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Strategy and roadmap slides

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Data is the lifeblood of just about every organization and functional area today. As businesses struggle to come to grips with the data flood, it is even more critical to focus on data as an asset that directly supports business imperatives as other organizational assets do. Organizations across most industries attempt to address data opportunities (e.g. Big Data) and data challenges (e.g. data quality) to enhance business unit performance. Unfortunately however, the results of these efforts frequently fall far below expectations due to haphazard approaches. Overall, poor organizational data management capabilities are the root cause of many of these failures. This webinar covers three lessons (illustrated by examples), which will help you to establish realistic OM plans and expectations, and help demonstrate the value of such actions to both internal and external decision makers.

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Strategy and roadmap slides

  1. 1. Copyright 2014 by Data Blueprint 1 Data-centric Strategy & Roadmap Date: January 13, 2015 Time: 2:00 PM ET 11:00 AM PT Presenters: Peter Aiken, Lewis Broome
  2. 2. Copyright 2014 by Data Blueprint 2 Commonly Asked Questions 1)  Will I get copies of the slides after the event? 2)  Is this being recorded so I can view it afterwards? The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again.
  3. 3. Copyright 2014 by Data Blueprint 3 Get Social with Us! Live Twitter Feed #dataed Like Us www.facebook.com/datablueprint Join the Group Data Management & Business Intelligence
  4. 4. Building a Data-centric Strategy & Roadmap What needs to be done… avoiding a haphazard approach Presented by Peter Aiken, Ph.D. and Lewis Broome
  5. 5. Copyright 2014 by Data Blueprint 5 •  30+ years DM experience •  9 books/ many articles •  Experienced with 500+ data management practices •  Multi-year immersions: US DoD, Nokia, Deutsche Bank, Wells Fargo, & Commonwealth of VA Lewis Broome Peter Aiken •  CEO Data Blueprint •  20+ years in data management •  Experienced leader driving global solutions for Fortune 100 companies •  Creatively disrupting the approach to data management •  Published in multiple industry periodicals The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again.
  6. 6. Copyright 2014 by Data Blueprint 6 Outline •  Data Strategy Overview •  Determining the Business Needs •  Measurement & Success Criteria •  Current State Analysis •  Developing a Solution to Address Needs •  Developing a Roadmap and Plan •  Q&A
  7. 7. Copyright 2014 by Data Blueprint 7 "The significant problems we face cannot be solved at the same level of thinking we were at when we created them." - Albert Einstein
  8. 8. Copyright 2014 by Data Blueprint 8 Wayne Gretzky’s Definition of Strategy He skates to where he thinks the puck will be ...
  9. 9. Copyright 2014 by Data Blueprint 9 The Importance of Strategy Organizational Strategy IT Strategy Data Strategy
  10. 10. Copyright 2014 by Data Blueprint 10 Summary: Enterprise Data Strategy Choices Q3 Using data to create strategic opportunities Q4 Both (Cash Cow) Q1 Keeping the doors open (little or no proactive data management) Q2 Increasing organizational efficiencies/effectiveness Improve Operations Innovation Only 1 in 10 organizations has a board approved data strategy!
  11. 11. Copyright 2014 by Data Blueprint 11 Understanding WHY Data is Important to the Business •  Data linked to, and part of, the products & services being offered •  Information is power (Analytics!) •  Data creatively destructs how we work; skills & the workforce needed are drastically different •  Data volume, velocity & variety exerting pressure on operating models & infrastructure “…it’s not what you do, it’s why you do it” – Simon Sinek http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html Why Vision How Process What Outcome
  12. 12. Copyright 2014 by Data Blueprint 12 Putting the Data Strategy Together Comprehend your organization’s competitive advantage, operating model & business goals Define specific business opportunities that impact these Define the metrics that measure improvement in business performance Requires people, process, data and technology while recognizing strengths and limitations of culture & capability Outline an achievable implementation plan in a roadmap with timelines, milestones and level of effort estimates Get on the same page with business partners Measure Business Value Develop a holistic solution and approach Note: For many organizations this requires a transformation in how they think and operate – this is the greatest challenge in becoming a ‘data-driven’ organization
  13. 13. Copyright 2014 by Data Blueprint 13 Outline •  Data Strategy Overview •  Determining the Business Needs –  Foundational Business Understanding –  Identify Specific Business Needs –  Example Data Strategy Goals •  Measurement & Success Criteria •  Current State Analysis •  Developing a Solution to Address Needs •  Developing a Roadmap and Plan •  Q&A
  14. 14. Copyright 2014 by Data Blueprint 14 Aligning Data Management Goals to the Business •  Competitive Advantage –  Its not about being the best, its about being different •  Operating Models –  The interactions across processes, business units, customers and products •  Business Strategy and Goals –  Short and Long Term; Leadership’s Dynamic priorities and investments •  Use Frameworks for Understanding Start with Analyzing the Business…..
  15. 15. Copyright 2014 by Data Blueprint 15 Porter’s Competitive Strategic Framework Cost: Are you competing on cost? How cost-sensitive is your market? Market Scope: Are you focused on a narrow market (i.e. niche) or a broad market of customers? Overall Low-Cost Leadership Strategy Broad Differentiation Strategy Focused Low-Cost Strategy Focused Differentiation Strategy Blue Ocean Brands Lower Cost Differentiation Broad Range of Buyers Narrow Buyer Segment Product Differentiation: How specifically focused are your products? Note: (Typically) Can’t be all things to all consumers – where are you?
  16. 16. Copyright 2014 by Data Blueprint 16 The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again. The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again. Competitive Strategic Framework - Example Overall Low-Cost Leadership Strategy Broad Differentiation Strategy Focused Low-Cost Strategy Focused Differentiation Strategy Blue Ocean Brands Lower Cost Differentiation Broad Range of Buyers Narrow Buyer Segment •  Its all about how value is created! •  Works for Non-profits as well (Substitute ‘Mission’ for Value)
  17. 17. Copyright 2014 by Data Blueprint 17 Porter’s Five Forces Framework Bargaining Power of Buyers: The degree of leverage customers have over your company Bargaining Power of Suppliers: The degree of leverage suppliers have over your company Threat of New Entrants: How hard is it for new competition to enter the market? Threat of Substitute Products: How easy (or hard) is it for customers to switch to alternative products? Competitive Rivalry: How competitive is the market place? Once you find your place in the four quadrants…What is your competitive advantage? http://www.strategy-keys.com/michael-porter-five-forces-model.html
  18. 18. Copyright 2014 by Data Blueprint 18 Five Forces - Example Whole Foods •  Customers (weak influence) will seemly pay any price for specially sourced commodities •  Fewer suppliers (strong influence) to support Whole Foods’ customer demands 5 Forces Whole Foods Wal-mart Threat of New Entrants Weak Weak Bargaining Power of Buyers Weak to Moderate Moderate to Strong Bargaining Power of Suppliers Moderate to Strong Very Weak Threat of Substitutes Strong Moderate to Strong Competitive Rivalry Moderate Weak Wal-mart •  Price-sensitive customers. Use strength over suppliers to maintain low costs. •  Heavy investment in keeping operational cost low. Highly efficient internal processes
  19. 19. Copyright 2014 by Data Blueprint 19 Operating Model Framework Coordination • Shared customers, products or suppliers • Impact on other business unit transaction • Operationally unique business units or functions • Autonomous business management • Business unit control over process design • Consensus processes for designing IT infrastructure services • IT application decisions made in business units Unification • Customers and suppliers may be local or global • Globally integrated business processes often with support of enterprise systems • BU’s with similar or overlapping operations • Centralized management often applying functional/ process/business unit matrices • Centrally mandated databases • IT decisions made centrally Diversification • Few, if any, shared customers or suppliers • Independent transactions • Operationally unique business units • Autonomous business management • Business unit control over business process design • Few data standards across business units • Most IT decisions made within business units Replication • Few, if any, shared customers • Independent transactions aggregated at high level • Operationally similar business units • Autonomous BU leaders with limited discretion over processes • Centralized control over business process design • Standardized data definitions but locally owned • Centrally mandated IT services Business Process Standardization Low High HighLow BusinessProcessIntegration *Source: Gartner
  20. 20. Copyright 2014 by Data Blueprint 20 Operating Model - Examples Coordination Unification Diversification Replication Business Process Standardization Low High HighLow BusinessProcessIntegration *Source: Gartner
  21. 21. Copyright 2014 by Data Blueprint 21 Business Strategy and Goals •  A cohesive declaration of organizational direction, strategies, goals, targets, objectives, approaches and plans •  Usually tied to a time frame •  Constrained by competitive advantage and operating models •  Dynamically created as a result of opportunities and challenges •  Aligns to overall mission and brand
  22. 22. Copyright 2014 by Data Blueprint 22 Business Strategy and Goals - Example Strategy for a large publicly traded logistics company “We forge long-term partnerships with key customers that include supply-chain management as an integral part of their strategy. Working in concert, we drive out cost, add value and function as an extension of their enterprise. Our strategy is based on utilizing an integrated, multimodal approach to provide capacity-oriented solutions centered on delivering customer value and industry-leading service. We believe our unique operating strategy can add value to customers and increase our profits and returns to stockholders.” Brand Promises to their Customers •  Undeniable Flexibility •  Unmatched Capacity •  Unrivaled Service •  Undisputed Experts •  Unprecedented Control
  23. 23. Copyright 2014 by Data Blueprint 23 Data Strategy Goals – Example-1 Enterprise Divisional •  An 360° enterprise level understanding of customers, capacity, orders & vendors •  Asset and driver utilization maximized across the enterprise •  IT solutions leveraged across the enterprise to reduce costs and cycle-time •  Customers seamlessly leverage services across divisions •  A 360° divisional level understanding of customers, capacity, orders & vendors •  IT solutions leveraged to support operational uniqueness of each division •  Minimize cost and maximize revenue per load per division Division A Division B Division C Division D Enterprise Rolls Up To
  24. 24. Copyright 2014 by Data Blueprint 24 Data Strategy Goals – Example-2 Increase Operational Efficiencies As-IsTo-Be As-Is Efficiency Challenges •  Complex & un-integrated business processes •  Suboptimal data structures & controls creates poor data quality •  Lack of transparency and controls creates work-around’s To-Be Efficiency Improvements •  Eliminate non-value added manual work-around’s •  Maximize auto-accepts (i.e. straight-through-processing) •  Simplify & automate workflows •  Create transparency to enable proactive processes Increasing operational efficiencies will… •  Lower cost per order/load •  Increase capacity utilization within & across divisions
  25. 25. Copyright 2014 by Data Blueprint 25 Summary: Aligning Data Management Goals to the Business A Data Strategy must be Business Focused •  Understand the business fundamentals of your organization •  Develop a common language and shared perspective with your business partners – enabling collaboration •  Identify specific business opportunities or areas of improvement •  Focus the data strategy solution on improving those specific business needs Next Step: •  Measuring business value of making improvements: •  Metrics, Object of Measurement and Methods
  26. 26. Copyright 2014 by Data Blueprint 26 Outline •  Data Strategy Overview •  Determining the Business Needs •  Measurement & Success Criteria –  An Overview –  An Example •  Current State Analysis •  Developing a Solution to Address Needs •  Developing a Roadmap and Plan •  Q&A
  27. 27. Copyright 2014 by Data Blueprint 27 Measuring Business Value If something is important to the business it can be observed. If it can be observed, it is measureable! • Understanding ‘measurement’; reducing uncertainty, not necessarily an exact value • Object of Measurement; often too ambiguously defined • Methods of Measurement; become familiar with multiple methods and apply in the right context Define success criteria as specific metrics •  Not always intuitive and at first seems difficult •  Must be done in collaboration with your business partners
  28. 28. Copyright 2014 by Data Blueprint 28 Great point of initial inspiration ... •  Formalizing stuff forces clarity •  Special shout out to Chapter 7 –  Measuring the value of information –  ISBN: 0470539399 –  http://www.amazon.com/ How-Measure-Anything- Intangibles-Business
  29. 29. Copyright 2014 by Data Blueprint 29 Measuring Business Value – An Example •  $1billion (+) chemical company •  Develops/manufactures additives enhancing the performance of oils and fuels ... •  ... to enhance engine/machine performance –  Helps fuels burn cleaner –  Engines run smoother –  Machines last longer •  Tens of thousands of tests annually ($25K to $250K each) International Chemical Company Engine Testing
  30. 30. Copyright 2014 by Data Blueprint 30 Objects of Measurement & Metrics •  Test Execution: Number of tests per customer product formulation. Grouped by product types and product complexity. •  Customer Satisfaction: Amount of time to develop a certified custom formulated product; time from initial request to certification •  Researcher Productivity: Tested and certified formulations per researcher Note: Baseline measures were taken from historical data and anecdotal information
  31. 31. Copyright 2014 by Data Blueprint 31 Overview of Existing Process 1.  Manual transfer of digital data 2.  Manual file movement/duplication 3.  Manual data manipulation 4.  Disparate synonym reconciliation 5.  Tribal knowledge requirements 6.  Non-sustainable technology
  32. 32. Copyright 2014 by Data Blueprint 32 Solution and Business Value Results •  Solution: –  Business process improvements –  Data Architecture Development –  Data Quality Improvements –  Integrated System Development •  Results: –  Reduced the number of tests needed to develop products –  Increase the number of tests per researcher –  Reduce the time to market for new product development •  According to our client’s internal business case development, they expect to realize a $25 million gain each year thanks to this data integration
  33. 33. Copyright 2014 by Data Blueprint 33 Summary – Measuring Business Value •  If it’s important to the business, it’s measureable •  Learning to measure business value requires: –  Understanding fundamentally what it means to ‘measure’ –  Being clear about what is going to be the object of measurement and the specific metrics –  Methods that will ensure the metrics captured are meaningful and consistent •  The old adage – “if you don’t measure it, it can’t be managed” is true Next Step: •  Develop a holistic solution and approach to address the business needs identified in the data strategy
  34. 34. Copyright 2014 by Data Blueprint 34 Outline •  Data Strategy Overview •  Determining the Business Needs •  Measurement & Success Criteria •  Current State Analysis –  Analysis Framework Overview –  Examples •  Developing a Solution to Address Needs •  Developing a Roadmap and Plan •  Q&A
  35. 35. Copyright 2014 by Data Blueprint 35 Analyzing the Current State (ACS) Why we are analyzing the current state… • Identify existing assets to be leveraged • Identify gaps in assets and capabilities • Identify constraints & interdependencies in the operating environment • Measure Cultural Readiness – scope of change management efforts • Ensures solutions are achievable
  36. 36. Copyright 2014 by Data Blueprint 36 Data Strategy Framework (DSF) Business Need Current State Solution Target Source Value Capabilities DATA STRATEGY Road Map •  Org. Readiness •  Bus. Processes •  Bus. & Data Practices •  Data Assets •  Tech Assets •  Bus. Strategy & Objectives •  Competitive Advantage •  Bus. Structures •  Bus. Measures
  37. 37. Copyright 2014 by Data Blueprint 37 Analyzing the Current State (ACS)-1 What we are analyzing… •  People and Organization •  Business Processes •  Data Management Practices •  Data Assets •  Technology Assets Note: Scope of the analysis, across all facets of the current state environment, is constrained by the business needs definition. This mitigates the risk of over analyzing the current state.
  38. 38. Copyright 2014 by Data Blueprint 38 Analyzing the Current State (ACS)-2 People & Organization Data Assets Technology Assets Data Mgmt. Practices Business Processes Business Goals and Objectives Creates Enables Informs Enables Enables Measures Delivers Enables Enables Provides Context
  39. 39. Copyright 2014 by Data Blueprint 39 Typical Thinking: Application-Centric •  In support of strategy, organizations develop specific goals/objectives •  The goals/objectives drive the development of specific systems/applications •  Development of systems/applications leads to network/ infrastructure requirements •  Data/information are typically considered after the systems/applications and network/infrastructure have been articulated •  Problems with this approach: –  Ensures data is formed to the applications and not around the organizational-wide information requirements –  Process are narrowly formed around applications –  Very little data reuse is possible Data/Information Network/Infrastructure Systems/Applications Goals/Objectives Strategy
  40. 40. Copyright 2014 by Data Blueprint 40 New Thinking: Data-Centric •  In support of strategy, the organization develops specific goals/objectives •  The goals/objectives drive the development of specific data/information assets with an eye to organization-wide usage •  Network/infrastructure components are developed to support organization-wide use of data •  Development of systems/applications is derived from the data/network architecture •  Advantages of this approach: –  Data/information assets are developed from an organization-wide perspective –  Systems support organizational data needs and compliment organizational process flows –  Maximum data/information reuse Data/Information Network/Infrastructure Systems/Applications Goals/Objectives Strategy
  41. 41. Copyright 2014 by Data Blueprint 41 ACS: People What we are looking for… •  Organizational Structures •  Skills and capabilities •  Culture Why we look at People… •  Understand current roles, responsibilities & accountability •  Assess skills & capabilities to determine what’s achievable •  Determine how adaptable the organization is to change •  How the cultural nuances drive the operating environment
  42. 42. Copyright 2014 by Data Blueprint 42 2005 2006 2007 2008 2009 2010 20110.000 0.200 0.400 0.600 0.800 IT/InformationSecurity/Privacy Virtualization Datacenter/IT efficiencies/Cloud SocialMedia Improvingpeople/leadershipBI/analytics Standardization/consolidation IT workforcedevelopment IT governance Riskmanagement Mobileapplications/technologies InformationSharing Implementingplans/initatives/achievingresults Acquisition/projectmgt Process/system integration Strategicplanning CDO Reporting 1.  Dedicated solely to data asset leveraging 2.  Unconstrained by an IT project mindset 3.  Reporting to the business Top Operations Job Top Job Top Finance Job Top Information Technology Job Top Marketing Job Data Governance Organization Chief Data Officer
  43. 43. Copyright 2014 by Data Blueprint 43 ACS: Business Process What we are looking for… •  Process flows (Diagrams) from a business perspective •  Process actors, including data creators and data consumers •  Pain points in the existing business processes •  Existing performance measures of business processes Why we want to look at business processes… •  Business value of data is realized via a business process •  Most important events in the life of data – when it is created and when it is used (Dr. Tom Redman) •  Describes the activities underpinning the competitive advantage
  44. 44. Copyright 2014 by Data Blueprint 44 ACS: Automating Business Process Discovery Benefits •  Obtain holistic perspective on roles and value creation •  Customers understand and value outputs •  All develop better shared understanding Results •  Speed up process •  Cost savings •  Increased compliance •  Increased output •  IT systems documentation
  45. 45. Copyright 2014 by Data Blueprint 45 ACS: Data Management Practices-1 What we want to look at… •  Level of importance of data and information in organizational strategy – is it explicitly identified as an asset to be leveraged? •  How data requirements are derived •  Degree to which data is shared across organization •  How data quality issues identified and remediated. •  How data assets are designed and implemented •  How data assets are controlled, protected and maintained once they are operational – e.g. compliance, security, business continuity
  46. 46. Copyright 2014 by Data Blueprint 46 ACS: Data Management Practices Analyzing your Data Management Practices will be critical in developing achievable solutions
  47. 47. Copyright 2014 by Data Blueprint 47 4 7 Copyright 2013 by Data Blueprint <- CMM Level 2
  48. 48. Copyright 2014 by Data Blueprint 48 4 8 Copyright 2013 by Data Blueprint Assessment Components Data Management Practice Areas Data program coordination DM is practiced as a coherent and coordinated set of activities Organizational data integration Delivery of data is support of organizational objectives – the currency of DM Data stewardship Designating specific individuals caretakers for certain data Data development Efficient delivery of data via appropriate channels Data support Ensuring reliable access to data 4 Capability Maturity Model Levels Examples of practice maturity 1 – Initial Our DM practices are ad hoc and dependent upon "heroes" and heroic efforts 2 - Repeatable We have DM experience and have the ability to implement disciplined processes 3 - Documented We have standardized DM practices so that all in the organization can perform it with uniform quality 4 - Managed We manage our DM processes so that the whole organization can follow our standard DM guidance 5 - Optimizing We have a process for improving our DM capabilities
  49. 49. Copyright 2014 by Data Blueprint 49 4 9Copyright 2013 by Data Blueprint 49
  50. 50. Copyright 2014 by Data Blueprint 50 Data Management Practices Hierarchy You can accomplish Advanced Data Practices without becoming proficient in the Basic Data Management Practices but this will: •  Take longer •  Cost more •  Deliver less •  Present greater risk 5 0Copyright 2013 by Data Blueprint Basic Data Management Practices Advanced Data Practices • MDM • Mining • Big Data • Analytics • Warehousing • SOA 50 Data Program Management Data Stewardship Data Development Data Support Operations Organizational Data Integration
  51. 51. Copyright 2014 by Data Blueprint 51 ACS: Data Assets-1 What we are looking for… • Broad view of the data assets (Structure and unstructured) –  Business Entity Inventory –  Business Entity Diagram –  Data Ecosystem –  Enterprise data architecture –  Application architecture describing systems and their relationships • Narrow view of data assets in the context of the business needs –  Not all data impacts the business needs equally –  Data Dictionary –  Data Profiling –  Data models –  Tools to automate discovery such as Global ID’s
  52. 52. Copyright 2014 by Data Blueprint 52 ACS: Data Assets – Data Quality Considerations Prevention at Source Find and Fix Ad-Hoc Processes An interpretation from Dr. Tom Redman’s ‘Three Approaches to Data Quality’
  53. 53. Copyright 2014 by Data Blueprint 53
  54. 54. Copyright 2014 by Data Blueprint 54 ACS: Data Assets-2 Why we want to look at data assets… •  Trying to find pain points •  Set the boundaries for what data and information is possible under current conditions •  Understand how well the organization understands what data exists •  Compartmentalize and decouple data from systems •  Provides a data-centric business perspective that cannot be seen easily from business processes •  Provides a measure of complexity and potential risk of the current operating environment
  55. 55. Copyright 2014 by Data Blueprint 55 ACS: Technology Assets-1 What we want to look at… •  Broad view of technology assets –  Enterprise and application architecture artifacts –  Inventory of technology, software, tools and environments –  Current standards vs. legacy vs. “bolt-on” technology –  Process for buying technology –  Pain points and constraints • Narrow view of technology assets in the context of business needs –  Identify specific systems, technology, etc… in scope –  Assess capabilities and constraints –  Implementation approach – e.g. customized or off the shelve –  Ability to non-functional requirements – e.g. performance, capacity Why we want to look at technology assets… •  ….
  56. 56. Copyright 2014 by Data Blueprint 56 ACS: Technology Assets-2 Why we want to look at technology assets… • What technology assets are currently available for the solution • What technology standards needs to be considered in the solution • Informs as to the complexity of the current environment • Highlights ‘shadow’ technology solutions
  57. 57. Copyright 2014 by Data Blueprint 57 How to Analyze the Current State •  Interviews •  Surveys •  Document and artifact review •  Intranet and wiki reviews •  Facilitated sessions – i.e. Workshops •  Leverage existing organizational structures – i.e. working groups, governance teams •  Requisite Skills: Critical Thinking, Inquisitiveness, Collaboration, Tenacity, Organization and Technical Writing
  58. 58. Copyright 2014 by Data Blueprint 58 Outline •  Data Strategy Overview •  Determining the Business Needs •  Target Measurement & Success Criteria •  Current State Analysis •  Developing a Solution to Address Business Needs –  Closing Foundational Gaps –  Solving for Specific Business Needs •  Developing a Roadmap •  Q&A
  59. 59. Copyright 2014 by Data Blueprint 59 Data Strategy Framework (DSF) Business Need Current State Solution Target Source Value Capabilities DATA STRATEGY Road Map •  People & Org. •  Bus. Processes •  Data Mgmt. Practices •  Data Assets •  Tech Assets •  Bus. Strategy & Objectives •  Competitive Advantage •  Bus. Structures •  Bus. Measures
  60. 60. Copyright 2014 by Data Blueprint 60 Expected Results Data Strategy Solution should… • Be tailored to solve specific business needs • Be measureable against set targets • Develop organizational capabilities, as necessary, to ensure the solution is sustainable • Be achievable given the current state capabilities • Define a solution with enough specificity to develop an implementation road map
  61. 61. Copyright 2014 by Data Blueprint 61 Data Strategy Solution Framework (DSSF) People & Organization Data Assets Technology Assets Data Mgmt. Practices Business Processes Business Goals and Objectives Enables Enables Informs Creates Enables Measures Delivers Enables Enables Provides Context The solution architecture and change management plans result from this framework
  62. 62. Copyright 2014 by Data Blueprint 62 Change in a Complex Environment
  63. 63. Copyright 2014 by Data Blueprint 63 Outline •  Data Strategy Overview •  Determining the Business Needs –  Foundational Business Understanding –  Identify Specific Business Needs –  An Example •  Measurement & Success Criteria –  An Overview –  An Example •  Developing a Solution to Address Needs –  Closing Foundational Gaps –  Solving for Specific Business Needs •  Developing a Roadmap and Plan •  Q&A
  64. 64. Copyright 2014 by Data Blueprint 64 How To: Creating a Roadmap •  Outputs from… –  Business Needs Assessment –  Current State Analysis •  In support of the Business Strategy –  Inextricably Linked •  Come up with a reasonable way to ID and close the gaps within the solution framework –  Outline a long-term vision and implementation milestones –  Achievable, realistic plans –  Build momentum with specific, short-term win projects •  Approach: Crawl, Walk, Run
  65. 65. Copyright 2014 by Data Blueprint 65 The Approach of Crawl, Walk, Run •  Crawl: –  Identify business opportunity and determine a scope that fosters early learning yet delivers measureable value •  Walk: –  Develop foundational & technical data management practices ensuring they are repeatable. Enlarge the scope of projects that expand capabilities •  Run: –  Continuous improvement and expanded application of maturing data management practices
  66. 66. Copyright 2014 by Data Blueprint 66 The Benefits of Crawl, Walk, Run •  ‘Pilot-like’ projects create a unique opportunity for organizational learning while providing measureable value •  Builds support for new approaches to data management – i.e. supports change management activities •  More achievable approach to managing data as an asset •  Allows for foundational components to be developed while concurrently executing more tactical solutions
  67. 67. Copyright 2014 by Data Blueprint 67 Road Map Framework •  High-level Road Map •  Road Map Activities •  Align Activities to Business Value Targets (i.e. Traceability) •  Road Map Activity Details •  Level Of Effort Estimates (where possible) •  Budget Estimates (where possible)
  68. 68. Copyright 2014 by Data Blueprint Sessions: • Data Strategy 2.0: Focus on the Roadmap and Implementation • 3 hour workshop with Lewis Broome • Addressing Data Challenges using the Data Management Maturity Model • Melanie A. Mecca, CMMI Institute Peter Aiken, Data Blueprint •  120+ thought leaders •  800 attending Senior IT Managers, Architects, Analysts, Architects & Business Executives •  5 full days of in-depth education and networking opportunities •  … and more!!! •  Register here: www.edw2015.dataversity.net
  69. 69. Copyright 2014 by Data Blueprint 69 Questions? + = It’s your turn! Use the chat feature or Twitter (#dataed) to submit your questions now.
  70. 70. Copyright 2014 by Data Blueprint 70 Upcoming Events Business Value from MDM February 10, 2015 @ 2:00 PM ET/11:00 AM PT Data Architecture Requirements March 10, 2015 @ 2:00 PM ET/11:00 AM PT
  71. 71. 10124 W. Broad Street, Suite C Glen Allen, Virginia 23060 804.521.4056

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