data Sins
29
1. Not Understanding Data-Centric Thinking
2. Lacking Qualified Data Leadership
3. Not implementing a Robust, Programmatic
Means of Developing Shared Data
4. Not Aligning The Data Program with IT Projects
5. Failing to Adequately Manage Expectations
6. Not Sequencing Data Strategy Implementation
7. Failing To Address Cultural And
Change Management Challenges
Tweeting now: #dataed
Changing is Hard
Culture is the biggest impediment to a shift
in organizational thinking about data
30Copyright 2016 by Data Blueprint Slide #
adapted from the Managing Complex Change model by Dr. Mary Lippitt, 1987

16. the Data Doctrine
We are uncovering better ways of developing
IT systems by doing it and helping others do it.
Through this work we have come to value:
Data programmes preceding software development
Stable data structures preceding stable code
Shared data preceding completed software
Data reuse preceding reusable code
31Copyright 2016 by Data Blueprint Slide #
the Data Doctrine
We are uncovering better ways of developing
IT systems by doing it and helping others do it.
Through this work we have come to value:
Data programmes preceding software development
Stable data structures preceding stable code
Shared data preceding completed software
Data reuse preceding reusable code
32Copyright 2016 by Data Blueprint Slide #
That is, while there is value in the items on
the right, we value the items on the left more.

17. Mismatched railroad tracks non aligned
Copyright 2016 by Data Blueprint Slide #
33
Data programmes preceding software development
Data programmes preceding software projects
34Copyright 2016 by Data Blueprint Slide #
Common Organizational Data
(and corresponding data needs requirements)
New Organizational
Capabilities
Systems
Development
Activities
Create
Evolve
Future State
(Version +1)
Data evolution is separate from,
external to, and precedes system
development life cycle activities!
Data management
and software
development must
be separated and
sequenced

18. Stable data structures preceding stable code
35Copyright 2016 by Data Blueprint Slide #
Person Job Class
Employee Position
BR1) Zero, one, or more
EMPLOYEES can be associated
with one PERSON
BR2) Zero, one, or more EMPLOYEES
can be associated with one POSITION
Job Sharing
Moon Lighting
Person Job Class
Employee Position
BR1) One EMPLOYEE
can be associated with one
PERSON
BR2) One EMPLOYEE can be
associated with one POSITION
Copyright 2016 by Data Blueprint Slide #
Manual
Job Sharing
Manual
Moon Lighting
Stable data structures preceding stable code

19. Copyright 2016 by Data Blueprint Slide #
Stable data structures preceding stable code
Data structures must be specified prior
software development
Results
Increasing utility of organizational data
Individual IT Project
Requirements
Design
Implement
Requests Results
Individual IT Project
Requirements
Design
Implement
Requests
Results
Individual IT Project
Requirements
Design
Implement
Requests
Organized,
shared data
Organized,
shared data
Organized,
shared data
Shared Data preceding Completed Software
38Copyright 2016 by Data Blueprint Slide #
• Over time the:
– Number of requests increase
– Utility of the results increase
– Data's contribution increases
– and is recognized!

20. Program F
Program E
Program H
Program I
domain 2Application
domain 3
Data reuse preceding reusable code
• Reusable data should leverage shared software routines
• Who makes decisions about the range and scope of
common data usage?
39Copyright 2016 by Data Blueprint Slide #
Program D
Program G
Application
International Chemical Company Engine Testing
• $1billion (+) chemical
company
• Develops/manufactures
additives enhancing the
performance of oils and
fuels ...
• ... to enhance engine/
machine performance
– Helps fuels burn cleaner
– Engines run smoother
– Machines last longer
• Tens of thousands of
tests annually
– Test costs range up to
$250,000!
40Copyright 2016 by Data Blueprint Slide #

21. Overview of Existing Data Management Process
1.Manual transfer of digital data
2.Manual file movement/duplication
3.Manual data manipulation
4.Disparate synonym reconciliation
5.Tribal knowledge requirements
6.Non-sustainable technology
41Copyright 2016 by Data Blueprint Slide #
1.Manual transfer of digital data
2.Manual file movement/duplication
3.Manual data manipulation
4.Disparate synonym reconciliation
5.Tribal knowledge requirements
6.Non-sustainable technology
Data Integration Solution
• Integrated the existing systems to
easily search on and find similar or
identical tests
• Results:
– Reduced expenses
– Improved competitive edge
and customer service
– Time savings and improve operational
capabilities
• According to our client’s internal
business case development, they
expect to realize a $25 million gain
each year thanks to this data
integration
42Copyright 2016 by Data Blueprint Slide #

22. Introducing The Data Doctrine
Copyright 2016 by Data Blueprint Slide #
43
http://www.thedatadoctrine.com
Questions?
It’s your turn!
Use the chat feature or Twitter (#dataed) to submit
your questions to Peter now!
+ =
44Copyright 2016 by Data Blueprint Slide #

23. Upcoming Events
Data-Centric Strategy & Roadmap
Supercharging Your Business
January 10, 2017 @ 2:00 PM ET/11:00 AM PT
Sign up here:
www.datablueprint.com/webinar-schedule
or www.dataversity.net
45Copyright 2016 by Data Blueprint Slide #
10124 W. Broad Street, Suite C
Glen Allen, Virginia 23060
804.521.4056
Copyright 2016 by Data Blueprint Slide # 46