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Sustainable Data Governance

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Data Governance is becoming a more mature and better understood practice that reduces risk and creates value across all industries.

This presentation covers:

-Typical obstacles to sustainable Data Governance
- Re-energizing your program after a key player (or two) leave and other personnel challenges
- Staying relevant to the company as the business evolves over time
- Understanding the role of metrics and why they are critical
- Leveraging Communication and Stakeholder Management practices to maintain commitment
- Embedding Data Governance into the operations of the company

Published in: Data & Analytics
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Sustainable Data Governance

  1. 1. The First Step in Information Management www.firstsanfranciscopartners.com Sustainable  Data  Governance:   Adding  Value  for  the  Long  Term   Kelle  O’Neal   kelle@firstsanfranciscopartners.com   415-­‐425-­‐9661   @1stsanfrancisco  
  2. 2. 4 Why  We’re  Here     Purpose:     Understand  criQcal  success  factors  for  sustainability  of  a  Data   Governance  Discipline   Outcome:     §  Understanding  Data  Governance  FoundaQon   §  Understanding  how  to  make  governance  a  core  competency   §  PracQcal  knowledge  that  can  be  immediately  implemented   pg 2Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  3. 3. 4 Agenda   § Level  SeTng  -­‐  FSFP’s  perspecQve  on  Data  Governance   § Obstacles  &  Challenges  to  Sustainability   § CreaQng  Sustainable  Data  Governance   −  OrganizaQon   −  Alignment   −  Metrics  &  Measurements   −  CommunicaQon   −  Embedding  Governance   § Ensuring  success   pg 3Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  4. 4. 4 Level  SeTng   pg 4Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  5. 5. 4 Data  Governance  DefiniQon   §  Data  Governance  is  the  organizing   framework  for  establishing  strategy,   objecQves  and  policy  for  effecQvely   managing  corporate  data.     §  It  consists  of  the  processes,  policies,   organizaQon  and  technologies  required  to   manage  and  ensure  the  availability,   usability,  integrity,  consistency,  audit   ability  and  security  of  your  data.   CommunicaQon  &   Metrics   Data     Strategy   Data  Policies  and   Processes   Data   Standards   and   Modeling   A Data Governance Program consists of the inter-workings of strategy, standards, policies and communication. pg 5Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  6. 6. 4 Data  Governance  Framework   pg 6 •  Vision & Mission •  Objectives & Goals •  Alignment with Corporate Objectives •  Alignment with Business Strategy •  Guiding Principles •  Statistics and Analysis •  Tracking of progress •  Monitoring of issues •  Continuous Improvement •  Score-carding •  Policies & Rules •  Processes •  Controls •  Data Standards & Definitions •  Metadata, Taxonomy, Cataloging, and Classification •  Operating Model •  Arbiters & Escalation points •  Data Governance Organization Members •  Roles and Responsibilities •  Data Ownership & Accountability •  Collaboration & Information Life Cycle Tools •  Data Mastering & Sharing •  Data Architecture & Security •  Data Quality & Stewardship Workflow •  Metadata Repository •  Communication Plan •  Mass Communication •  Individual Updates •  Mechanisms •  Training Strategy •  Business Impact & Readiness •  IT Operations & Readiness •  Training & Awareness •  Stakeholder Management & Communication •  Defining Ownership & Accountability Change Management Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  7. 7. 4    Develop  and  execute  architectures,  policies  and  procedures  to  manage  the  full  data  lifecycle   Enterprise  Data  Management   Enterprise  Data  Management   Ensure  data  is  available,  accurate,  complete  and  secure   Data  Quality   Management   Data  Architecture   Data   RetenQon/Archiving   Master  Data   Management   Big  Data     Management   Metadata   Management   Reference  Data   Management   Privacy/Security   DATA GOVERNANCE pg 7Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  8. 8. 4 The  Big  Picture:  EIM  Framework   Provides  a  holisQc  view  of  data  in  order  to  manage  data  as  a  corporate  asset   Enterprise  InformaQon  Management   InformaQon  Strategy   Architecture  and  Technology  Enablement   Content  Delivery   Business  Intelligence     and  Performance   Management     Data  Management   InformaQon  Asset   Management   GOVERNANCE ORGANIZATIONAL ALIGNMENT Content  Management   pg 8Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  9. 9. 4 Obstacles  &  Challenges   pg 9Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  10. 10. 4 The  landscape  is  changing  …   pg 10Copyright (c) 2014 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential pg 10Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  11. 11. 4 Obstacles   § CompeQng  prioriQes  and  lack  of  resources   § Data  Ownership  and  other  territorial  issues   § Lack  of  cross-­‐business  unit  coordinaQon   § Lack  of  data  governance  understanding   § Resistance  to  change  or  transformaQon   § Lack  of  execuQve  sponsorship  and  buy-­‐in   § Resistance  to  accountability   § Lack  of  business  jusQficaQon   § Inexperience  with  cross-­‐funcQonal  iniQaQves   § Change  of  personnel   pg 11Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  12. 12. 4 Obstacles   pg 12Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  13. 13. 4 Why  is  Data  Governance  Important?   Internal  pressures:   § Desire  to  understand  customer  at   any  Qme  from  any  channel   § Data  Quality  issues  are  persistent   § Balance  of  old  mainframe  systems   with  new  technologies   § Movement  to  the  cloud  and  losing   control  of  data   § Data  Volumes  are  increasing   § Mobile  apps  enabling  data  to  be   created  and  accessed  anywhere   § Project  oriented  approach  to   addressing  issues/opportuniQes   External  pressures:   § Greater  amounts  of  new  regulaQons   § Increasing  Customer  Demands  –  my   informaQon  anywhere  at  any  Qme   § Technology  and  market  changes   outpacing  ability  to  respond   Ensures  the  right  people  are  involved  in   determining  standards,  usage  and  integra4on   of  data  across  projects,  subject  areas  and  lines   of  business   pg 13Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  14. 14. 4 Establishing  the  OrganizaQon   pg 14Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  15. 15. 4 Don’t  base  your  program  on  specific  individuals   pg 15Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  16. 16. 4 Process   • How  are  decisions   made?   • Who  makes  them?   • How  are   Commihee’s  used?   Culture   • Centralized   • Decentralized   • Hybrid   OperaQng   Model   • Data  Governance   Owner   • SME’s   • Leadership   People   pg 16Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  17. 17. 4 OperaQng  Model     § Outlines  how  Data  Governance  will  operate   § Forms  basis  for  the  Data  Governance  organizaQonal  structure  –   but  isn’t  an  org  chart   § Ensures  proper  oversight,  escalaQon  and  decision  making   § Ensures  the  right  people  are  involved  in  determining  standards,   usage  and  integraQon  of  data  across  projects,  subject  areas  and   lines  of  business   § Creates  the  infrastructure  for  accountability  and  ownership   pg 17 Wikipedia:  An  OperaQng  Model  describes  the  necessary  level  of  business   process  integraQon  and  data  standardizaQon  in  the  business  and  among   trading  partners  and  guides  the  underlying  Business  and  Technical   Architecture  to  effecQvely  and  efficiently  realize  its  Business  Model.  The   process  of  OperaQng  Model  design  is  also  part  of  business  strategy.   Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  18. 18. 4 Types  of  OperaQng  Models   § Centralized   −  Similar  to  a  top  down  project  model     § Decentralized   −  Flat  structure,  more  virtual/grassroots  in  nature   § Hybrid  /  Federated   pg 18Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  19. 19. 4 Pros:   • Formal  Data  Governance  execuQve   posiQon   • Data  Governance  Steering   Commihee  reports  directly  to   execuQve   • Data  Czar/Lead  –  one  person  at  the   top;  easier  decision  making   • One  place  to  stop  and  shop   • Easier  to  manage  by  data  type   Cons:   • Large  OrganizaQonal  Impact   • New  roles  will  most  likely  require   Human  Resources  approval   • Formal  separaQon  of  business  and   technical  architectural  roles   Bus  /  LOBs   OperaQng  Model  -­‐  Centralized   pg 19 DG   Execu<ve     Sponsor   DG     Steering   Commi@ee   Center  of  Excellence  (COE)   Data  Governance   Lead   Technical  Support   Data Architecture Group Technical Data Analysis Group Business  Support   Business   Analysis     Group   Data   Management     Group   Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  20. 20. 4 LOB/BU     Data  Governance  Steering  Commi@ee     LOB/BU  Data  Governance  Working  Group   OperaQng  Model  -­‐  Decentralized   pg 20 Data Stewards Application Architects Business Analysts Data Analysts Pros:   • RelaQvely  flat  organizaQon   •   Informal  Data  Governance  bodies   •   RelaQvely  quick  to  establish  and   implement   Cons:   • Consensus  discussions  tend  to  take   longer  than  centralized  edicts   •   Many  parQcipants  compromise   governance  bodies   •   May  be  difficult  to  sustain  over   Qme   •   Provides  least  value     •   Difficult  coordinaQon   •   Business  as  usual   •   Issues  around  co-­‐owners  of  data   and  accountability   Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  21. 21. 4 OperaQng  Model  -­‐  Hybrid   pg 21 Pros:   • Centralized  structure  for  establishing   appropriate  direcQon  and  tone  at  the  top   • Formal  Data  Governance  Lead  role  serving  as  a   single  point  of  contact  and  accountability   • Data  Governance  Lead  posiQon  is  a  full  Qme,   dedicated  role  –  DG  gets  the  ahenQon  it   deserves   • Working  groups  with  broad  membership  for   facilitaQng  collaboraQon  and  consensus  building   • PotenQally  an  easier  model  to  implement   iniQally  and  sustain  over  Qme   • Pushes  down  decision  making   • Ability  to  focus  on  specific  data  enQQes   • Issues  resoluQon  without  pulling  in  the     whole  team Cons:   • Data  Governance  Lead  posiQon  is  a  full  Qme,   dedicated  role   • Working  groups  dynamics  may  require   prioriQzaQon  of  conflicQng  business   requirements   • Too  many  layers Data  Governance  Steering  Commihee   Data  Governance  Office   Data  Governance  Working  Group   Business  Stakeholders   IT  Enablement   Data Governance Organization Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  22. 22. 4 OperaQng  Model  -­‐  Federated   Pros:   • Centralized  Enterprise  strategy  with   decentralized  execuQon  and  implementaQon   • Enterprise  Data  Governance  Lead  role  serving   as  a  single  point  of  contact  and  accountability   • “Federated”  Data  Governance  pracQces  per   Line  of  Business  (LOB)  to  empower  divisions   with  differing  requirements   • PotenQally  an  easier  model  to  implement   iniQally  and  sustain  over  Qme   • Pushes  down  decision  making   • Ability  to  focus  on  specific  data  enQQes,   divisional  challenges  or  regional  prioriQes   • Issues  resoluQon  without  pulling  in  the     whole  team Cons:   • Too  many  layers   • Autonomy  at  the  LOB  level  can  be  challenging   to  coordinate   • Difficult  to  find  balance  between  LOB  prioriQes   and  Enterprise  prioriQes Enterprise  Data  Governance  Steering   Commihee   Enterprise  Data  Governance  Office   Data  Governance  Groups   Data  Governance  OrganizaQon   pg 22 Business   Stakeholders   IT  Enablement   Divisional  DG   Office   Business   Stakeholders   IT  Enablement   Divisional  DG   Office   Business   Stakeholders   IT  Enablement   Business   Stakeholders   IT  Enablement   Divisional  DG   Office   Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  23. 23. 4 OperaQng  Model  Roles  and  ResponsibiliQes   §  Data  Governance  Steering  Commihee   −  Provides  overall  strategic  vision   −  Approves  funding,  budget  and  resource  allocaQon  for  strategic  data  projects   −  Establishes  annual  discreQonary  spend  allocaQon  for  data  projects   −  Adjudicates  intractable  issues  that  are  escalated   −  Ensures  strategic  alignment  with  corporate  objecQves  and  other  business  unit  iniQaQves   §  Data  Governance  Office   −  Chairs  the  Data  Governance  Steering  Commihee  and  Data  Governance  Working  Group   −  Acts  as  the  glue  between  the  Data  Governance  Steering  Group  and  the  Working  Commihee   −  Defines  the  standards,  metrics  and  processes  for  data  quality  checks,  invesQgaQons,  and  resoluQon     −  Advises  business  and  technical  resources  on  data  standards  and  ensures  technical  designs  adhere  to   data  architectural  best  pracQces  to  ensure  data  quality   −  Adjudicates  where  necessary,  creates  training  plans,  communicaQon  plans  etc   §  Data  Governance  Working  Group   −  Governing  body  comprised  of  data  owners  across  Business  and  IT  funcQons  that  own  data  definiQons   and  provide  guidance  &  enforcement  to  drive  change  in  use  and  maintenance  of  data  by  the  business   −  Validates  data  quality  rules  and  prioriQze  data  quality  issue  resoluQon  across  the  funcQonal  areas   −  Trains,  educates,  and  creates  awareness  for  members  in  their  respecQve  funcQonal  areas   −  Implements  data  business  processes  and  are  accountable  to  decisions  that  are  made   pg 23Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  24. 24. 4 Typical  DG  Office  Deliverables   § Some  Typical  Deliverables:   §  Documented  DG  Strategy,  Vision,  Mission,  ObjecQves   §  Documented  DG  Guiding  Principles   §  Documented  roles  &  responsibiliQes  of  the  various  members   §  Up  to  date  OperaQng  Model   §  RACI  matrices   §  Templates  for  Policies  and  Processes   §  Templates  for  capturing  metrics  and  measurement  requirements   §  Templates  for  steering  commihee  meeQngs   §  Training  Plans   §  CommunicaQon  Plans   §  Template  for  regular  DG  communicaQon   §  Templates  for  logging  issues  needing  escalaQon  and  eventual  resoluQon   §  Templates  for  new  DG  service  requests   §  Checklists  for  new  projects  to  ensure  adherence  to  DG  standards   pg 24Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  25. 25. 4 Typical  Roles   § Business  Steward   § Data  Owner   § Data  Steward   § Data  Quality  Analyst   § Business  Analyst   § Data  Architect   § Technical  Leads  (MDM,  Metadata,  Reference  Data,  App)   pg 25Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  26. 26. 4 Sample  Data  Governance  OperaQng  Model   Direc<on   TBD     Execu<ve  Sponsor   Business  and  IT   Business  Steward  Leads     Service   Order  Management   Finance  FP&A   Sales   Market  Strategy   Analy<cs   Data  Governance  Steering    Commi@ee     Finance   (CFO)   InternaQonal     (President)   Global   Services    (COO)   IT   (CIO)   MarkeQng     (CMO)   Data  Governance  Office   Data  Governance  Leads   Business  and  IT   Data  Governance  Coordinator   Management   Provides  budget  and   resource  approvals.     Forum  for  issue     escalaQon   Craps  the  enterprise  data   strategy,  including  polices,   processes  and  standards     to  ensure  that  data  is   managed  as  an  asset   Execu<ve  Level   Management    Level       Stewards  data  within   their    BU  to  ensure  that   the  enterprise  policies   are  applied   Tac<cal    Level   Strategic  Level   Provides  overall  strategic     direcQon,  budget  and   resource  approvals     forum  for  issue    escalaQon   Execu<on   Data  Management  IT  Support  Group   Data  Quality  Lead   Metadata  Lead   Data  Architect     BI  Delivery     Opera<ons  External     Repor<ng   DGWG   Enterprise   Architect   BA   Data  Analyst   IT  Security   Privacy   Legal   Data  Stewards     Risk     Centralized  Data  Steward  Pool   Accoun<ng   pg 26Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  27. 27. 4 Data  Governance  Leadership  Team   Sample  MulQ-­‐Domain  OperaQng  Model   Program  Oversight  &  DirecQon   ExecuQve  Sponsor   Program  Management   DG  Working  Group   Data  Governance  Program  Management  Team   DG  Program  Manager   DG  Coordinator   Program  ExecuQon   IT  Manager   Data Domain Owners Business  Data  Leads   Data  AcquisiQon   Data  Stewardship   IT  Enablement   Supply  Chain   InternaQonal   Sales   HR   Finance   IT   MarkeQng   Customer   Product   Employee   Vendor  Supplier   DG  Data  Quality  Manager   pg 27Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  28. 28. 4 Principle   Descrip<on   Be  clear  on  purpose   Build  governance  to  guide  and  oversee  the  strategic  and  enterprise  mission   Enterprise  thinking   Provide  consistency  and  coordinaQon  for  cross  funcQonal  iniQaQves.   Maintain  an  enterprise  perspecQve  on  data   Be  flexible   If  you  make    it  too  difficult,  and  people  will  circumvent  it.    Make  it   customizable  (within  guidelines),  and  people  will  get  a  sense  of  ownership   Simplicity  and  usability  are   the  keys  to  acceptance   Adopt  a  simple  governance  model  people  can  use.    A  complicated  and   inefficient  governance  structure  will  result  in  the  business  circumvenQng  the   process   Be  deliberate  on   par<cipa<on  and  process   Select  sponsors  and  parQcipants.  Do  not  apply  governance  bureaucracy   solely  to  build  consensus  or  to  saQsfy  momentary  poliQcal  interest   Enterprise  wide  alignment   and  goal  congruence   Maintain  alignment  with  both  enterprise  and  local  business  needs.  Guide   prioriQzaQon  and  alignment  of  iniQaQves  to  enterprise  goals   Establish  policies  with   proper  mandate  and  ensure   compliance     Clearly  define  and  publicize  policies,  processes  and  standards.  Ensure   compliance  through  tracking  and  audit   Communicate,   Communicate,   Communicate!     Frequent,  directed  communicaQon  will    provide  a  mechanism  for  gauging   when  to    “course  correct”,  manage  stakeholder  and  effecQveness  of    the   program   Data  Governance  Design  Principles   pg 28Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  29. 29. 4 Keys  to  a  Successful  DG  OrganizaQon   §  Governance  team  must  contain  members  from  mulQple  lines  of  business   §  Ensures  cross  funcQonal  buy-­‐in  and  ownership   §  Key  lines  of  business  must  be  represented   §  Team  members  must  represent  both  business  and  IT   §  IT  needs  to  be  able  to  implement  per  the  governance  policies  and  the  business  needs  to  be  aware   of  IT  limitaQons…   §  Team  needs  to  meet  on  a  regular  basis   §  Business  is  constantly  changing   §  Discuss  new  and  emerging  programs   §  Current  IT  acQviQes  and  their  effect  on  the  data   §  Review  policies  and  study  measurement  output   §  Agreed  upon  fundamentals  that  serve  as  the  Guiding  Principles     §  If  this  doesn’t  exist,  the  first  mandate  is  to  create  this   §  Standards  are  mechanisms  for  Qe-­‐breaking   §  Clear  lines  of  communicaQon     §  Regular  interacQon  with  execuQve  management   §  Ensure  communicaQon  methods  to  enforce  policies  at  the  steward  and  stakeholder  level   §  Invite  stewards,  project  managers,  stakeholders  etc  to  provide  status  updates  on  criQcal  iniQaQves   that  affect  the  data   §  Ensure  the  Opera<ng  Model  fits  the  culture  of  the  company   pg 29Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  30. 30. 4 Exercise:  CreaQng  an  OperaQng  Model   § Part  One:  10  minutes   § Describe  your  current  organizaQonal  structure   § Is  your  organizaQon  centralized  or  decentralized?   § How  are  decisions  made  in  your  organizaQon?  Consensus?  Fiat?   § Are  there  any  decision  making  bodies  or  commihees?  If  yes:   −  What  is  their  structure?   −  Who  is  part  of  it?   −  What  is  their  mandate?   −  What  are  their  current  roles  and  responsibiliQes?   § Share  and  discuss   pg 30Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  31. 31. 4 Exercise  Workspace   § Describe  your  current  organizaQonal  structure   § Is  your  organizaQon  centralized  or  decentralized?   § How  are  decisions  made  in  your  organizaQon?  Consensus?  Fiat?   § Are  there  any  decision  making  bodies  or  commihees?  If  yes:   −  What  is  their  structure?   −  Who  is  part  of  it?   −  What  is  their  mandate?   −  What  are  their  current  roles  and  responsibiliQes?   pg 31Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  32. 32. 4 Exercise:  CreaQng  an  OperaQng  Model   § Part  Two:  10  minutes   § IdenQfy  which  OperaQng  Model  best  fits  your  organizaQon   § Why  do  you  think  it’s  the  best  fit?   § IdenQfy  possible  exisQng  commihees  that  can  be  leveraged  to   create  the  DG  Steering  Commihee   −  What  are  their  current  roles  and  responsibiliQes?   −  Who  currently  sits  on  that  Commihee?   −  Who  else  would  need  to  parQcipate  if  it  was  used  for  DG  decisions?   −  Is  there  anyone  on  the  Commihee  that  doesn’t  need  to  be  involved  in  DG   decisions?   § Share  and  discuss   pg 32Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  33. 33. 4 Exercise  Workspace   § IdenQfy  which  OperaQng  Model  best  fits  your  organizaQon   § Why  do  you  think  it’s  the  best  fit?   § IdenQfy  possible  exisQng  commihees  that  can  be  leveraged  to   create  the  DG  Steering  Commihee   −  What  are  their  current  roles  and  responsibiliQes?   −  Who  currently  sits  on  that  Commihee?   −  Who  else  would  need  to  parQcipate  if  it  was  used  for  DG  decisions?   −  Is  there  anyone  on  the  Commihee  that  doesn’t  need  to  be  involved  in  DG   decisions?   pg 33Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  34. 34. 4 Alignment   pg 34Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  35. 35. pg 35Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  36. 36. 4 Random  House  DicQonary:  a  state  of  agreement  or  cooperaQon   among  persons,  groups,  naQons,  etc.,  with  a  common  cause  or   viewpoint.     Wikipedia:  Alignment  is  the  adjustment  of  an  object  in  relaQon   with  other  objects,  or  a  staQc  orientaQon  of  some  object  or  set   of  objects  in  relaQon  to  others.     Understanding  a  process  from  the  perspec4ve  of  others   Working  individually  towards  a  common  goal   DefiniQon  of  Alignment   pg 36Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  37. 37. 4 Impact  on  Governance  Programs   Sources  of  mis-­‐alignment   § Lack  of  understanding   −  Of  how  an  individual’s  role  fits  into   Corporate  ObjecQves     −  Of  other  jobs,  roles,  experiences,   objecQves   § ConflicQng/  compeQng  objecQves   § PoliQcs   § CommunicaQon  styles   § Personality  conflicts   Importance  of  Alignment   § Creates  a  conQnual  “buy-­‐in”  process   with  all  Stakeholders   § Helps  organizaQons  “think  globally   and  act  locally”   § OpQmizes  resources  to  manage   costs   § Work  towards  a  common  goal   § Minimizes  risk   pg 37Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  38. 38. 4 Alignment  Process   • Why  is  this   important?   • Why  should  we   care?   Value   • Who  cares?   • Why  should   they  care?   Stakeholders   • How  does  the   value  benefit   the   stakeholders?   Linkage   pg 38Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  39. 39. 4 IdenQfy  and  Align  Values   pg 39 Value  of  DG  to  Business   Value  of  DG  to  IT   Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  40. 40. 4 IdenQfy  Stakeholders   § Who  are  the  Stakeholders?   §  IT   §  OperaQons   §  Compliance   §  Line  of  Business   § What  are  their  drivers?   §  What  are  their  key  goals?   §  What  are  their  concerns?   §  What  are  they  trying  to  avoid?   § What  are  their  prioriQes?   §  Which  goals  are  criQcal?   §  What  happens  if  those  goals  aren’t  achieved?   pg 40Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  41. 41. 4 pg 41 Proprietary & Confidential Stakeholder  Map   Value  of  DG  to   Business   Value  of  DG  to   IT   pg 41Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  42. 42. 4 Linkage  is  the  tacQcal  process  of  mapping  your  delivery  to  the   issues  important  to  the  stakeholder.     •  Per  Stakeholder,  idenQfy  what  is  important  to  them  and   why.     §  What  happens  if  they  don’t  achieve  their  goal?   •  List  elements  of  DG  soluQon   •  Choose  Top  3   •  Choose  up  to  3  elements  of  the  DG  soluQon  and   arQculate  how  those  deliverables  can  help  that  person   achieve  their  goals   §  ConQnually  ask  yourself,  So  What?   Linkage  delivers  Alignment   Create  Linkage   pg 42Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  43. 43. 4 PotenQal  Deliverables   § Consistency  of  customer/product/employee  data   § Improve  data  quality   § Improve  data  consumpQon  and  appropriate  usage   § Create  and  understand  data  lineage   § Create  a  data  plasorm  to  support  a  single  face  to  the  Customer   § Facilitate  the  concept  of  “Single  Sourcing”  of  data  to  the  Data   Warehouse  and  Business  ApplicaQons   § Create  and  implement  common  enterprise  systems/tools  and   processes  for  selected  data   pg 43Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  44. 44. 4 DG  Program   Sales/MarkeQng   Improve  Understanding  of   Customers   Improve  SegmentaQon   Understand  Risk   IT   Improved  ProducQvity   ProacQvely  support  business   Lower  TCO   Improved  Data   Quality   Single  Repository  of   Customer  Data   Create  Data   Lineage   ArQculate  Linkage   The  Single  Repository  of  Customer  data   will  improve  my  understanding  of   customers  by  providing  me  a  trusted   source  of  Qmely,  accurate  and  perQnent   data  from  which  to  execute  analyQcs,   segmentaQon  and  risk  assessment.   CreaQng  and  understanding  Data  Lineage   will  improve  IT  producQvity  by  reducing   the  Qme  spent  searching  for  data,  ensure   the  appropriate  data  is  used  and   validaQng  the  data.  Data  Lineage  that  is   created  and  understood  by  both  IT  and   business  will  facilitate  a  common   language  and  enable  IT  to  beher  support   the  business  growth  and  expansion.   pg 44Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  45. 45. 4 •  Per  Stakeholder,  idenQfy  what  is  important  to  them  and  why.     §  What  happens  if  they  don’t  achieve  their  goal?   •  List  elements  of  DG  soluQon   •  Choose  Top  3   •  Choose  up  to  3  elements  of  the  DG  soluQon  and  arQculate  how   those  deliverables  can  help  that  person  achieve  their  goals   §  ConQnually  ask  yourself,  So  What?   §  10  minutes   §  Share  and  discuss   Exercise   pg 45Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  46. 46. 4 Exercise  Workspace   Stakeholder   Deliverable   Linkage  Statement   pg 46Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  47. 47. 4 Linkage  creates  Alignment   pg 47Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  48. 48. 4 Metrics  &  Measurement   pg 48Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  49. 49. 4 Why  are  Metrics  Important?   Alignment   Relevance   Value   pg 49Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  50. 50. 4 DefiniQon   § Metric     −  A  metric  is  any  standard  of  measurement   §  Number  of  business  requests  logged   §  Number  of  data  owners  idenQfied   §  Percentage  business  requests  resolved  within  agreed  SLA,  etc.     § Key  Performance  Indicator  (KPI)   −  A  Key  Performance  Indicator  (KPI)  is  a  quanQfiable  metric  that  the  DG   Program  has  chosen  that  will  give  an  indicaQon  of  DG  program   performance.     −  A  KPI  can  be  used  as  a  driver  for  improvement  and  reflects  the  criQcal   success  factors  for  the  DG  Program   § A  metric  is  not  necessarily  a  KPI   pg 50Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  51. 51. 4 Metrics/KPIs  examples   pg 51 People   §  #  of  DGWG  decisions  backed  up  by  the  steering  commihee   §  #  of  approved  projects  from  the  DGWG   §  #  of  issues  escalated  to  DGP  and  resolved   §  #  of  data  owners  idenQfied   §  #  of  data  managers  idenQfied   §  DG  adop4on  rate  by  company  personnel  (Survey)     Process   §  #  of  data  consolidated  processes   §  #  of  approved  and  implemented  standards,  policies,  and  processes     §  #  of  consistent  data  definiQons     §  Existence  of  and  adherence  to  a  business  request  escalaQon  process  to  manage  disputes  regarding  data   §  Integra4on  into  the  project  lifecycle  process  to  ensure  DG  oversight  of  key  ini4a4ves   Technology   §  #  of  consolidated  data  sources  consolidated   §  #  of  data  targets  using  mastered  data   §  Address  accuracy  for  mailing/shipping   §  Data  integrity  across  systems   §  Records/data  aged  past  target   §  Presence and usage of a unique identifier(s)   Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  52. 52. 4 Aligning  Benefit  to  Value   Benefits  of  Data  Governance   • Data  lineage  and  auditability   • Improved  data  transparency  and  quality   • Repeatable  processes  and  reusable   arQfacts   • Consistent  definiQons   • Appropriate  use  of  informaQon   • CollaboraQon  among  teams,  business   units,  etc..   • Accountability  for  informaQon  use   • Quality  of  all  data  types   • Easier  sharing  of  informaQon   • Visibility  into  the  enterprise  via  data   • InformaQon  security   Content  property  of  IMCue  and  FSFP,  Copyright  2013     ReproducQon  prohibited     pg 52Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  53. 53. 4 CreaQng  Metrics   pg 53Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  54. 54. 4 Process  to  Establish  Metrics   pg 54 Issues   • What  are  the   issues  in  your   group?   • What  do  you   mean  by  that?   • Why  is  it   important?   • What  are  your   objecQves?   Goals   • What  is  the   change  you  would   like  to  see?  What   acQon?   • How  will  that   change  impact   you?   • What  is  the   impact  if  those   objecQves  aren’t   met?   Metrics/KPI’s   • What  processes   are  involved  in   that  change?   • How  is   informaQon  used   in  that  process?   • What  informaQon   is  used?  What   data?   • What  data   improvements   are  needed?   Impact   • PosiQve  change   created  by   addressing  issues   • Benefit  of   improving  data  to   impact  objecQve   Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  55. 55. 4 GeTng  to  Data  Change  Metrics   Issues/ Objec<ves   Goals   Informa<on   Data   Data  Change   Addi<onal   Ac<on   Report  Quality   and  Accuracy     Improve  Data   Understanding     Accounts   Client   InformaQon     Reduce   duplicaQon  of   client  data   Improve  Data   Transparency   Increase   completeness   of  record       Reduce  Manual   RemediaQon   Track  data   lineage   Ensure   thoroughness   of  data  sources     Products   owned     Increase   Completeness   of  record   Ensure   thoroughness   of  data  sources   Households   RelaQonship   Groups   pg 55Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  56. 56. 4 Sample  Data  Metrics   Data  Change   Measurement   Target   Frequency   Reduce  DuplicaQon  of   Client  Data   %  DuplicaQon   99%   Daily   Increase  Completeness  of   Client  Record   %  Completeness  of  key  fields   99%   Daily   Track  Data  Lineage   Completeness  of  lineage  diagram   99%   Monthly   Ensure  Thoroughness  of   Client  Data  Sources   Review  of  data  acquisiQon  and  ETL  process   Business   consensus   Quarterly   Increase  Completeness  of   Products  Owned     %  Completeness  of  key  fields   99%   Weekly   Ensure  Thoroughness  of   Product  Data  Sources   Review  of  data  acquisiQon  and  ETL  process     Business   consensus   Quarterly   pg 56Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  57. 57. 4 GeTng  to  Business  Change  /  Impact  Metrics   pg 57 Goal   Measurement   Target   Frequency   Improve  Data   Understanding   Completeness  of  Business  Glossary   %  of  Business  Users  Trained   100%   100%   Monthly   Monthly   Improve  Data   Transparency   Completeness  of  Lineage   80%   Monthly   Reduce  Manual   RemediaQon   Time  to  complete  report  process  (baseline   is  6  days)   1  Day   Monthly   Increase  Report  Quality   and  Accuracy   Improved  Business  Stakeholder   SaQsfacQon  Survey     Reduced  Issue  Requests   Business   Approval     10%  drop   Quarterly       Monthly   This  is  your  KPI   Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  58. 58. 4 Sample  Metrics   pg 58Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  59. 59. 4 ImplemenQng  Data  Governance  at  XXX  ensures  our  data  is   managed  as  an  asset  of  the  firm   § A  Data  Governance  Office  will  be  established  to  administer   XXX’s  data  governance  policies  and  standards,  working  with  the   various  assigned  Data  Owner  and  Business  Data  Stewards  across   the  corporaQon   § Managing  data  as  an  asset  will  enable  XXX  data  to  be:   −  Discoverable  (“I  understand  what  data  is  available  to  me  and  where  it   lives”)   −  Accessible  (“I  know  how  to  and  who  can  access  the  data”)   −  Trusted  (“I  feel  confident  in  the  quality  in  the  data”)     −  AcQonable  (“I  know  what  that  data  is  and  can  use  it  to  derive  business   value”)   § This  will  increase  the  value  of  our  data  and  allow  us  to  beher   leverage  data  to  drive  compeQQve  advantage   59Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  60. 60. 4 From  Vision  to  Measurement   Data  Value     Discoverable     LocaQon   Book  of   Record   Book  of   Reference   InformaQon   Layer     Content   Ahributes   Metadata   DefiniQon   Accessible   Access  Rights   Data   ClassificaQon   Privacy   User  Role  Data  Owner   Trusted   Data  Quality   7  Dimensions   of  Quality   Reproduce-­‐ able   AcQonable   Purpose   Guidelines   Meaning   DefiniQon   Metadata   Data  Change   Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  61. 61. 4 Sample  Data  Metrics   Data  Change   Measurement   Target   Frequency   Uniqueness   %  Uniqueness  of  Party   99%   Daily   Completeness   %  Completeness  of  key  fields   99%   Daily   Data  DefiniQons   (Business  Metadata)   Completeness  of  DefiniQons   100%  over   Qme   Monthly   Metadata   (Technical)   Complete  accurate  Metadata     100%  over   Qme   Monthly   pg 61Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  62. 62. 4 Exercise   § ArQculate  an  Issue   −  What  is  the  issue?   −  Why  is  it  important?   § Determine  the  Goals   −  What  is  the  change  you’d  like  to  see?   § Define  the  Metrics   −  How  can  we  measure  the  components?   § ArQculate  the  Impact  measure   pg 62Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  63. 63. 4 Exercise  Workspace   pg 63 Issue   Goals   Metrics   Impact   Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  64. 64. 4 CSIM   SCORECARD   BU  2    SCORECARD   ESIM   SCORECARD   BU  1   SCORECARD   XXX  DATA  GOVERNANCE   SCORECARD   (FUTURE  STATE)   STRATEGIC   VIEW   OPERATIONAL   SCORECARDS   CONSOLIDATED  BY    BUSINES  UNIT   SETUP RULES   THRESHOLDS   DATA  QUALITY   DIMENSIONS   FFREQUENCY  WEIGHTING   ALL  SCORECARDS   START  WITH  A   BASELINE   Scorecard  Approach:  Show  some  vision  forward   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   ATTRIBUTE   SCORECARD   Ahribute  level  Supports   OperaQonal  Use  Case   EnQty  Level  Supports       CSC  Data  Governance   (Strategic  Value)   Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  65. 65. 4 CommunicaQon  &  Stakeholder  Management   pg 65Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  66. 66. 4 Why  is  CommunicaQon  Important?   pg 66 Ø Creates  Awareness   Ø Aligns  expectaQons   Ø Creates  an  opportunity  for   feedback  /  engagement   Ø ProacQvely  addresses  Change   Ø Publishes  Success   Ø Answers  the  quesQons  “Why?”  and  “What’s  in  it  for  me?”   Ø Aligns  acQviQes   Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  67. 67. 4 TranslaQng  Data  Value  into  Business  Value   § CommunicaQon  is  key  to  maintaining  commitment   § The  right  metrics  help  maintain  alignment   −  Metrics  have  no  value  if  they  aren’t  aligned  to  the  interests  of  a   stakeholder   −  Ensure  there  is  some  way  of  measuring  how  the  improvement  in  data  is   helping  stakeholders  progress  toward  their  goals   −  What  informaQon  do  you  need  to  track  and  measure  to  those  goals?   § Translate  the  value  statement  into  the  language  of  the  recipient   pg 67Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  68. 68. 4 Purpose:  Increase  Stakeholder  Engagement   Using  this  framework  enables  clear  gaps  in  stakeholder   engagement  to  be  idenQfied  and  subsequent  change   strategies  to  be  put  in  place  to  enable  the  gaps  to  be  closed   T I M EStatus Quo Vision COMMITMENT/ENTHUSIASM High Contact I’ve heard about this program/project Low I know the concepts Awareness I understand how Program/project positively impacts and benefits me and the organization Positive Perception This is how we do business Institutionalization Understanding I understand what this means to me and the organization as a whole Adoption I am willing to work hard to make this a success Internalization I’ve made this my own and will constantly create innovative ways to use it pg 68Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  69. 69. 4 •  Engagement  Strategy:   •  Focused  effort  must  be  given   to  high  priority  groups   •  Provide  sufficient  level  of   informaQon  to  less  influenQal   groups  to  ensure  buy-­‐in   •  Move  people  and  or  groups   to  the  right  by  trying  to   increase  their  level  of   interest   •  Forms  the  foundaQon  of  your   engagement  /   communicaQon  strategy   Stakeholder  Engagement  Strategy   pg 69 Meet   Their  Needs   Key   Player   Least    Important   Show    Considera<on   Stakeholder   Influence   Stakeholder  Influence   Stakeholder  Interest   Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  70. 70. 4 What  is  a  CommunicaQon  Plan?   § CommunicaQon  Plan  DefiniQon   −  A  wrihen  document  that  helps  an  organizaQon  achieve  its  goals  using   wrihen  and  spoken  words.     −  Describes  the  What,  Why,  When,  Where,  and  How   § Importance  of  a  CommunicaQon  Plan   −  Gives  the  working  team  a  day-­‐to-­‐day  work  focus   −  Helps  stakeholders  and  the  working  team  set  prioriQes   −  Provides  stakeholders  with  a  sense  of  order  and  controls   −  Provides  a  demonstraQon  of  value  to  the  stakeholders  and  the  business  in   general   −  Helps  stakeholders  to  support  the  DG  Program   −  Protects  the  DG  Program  against  last-­‐minute  demands  from  stakeholders   pg 70Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  71. 71. 4 CommunicaQon  Plan   § Brings  it  all  together:   −  Who  do  we  need  to  communicate  to?   −  What  informaQon  will  be  important  to  them?   −  Metrics  that  map  to  their  professional  and  personal  goals   −  How  frequently  should  they  be  updated?   −  What  is  the  method  of  communicaQon?   −  Who  should  be  communicaQng  to  them?   pg 71Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  72. 72. 4 Components  of  a  CommunicaQon  Plan   Communica<on  Plan   Stakeholder:    XXX   QualitaQve  InformaQon   Any  general  qualitaQve  informaQon  that  I  would  like   to  receive  related  to  this  deliverable   QuanQtaQve   InformaQon   Of  the  quanQtaQve  metrics  that  have  been  defined,   which  are  the  ones  I  would  like  to  be  informed  about   AND  how  do  I  want  the  metric  communicated  to  me   to  make  the  message  perQnent     Frequency   How  open  do  I  want  to  be  informed  about  progress     Method   What  is  my  preferred  mechanism  of  receiving  the   informaQon   pg 72Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  73. 73. 4 Item Frequency Description Purpose Audience Documentation From Date Owner Status Meetings First BSL Meeting One-Time Introduction Get explicit buy-in from the participants and resource ask DGWG BSLs PowerPoint PresentationJohn 8/25/11 John Complete DGWG Core Team Kickoff MeetingOne-Time DGO kickoff and vision from IT Sponsor Kickoff DGWG-Core, IT Sponsor PowerPoint presentationJohn 9/15/11 John Complete DGO Launch Logistics One-Time Communication announcing the DGOPlan on the best way to communicate the DGO launch and PR effort DGO, SVB Corporate Communication Email John TBD John Complete DGO-DGWG-Core Status Meeting Weekly DGWG accomplishments, progress towards goals and issues Status DGWG-Core members SharePoint Agenda & Content John Ongoing Flo In progress Meeting with DGO IT Lead Weekly Planning and strategy Status/Planning DGO Chair, DGO IT Lead and DGC John Ongoing John DGO & MDM alignment meetings Weekly MDM Implementation update Status MDM team, DGO Chair & DGC Agenda Rebecca Ongoing Rebecca Mentoring program (Data Stewardship Program) Weekly Opportunity to learn from Business Steward Leads. Best practices, polices, processes, standards, definitions Enrichment DGWG Data Stewards Data Stewardship Best practices. DGO Polices, processes, standards, definitions TBD TBD TBD Not Started Meeting with Program Sponsors Bi-Weekly? Provide DGWG accomplishments, progress towards goals and issues Status DGO Chair, Biz and IT Sponsor PowerPoint presentationJohn TBD John Not Started DGO-DGWG Decision (Core & Advisory) Meeting Monthly DGWG voting meeting Vote and approve DGWG materialsDGWG members SharePoint Agenda & Content John Ongoing Flo In progress DGO-DGWG - DM IT Support Group Meeting Monthly DGWG DM IT Support Group team monthly update Bring the advisory team up to speed on status before the decision meeting DGWG Advisory members SharePoint Agenda & Content John TBD Flo Not Started EIC Meeting Monthly DGWG accomplishments, progress towards goals, issues, documents for informational purposes only Status, Informational EIC members PowerPoint presentationJohn Ongoing John In progress Meeting with SAM - Fund Business stakeholders As needed Relationship building/Expectations/ Impact DGO resource engagement Business Stakeholders Informal/deck, Email John TBD Flo Not Started Meeting with Purchasing stakeholders As needed Relationship building/Expectations/ Impact DGO resource engagement Business Stakeholders Informal/deck, Email John TBD Flo Not Started Meeting with Product Implementation stakeholders As needed Relationship building/Expectations/ Impact DGO resource engagement Business Stakeholders Informal/deck, Email John TBD Flo Not Started Meeting with Global Product stakeholders As needed Relationship building/Expectations/ Impact DGO resource engagement Business Stakeholders Informal/deck, Email John TBD Flo Not Started DGO Town Halls One/Year DGWG accomplishments and progress towards goals Forum for open discussion Team Building All DGWG members PowerPoint presentationJohn TBD Flo Not Started Sample  CommunicaQon  Plan   pg 73 And  these  are  just  the   meeQngs!  Also:   •   Awareness  &   Training   •   CommunicaQon   Vehicles   •   Knowledge  Sharing   • ….   Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  74. 74. 4 Embedding  Data  Governance   pg 74Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  75. 75. 4 Ensuring  DG  is  Sustainable   •  Incorporate  DG  goals  into  other  goals,   objecQves  and  incenQves  Incorporate   •  Align  DG  with  strategic  objecQves,   programs  and  projects  Align   •  Embed  DG  into  standard  project,  change   control,  new  iniQaQve  and  operaQonal   processes   Embed   •  Focus  on  delivering  business  value  Focus     pg 75Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  76. 76. 4 Incorporate  IncenQves   Carrots   SQcks   Oversight   AllocaQon   pg 76Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  77. 77. 4 Align  with  ObjecQves,  Programs  and  Projects   § Examples:   § Alignment  with  Stakeholder  goals  (already  discussed)   § Alignment  with  Corporate  ObjecQves   § Alignment  with  strategic  Programs/Projects   pg 77Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  78. 78. 4 Example:  Alignment  with  Corporate  ObjecQves   pg 78Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  79. 79. 4 Example:  Tie  Principles  to  Corporate  ObjecQves   Corporate  Objec<ve   Principle   Client   Data  is  a  key  asset  to  our  company.  We  will  enhance  and  manage   this  asset  by  emphasizing  clear  strategies,  decisive  acQon,   innovaQon  and  results.   CapabiliQes   Business  stakeholders  will  get  informaQon  delivered  at  the  right   Qme,  locaQon  and  amount  as  efficiently  as  possible.   ExecuQon   Data  Governance  will  introduce,  support  and  drive   standardizaQon  of  enterprise  data.   Brand   Best  in  class  customer  data  quality  will  significantly  improve  both   the  internal  as  well  as  external  customer  experience.   People   Data  Governance  should  increase  producQvity  through   centralized,  streamlined  processes  and  eliminate  non-­‐value  added   acQviQes.  Maximizing  automaQon  is  a  key  way  to  improve  human   resource  efficiencies  and  is  preferable  over  manual  processes.   Principles  drive  crea.on  and  execu.on  of  policies,  standards,   processes,  etc….   pg 79Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  80. 80. 4 Program  /  Project  Alignment   pg 80Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  81. 81. Project   IniQaQon   Project   ExecuQon   Change   Control   OperaQonal   pg 81Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  82. 82. 4 Sample:  Embed  in  Project  IniQaQon  Process   pg 82 IdenQfy   informaQon/   infrastructure   needs   Profile  to  Iden<fy   data  issues   Analyze  to   Iden<fy  root   causes/  gaps   Design  solu<ons   to  root  cause   problems  /  gaps   Implement   process  &  Tech   soluQons   Sustain   Proac.vely  iden.fy  problems  and  solve  root  causes   Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  83. 83. 4 Sample:   Embed  Data  Governance  Into  Your  Project  Methodology   Engage  DG,  DQ,  DA,   MDM,  Metadata   Leads   Assess  adherence  to   Guiding  Principles   Alignment   Workshop   Assess  adherence  to   Guiding  Principles   Engage  DG,  DQ,  DA,   MDM,  Metadata  Leads   Engage  DG,  DQ,  DA,   MDM,  Metadata  Leads   AddiQonal  DG,  DQ,  DA,  MDM  and  Metadata  related  deliverables  added  to  ‘typical’   list:    Data  Profiling  Reports,  New/modified  Score-­‐cards,  AddiQonal  Metadata,  New/ modified  Processes,  Data  Model  Reviews,  etc   Engage   DG,  DQ,   DA,  MDM,   Metadata   Leads   Engage   DG  Lead   pg 83Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  84. 84. 4 Sample:     Embed  Data  Governance  with  Change  IniQators/Control   A  process  flow  will  help  ensure  consistent  change   requests  related  to  data       pg 84Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  85. 85. 4 Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential Sample:  OperaQonal  Process  (Client  On-­‐Boarding)   New  Client   Request   DocumentaQo n  &  Due   Diligence   Terms   confirmed   Agreement  /   Contract   Created   Create  Client   • ExisQng  or  Previous   Client  (Master  Data   Check)   • Data  Standards  and   ValidaQon   • Data  Quality  Check   • Regulatory  Checks   • RACI  /  Data  Ownership   • Data  Enrichment   • Data  ClassificaQon   • Data  RemediaQon   • Decision  Making  /   EscalaQon  Processes   • Hierarchy  /   RelaQonship  Check   • Client  SegmentaQon   • Contract   Management   • Document   Management   • Update  Master  Data   • Create  Hierarchies   • Data  Standards  and   ValidaQon   • Data  Quality  Check   • Data  Sharing,  Access  &   Use  Policy   • …  
  86. 86. 4 Ensuring  Success   pg 86Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  87. 87. 4 Ensuring  Success   § The  following  factors  are  usually  evident  in  a  successful   program:   −  First  create  a  strategy  and  then  follow  it  (agreed  on  starQng  point  &  steps   necessary)   −  Ensure  solid  alignment  between  Business  &  IT   −  Clearly  defined  and  measureable  success  criteria   −  Small  iteraQons  vs.  all  or  nothing   −  ExecuQve  sponsorship  is  criQcal   −  IdenQfy  and  assess  the  importance  of  key  people  and  or  groups   −  Really  know  your  data   −  Leverage  prior  experience/work…don’t  re-­‐invent  the  wheel   −  Embed  governance  into  the  operaQons  of  your  company   −  Communicate,  Communicate,  Communicate!   pg 87Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  88. 88. 4 Principle   Descrip<on   Be  clear  on  purpose   Build  governance  to  guide  and  oversee  the  strategic  and  enterprise  mission   Enterprise  thinking   Provide  consistency  and  coordinaQon  for  cross  funcQonal  iniQaQves.   Maintain  an  enterprise  perspecQve  on  data   Be  flexible   If  you  make    it  too  difficult,  and  people  will  circumvent  it.    Make  it   customizable  (within  guidelines),  and  people  will  get  a  sense  of  ownership   Simplicity  and  usability  are  the   keys  to  acceptance   Adopt  a  simple  governance  model  people  can  use.    A  complicated  and   inefficient  governance  structure  will  result  in  the  business  circumvenQng   the  process   Be  deliberate  on  par<cipa<on  and   process   Select  sponsors  and  parQcipants.  Do  not  apply  governance  bureaucracy   solely  to  build  consensus  or  to  saQsfy  momentary  poliQcal  interest   Enterprise  wide  alignment  and   goal  congruence   Maintain  alignment  with  both  enterprise  and  local  business  needs.  Guide   prioriQzaQon  and  alignment  of  iniQaQves  to  enterprise  goals   Establish  policies  with  proper   mandate  and  ensure  compliance     Clearly  define  and  publicize  policies,  processes  and  standards.  Ensure   compliance  through  tracking  and  audit   Communicate,  Communicate,   Communicate!     Frequent,  directed  communicaQon  will    provide  a  mechanism  for  gauging   when  to    “course  correct”,  manage  stakeholder  and  effecQveness  of    the   program   Governance  Design  Principles   pg 88 Design   Principles   Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential
  89. 89. pg 89 Thank  you!     Kelle  O’Neal   kelle@firstsanfranciscopartners.com   415-­‐425-­‐9661   @1stsanfrancisco   Copyright (c) 2015 - First San Francisco Partners www.firstsanfranciscopartners.com Proprietary and Confidential

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