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2013 Data Governance Professionals Organization (DGPO) Digital River Webinar

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Hosted by the Data Governance Professionals Organzation (DGPO) for webinar attendees. Successful Data Governance at Digital River. 2013 DGIQ Data Governance Best Practice Award: Finalist

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2013 Data Governance Professionals Organization (DGPO) Digital River Webinar

  1. 1. SUCCESSFUL DATA GOVERNANCE AT DIGITAL RIVER 2008-13 2013 DGIQ BEST PRACTICE AWARD: FINALIST 11/6/2013 + by Deepak Bhaskar
  2. 2. AGENDA  Introduction  Speaker Bio: Deepak Bhaskar  Company introduction: Digital River  Data Governance  Data Management Functions & Environmental Elements  Organizational change & Data Management programs  People, Process, Technology  Integrating Programs: Data Quality and Master Data Management  Digital River Business Challenges  Batch mode for ERP Finance & Accounting Domain  Real time for Postal Address & Geocode Domain  Connecting the Dots  Making Business Cases and Vendor Tool selections for programs  SLA’s, KPI, Dashboards and Org Charts  Recommendations  Future roles and organizational structure  Conclusion: Digital River Data Governance best practices 2
  3. 3. SPEAKER BIO: 3 Introduction Data Governance Business Challenges Connecting the Dots Recommendations  At Digital River – 10 years  Other roles held:  Manager, Enterprise Data Quality, (2008-12)  Sr. Strategic Database Analyst, Strategic Marketing (2005-08)  Sr. Software Test Engineer, Quality Assurance (2003-05)  Roles held in prior to Digital River include:  Lead Test Consultant, (Gelco Info. Network, now Concur Technologies)  DBA, (Eschelon Telecom, now Integra Telecom)  DBA, Software Developer , Sr. Test Engineer (techies.com)  Retail Marketing Associate (Barnes and Noble Booksellers)  Education & Training:  ACE Leadership Series; Minnesota High Tech Association  Business Strategy: Competitive Advantage; Johnson school of management, Cornell University  MBA, International Business; Keller school of management, DeVry University  BSEE, Electrical Engineering: Microelectronics & Telecoms; Minnesota State University DEEPAK BHASKAR Sr. Manager, Data Governance, Trillium Product. Governance and Compliance. Conclusion
  4. 4. COMPANY OVERVIEW DIGITAL RIVER
  5. 5. 5 $386M in 2012 revenue $27B annual online transactions (ttm) 19 years of experience 30 offices around the world 50% revenue outside the Americas in 2012 1,400+ commerce experts 100+ countries where we do business 180 payment methods DIGITAL RIVER AT A GLANCE 5 UNMATCHED GLOBAL EXPERIENCE AND REACH 40 transaction currencies 30 site display languages 15 languages in customer service Technology Pioneer, Founded in 1994 Generates Revenue in Virtually Every Country on the Planet Introduction Data Governance Business Challenges Connecting the Dots Recommendations Conclusion
  6. 6. 6 LEVERAGE AN END-TO-END SUITE OF COMMERCE SOLUTIONS WITH OUR COMMERCE-AS-A SERVICE OFFERING Marketing Services SITE OPTIMIZATIONSEARCH EMAIL AFFILIATE DISPLAY ANALYTICS Commerce Experience Commerce Business Infrastructure Payments SHOPPING CARTCATALOGWCMS SEARCHAN -DIZING MERCHANDISING & PROMOTION LOCALI- ZATION RECOMMENDATION & PERSONALIZATION A/B TESTINGPRICING ADMIN TOOLS COMPLIANCE ORDER MANAGEMENTFRAUD LOCAL ENTITIES MERCHANT & SELLER OF RECORD INTEGRATION SERVICES BUSINESS INTELLIGENCETAX CLOUD ENABLEMENT CUSTOMER SERVICE SINGLE CONNECTION TO PAYMENTS GRID PSP SERVICES GATEWAY SERVICES IN-COUNTRY MERCHANT FULL- SERVICE ACQUIRING Introduction Data Governance Business Challenges Connecting the Dots Recommendations Conclusion
  7. 7. 7 SOFTWARE & SERVICES GAMES AND ENTERTAINMENT WORLD-CLASS CLIENTS TRAVEL E-TAIL Consumer Electronics Introduction Data Governance Business Challenges Connecting the Dots Recommendations Conclusion
  8. 8. WHAT IS DATA GOVERNANCE?
  9. 9. DATA MANAGEMENT ASSOCIATION (DAMA) Data GovernanceIntroduction Business Challenges Connecting the Dots Recommendations © DAMA-DMBOK2 (Apr 2012) Data Management Functions Environmental Elements 9 Conclusion
  10. 10. WHAT IS DATA GOVERNANCE? Data Governance has all the characteristics of any Strategic governance process Process People Technology Programs Management Governing body Procedures Plan Decision -making Business needs support Strategy Assets Digital River’s definition of Data Governance:- A set of processes that treats Data as a Strategic Area within the enterprise (just like Sales, Finance, HR, Sourcing, etc…) 10 Data GovernanceIntroduction Business Challenges Connecting the Dots Recommendations Conclusion
  11. 11. THE DATA MANAGEMENT WHEEL: BINARY VS. TERNARY  In 2008 embraced DM which meant fundamentally changing the organizational structure of Digital River: ITBus ITBus DM Binary model: No Data Mgmt IT and Business frictions Ternary model: Data Mgmt No IT and Business frictions DM deployment  The DM is a process “wheel” owned by the Data Stewards  Data Stewards interface with Business and IT Stewards to carry out Data Management activities around remediating the Dirty Data 11 Data GovernanceIntroduction Business Challenges Connecting the Dots Recommendations Conclusion
  12. 12. ENTERPRISE DATA MANAGEMENT MATRIX ORGANIZATION & ACTIVITIES 12 Data GovernanceIntroduction Business Challenges Connecting the Dots Recommendations Conclusion
  13. 13. 13 PEOPLE, PROCESS, TECHNOLOGY 13 >Data Governance need not be invented from scratch: HR Governance Financial Governance Data Governance People HR associates Financial analysts; accountants Data Stewards Process Human Capital Management Finance & Accounting Data Management Technology HR systems Accounting systems (G/L; Tax; Treasury) Data Quality; MDM; MDR systems Functional Programs Skill set mgmt Recruiting Benefits mgmt Compensation framework Contractor mgmt Training Budget & forecasting Treasury Financial reporting Tax Investment Mgmt Data Quality Program MDM Program MDR Program Managed asset Labor force Financial assets & liabilities Data Policies & Regulations HR policies SOX, SAS 70, SEC, IFRS, etc… Privacy laws; HIPAA; SOX; DM Policies; etc… Functional leaders Training Mgr Recruitment Mgr Benefits Mgr Comptroller Tax Mgr Investment Mgr DQP Mgr MDM Mgr MDR Mgr Process owner VP of HR VP of Finance / CFO VP of Data Management / CDO (Chief Data Officer) Data GovernanceIntroduction Business Challenges Connecting the Dots Recommendations Conclusion
  14. 14. BUSINESS CHALLENGES
  15. 15. 15 Data GovernanceIntroduction Business Challenges Connecting the Dots Recommendations Conclusion E-COMMERCE PLATFORM  At the heart of the business:  The order checkout workflow:  Store homepage  Product detail Page  Shopping cart page  Bill to page  Ship to page  Payment processing page  Order confirmation page  Thank you page  Invoice page  A way to convert raw data to  Clean Data  Dirty Data  Definition of Data Governance  A set of processes that treats Data as a Strategic Area within the enterprise
  16. 16. 16 ERP USE OF DATA GOVERNANCE PROGRAMS Data GovernanceIntroduction Business Challenges Connecting the Dots Recommendations ERPETL E-Com1 E-Com2 E-Com3 DATA QUALITY ERP ERP Integration Structure (ETL) • Extract • Transform • Load Content (Data Quality Tool) • Quality Rules • Governance • Certification ERP DW BI REPORTING Process (ERP) • Integration • Productivity • Controls Reporting • Accuracy • Flexibility • Scalability Ancillary systems ERP MDM ETL drop zone TSS ® Stage . . . > Commerce occurs on platforms, batches of data transmitted to ERP > DQP and MDM became Technology components of the ERP Implementation Conclusion
  17. 17. REAL TIME ADDRESS VALIDATION (RTAV) USE OF DQP 17 Business ChallengesData GovernanceIntroduction Connecting the Dots Recommendations COMMERCE PLATFORM-RTAV CALLS Conclusion
  18. 18. CONNECTING THE DOTS
  19. 19. 1919 Data GovernanceIntroduction Business Challenges Connecting the Dots Recommendations DATA GOVERNANCE HAS A FOCUS ON POLICIES AND PROCESSES Conclusion
  20. 20. 2020 DATA GOVERNANCE FOCUS: POLICIES & PROGRAMS Data GovernanceIntroduction Business Challenges Connecting the Dots Recommendations Conclusion
  21. 21. 2121 Data GovernanceIntroduction Business Challenges Connecting the Dots Recommendations Conclusion BUSINESS CASE STUDY AND ROI FOR DATA GOVERNANCE PROGRAM’S
  22. 22. 22 VENDOR DUE DILIGENCE FOR DATA GOVERNANCE PROGRAMS Data GovernanceIntroduction Business Challenges Connecting the Dots Recommendations Conclusion
  23. 23. DASHBOARDS  Measures the level of data quality = rate of compliance with business rules (DQ Tool output)  Measured monthly, after updates in Business Rules from previous report  Data Stewards responsible for acting on Dashboard metrics  Over 400+ attributes have business rules fired.  Consistently achieving 15-20% increase in the quality of data as a result of data cleansing 23 Data GovernanceIntroduction Business Challenges Connecting the Dots Recommendations Conclusion
  24. 24. THE TEAM EVOLUTION: DATA MANAGEMENT AT DIGITAL RIVER (2008-13) 24 Business Challenge 2Business Challenge 1Introduction Recommendations Conclusion Vice President Operations Vice President Strategic Technologies Sr. Director EDM Data Steward Data Steward Data Steward Enterprise Data Management Data Governance Steering Committee Vice President Operations Vice President Finance Sr. Director EDM Vice President Strategic Technologies Vice President Strategic Marketing Vice President Tax Vice President Enterprise Systems and Data Management Vice President Enterprise Systems and Data Management CFO Vice President Strategic Technologies Data Steward Manager Data Quality Data Steward Enterprise Data Management Data Governance Steering Committee Vice President Finance Vice President Strategic Technologies Vice President Tax Vice President Internal Systems CFO Vice President Internal Systems Vice President Product Manager Data Quality CIO Vice President Governance & Compliance Sr. Software Engineer Sr. Manager Data Governance, DQ Tool Product Manager Data Steward ERP Enterprise Data Management Data Governance Steering Committee Vice President Finance Vice President Tax Vice President Internal Systems CFO Vice President Internal Systems CIO Vice President Governance & Compliance Vice President Product Vice President Development CMO Sr. Manager Data Governance, DQ Tool Product Manager COO 2008 2010 2013 RECOMMENDATIONS
  25. 25. Data GovernanceIntroduction Business Challenges Connecting the Dots Recommendations Conclusion NEW ORG. ROLES CHIEF DATA OFFICER/VP OF DATA MGMT. 25 CIO / VP Technology Manager / Director CDO / VP Data Mgmt. Data Governance + IT Governance Focus: Process Mgmt Focus: Data Mgmt  Data Governed as an Independent Asset  Centralized authority: CDO / VP Data Mgmt.  Improved control over compliance and financial risks  Clear accountability for all aspects of data  Cost reductions from uniform DM processes  Data scalable across the enterprise, and over time (growth, acquisitions…)  Data Management no longer dependent on IT strategy  Cannot be governed Independently  Not managed as a Strategic Asset  Conflict of interests between Technology and Data Management  Difficult to enforce Quality rules across the enterprise  High cost and low returns  Data becomes silo-driven (like IT…)  Responsibility without authority
  26. 26. Data GovernanceIntroduction Business Challenges Connecting the Dots Recommendations Conclusion EXPANSION OF THE EDM MATRIX ORGANIZATION 26 * Chief Data Officer (typically reports to CTO, CIO, CEO, CMO, CSO) http://en.wikipedia.org/wiki/Chief_data_officer ** Data Management Area: typically determined using a Data Consumption Matrix (regularly updated) *** Data Stewards can either belong to the EDMO, remain in their respective DMA, or both. CDO* DQ MDRMDM LDM . . .Program Managers Senior DM Executives DataStewards*** DMA** 1 DMA** 2 DMA** 4 DMA** 3 DM Council/ Steering Committee
  27. 27. Data GovernanceIntroduction Business Challenges Connecting the Dots Recommendations Conclusion DATA GOVERNANCE SCOPE OF CONTROL © Copyright Baseline Consulting Group, 2013. Used with permission from SAS Institute.
  28. 28. THE TEAM EVOLUTION: DATA MANAGEMENT AT DIGITAL RIVER (2008-13) 28 Business Challenge 2Business Challenge 1Introduction Recommendations Conclusion Vice President Operations Vice President Strategic Technologies Sr. Director EDM Data Steward Data Steward Data Steward Enterprise Data Management Data Governance Steering Committee Vice President Operations Vice President Finance Sr. Director EDM Vice President Strategic Technologies Vice President Strategic Marketing Vice President Tax Vice President Enterprise Systems and Data Management Vice President Enterprise Systems and Data Management CFO Vice President Strategic Technologies Data Steward Manager Data Quality Data Steward Enterprise Data Management Data Governance Steering Committee Vice President Finance Vice President Strategic Technologies Vice President Tax Vice President Internal Systems CFO Vice President Internal Systems Vice President Product Manager Data Quality CIO Vice President Governance & Compliance Sr. Software Engineer Sr. Manager Data Governance, DQ Tool Product Manager Data Steward ERP Enterprise Data Management Data Governance Steering Committee Vice President Finance Vice President Tax Vice President Internal Systems CFO Vice President Internal Systems CIO Vice President Governance & Compliance Vice President Product Vice President Development CMO Sr. Manager Data Governance, DQ Tool Product Manager COO 2008 2010 2013 CONCLUSION
  29. 29. 29 Data GovernanceIntroduction Business Challenges Connecting the Dots  Data Governance and the DQP: Managed process oversight to ensure that data-related processes and controls are being followed  Data Governance at Digital River  Is a Strategic and Permanent investment to treat Data as a Strategic Asset  It exists through a functional Enterprise Data Management program  Data Management Programs (DM)  Requires People, Process and Technology to support our Data Governance efforts  Reduces Operational costs for order checkout and info. delivery processes  Reduces Risk exposures (financial, regulatory, market and strategic)  Both Require:-  An organizational change to the Ternary model (Business / Data / IT)  A “Data Governor Authority” (e.g. VP of Data Mgmt.) and a dedicated EDM team  Effective use of Data Quality tools (for Profiling, Discovery, Cleansing etc.)  Contrary to many beliefs the Data Quality Tool is NOT a Database  It is a repository of business rules; Rules can be managed and reused. DATA GOVERNANCE AT DIGITAL RIVER 29 Impact assessmen Identification IT Bus. Clarification & remediation Monitoring
  30. 30. 30 DEEPAK BHASKAR Sr. Manager, Data Governance, Trillium Product Governance and Compliance Digital River, Inc. http://www.linkedin.com/in/dbhaskar1 DB_2008 dbhaskar03 dbhaskar2008

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