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Where Data Architecture and Data Governance Collide

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Strategy
Is Where
Data Architecture
&
Data Governance
Collide © Copyright 2022 by Peter Aiken Slide # 1
peter.aiken@anythi...
Where MDM and data
governance collide.
Chris Iloff
Director - Product Marketing
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Where Data Architecture and Data Governance Collide

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While collide is perhaps a strong term to use to describe the key area where Data Architecture and Data Governance interact, it does provide motivation to perhaps calm the traffic and avoid further collisions. In order to harmoniously interact, architecture and governance must literally be working from the same diagram (singing from the same sheet of music). The worst time to try to accomplish this is on a short-term decision. Better still to educate each group to the function of the other and major issues upcoming. A shared Data Literacy exercise can provide a good starting point.

Learning objectives:

- Gaining a good understanding of both important topics, each’s relationship to the other, and what is required for each to be successful
- Not to have the first conversation be the important one
- Coordination is key requiring necessary interdependencies and sequencing
- Integration challenges can be valued, assisting shared priority development

While collide is perhaps a strong term to use to describe the key area where Data Architecture and Data Governance interact, it does provide motivation to perhaps calm the traffic and avoid further collisions. In order to harmoniously interact, architecture and governance must literally be working from the same diagram (singing from the same sheet of music). The worst time to try to accomplish this is on a short-term decision. Better still to educate each group to the function of the other and major issues upcoming. A shared Data Literacy exercise can provide a good starting point.

Learning objectives:

- Gaining a good understanding of both important topics, each’s relationship to the other, and what is required for each to be successful
- Not to have the first conversation be the important one
- Coordination is key requiring necessary interdependencies and sequencing
- Integration challenges can be valued, assisting shared priority development

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Where Data Architecture and Data Governance Collide

  1. 1. Strategy Is Where Data Architecture & Data Governance Collide © Copyright 2022 by Peter Aiken Slide # 1 peter.aiken@anythingawesome.com +1.804.382.5957 Peter Aiken, PhD Peter Aiken, Ph.D. • I've been doing this a long time • My work is recognized as useful • Associate Professor of IS (vcu.edu) • Institute for Defense Analyses (ida.org) • DAMA International (dama.org) • MIT CDO Society (iscdo.org) • Anything Awesome (anythingawesome.com) • Experienced w/ 500+ data management practices worldwide • Multi-year immersions – US DoD (DISA/Army/Marines/DLA) – Nokia – Deutsche Bank – Wells Fargo – Walmart – HUD … • 12 books and dozens of articles © Copyright 2022 by Peter Aiken Slide # 2 https://anythingawesome.com + • DAMA International President 2009-2013/2018/2020 • DAMA International Achievement Award 2001 (with Dr. E. F. "Ted" Codd • DAMA International Community Award 2005 $1,500,000,000.00 USD
  2. 2. Where MDM and data governance collide.
  3. 3. Chris Iloff Director - Product Marketing
  4. 4. 3 Cloud Platforms Martech SaaS Apps Mobility & Devices Customer / Partners / Suppliers Packaged Apps Databases Today, data is highly siloed and fragmented Jane Smith Opted in for marketing Jane Smith Renewed policy John Smith Same household Jane E Smith Called support Jane E Smith Filed auto claim
  5. 5. 4 Unmanaged data leads to poor business decisions Low quality data creates inaccurate insights Data issue identification is inconsistent and lacks visibility Data issue resolution is irregular, highly manual, and prone to errors
  6. 6. 5 Customer / Partners / Suppliers Cloud Platforms Martech Analytics, ML & AI 3rd Party Data Sources Packaged Apps Mobility & Devices Custom Apps Databases SaaS Apps Modern MDM turns policy into action Automated data unification Continuous curation Flexible stewardship workflow Attribute level permissions Full audit logging
  7. 7. Thank you reltio.com
  8. 8. © Copyright 2022 by Peter Aiken Slide # https://anythingawesome.com Program • Introduction – Data's Confounding Characteristics – Uneven understanding – DM BoK Foundations • Defining Data Governance – Need an elevator pitch – Increasing costs of organizational data debt – Requires an adaptive rather than a prescriptive approach • Defining Data Architecture – Ubiquitous and not well understood – Keeping improvements practically focused on strategy – Cannot use what is not understood • Strategic Focus Improves Coordination – Upending the traditional – Defensive Driving – Storytelling but don't relate everything • Take Aways/References/Q&A 3 Strategy Is Where Data Architecture & Data Governance Collide Data's Unique Properties • Today, data is the most powerful, yet underutilized and poorly managed organizational asset • Data is – Nearly unlimited – Not really visible (absent competent visualization expertise) – 'Cheap' to keep and transport – 'Free' to make copies (non rivalrous) – Impossible to clean-up if you spill it • 80% of organizational data is (ROT) – Redundant – Obsolete – Trivial – of unknown quality • Data specific education is – Generally non-existent outside of IT – Inconsistently taught – Missing 'business' context – (Re)learned by every workgroup © Copyright 2022 by Peter Aiken Slide # 4 https://anythingawesome.com Asset: A resource controlled by the organization as a result of past events or transactions and from which future economic benefits are expected to flow [Wikipedia] https://www.inc.com/jim-schleckser/why-need-for-too-much-data-is-a-fatal-leadership-flaw.html Wally Easton Playing Piano https://www.youtube.com/watch?v=NNbPxSvII-Q
  9. 9. © Copyright 2022 by Peter Aiken Slide # 5 https://anythingawesome.com • IT thinks data is a business problem – "If they can connect to the server, then my job is done!" • The business thinks IT is managing data adequately – "Who else would be taking care of it?" Confusion as to data responsibility © Copyright 2022 by Peter Aiken Slide # 6 https://anythingawesome.com
  10. 10. Without Data Structures/models … © Copyright 2022 by Peter Aiken Slide # 7 https://anythingawesome.com It is not as easy to visualize the cost of Data Debt You Must Address Data Debt Proactively © Copyright 2022 by Peter Aiken Slide # 8 https://anythingawesome.com https://www.merkleinc.com/blog/are-you-buried-alive-data-debt https://johnladley.com/a-bit-more-on-data-debt/ https://uk.nttdataservices.com/en/blog/2020/february/how-to-get-rid-of-your-data-debt Data debt: • Slows progress • Decreases quality • Increases costs • Presents greater risks • Data debt – The time and effort it will take to return your shared data to a governed state from its (likely) current state of ungoverned • Getting back to zero – Involves undoing existing stuff – Likely new skills are required
  11. 11. © Copyright 2022 by Peter Aiken Slide # 9 https://anythingawesome.com 2020 American Airlines market value ~ $6b AAdvantage valued between $19.5-$31.5b 2020 United market value ~ $9b MileagePlus ~ $22b https://www.forbes.com/sites/advisor/2020/07/15/how-airlines-make-billions-from-monetizing-frequent-flyer-programs/?sh=66da87a614e9 Current approaches are not and have not been working © Copyright 2022 by Peter Aiken Slide # 10 https://anythingawesome.com Driving Innovation with Data Competing on data and analytics Managing data as a business asset Created a data-driven organization Forged a data culture 25% 50% 75% 100% 24% 24% 39% 41% 49% Yes No Source: Big Data and AI Executive Survey 2021 by Randy Bean and Thomas Davenport www.newvantage.com 2021 0% 25% 50% 75% 100% technology people/process 92.2% 7.8% 80% of data challenges are people/process based!
  12. 12. © Copyright 2022 by Peter Aiken Slide # Metadata Management 11 https://anythingawesome.com Data Management Body of Knowledge (DM BoK V2) Practice Areas from The DAMA Guide to the Data Management Body of Knowledge 2E © 2017 by DAMA International Data Architecture © Copyright 2022 by Peter Aiken Slide # Metadata Management 12 https://anythingawesome.com Data Management Body of Knowledge (DM BoK V2) Practice Areas from The DAMA Guide to the Data Management Body of Knowledge 2E © 2017 by DAMA International Perfecting operations in 3 data management practice areas Data Strategy Data Governance BI/ Warehouse
  13. 13. © Copyright 2022 by Peter Aiken Slide # https://anythingawesome.com Program • Introduction – Data's Confounding Characteristics – Uneven understanding – DM BoK Foundations • Defining Data Governance – Need an elevator pitch – Increasing costs of organizational data debt – Requires an adaptive rather than a prescriptive approach • Defining Data Architecture – Ubiquitous and not well understood – Keeping improvements practically focused on strategy – Cannot use what is not understood • Strategic Focus Improves Coordination – Upending the traditional – Defensive Driving – Storytelling but don't relate everything • Take Aways/References/Q&A 13 Strategy Is Where Data Architecture & Data Governance Collide Data is not broadly or widely understood © Copyright 2022 by Peter Aiken Slide # 14 https://anythingawesome.com adapted from: http://www.dailymirror.lk/print/opinion/editorial-we-need-to-become-channels-of-peace/172-27164 It is like a fan! It is like a snake! It is like a wall! It is like a rope! It is like a tree! Blind Persons and the Elephant It is like a story! It is like a dashboard! It is like a pipes! It is like a warehouse! It is like statistics!
  14. 14. Hidden Data Factories © Copyright 2022 by Peter Aiken Slide # 15 https://anythingawesome.com https://hbr.org/2016/09/bad-data-costs-the-u-s-3-trillion-per-year Work products are delivered to Customers Customers Knowledge Workers 80% looking for stuff 20% doing useful work Department B 1. Check A's work 2. Make any corrections 3. Complete B's work 4. Deliver to Department C Department A https://en.wikipedia.org/wiki/Theory_of_constraints Department C 1. Check B's work 2. Make any corrections 3. Complete C's work 4. Deliver to Customer 5. Deal with consequences Poor data manifests as multifaceted organizational challenges © Copyright 2022 by Peter Aiken Slide # 16 https://anythingawesome.com IT System Business Challenge Business Process Business Challenge IT Process Business Challenge Business System Business Challenge IT Process Business Challenge IT System Business Challenge Business Process Business Challenge Poor results Root cause analysis is part of data governance
  15. 15. Consistency Encourages Quality Analysis © Copyright 2022 by Peter Aiken Slide # 17 https://anythingawesome.com IT System Business Challenge Business Process Business Challenge IT Process Business Challenge Business System Business Challenge IT Process Business Challenge IT System Business Challenge Business Process Business Challenge Eliminating data debt/ hidden data factories requires a team with specialized skills deployed to create a repeatable process and develop sustained organizational skillsets Definitions • Corporate governance – The relationship of an organization to society • IT Governance – Align IT strategy with organizational strategy–measure IT’s performance • 7 Data Governance Definitions – The formal orchestration of people, process, and technology to enable an organization to leverage data as an enterprise asset – The MDM Institute – A convergence of data quality, data management, business process management, and risk management surrounding the handling of data in an organization – Wikipedia – 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 – Data Governance Institute – The execution and enforcement of authority over the management of data assets and the performance of data functions – KiK Consulting – A quality control discipline for assessing, managing, using, improving, monitoring, maintaining, and protecting organizational information – IBM Data Governance Council – Data governance is the formulation of policy to optimize, secure, and leverage information as an enterprise asset by aligning the objectives of multiple functions – Sunil Soares – The exercise of authority and control over the management of data assets – DM BoK © Copyright 2022 by Peter Aiken Slide # 18 https://anythingawesome.com
  16. 16. Elevator Pitch © Copyright 2022 by Peter Aiken Slide # 19 https://anythingawesome.com An elevator pitch, elevator speech, or elevator statement is a short description of an idea, product, or company that explains the concept in a way such that any listener can understand it in a short period of time. (Wikipedia) What is Data Governance? © Copyright 2022 by Peter Aiken Slide # 20 https://anythingawesome.com Would you want your sole, non- depletable, non- degrading, durable, strategic asset managed without guidance? Managing Data with Guidance
  17. 17. Data Governance is © Copyright 2022 by Peter Aiken Slide # 21 https://anythingawesome.com Managing Data Decisions with Guidance Would you want your sole, non- depletable, non- degrading, durable, strategic asset managed without guidance? Why is Data Governance important? • Cost organizations millions each year in – Productivity – Redundant and siloed efforts – Poorly thought out hardware and software purchases – Delayed decision making using inadequate information – Reactive instead of proactive initiatives – 20-40% of IT spending can be reduced through better data governance © Copyright 2022 by Peter Aiken Slide # 22 https://anythingawesome.com
  18. 18. Bad Data Decisions Spiral © Copyright 2022 by Peter Aiken Slide # 23 https://anythingawesome.com Bad data decisions Poor organizational outcomes Technical decision makers are not data knowledgable Business decision makers are not data knowledgable Poor treatment of organizational data assets Poor quality data Goals and Principles • To define, approve, and communicate data strategies, policies, standards, architecture, procedures, and metrics. • To track and enforce regulatory compliance and conformance to data policies, standards, architecture, and procedures. • To sponsor, track, and oversee the delivery of data management projects and services. • To manage and resolve data related issues. • To understand and promote the value of data assets. © Copyright 2022 by Peter Aiken Slide # Illustration from The DAMA Guide to the Data Management Body of Knowledge © 2009 by DAMA International 24 https://anythingawesome.com
  19. 19. Primary Deliverables • Data Policies • Data Standards • Resolved Issues • Data Management Projects and Services • Quality Data and Information • Recognized Data Value © Copyright 2022 by Peter Aiken Slide # Illustration from The DAMA Guide to the Data Management Body of Knowledge © 2009 by DAMA International 25 https://anythingawesome.com Roles and Responsibilities • Suppliers: – Business Executives – IT Executives – Data Stewards – Regulatory Bodies • Consumers: – Data Producers – Knowledge Workers – Managers and Executives – Data Professionals – Customers • Participants: – Executive Data Stewards – Coordinating Data Stewards – Business Data Stewards – Data Professionals – DM Executive – CIO © Copyright 2022 by Peter Aiken Slide # Illustration from The DAMA Guide to the Data Management Body of Knowledge © 2009 by DAMA International 26 https://anythingawesome.com
  20. 20. Scorecard: Data Governance Practices/Techniques • Data Value • Data Management Cost • Achievement of Objectives • # of Decisions Made • Steward Representation/Coverage • Data Professional Headcount • Data Management Process Maturity © Copyright 2022 by Peter Aiken Slide # 27 https://anythingawesome.com from The DAMA Guide to the Data Management Body of Knowledge © 2009 by DAMA International Data Governance Checklist ✓ Decision-Making Authority ✓ Standard Policies and Procedures ✓ Data Inventories ✓ Data Content Management ✓ Data Records Management ✓ Data Quality ✓ Data Access ✓ Data Security and Risk Management © Copyright 2022 by Peter Aiken Slide # 28 https://anythingawesome.com Source: “Data Governance Checklist for Educators” by Angela Guess; http://www.dataversity.net/archives/5198
  21. 21. DG Components • Practices and Techniques – Data Value – Data Management Cost – Achievement of Objectives – # of Decisions Made – Steward Representation/Coverage – Data Professional Headcount – Data Management Process Maturity • What do I include in my Data Governance Program? – Security and Privacy of Data – Quality of Data – Life Cycle Management – Risk Management – Content Valuation – Standards (Data Design, Models and Tools) – Governance Tool Kits and Case Studies © Copyright 2022 by Peter Aiken Slide # 29 https://anythingawesome.com Illustration from The DAMA Guide to the Data Management Body of Knowledge © 2009 by DAMA International © Copyright 2022 by Peter Aiken Slide # 30 https://anythingawesome.com Evolve
  22. 22. © Copyright 2022 by Peter Aiken Slide # 31 https://anythingawesome.com https://www.google.com/url?sa=i&url=https%3A%2F%2Fprezi.com%2Fel_1jxok7t-x%2Fevolution-is-not-goal-oriented%2F&psig=AOvVaw3rFrerRanKFatDfESqab4C&ust=1591700086354000&source=images&cd=vfe&ved=0CAIQjRxqFwoTCODBiIyH8ukCFQAAAAAdAAAAABAD Evolve Getting Started with Data Governance © Copyright 2022 by Peter Aiken Slide # 32 https://anythingawesome.com Assess context DG roadmap Policy/Standards Reqs. Data Stewards Execute plan Evaluate results Revise plan Apply change management (Occurs once) (Repeats) Get better at this! Operational processes Executive mandate https://en.wikipedia.org/wiki/PDCA
  23. 23. Doing a poor job with data governance © Copyright 2022 by Peter Aiken Slide # 33 https://anythingawesome.com • Failure to understand the role of data governance re: proposed and existing software/services – Locks in imperfections for the life of the application – Restricts data investment benefits – Decreases organizational data leverage • Accounts for 20-40% of IT budgets devoted to evolving – Data migration (Changing the data location) – Data conversion (Changing data form, state, or product) – Data improving (Inspecting and manipulating, or re-keying data to prepare it for subsequent use) • Lack of data governance causes everything else to – Take longer – Cost more – Deliver less – Present greater risk (with thanks to Tom DeMarco) © Copyright 2022 by Peter Aiken Slide # https://anythingawesome.com Program • Introduction – Data's Confounding Characteristics – Uneven understanding – DM BoK Foundations • Defining Data Governance – Need an elevator pitch – Increasing costs of organizational data debt – Requires an adaptive rather than a prescriptive approach • Defining Data Architecture – Ubiquitous and not well understood – Keeping improvements practically focused on strategy – Cannot use what is not understood • Strategic Focus Improves Coordination – Upending the traditional – Defensive Driving – Storytelling but don't relate everything • Take Aways/References/Q&A 34 Strategy Is Where Data Architecture & Data Governance Collide
  24. 24. Architecture is about ... • Things – (components) • The functions of the things – (individually) • How the things interact – (as a system, – towards a goal) © Copyright 2022 by Peter Aiken Slide # 35 https://anythingawesome.com • Business • Process • Systems • Security • Technical • Data / Information Typically Managed Architectures • Business Architecture – Goals, strategies, roles, organizational structure, location(s) • Process Architecture – Arrangement of inputs -> transformations = value -> outputs – Typical elements: Functions, activities, workflow, events, cycles, products, procedures • Systems Architecture – Applications, software components, interfaces, projects • Security Architecture – Arrangement of security controls relation to IT Architecture • Technical Architecture/Tarchitecture – Relation of software capabilities/technology stack – Structure of the technology infrastructure of an enterprise, solution or system – Typical elements: Networks, hardware, software platforms, standards/protocols • Data / Information Architecture – Arrangement of data assets supporting organizational strategy – Typical elements: specifications expressed as entities, relationships, attributes, definitions, values, vocabularies © Copyright 2022 by Peter Aiken Slide # 36 https://anythingawesome.com 1 in 10 organizations manage 1 or more of these formally!
  25. 25. Data Architectures: here, whether you like it or not © Copyright 2022 by Peter Aiken Slide # 37 https://anythingawesome.com deviantart.com • All organizations have data architectures – Some are better understood and documented (and therefore more useful to the organization) Business Process Systems Security Technical Data/Information You cannot architect after implementation! © Copyright 2022 by Peter Aiken Slide # 38 https://anythingawesome.com
  26. 26. How are components expressed as architectures? • Details are organized into larger components • Larger components are organized into models • Models are organized into architectures (composed of architectural components) © Copyright 2022 by Peter Aiken Slide # 39 https://anythingawesome.com A B C D A B C D A D C B Intricate Dependencies Purposefulness How are data structures expressed as architectures? • Attributes are organized into entities/objects – Attributes are characteristics of "things" – Entitles/objects are "things" whose information is managed in support of strategy – Example(s) • Entities/objects are organized into models – Combinations of attributes and entities are structured to represent information requirements – Poorly structured data, constrains organizational information delivery capabilities – Example(s) • Models are organized into architectures – When building new systems, architectures are used to plan development – More often, data managers do not know what existing architectures are and - therefore - cannot make use of them in support of strategy implementation • Why no examples? © Copyright 2022 by Peter Aiken Slide # 40 https://anythingawesome.com Intricate Dependencies Purposefulness THING Thing.Id # Thing.Description Thing.Status Thing.Sex.To.Be.Assigned Thing.Reserve.Reason
  27. 27. Data architectures are composed of data models © Copyright 2022 by Peter Aiken Slide # 41 https://anythingawesome.com Data Data Data Information Fact Meaning Request A model defining 3 important concepts composing a data architecture © Copyright 2022 by Peter Aiken Slide # [Built on definitions from Dan Appleton 1983] Intelligence Strategic Use Data Data Data Data 42 https://anythingawesome.com “You can have data without information, but you cannot have information without data” — Daniel Keys Moran, Science Fiction Writer 1. Each FACT combines with one or more MEANINGS. 2. Each specific FACT and MEANING combination is referred to as a DATUM. 3. An INFORMATION is one or more DATA that are returned in response to a specific REQUEST 4. INFORMATION REUSE is enabled when one FACT is combined with more than one MEANING. 5. INTELLIGENCE is INFORMATION associated with its STRATEGIC USES. 6. DATA/INFORMATION must formally arranged into an ARCHITECTURE. Wisdom & knowledge are often used synonymously Useful Data
  28. 28. Data structures organized into an Architecture • How do data structures support strategy? • Consider the opposite question? – Were your systems explicitly designed to be integrated or otherwise work together? – If not then what is the likelihood that they will work well together? – They cannot be helpful as long as their structure is unknown • Two answers/two separate strategies – Achieving efficiency and effectiveness goals – Providing organizational dexterity for rapid implementation © Copyright 2022 by Peter Aiken Slide # 43 https://anythingawesome.com © Copyright 2022 by Peter Aiken Slide # 44 https://anythingawesome.com Data should not be Sand in Organizational Functions
  29. 29. Data supply Data literacy Standard data Standard data Leverage point - high performance automation © Copyright 2022 by Peter Aiken Slide # Data literacy 45 https://anythingawesome.com Data supply Leverage point - high performance automation © Copyright 2022 by Peter Aiken Slide # Standard data Data supply Data literacy 46 https://anythingawesome.com
  30. 30. Leverage point - high performance automation © Copyright 2022 by Peter Aiken Slide # This cannot happen without investments in engineering and architecture! 47 https://anythingawesome.com Data supply Data literacy Standard data Quality engineering/ architecture work products do not happen accidentally! Quality data engineering/ architecture work products do not happen accidentally! Leverage point - high performance automation © Copyright 2022 by Peter Aiken Slide # This cannot happen without investments in data engineering and architecture! 48 https://anythingawesome.com Data supply Data literacy Standard data
  31. 31. Our barn had to pass a foundation inspection • Before further construction could proceed • It makes good business sense • No IT equivalent © Copyright 2022 by Peter Aiken Slide # 49 https://anythingawesome.com Take Aways • What is a data architecture? – A structure of data-based assets supporting implementation of organizational strategy – Most organizations have data assets that are not supportive of strategies - i.e., information architectures that are not helpful – The really important question is: how can organizations more effectively use their data architectures to support strategy implementation? • What is meant by use of an information architecture? – Application of data assets towards organizational strategic objectives – Assessed by the maturity of organizational data management practices – Results in increased capabilities, dexterity, and self awareness – Accomplished through use of data-centric development practices (including taxonomies, stewardship, and repository use) • How does an organization achieve better use of its data architecture? – Continuous re-development; the starting point isn't the beginning – Information architecture components must typically be reengineered – Using an iterative, incremental approach, typically focusing on one component at a time and applying formal transformations © Copyright 2022 by Peter Aiken Slide # 50 https://anythingawesome.com
  32. 32. © Copyright 2022 by Peter Aiken Slide # https://anythingawesome.com Program • Introduction – Data's Confounding Characteristics – Uneven understanding – DM BoK Foundations • Defining Data Governance – Need an elevator pitch – Increasing costs of organizational data debt – Requires an adaptive rather than a prescriptive approach • Defining Data Architecture – Ubiquitous and not well understood – Keeping improvements practically focused on strategy – Cannot use what is not understood • Strategic Focus Improves Coordination – Upending the traditional – Defensive Driving – Storytelling but don't relate everything • Take Aways/References/Q&A 51 Strategy Is Where Data Architecture & Data Governance Collide What is Strategy? • Current use derived from military - a pattern in a stream of decisions [Henry Mintzberg] © Copyright 2022 by Peter Aiken Slide # 52 https://anythingawesome.com A thing
  33. 33. Your Data Strategy • Highest level data guidance available ... • Focusing data activities on business-goal achievement ... • Providing guidance when faced with a stream of decisions or uncertainties • Data strategy most usefully articulates how data can be best used to support organizational strategy • This usually involves a balance of remediation and proactive measures © Copyright 2022 by Peter Aiken Slide # 53 https://anythingawesome.com This is the wrong way to think about data strategy © Copyright 2022 by Peter Aiken Slide # Organizational Strategy IT Strategy Data Strategy x54 https://anythingawesome.com
  34. 34. Organizational Strategy IT Strategy This is correct … © Copyright 2022 by Peter Aiken Slide # Data Strategy 55 https://anythingawesome.com Data Strategy and Governance in Strategic Context © Copyright 2022 by Peter Aiken Slide # 56 https://anythingawesome.com Data asset support for organizational strategy Organizational Strategy Data Strategy Data Governance What is the most effective use of steward investments? What the data assets do to better support strategy How well the data strategy is working Data Stewards Progress, plans, problems (Business Goals) (Metadata) (Metadata/ Business Goals) Trusted Catalog
  35. 35. 3-Dimensional Model Evolution Framework © Copyright 2022 by Peter Aiken Slide # 57 https://anythingawesome.com Validated ! Not Validated " As Is # To Be ☁ Physical % Logical ! Conceptual & Every modeling change can be mapped to a transformation in this framework! Forward Engineering © Copyright 2022 by Peter Aiken Slide # 58 https://anythingawesome.com Physical % Logical ! Conceptual & As Is Requirements Assets WHAT? As Is Design Assets HOW? As Is Implementation Assets AS BUILT Validated ! Not Validated " ' To Be ☁ • Building new stuff (20% of effort and funding) • Enhancing existing stuff (80% Reverse Engineering)
  36. 36. 80% Reverse Engineering © Copyright 2022 by Peter Aiken Slide # 59 https://anythingawesome.com As Is # Physical % Logical ! Conceptual & As Is Requirements Assets WHAT? As Is Design Assets HOW? As Is Implementation Assets AS BUILT Evolve existing systems using a structured technique aimed at recovering rigorous knowledge of the existing system to leverage enhancement efforts [Chikofsky & Cross 1990] Reengineering © Copyright 2022 by Peter Aiken Slide # 60 https://anythingawesome.com As Is Requirements Assets WHAT? As Is # Physical % Logical ! Conceptual & As Is Design Assets HOW? As Is Implementation Assets AS BUILT Reimplement To Be Implementation Assets To Be Design Assets To Be ☁ To Be Requirements Assets • First, reverse engineering the existing system to understand its strengths/ weaknesses • Next, use this information to inform the design of the new system
  37. 37. ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ ≈ Data Governance Role: Produce systemic organizational changes that impact data and work practices over time © Copyright 2022 by Peter Aiken Slide # 61 https://anythingawesome.com Data Leadership Feedback Data Governance Data Improvement Data Stewards Data Community Participants Data Generators/Data Users Data Things Happen Organizational Things Happen DIPs Data Improves Over Time Data Improves As A Result of Focus Feedback X $ X $ X $ X $ X $ X $ X $ X $ X $ Data architecture components make better 'targets' of reengineering/ digitization efforts (Things that further) Organizational Strategy Lighthouse Metaphor Provides Focus © Copyright 2022 by Peter Aiken Slide # ( O c c a s i o n s t o P r a c t i c e ) N e e d e d D a t a S k i l l s ( O p p o r t u n i t i e s t o i m p r o v e ) D a t a u s e b y t h e b u s i n e s s 62 https://anythingawesome.com
  38. 38. IT/Systems Development Leadership (data decision makers) Stewards (data trustees) Participants/Experts (data subject matter experts) Other Sources/Uses (data makers & consumers) IT/Systems Development Guidance Decisions Data/feedback Changes Action R e s o u r c e s Ideas Data/Feedback Components comprising the data community © Copyright 2022 by Peter Aiken Slide # 63 https://anythingawesome.com Data architecture grounds/constrains all of these conversations © Copyright 2022 by Peter Aiken Slide # 64 https://anythingawesome.com
  39. 39. The MacGyver approach to DG uses paperclips and duct tape © Copyright 2022 by Peter Aiken Slide # 65 https://anythingawesome.com © Copyright 2022 by Peter Aiken Slide # 66 https://anythingawesome.com • First, reverse engineering the existing system to understand its strengths/ weaknesses • Next, use this information to inform the design of the new system
  40. 40. Keep the proper focus • Wrong question: – How should we govern all this data? • Right question: – Should we include this data item within the scope of our current data govenance practices? • Regardless of the decision, document why! © Copyright 2022 by Peter Aiken Slide # 67 https://anythingawesome.com • When taught as part of basic driving, behavior becomes part of a lifelong practice • Difficult to practice when learned after driving has been taught • The Convincer © Copyright 2022 by Peter Aiken Slide # 68 https://anythingawesome.com • General principles: ◦ Controlling your speed. ◦ Looking ahead and being prepared for unexpected events. ◦ Being alert and distraction free. • Regarding other participants in traffic: ◦ Preparedness for all sorts of actions and reactions of other drivers and pedestrians. ◦ Not expecting the other drivers to do what you would ordinarily do. ◦ Watching and respecting other drivers. • Regarding your own vehicle: ◦ Maintaining a safe following distance. ◦ Driving safely considering (adjusting for) weather and/or road conditions. ◦ Adjusting your speed before entering a bend, in order to avoid applying the brakes in the middle of a bend.
  41. 41. Differences between Programs and Projects • Programs are Ongoing, Projects End – Managing a program involves long term strategic planning and continuous process improvement 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 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 © Copyright 2022 by Peter Aiken Slide # Adapted from http://top.idownloadnew.com/program_vs_project/ and http://management.simplicable.com/management/new/program-management-vs-project-management 69 https://anythingawesome.com Your data program must last at least as long as your HR program! Level 3–KW–Citizen Data Knowledge Areas • Elevator story • Data stewardship • Demonstrating value • Currency • Fiduciary responsibilities • Shared fate – https://www.techtarget.com/searchenterpriseai/definition/data-scientist © Copyright 2022 by Peter Aiken Slide # 70 https://anythingawesome.com
  42. 42. Data Architecture Data Governance Program External Comprehension © Copyright 2022 by Peter Aiken Slide # 71 https://anythingawesome.com Sample from: https://artist.com/kathy-linden/on-outside-looking-in/?artid=4385 Everything Else Data Data (blah blah blah) Data Program Most do not appreciate the difference between Data Governance and the other data stuff that needs to be done • Introduction – Data's Confounding Characteristics – Uneven understanding – DM BoK • Defining Data Governance – Need an elevator pitch – Increasing costs of organizational data debt – Requires an adaptive rather than a prescriptive approach • Defining Data Architecture – Ubiquitous and not well understood – Keeping improvements practically focused on strategy – Cannot use what is not understood • Strategic Focus Improves Coordination – Upending the traditional – Defensive Driving – Storytelling but don't relate everything • Take Aways/References/Q&A © Copyright 2022 by Peter Aiken Slide # Program 72 https://anythingawesome.com Strategy Is Where Data Architecture & Data Governance Collide
  43. 43. Take Aways • Need for DA/DG is increasing – Increase in data volume – DG is a new discipline – Must conform to constraints – No single best way • DG/DA must become strategy driven – Reengineer opportunistically – Quantify strategic improvements – Programmatic implementation • Shared focus produces reusable, shared results – Implement data as a program not a project – Gradually add ingredients – Learn the value of stories/storytelling • The goal is to improve DG/DA effectiveness and efficiencies (and the data itself) over time • The more data literate the organization, the easier the transformations © Copyright 2022 by Peter Aiken Slide # 73 https://anythingawesome.com Upcoming Events What's in Your Data Warehouse? 8 November 2022 Data Management Best Practices 13 December 2022 Data Strategy Best Practices 10 January 2023 © Copyright 2022 by Peter Aiken Slide # 74 https://anythingawesome.com Brought to you by: Time: 19:00 UTC (2:00 PM NYC) | Presented by: Peter Aiken, PhD Note: In this .pdf, clicking any webinar title opens the registration link
  44. 44. Event Pricing © Copyright 2022 by Peter Aiken Slide # 75 https://anythingawesome.com • 20% off directly from the publisher on select titles • My Book Store @ http://anythingawesome.com • Enter the code "anythingawesome" at the Technics bookstore checkout where it says to "Apply Coupon" anythingawesome Peter.Aiken@AnythingAwesome.com +1.804.382.5957 Thank You! © Copyright 2022 by Peter Aiken Slide # 76 Book a call with Peter to discuss anything - https://anythingawesome.com/OfficeHours.html Critical Design Review? Hiring Assistance? Reverse Engineering Expertise? Executive Data Literacy Training? Mentoring? Tool/automation evaluation? Use your data more strategically? Independent Verification & Validation Collaboration?

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