CDMP Overview Professional Information Management Certification

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Overview of the DAMA Certified Data Management Professional (CDMP) examination.
Session presented at DAMA Australia November 2013
chris.bradley@dmadvisors.co.uk

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CDMP Overview Professional Information Management Certification

  1. 1. P / 1 C H R I S T O P H E R B R A D L E Y ( D A M A C D M P F E L L O W ) DAMA Certified Data Management Professional (CDMP) Overview DAMA Australia November 2013
  2. 2. P / 2 Christopher Bradley I N F O R M AT I O N M A N A G E M E N T S T R AT E G I S T Information Management, Life & Petrol http://infomanagementlifeandpetrol.blogspot.com @InfoRacer uk.linkedin.com/in/christophermichaelbradley/ +44 7973 184475 (mobile) Chris.Bradley@DMAdvisors.co.uk +44 1225 923000 (office)
  3. 3. P / 3 Christopher BradleyChris has 36 years of Information Management experience & is a leading Independent Information Management strategy advisor. In the Information Management field, Chris works with prominent organizations including Alba Leasing, HSBC, Celgene, GSK, Pfizer, Icon, Quintiles, Total, Barclays, ANZ, GSK, Shell, BP, Statoil, Riyad Bank & Aramco. He addresses challenges faced by large organisations in the areas of Data Governance, Master Data Management, Information Management Strategy, Data Quality, Metadata Management and Business Intelligence. He is President of DAMA UK, DAMA- I DMBOK 2 author. In April 2016 he became the inaugural CDMP Fellow, and received the DAMA lifetime professional achievement award. He is an author & examiner for CDMP, a Fellow of the Chartered Institute of Management Consulting (now IC) a member of the MPO, and SME Director of the DM Board. A recognised thought-leader in Information Management Chris is the author of numerous papers, books, including sections of DMBoK 2.0, a columnist, a frequent contributor to industry publications and member of several IM standards authorities. He leads an experts channel on the influential BeyeNETWORK, is a sought after speaker at major international conferences, and is the co-author of “Data Modelling For The Business – A Handbook for aligning the business with IT using high-level data models”. He also blogs frequently on Information Management (and motorsport).
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  5. 5. Recent Presentations MDM DG Europe: May 2016 London; “Data Governance by Stealth” Webinar: May 2016; “Data Modelling is not JUST for DBMS design” Enterprise Data World: April 2016 San Diego; “DAMA CDMP Workshop” DAMA Webinar: April 2016; “Data Integration & Interoperability” Disciplines of the DAMA DMBoK” DAMA Webinar: March 2016; “Document & Content Management” Disciplines of the DAMA DMBoK” DAMA Webinar: February 2016; “Data Operations Management” Disciplines of the DAMA DMBoK” Oil & Gas Data Management Conference: February 2016, London; “Developing An Information Strategy To Align With In-Flight Business Programs” DAMA Webinar: January 2016; “Data Governance” Disciplines of the DAMA DMBoK” DAMA Webinar: December 2015; “Information Lifecycle Management” Disciplines of the DAMA DMBoK” DAMA Webinar: November 2015; “MetaData Management” Disciplines of the DAMA DMBoK” Enterprise Data & BI Europe (IRM): November 2015, London; “Is the Data Asset really different?” & “CDMP Examination Preparation” & “Data Management Room 101” DAMA Webinar: October 2015; “Data Risk & Security” Disciplines of the DAMA DMBoK” DAMA Webinar: September 2015; “Data Warehousing & Business Intelligence” Disciplines of the DAMA DMBoK” DAMA Webinar: August 2015; “Data Quality Management” Disciplines of the DAMA DMBoK” BCS & DAMA Seminar: June 2015; “Is the Data Asset really different?” DAMA Webinar: June 2015; “Data Modelling” Disciplines of the DAMA DMBoK” PRISME Pharmaceutical Congress: May 2015, Basel, CH; “Building & exploiting a Pharmaceutical Industry consensus data model” MDM DG Europe (IRM): May 2015, London; “CDMP Examination Preparation” & “Data Governance By Stealth?, Can you ‘sell’ Data Governance if the stakeholders don’t get it?” DAMA Webinar: April 2015; “Master & Reference Data Management” Disciplines of the DMBoK” Enterprise Data World: April 2015, Washington DC USA; “Data Modelling For The Business” and “Evaluating Information Management Tools” DAMA Webinar: February 2015; “An Introduction to the Information Disciplines of the DMBoK” Dataversity Webinar: February 2015; “How to successfully introduce Master & Reference data management” Petroleum Information Management Summit 2015: February 2015, Berlin DE, “How to succeed with MDM and Data Governance” Enterprise Data & Business Intelligence 2014: (IRM), November 2014, London, UK “Data Modelling 101” Enterprise Data World: (DataVersity), May 2014, Austin, Texas, “MDM Architectures & How to identify the right Subject Area & tooling for your MDM strategy” E&P Information Management Dubai: (DMBoard),17-19 March 2014, Dubai, UAE “Master Data Management Fundamentals, Architectures & Identify the starting Data Subject Areas” DAMA Australia: (DAMA-A),18-21 November 2013, Melbourne, Australia “DAMA DMBoK 2.0”, “Information Management Fundamentals” 1 day workshop” Data Management & Information Quality Europe: (IRM Conferences), 4-6 November 2013, London, UK; “Data Modelling Fundamentals” ½ day workshop: “Myths, Fairy Tales & The Single View” Seminar; “Imaginative Innovation - A Look to the Future” DAMA Panel Discussion IPL / Embarcadero series: June 2013, London, UK, “Implementing Effective Data Governance” Riyadh Information Exchange: May 2013, Riyadh, Saudi Arabia; “Big Data – What’s the big fuss?” Enterprise Data World: (Wilshire Conferences), May 2013, San Diego, USA, “Data and Process Blueprinting – A practical approach for rapidly optimising Information Assets” Data Governance & MDM Europe: (IRM Conferences), April 2013, London, “Selecting the Optimum Business approach for MDM success…. Case study with Statoil” E&P Information Management: (SMI Conference), February 2013, London, “Case Study, Using Data Virtualisation for Real Time BI & Analytics” E&P Data Governance: (DMBoard / DG Events), January 2013, Marrakech, Morocco, “Establishing a successful Data Governance program” Big Data 2: (Whitehall), December 2012, London, “The Pillars of successful knowledge management” Financial Information Management Association (FIMA): (WBR), November 2012, London; “Data Strategy as a Business Enabler” Data Modeling Zone: (Technics), November 2012, Baltimore USA; “Data Modelling for the business” Data Management & Information Quality Europe: (IRM), November 2012, London; “All you need to know to prepare for DAMA CDMP professional certification” ECIM Exploration & Production: September 2012, Haugesund, Norway: “Enhancing communication through the use of industry standard models; case study in E&P using WITSML” Preparing the Business for MDM success: Threadneedles Executive breakfast briefing series, July 2012, London Big Data – What’s the big fuss?: (Whitehall), Big Data & Analytics, June 2012, London, Enterprise Data World International: (DAMA / Wilshire), May 2012, Atlanta GA, “A Model Driven Data Governance Framework For MDM - Statoil Case Study” “When Two Worlds Collide – Data and Process Architecture Synergies” (rated best workshop in conference); “Petrochemical Information Management utilising PPDM in an Enterprise Information Architecture” Data Governance & MDM Europe: (DAMA / IRM), April 2012, London, “A Model Driven Data Governance Framework For MDM - Statoil Case Study” AAPG Exploration & Production Data Management: April 2012, Dead Sea Jordan; “A Process For Introducing Data Governance into Large Enterprises” PWC & Iron Mountain Corporate Information Management: March 2012, Madrid; “Information Management & Regulatory Compliance” DAMA Scandinavia: March 2012, Stockholm, “Reducing Complexity in Information Management” (rated best presentation in conference) Ovum IT Governance & Planning: March 2012, London; “Data Governance – An Essential Part of IT Governance” American Express Global Technology Conference: November 2011, UK, “All An Enterprise Architect Needs To Know About Information Management” FIMA Europe (Financial Information Management):, November 2011, London; “Confronting The Complexities Of Financial Regulation With A Customer Centric Approach; Applying a Master Data Management And Data Governance Process In Clydesdale Bank “ Data Management & Information Quality Europe: (DAMA / IRM), November 2011, London, “Assessing & Improving Information Management Effectiveness – Cambridge University Press Case Study”; “Too Good To Be True? – The Truth About Open Source BI” ECIM Exploration & Production: September 12th 14th 2011, Haugesund, Norway: “The Role Of Data Virtualisation In Your EIM Strategy” Enterprise Data World International: (DAMA / Wilshire), April 2011, Chicago IL; “How Do You Want Yours Served? – The Role Of Data Virtualisation And Open Source BI” Data Governance & MDM Europe: (DAMA / IRM), March 2011, London; “Clinical Information Data Governance” Data Management & Information Management Europe: (DAMA / IRM), November 2010, London, “How Do You Get A Business Person To Read A Data Model? DAMA Scandinavia: October 26th-27th 2010, Stockholm, “Incorporating ERP Systems Into Your Overall Models & Information Architecture” (rated best presentation in conference) BPM Europe: (IRM), September 27th – 29th 2010, London; “Learning to Love BPMN 2.0” Information Management in Pharmaceuticals: September 15th 2010, London, “Clinical Information Management – Are We The Cobblers Children?” ECIM Exploration & Production: September 13th 15th 2010, Haugesund, Norway: “Information Challenges and Solutions” (rated best presentation in conference)
  6. 6. P / 6 Recent Publications Book: “Data Modelling For The Business – A Handbook for aligning the business with IT using high-level data models”; Technics Publishing; ISBN 978-0-9771400-7-7; http://www.amazon.com/Data-Modeling-Business-Handbook-High-Level Book: “DAMA Data Management Body Of Knowledge 2.0” ; Technics Publishing; ISBN TBD Article: Back to the future for Data management? September 2015 Article: Is the “Data Asset” really different? July 2015 Article: A visit to the vet & a BA flight reminded me about Data Governance; June 2015 White Paper: “Information is at the heart of ALL Architecture disciplines”,; March 2014 White Paper: “Are you ready for Big Data ?”, November 2013 Article: The Bookbinder, the Librarian & a Data Governance story ; July 2013 Article: Data Governance is about Hearts and Minds, not Technology January 2013 White Paper: “The fundamentals of Information Management”, January 2013 White Paper: “Knowledge Management – From justification to delivery”, December 2012 Article: “Chief INFORMATION Officer? Not really” Article, November 2012 White Paper: “Running a successful Knowledge Management Practice” November 2012 White Paper: “Big Data Projects are not one man shows” June 2012 Article: “IPL & Statoil’s innovative approach to Master Data Management in Statoil”, Oil IT Journal, May 2012 White Paper: “Data Modelling is NOT just for DBMS’s” April 2012 Article: “Data Governance in the Financial Services Sector” FSTech Magazine, April 2012 Article: “Data Governance, an essential component of IT Governance" March 2012 Article: “Leveraging a Model Driven approach to Master Data Management in Statoil”, Oil IT Journal, February 2012 Article: “How Data Virtualization Helps Data Integration Strategies” BeyeNETWORK (December 2011) Article: “Approaches & Selection Criteria For organizations approaching data integration programmes” TechTarget (November 2011) Article: Big Data – Same Problems? BeyeNETWORK and TechTarget. (July 2011) Article “10 easy steps to evaluate Data Modelling tools” Information Management, (March 2010) Article “How Do You Want Your Data Served?” Conspectus Magazine (February 2010) Article “How do you want yours served (data that is)” (BeyeNETWORK January 2010) Article “Seven deadly sins of data modelling” (BeyeNETWORK October 2009) Article “Data Modelling is NOT just for DBMS’s” Part 1 BeyeNETWORK July 2009 and Part 2 BeyeNETWORK August 2009 Web Channel: BeyeNETWORK “Chris Bradley Expert Channel” Information Asset Management http://www.b-eye-network.co.uk/channels/1554/ Article: “Preventing a Data Disaster” February 2009, Database Marketing Magazine
  7. 7. P / 7 Training, Mentoring, and Executive Workshops We offer a number of training courses for practitioners and management, and custom-built, training & awareness seminars can also be delivered. The following training courses are available: • Information Management Fundamentals – 4 (or 5) day introductory course covering all of the components of Information Management as defined in the DAMA Body of Knowledge (DMBoK) & the forthcoming changes in DMBoK 2.0 • Data Modelling Fundamentals – 3 day intermediate course introducing students to data modelling, its purpose, the different types of models and how to construct and read a data model. • Advanced Data Modeling – 3 day advanced course for students with data modelling experience to understand the human centric aspects of data modelling to enable them to build quality models that meet business needs. • IM Fundamentals & Practitioner Courses – A series of 1 day (foundation) and 2 day (practitioner) classes to give practitioners a solid background in a specific Information Management topics. The 2 day practitioner workshops explore more detail on the implementation aspects of the particular Information Management discipline • Data Modelling Foundation (1 day only) • Data Governance Foundation & Practitioner • Master & Reference Data Foundation & Practitioner • Data Quality Management Foundation & Practitioner • Data Warehouse & Business Intelligence Foundation & Practitioner • Data Integration Foundation & Practitioner • Executive Workshops – ½ and 1 day executive workshop(s) designed to give non-technical managers a basic understanding of a various Information Management topics and their importance to the organisation. • CDMP Certification – 3 day workshop “exam cram” designed to help attendees pass the DAMA CDMP certification. Sitting the live examinations is included as part of the workshop. • Integrated Business Process, Data & Requirements Definition – 5 day intensive class to show students an integrated requirements discovery and definition approach covering business process, different types of requirements modelling, and the critical role of the conceptual data model.
  8. 8. P / 8 Data Management Training
  9. 9. Information Management Foundation (1 day) Data Modelling Foundation (1 day) Introductory Intermediate Advanced / Deep Dive Advanced Data Modelling (3 days) Integrated Business Process, Data Requirements and Discovery (5 days) DAMA-I CDMP Exam Cram & Certification (3 days) Level Information Management For The Business (½ and 1 day) Multiple Levels of Training for Various Audiences Data Modelling Fundamentals (3 days) The “client Way” Information Management Mentoring Information Management Fundamentals (4 or 5 days) Data Quality Management Implementation & Practice (1 and 2 day) Data Warehouse & Business Intelligence Implementation & Practice (1 and 2 day) Reference & Master Data Management Implementation & Practice (1 and 2 day) Data Governance Implementation & Practice (1 and 2 day) Data Integration Implementation & Practice (1 and 2 day)
  10. 10. P / 1 0 Information Management Fundamentals Course Objectives: T o g i v e p a r t i c i p a n t s a s o l i d g r o u n d i n g i n a l l o f t h e c o r e I n f o r m a t i o n M a n a g e m e n t c o n c e p t s . A d d i t i o n a l l y i t p r o v i d e s a f o u n d a t i o n f o r s t u d e n t s c o n s i d e r i n g D A M A C D M P p r o f e s s i o n a l c e r t i f i c a t i o n C o u r s e D e s c r i p t i o n : A 4 ( o r 5 ) d a y c o u r s e c o v e r i n g a l l t h e d i s c i p l i n e s o f I n f o r m a t i o n M a n a g e m e n t a s d e f i n e d i n t h e D A M A b o d y o f k n o w l e d g e ( D M B o K ) . T a u g h t b y D A M A D M B o K ( 2 . 0 ) a u t h o r & C D M P ( F e l l o w ) t h i s p r o v i d e s a s o l i d f o u n d a t i o n a c r o s s t h e c o m p l e t e I n f o r m a t i o n M a n a g e m e n t s p e c t r u m .Course Content: Introduction to the DMBoK: What is the DMBoK, its intended purpose and audience of the DMBoK. Changes due in DMBoK 2.0, relationship of the DMBoK with other frameworks (TOGAF / COBIT etc.). DAMA CDMP professional certification overview & CDMP exam coverage by DMBoK section. Data Governance: Why Data Governance is at the heart of successful IM. A typical DG reference model. DG roles & responsibilities, the role of the DGO & its relationship with the PMO. How to get started with Data Governance. Data Quality Management: The Dimensions of Data Quality, policies, procedures, metrics, technology and resources for ensuring Data Quality is measured and ultimately continually improved. DQ reference model. Capabilities & functionality of tools to support Data Quality management. Master & Reference Data Management: Differences between Reference & Master Data. Identification and management of Master Data across the enterprise. 4 generic MDM architectures & their suitability in different cases. MDM maturity assessment to consider business procedures for MDM and the provision and appropriateness of MDM solutions per major data subject area. How to incrementally implement MDM to align with business priorities. Data Warehousing & BI Management: Provision of Business Intelligence (BI) to the enterprise and the manner in which data consumed by BI solutions and the resulting reports are managed. Particularly important if the data is replicated into a Data Warehouse. Types of BI, DW and Analytics. Data Modelling & Metadata Management: Provision of metadata repositories and the means of providing business user access and glossaries from these. The development, use and exploitation of data models, ranging from Enterprise, through Conceptual to Logical, Physical and Dimensional. Maturity assessment to consider the way in which models are utilized in the enterprise and their integration in the Software Development Life Cycle (SDLC). Data Architecture Management: Approaches, plans, considerations and guidelines for provision of Data Integration and access. Consideration of P2P, ETL, CDC, Hub & Spoke, Service- orientated Architecture (SOA), Data Virtualization and assessment of their suitability for the particular use cases. Data Lifecycle Management: Proactive planning for the management of Data across its entire lifecycle from inception through, acquisition, provisioning, exploitation eventually to destruction. This IM discipline and its maturity assessment determine how well this is planned for and accomplished. Data Security & Privacy: Identification of threats and the adoption of defences to prevent unauthorized access, use or loss of data and particularly abuse of personal data. Exploration of threat categories, defence mechanisms & approaches, and implications of security & privacy breaches. Regulatory Compliance: The polices and assurance processes that the enterprise is required to meet. Adapting to the changing legal and regulatory requirements related to information and data. Assessing the approach to regulatory compliance & understanding the sanctions of non-compliance. Data Risk Management: Identification of risks (not just security) to data and its use, together with risk mitigation, controls and reporting. Data Management Tools & Repository: Examination of the categories of tools supporting the IM disciplines. How to select the appropriate toolset. Discussion of an example policy for use of specific technology to ensure consistency and interoperability across the enterprise. Data Integration & Interoperability: A new discipline introduced into DMBoK 2.0. DI&I covers addresses the different types of Data Integration approaches ranging from P2p through ETL to DV and EAI. The applicability of the different approaches, issues and implications of each will be discussed together with an outline of the technologies that support these styles of integration.
  11. 11. P / 1 1 Data Modelling Fundamentals C o u r s e O b j e c t i v e s : E x p l a i n t h e f u n d a m e n t a l d a t a m o d e l l i n g b u i l d i n g b l o c k s . U n d e r s t a n d t h e d i f f e r e n c e s b e t w e e n r e l a t i o n a l a n d d i m e n s i o n a l m o d e l s . D e s c r i b e t h e p u r p o s e o f E n t e r p r i s e , C o n c e p t u a l , L o g i c a l , a n d P h y s i c a l d a t a m o d e l s C r e a t e a C o n c e p t u a l a n d a L o g i c a l D a t a m o d e l . U n d e r s t a n d d i f f e r e n t a p p r o a c h e s f o r f a c t f i n d i n g & h o w t o a p p l y n o r m a l i s a t i o n t e c h n i q u e s . C o u r s e D e s c r i p t i o n : A 3 d a y i n t e r m e d i a t e c o u r s e i n t r o d u c i n g s t u d e n t s t o d a t a m o d e l l i n g , i t s p u r p o s e , t h e d i f f e r e n t t y p e s o f m o d e l s , h o w t o c o n s t r u c t a n d r e a d a d a t a m o d e l , a n d t h e w i d e r u s e o f d a t a m o d e l s . Course Content: • What is Data Modeling and why does it matter? What is the relationship between a data model and other types of models? • What is a Conceptual Data model, why it’s important and the pivotal role it plays in all architecture disciplines; • The major differences between Enterprise, Conceptual, Logical, Physical and Dimensional data models • How to use high-level data models to communicate with business people to get the core information you require to build robust applications. • What core information is needed to create a data model, how this can be easily communicated to business people, and what visual constructs to use to get their attention? • Templates and guidelines for a step-by-step approach to implementing a high-level data model in your organization • Data vs MetaData; what’s the difference and why does it matter • Approaches for creating a data model (Top Down, Bottom Up, Middle out) and when to use them. • Data Modelling Basics; Entities, Attributes, Relationships Keys • How to identify Entities and Subtypes • Basic standards • Relationships: Cardinality, Optionality, Identifying,, Non- identifying, recursive, and many-to-many • Rules for handling Super types, subtypes, many to many and recursive relationships • Keys: Primary, Natural, Surrogate, Alternate, Inverted, Foreign • Attribute properties & attribute domains • Data Modelling Notations and tooling • Normalisation: 1st, 2nd and 3rd normal form and a brief overview of other normal forms • A checklist for Data Model quality • Layout, presenting, and communication a data model to non modellers • Why data modelling is NOT just for RDBMS’s (its relevance to Packages, SOA, XML, Business Communication, Data Lineage and BI)
  12. 12. P / 1 2 Advanced Data Modelling Course Objectives: U n d e r s t a n d a n d p r a c t i c e d i f f e r e n t r e q u i r e m e n t s g a t h e r i n g a p p r o a c h e s . R e c o g n i s e t h e r e l a t i o n s h i p b e t w e e n p r o c e s s a n d d a t a m o d e l s a n d p r a c t i c e c a p t u r i n g r e q u i r e m e n t s f o r b o t h . L e a r n h o w a n d w h e n t o e x p l o i t s t a n d a r d c o n s t r u c t s a n d r e f e r e n c e m o d e l s . U n d e r s t a n d f u r t h e r d i m e n s i o n a l d a t a m o d e l l i n g a p p r o a c h e s a n d n o r m a l i s a t i o n t e c h n i q u e s . C o u r s e D e s c r i p t i o n : A 3 d a y a d v a n c e d c o u r s e f o r s t u d e n t s w i t h d a t a m o d e l l i n g e x p e r i e n c e t o e x p l o r e t h e h u m a n c e n t r i c a s p e c t s o f c o n c e p t u a l d a t a m o d e l l i n g , u s e o f p a t t e r n s a n d o t h e r a d v a n c e d t o p i c s t o e n a b l e t h e m t o b u i l d q u a l i t y d a t a m o d e l s t h a t m e e t b u s i n e s s n e e d s . Course Content: • Data modeling recap: Modeling basics, major constructs, identifying entities, model levels and linkage between them. • Understanding the purpose of the model: Why is this being created & what are we trying to accomplish with a model? • Top down requirements capture: When is it appropriate, what are the limitations. • Bottom up requirements synthesis: When this works, where is it appropriate. How do we cope with existing DBMS’s and systems. • Middle out: Is this always the best approach for requirements? • Interviews, Questionnaires, Workshops: How to select the fact fining approach and when the are and are not appropriate. • Why Information Architects need to understand Business Processes since information is acted on by the processes. • How to capture requirements for both Data and Process needs. • Creating a Conceptual data model and Conceptual process model. • Improving communication between modellers and business stakeholders, & how to use high-level data models to aid communication (and when not to). • Presenting data models to business users and how to conduct feedback sessions. A data model quality checklist • Checking the Data vs the MetaData; why does it matter? • Use of standard data model constructs, and pattern models: • Understanding the Bill of materials (BOM) construct. Where can it be applied, why it’s one of the most powerful modelling constructs. • Party; Role; Relationship: Why mastering this construct can provide phenomenal flexibility. • Mastering Hierarchies: Different approaches for modelling hierarchies. • Dimensional data modelling: Beyond the basics with conformed dimensions, bridges, junk dimensions & factless facts. • Data Modelling Notations and tooling • Normalisation: Progressing beyond 3NF. 4NF, 5NF Boyce-Codd, and why, and when to use them. • Data modelling is NOT just for RDBMS’s: Case studies on other uses.
  13. 13. P / 1 3 Data Modelling Foundation Course Description: Part of the Information Management “Foundation” series: A 1 day foundation class in Data Modelling to give practitioners an overview of Data Modelling, one of the most crucial of the Information Management disciplines. Data Modeling Foundation (1 day): • Overview of Data Modeling: What is Data Modelling, Why is Important, What areas are impacted and influenced by Data models, what are the benefits and uses of data models. • Levels and purposes of data models. What are the different types and why (and when) are they appropriate. • Data modelling basics, entities, attributes & relationships. The major constructs in data models. • Identifying entities, model levels and linkage between them. • Understanding the purpose of the model: Why is this being created & what are we trying to accomplish with a model? • Different approaches to capturing requirements for creation of data models. • Why Information Architects need to understand Business Processes since information is acted on by the processes. • Creating a Conceptual data model. • How to use high-level data models to communicate with business people. • Why Data modeling is NOT just for RDBMS’s: How data models are important for Package selection & implementation, DW/BI, Data Integration, SOA and Communication with the business. • Case studies on different uses of Data Models.
  14. 14. P / 1 4 Data Governance Foundation & Practitioner Course Description: Part of the Information Management “Foundation” and ”Practitioner” series: The class covering the need for Data Governance, its outcome, typical organization structures for Data Governance, the roles responsibilities and activities involved in establishing successful Data Governance, and metrics for measuring progress of a Data Governance initiative. The 2 day class explores a Framework for and how to get started with Data Governance. Data Governance Foundation (1 day) & Practitioner (2 day): • Introduction to Data Governance: What is Data Governance & why it matters. • The relationship between Data Governance & the other Information disciplines • Data Governance & IT Governance; is there a difference and why it matters. • A pragmatic workable framework for Data Governance • How to make the case for Data Governance and the issues faced when Data Governance is not present. • Starting a Data Governance Program: Establishing Data Governance, program establishment and set up, developing the business case & foundation activities. • The typical roles, responsibilities, organization structures and principles for successful Data Governance. • Keeping it going: Now its started; how do you sustain Data Governance. Baking Data Governance into Business As Usual activities and making it real • The role of the Data Governance Office • Data Governance metrics and their relationship with Data Quality
  15. 15. P / 1 5 Master & Reference Data Management Foundation & Practitioner Course Description: Part of the Information Management “Foundation” and “Practitioner” series: A 1 day foundation class or 2 day practitioner class covering the different MDM architectures, genres, applications and activities involved in running a successful Master Data Management initiative. The 2 day class explores how to get started with Reference & MDM and outlines a successful framework for achieving MDM success. Master & Reference Data Management Foundation (1 day) & Practitioner (2 day): • What is Master Data Management, what is the difference between Master and Reference Data and why it matters. • What are the different types of MDM Architectures. These vary from a full central hub, through hybrid to virtualised with many flavours and variants along the way. • The applicability of different MDM architectural styles to differing business problems and why identifying the correct architecture for your type and usage of Master Data is crucial. • An Reference Architecture Model for Master & Reference Data Management and exploration of the typical components and functions in the Reference Architecture. • How to identify & select the right tooling for your environment and Master Data business needs. • More MDM architecture considerations: Single domain and Multi domain MDM solutions, the advantages & disadvantages of each and how to determine what's most appropriate for you. • Implementation styles: Operational & Analytical MDM. The issues and implications associated with the different approaches and why getting this right impacts future MDM success. • How to build the case for a Master Data initiative. • A proven approach for identifying the Data Subject Areas aligned to Business initiatives to start on your MDM program. • How to create an incremental MDM implementation plan that wont break the bank.
  16. 16. P / 1 6 Data Quality Foundation & Practitioner Course Description: Part of the Information Management “Foundation” and “Practitioner” series: A 1 day foundation class or 2 day practitioner class covering the principles, processes and activities involved in creating a Data Quality function. The 2 day class explores further detail on how to get started with Data Quality & outlines 7 steps for achieving Data Quality success. Data Quality Foundation (1 day) & Practitioner (2 day): • Examples of Data Quality issues and their implications: How could these have been avoided? • What is Data Quality vs Data Quality Management and why does it matter? • The DAMA Dimensions of Data Quality, plus alternative views on Data Quality Dimensions. • The relationship between DQ Dimensions, DQ Measures & Metrics and their applicability. • The benefits and impact of Data Quality. • A workable framework for establishing Data Quality in your organization. • The role and applicability of tools to support a Data Quality initiative. • A reference architecture model for Data Quality tools, common functions & capabilities, differences, what to look out for & a framework for selecting DQ tooling. • Types & applicability of Data Quality Reporting • The relationship between Data Quality and Data Governance & the other Information disciplines • Data Quality metrics & their relationship with Data Governance. • Starting and sustaining a Data Quality initiative: 7 steps for achieving Data Quality success, the activities & structures required, & foundation activities • The typical roles, responsibilities, organization structures and principles for successful Data Quality. • Now its started; how do you sustain Data Quality. Baking DQ into Business As Usual activities and making it real
  17. 17. P / 1 7 Data Warehousing & Business Intelligence Foundation & Practitioner Course Description: Part of the Information Management “Foundation” and “Practitioner” series: A 1 day foundation class or 2 day practitioner class covering the architectures, technologies, applicability and activities surrounding Data Warehousing & Business Intelligence (DW&BI). The 2 day class explores further detail on Dimensional Data Modelling together with different Data Visualization and DW&BI architectural approaches. Data Warehousing & Business Intelligence Foundation (1 day) & Practitioner (2 day): • A reference model for Data Warehousing and Business Intelligence. • Understand the differences between Business Intelligence, and Data Warehousing, both the disciplines and the software environments. • Explore the benefits and application of Business Intelligence • Understand the architectures and key components of Business Intelligence and Data Warehousing • Discover the differences between architecture styles including the Kimball & Inmon approaches. • Learn how to create and apply a Dimensional Data model • Determine how to assess your current DW&BI readiness using a Business Intelligence maturity model • Explore different Data Visualization approaches. • Gain an outline understanding of the different Data Integration approaches available for DW & BI initiatives. • Understand the different reporting & analytics styles and the data and process implications. • Understand the role and suitability of different technology approaches in addressing DW&BI need.
  18. 18. P / 1 8 Data Integration Foundation & Practitioner Course Description: New for DMBoK 2.0: Part of the Information Management “Foundation” and “Practitioner” series: A 1 day foundation class or 2 day practitioner class covering the considerations for Data Integration, the different architectures available and their applicability. Discuss the technologies, and activities involved in Data Integration and migration. The 2 day class also explores use cases of the differing Data Integration architectures. Data Integration Foundation (1 day) & Practitioner (2 day): • What are the business (and technology) issues that Data Integration is seeking to address. • The different styles of Data Integration, their applicability and implications. • Understand the role and applicability of a canonical model in Data Integration. • Discuss different use cases of the various Data Integration architectures and approaches. • Understand the issues and implications of using different Data Integration approaches including: • Point to Point, • Extract Transform & Load, • Change Data Capture, • Services Oriented Architecture, • Data federation & Virtualisation. • Understand the relationship of Data Integration with the other Information Management disciplines in DMBoK 2.0. Note: Data Integration is a new “Knowledge Area” introduced for DMBoK 2.0 • Outline a process for undertaking Data Integration initiatives and the typical artefacts required.
  19. 19. P / 1 9 Executive Workshops Course Description: ½ day and 1 day Executive workshop(s) designed to give non-technical managers a basic understanding of a various Information Management topics and their importance to the organization. The workshops introduce the Information Management topic, its drivers, benefits and actions organizations should take to ensure Information is managed as a key asset. Workshop Content: Often, technical practitioners express frustration in not being able to convince non-technical management of the importance of information management. Likewise, executives do not need to be encumbered with distracting technical jargon. These workshops are designed to present core Information Management fundamentals to non-technical stakeholders in an easy-to-understand, practical manner. Case studies and real-world examples are used to provide context and rationale for the need for Information Management. Topics include: • Information Management: What is it & why is it important • The core disciplines of Information management including: • Data Modelling & why Conceptual Data Models are an essential business tool • Data Quality Management • Data Governance, the glue holding all Information Management activities together • Big Data – what it is, and what it isn’t • Master & Reference Data Management (MDM) • Case studies illustrating what works & what to avoid
  20. 20. P / 2 0 CDMP Certification – Exam Cram Course Objectives: G a i n f a m i l i a r i t y w i t h t h e C D M P e x a m i n a t i o n f o r m a t , t y p e s o f q u e s t i o n s a n d t h e m o s t a p p r o p r i a t e w a y o f a n s w e r i n g t h e m . U n d e r s t a n d a n d r e v i s e t h e m a j o r s y l l a b u s p o i n t s . P r a c t i c e t a k i n g t h e e x a m i n a t i o n s t o p a s s t h e C D M P e x a m i n a t i o n s a n d g a i n r e c o g n i t i o n f o r y o u r p r o f e s s i o n a l e x p e r i e n c e . Pre requisites: There are 4 levels of accomplishment for the CDMP certification, Associate, Practitioner and Master, and Fellow. Associate Certificate pre requisites: • 2 years relevant Data Professional work experience • Pass rate for all 1 exam (DMCORE) is 60% Practitioner Certificate pre requisites: • 3-5 years relevant Data Professional work experience • Pass rate for all 3 exams 70% Mastery Certificate pre requisites: • 10+ years relevant Data Professional work experience • Pass rate for all 3 exams at 80% or better Course Content: • Workshop examination preparation for each of the 3 examinations • Data Management Core Exam • 2 elective exams of the participants choosing based on one of the following: • Data Warehousing • Business Intelligence & Analytics • Data & Information Quality • Data Governance and Stewardship • Data Modelling • Data Operations • Zachman Enterprise Architecture Framework * TBD • Pay exam fees only if you pass • An optional (at no additional cost) examination to improve scores on one exam (e.g. to attain “Mastery”) or resit a failed exam. Course Approach: • Delivered over 3 days in an interactive workshop • 3 live exams taken during the course – Students can leave this course with a professional certification • Pay exam fees only if you pass offer • Optional 4th exam (at no additional cost) to improve score / resit failed examination. C o u r s e D e s c r i p t i o n : A 3 d a y e x a m i n a t i o n p r e p a r a t i o n c o u r s e a n d t a k i n g o f e x a m i n a t i o n s f o r s t u d e n t s w h o w i s h t o a t t a i n t h e C e r t i f i e d D a t a M a n a g e m e n t P r o f e s s i o n a l q u a l i f i c a t i o n .
  21. 21. P / 2 1 Integrated Business Process, Data & Requirements Definition Course Description: A 5 day intensive class to show students an integrated requirements discovery and definition approach covering business process, different types of requirements modelling, and the critical role of the conceptual data model. Understanding Business processes is critical as it’s the business processes where value is delivered. Appreciating how to work with business processes is now a core skill for business analysts, process and application architects, functional area managers, and even corporate executives. Additionally, Information Architects need to understand Business Processes since information is acted on by the processes. But too often, teaching on the topic either floats around in generalities and familiar case studies, or descends rapidly into technical details and incomprehensible models. This workshop shows in a practical way how to discover and scope a business process, clarify its context, model its workflow with progressive detail, and assess it, and transition to the design of a new process by determining, verifying, and documenting its essential characteristics. Requirements Definition: Use cases have offered great promise as a requirements definition technique, but many analysts get disappointing results. That’s because published methods are often inconsistent, complex, or focused on internal design. The requirements definition component of the workshop clears up the confusion. It shows how to employ use cases to discover external requirements – how users wish to interact with an application – and how to use service specifications to define internal requirements – the validation, rules, and data manipulation performed behind the scenes. Better yet, it shows in concrete terms how the two perspectives interact, and demonstrates synergies with data modeling and business process workflow modeling. Conceptual Data Modelling: Information is at the heart of all architecture disciplines and Data modeling is critical to the design not simply of quality databases, but is also essential to other requirements techniques. These include workflow modeling and requirements modeling (use cases and services). This is because Data Modelling ensures a common understanding of the things – the entities – that processes and applications deal with. This component of the workshop introduces entity-relationship modeling from a non-technical perspective, provides tips and guidelines for the analyst, and explores contextual, conceptual, and detailed modeling techniques that maximize user involvement.
  22. 22. P A G E 2 2D A T A M A N A G E M E N T A D V I S O R S Contents • What is CDMP? • Why do I need it? • How can I get CDMP? • How many exams for CDMP? • Which Specialty Exam? • Experience/Education Requirements • Costs • Exam Preparation
  23. 23. P A G E 2 3D A T A M A N A G E M E N T A D V I S O R S What is CDMP? • CDMP stands for “Certified Data Management Professional” • It is the only International, non-proprietary, widely recognized data management certification. • The certification program was jointly constructed by DAMA International (DAMA) and the Institute for Certification of Computer Professionals (ICCP). • DAMA owns the CDMP certification, and ICCP administers and delivers exams, provides all record keeping
  24. 24. P A G E 2 4D A T A M A N A G E M E N T A D V I S O R S Why do I need it? “Certification, in itself, is not a goal, but Professionalism is” Credential Company Requirement Professional Growth Self Evaluation Financial Reward Other Increase in Salary Credibility within Organisation Credibility with Customers Greater Self Esteem Solve Problems Quicker Source: ICCP Research Study (Athabasca University) Why People Certify Primary Achievement Resulting from Certification
  25. 25. P A G E 2 5D A T A M A N A G E M E N T A D V I S O R S How can I get CDMP? • Fill out application • Pass the Information Systems Core Exam • Pass the Data Management Core Exam • Pass one Specialty Exam, from: • Data Development • Data Warehousing • Business Intelligence & Analytics • Data Governance & Stewardship • Data Operations & Security • Data & Information Quality • Zachman Enterprise Architecture Framework • Integrated IT Project Management • Meet the Experience & Education qualifications • Sign the ICCP Code of Ethics
  26. 26. P A G E 2 6D A T A M A N A G E M E N T A D V I S O R S How many Exams for CDMP? • Three examinations: • Information Systems Core • Data Management Core • Plus one other “specialty” exam • Each exam: 90 minutes, 110 multiple choice questions each • Pass all 3 exams at 70% or better for Mastery Level • 50%-69% for Practitioner Level
  27. 27. P A G E 2 7D A T A M A N A G E M E N T A D V I S O R S DATA ARCHITECTURE MANAGEMENT DATA DEVELOPMENT DATABASE OPERATIONS MANAGEMENT DATA SECURITY MANAGEMENT REFERENCE & MASTER DATA MANAGEMENT DATA QUALITY MANAGEMENT META DATA MANAGEMENT DOCUMENT & CONTENT MANAGEMENT DATA WAREHOUSE & BUSINESS INTELLIGENCE MANAGEMENT DATA GOVERNANCE › Enterprise Data Modelling › Value Chain Analysis › Related Data Architecture › External Codes › Internal Codes › Customer Data › Product Data › Dimension Management › Acquisition › Recovery › Tuning › Retention › Purging › Standards › Classifications › Administration › Authentication › Auditing › Analysis › Data modelling › Database Design › Implementation › Strategy › Organisation & Roles › Policies & Standards › Issues › Valuation › Architecture › Implementation › Training & Support › Monitoring & Tuning › Acquisition & Storage › Backup & Recovery › Content Management › Retrieval › Retention › Architecture › Integration › Control › Delivery › Specification › Analysis › Measurement › Improvement Which Specialty Exam? The 10 DMBoK Functions (disciplines) of Data Management
  28. 28. P A G E 2 8D A T A M A N A G E M E N T A D V I S O R S Which Specialty Exam?
  29. 29. P A G E 2 9D A T A M A N A G E M E N T A D V I S O R S
  30. 30. P A G E 3 0D A T A M A N A G E M E N T A D V I S O R S
  31. 31. P A G E 3 1D A T A M A N A G E M E N T A D V I S O R S The Information Lifecycle Information Lifecycle (DAMA) › IM strategy › Governance › Define policies and procedures for quality, retention, security etc › Architecture › Conceptual, logical and physical modelling › Install or provision servers, networks, storage, DBMSs › Access controls › Data created, acquired (external), extracted, imported, migrated, organised › Data validated, edited, cleansed, converted, reviewed, reported, analysed › Data archived, retained and retrieved › Data deleted PURGEPLAN SPECIFY ENABLE CREATE & ACQUIRE MAINTAIN & USE ARCHIVE & RETRIEVE (SOURCE DAMA)
  32. 32. P A G E 3 2D A T A M A N A G E M E N T A D V I S O R S
  33. 33. P A G E 3 3D A T A M A N A G E M E N T A D V I S O R S
  34. 34. P A G E 3 4D A T A M A N A G E M E N T A D V I S O R S
  35. 35. P A G E 3 5D A T A M A N A G E M E N T A D V I S O R S
  36. 36. P A G E 3 6D A T A M A N A G E M E N T A D V I S O R S
  37. 37. P A G E 3 7D A T A M A N A G E M E N T A D V I S O R S
  38. 38. P A G E 3 8D A T A M A N A G E M E N T A D V I S O R S
  39. 39. P A G E 3 9D A T A M A N A G E M E N T A D V I S O R S
  40. 40. P A G E 4 0D A T A M A N A G E M E N T A D V I S O R S Other Requirements Experience & Education • 48 months experience (CDMP Mastery level) • 24 months experience (CDMP Practitioner level) • Substitute up to 24 months of the experience requirement with appropriate undergraduate or graduate degree • Three-year recertification cycle (CPD requirements)
  41. 41. P A G E 4 1D A T A M A N A G E M E N T A D V I S O R S Information Management Fundamentals C o u r s e O b j e c t i v e s : To g i v e p a r t i c i p a n t s a s o l i d g r o u n d i n g i n a l l o f t h e c o r e I n f o r m a t i o n M a n a g e m e n t c o n c e p t s . A d d i t i o n a l l y i t p r o v i d e s a f o u n d a t i o n f o r s t u d e n t s c o n s i d e r i n g D A M A C D M P p r o f e s s i o n a l c e r t i f i c a t i o n C o u r s e D e s c r i p t i o n : A 5 d a y c o u r s e c o v e r i n g a l l t h e d i s c i p l i n e s o f I n f o r m a t i o n M a n a g e m e n t a s d e f i n e d i n t h e D A M A b o d y o f k n o w l e d g e ( D M B o K ) . T a u g h t b y D A M A D M B o K ( 2 . 0 ) a u t h o r & C D M P ( M a s t e r ) t h i s p r o v i d e s a s o l i d f o u n d a t i o n a c r o s s t h e c o m p l e t e I n f o r m a t i o n M a n a g e m e n t s p e c t r u m . Course Content: Introduction to the DMBoK: What is the DMBoK, its intended purpose and audience of the DMBoK. Changes due in DMBoK 2.0, relationship of the DMBoK with other frameworks (TOGAF / COBIT etc.). DAMA CDMP professional certification overview & CDMP exam coverage by DMBoK section. Data Governance: Why Data Governance is at the heart of successful IM. A typical DG reference model. DG roles & responsibilities, the role of the DGO & its relationship with the PMO. How to get started with Data Governance. Data Quality Management: The Dimensions of Data Quality, policies, procedures, metrics, technology and resources for ensuring Data Quality is measured and ultimately continually improved. DQ reference model. Capabilities & functionality of tools to support Data Quality management. Master & Reference Data Management: Differences between Reference & Master Data. Identification and management of Master Data across the enterprise. 4 generic MDM architectures & their suitability in different cases. MDM maturity assessment to consider business procedures for MDM and the provision and appropriateness of MDM solutions per major data subject area. How to incrementally implement MDM to align with business priorities. Data Warehousing & BI Management: Provision of Business Intelligence (BI) to the enterprise and the manner in which data consumed by BI solutions and the resulting reports are managed. Particularly important if the data is replicated into a Data Warehouse. Types of BI, DW and Analytics. Data Modelling & Metadata Management: Provision of metadata repositories and the means of providing business user access and glossaries from these. The development, use and exploitation of data models, ranging from Enterprise, through Conceptual to Logical, Physical and Dimensional. Maturity assessment to consider the way in which models are utilized in the enterprise and their integration in the Software Development Life Cycle (SDLC). Data Architecture Management: Approaches, plans, considerations and guidelines for provision of Data Integration and access. Consideration of P2P, ETL, CDC, Hub & Spoke, Service-orientated Architecture (SOA), Data Virtualization and assessment of their suitability for the particular use cases. Data Lifecycle Management: Proactive planning for the management of Data across its entire lifecycle from inception through, acquisition, provisioning, exploitation eventually to destruction. This IM discipline and its maturity assessment determine how well this is planned for and accomplished. Data Security & Privacy: Identification of threats and the adoption of defences to prevent unauthorized access, use or loss of data and particularly abuse of personal data. Exploration of threat categories, defence mechanisms & approaches, and implications of security & privacy breaches. Regulatory Compliance: The polices and assurance processes that the enterprise is required to meet. Adapting to the changing legal and regulatory requirements related to information and data. Assessing the approach to regulatory compliance & understanding the sanctions of non-compliance. Data Risk Management: Identification of risks (not just security) to data and its use, together with risk mitigation, controls and reporting. Data Management Tools & Repository: Examination of the categories of tools supporting the IM disciplines. How to select the appropriate toolset. Discussion of an example policy for use of specific technology to ensure consistency and interoperability across the enterprise.
  42. 42. P A G E 4 2D A T A M A N A G E M E N T A D V I S O R S CDMP Certification – Exam Cram Course Objectives: G a i n f a m i l i a r i t y w i t h t h e C D M P e x a m i n a t i o n f o r m a t , t y p e s o f q u e s t i o n s a n d t h e m o s t a p p r o p r i a t e w a y o f a n s w e r i n g t h e m . U n d e r s t a n d a n d r e v i s e t h e m a j o r s y l l a b u s p o i n t s . P r a c t i c e t a k i n g t h e e x a m i n a t i o n s t o p a s s t h e C D M P e x a m i n a t i o n s a n d g a i n r e c o g n i t i o n f o r y o u r p r o f e s s i o n a l e x p e r i e n c e . Pre requisites: There are 2 levels of accomplishment for the CDMP certification, Practitioner and Mastery. Practitioner Certificate pre requisites: • 2 years relevant Data Professional work experience • Pass rate for all 3 exams 50%-69% Mastery Certificate pre requisites: • 4+ years relevant Data Professional work experience • Pass rate for all 3 exams at 70% or better Course Content: • Workshop examination preparation for each of the 3 examinations • IS Core Exam • Data Management Core Exam • A third elective exam of the participants choosing based on one of the following: • Data Warehousing • Business Intelligence & Analytics • Data & Information Quality • Data Development • Data Operations • Zachman Enterprise Architecture Framework • Integrated IT Project Management • Data Governance and Stewardship • Pay exam fees only if you pass • An optional (at no additional cost) examination to improve scores on one exam (e.g. to attain “Mastery”) or resit a failed exam. Course Approach: • Delivered over 3 days in an interactive workshop • 3 live exams taken during the course – Students can leave this course with a professional certification • Pay exam fees only if you pass offer • Optional 4th exam (at no additional cost) to improve score / resit failed examination. C o u r s e D e s c r i p t i o n : A 3 d a y e x a m i n a t i o n p r e p a r a t i o n c o u r s e a n d t a k i n g o f e x a m i n a t i o n s f o r s t u d e n t s w h o w i s h t o a t t a i n t h e C e r t i f i e d D a t a M a n a g e m e n t P r o f e s s i o n a l q u a l i f i c a t i o n .
  43. 43. P A G E 4 3D A T A M A N A G E M E N T A D V I S O R S After Certification • Annual membership fee of $75 • Every 3 years 120 credits of mandatory Continuing Education Units (CEU's) in Data Management must be performed and registered with the ICCP in order to keep the CDMP certification in good standing
  44. 44. P A G E 4 4D A T A M A N A G E M E N T A D V I S O R S Trainer Profile
  45. 45. P A G E 4 5D A T A M A N A G E M E N T A D V I S O R S Christopher Bradley has spent 35 years in the forefront of the Information Management field, working for leading organisations in Information Management Strategy, Data Governance, Data Quality, Information Assurance, Master Data Management, Metadata Management, Data Warehouse and Business Intelligence. Studying Chemical Engineering at University Mr. Bradley’s post academic career started for the UK Ministry of Defence where he worked on several major Naval Database systems and on the development of the ICL Data Dictionary System (DDS). His career included Volvo as lead data base architect, Thorn EMI as Head of Data Management, Readers Digest Inc as European CIO, and Coopers and Lybrand (later PWC) where he established the International Data Management specialist practice. During this time he led many major international assignments including Data Management Strategies, Data Warehouse Implementations and establishment of data governance structures and the largest Data Management strategy ever undertaken in Europe. After PWC Chris created and ran a UK Consultancy practice specializing in Information Management and led many Information Management strategy assignments in the Financial Services, Oil and Gas and Life Sciences sectors. Chris works with International clients including Alinma Bank, American Express, ANZ, Bank of England, BP, Celgene, GSK, HSBC, Shell, TOTAL, Statoil, Saudi Aramco, Riyad Bank, and Emirates NBD. Most recently he has delivered an MDM review for a Global Pharmaceutical organization, a comprehensive appraisal of Information Management practices at an Oil & Gas super major, an Enterprise Information Management strategy for a Life Sciences organization, a Data Governance strategy for a Middle East Bank, and Information Management training for Retail, Oil & Gas and Financial services companies. Chris advises Global organizations on Information Strategy, Data Governance, Information Management best practice and how organisations can genuinely manage Information as a critical corporate asset. Frequently he is engaged to evangelise Information Management and Data Governance to Executive management, to introduce data governance and new business processes for Information Management and to deliver training and mentoring. Chris is author of sections of DMBoK 2.0, co author of “Data Modeling for the Business” together with several white papers and articles. He is an acknowledged thought leader in Information Strategy with considerable expertise in Enterprise Information Management, Information Strategy development, Data Governance, Master and Reference Data Management, Information Assurance, Information Exploitation, Metadata Management and Information Quality, and has successfully introduced information led business transformation programmes across multiple geographies. Christopher Bradley
  46. 46. P A G E 4 6D A T A M A N A G E M E N T A D V I S O R S Delivery Competencies Capability Junior Consultant IPL Grade 5 Consultant IPL Grade 6 Senior Consultant IPL Grade 7 Principal Consultant IPL Grade 8 Director / Officer IPL Grade C/D Delivering Business Change Aligns work with project business change requirements acting in a QA role to ensure business change is delivered. Engages with client staff on the project to explain to them the change a particular project is introducing. Works sensitively with client’s staff who may be reacting to the changes Business Consulting are initiating within their company. Aligns projects with business change requirements ensuring required change is delivered. Engages with client staff to lead them comfortably through change. Anticipates any negative reactions in client staff to the changes IPL are initiating within their company and proactively addresses any likely responses. Proactively devises and manages significant programmes of change within a client operation. Maintains a focus on core objectives during periods of change. Uses uncertainty, where appropriate, as an opportunity to shape change. Understands, anticipates and eases personal resistance to change. Works effectively with organisations on the design and implementation of programmes of large scale change. Manages client staff in a supportive and professional way through difficult periods of change. Provides personal leadership for programme and other client staff in delivering major change. Delivering Results and meeting Customer Expectations Able to build and maintain credibility with the client throughout and beyond the assignment. Makes a sound judgement and has the confidence to act on it. Aware of the required standard of quality that needs to be delivered and takes personal responsibility for delivering it. Demonstrates the confidence to challenge through questioning, to move the assignment forward. Able to build rapport quickly with the client to ensure they create the most productive working relationship. Identifies when a client is asking for something greater than their brief and asks for support/advice to ensure the client’s expectations are exceeded. Facilitates the client to identify their perception of the situation through adopting an effective questioning technique and correctly interprets and addresses the true situation while acknowledging the clients perception of it. Provides insightful solutions based on logical factual data. Challenges both the client and the project team to ensure best possible solutions are implemented. Has the confidence to assertively deliver bad news to clients in an objective manner Demonstrates a commercial awareness that enables them to step outside of their role to make logical and informed decisions. Identifies potential risks and minimises their effect for the client and the project team. Applies good judgement when making decisions that affect the assignment. Manages post project reviews Demonstrates a commercial awareness that enables Team members to step outside of their role to make logical and informed decisions. Identifies potential risks and minimises their effect for the client and the assignment team. Ensures project review learning is embedded Intellectual Rigour Can take a relatively straight forward business issue and define the capabilities needed to address this issue. Can take a complex business issue and define the capabilities needed to address the issue. Recommends well conceived courses of action to clients which address their requirements exactly. Helps clients explore the range of possibilities in a complex situation. Leads clients through a rigorous decision making process towards the capabilities they need to address this issue. Uses current approaches such as SIPOCs & Critical Thinking, Treacy Wiersema Value Disciplines, CMMI confidently in new client situations. Uses existing approaches confidently in situations that are new to IPL as well as to the client. Is confident with techniques such as SIPOC’s, Critical Thinking, Treacy Wiersema Value Disciplines, CMMI. Develops new approaches which add value in solving client problems. Leadership & Management Competencies Capability Junior Consultant IPL Grade 5 Consultant IPL Grade 6 Senior Consultant IPL Grade 7 Principal Consultant IPL Grade 8 Director / Officer IPL Grade C/D Build Key Skills & Competencies Identifies gaps in knowledge capital and assists in the development of “consulting core tools” skill set. Contributes to specific areas of practice development. Manages specific areas of practice development. Leads and directs a significant area of Capability Development, such as Information Management, Enterprise Architecture, Business process Management, or Programme Management. Leads and directs multiple areas of Capability Development. Is acknowledged as expert in one or more capability areas. Thought Leadership Contributes to specific capability group areas through research and knowledge gathering to help build the latest thinking on the subject matter. Supports the Capability Group to apply the research and knowledge ensuring that the latest thinking is mapped across the capability group expertise. Supports SC in producing articles on approaches and thought leadership within their own functional area of expertise (if one exists). Actively contributes to the development of thought leadership in a given area on behalf of IPL. Supports IPL in producing articles on approaches and thought leadership. Leads the development of thought leadership in a given area on behalf of IPL Regularly leads / writes articles on approaches and thought leadership. Business Management Contributes in the research and development of information for PCs and Directors which helps to better manage the business. Supports the PCs and Directors in managing the business through being involved in internal work, developing knowledge objects, etc. Supports the PCs and Directors in managing the business through being involved in internal work, developing knowledge objects, etc. Support Directors in meeting Business plan objectives. Ensure business plan objectives are met. Actively monitors their area of the business for opportunities, divergence from the plan, areas of risk etc. and feeds this back into the business management process. Recruitment Identifies potential recruits in the marketplace. Identifies potential recruits in the marketplace. Identifies potential recruits in the marketplace. Identifies the type and quantity of resource required and their profile. Identifies potential senior recruits in the market place. Identifies the type and quantity of resource required and their profile. Identifies potential senior recruits in the market place. Knowledge Management Keeping information up to date. Keeping information up to date. Keeping information up to date. Actively contributing knowledge papers to the IPL knowledge bank on approaches, methods, etc. Keeping information up to date. Actively contributing knowledge papers to the IPL knowledge bank on approaches, methods, etc. Keeping information up to date. Actively contributing knowledge papers to the IPL knowledge bank on approaches, methods, etc. Training / Coaching Seeks to build relationships with peers and colleagues for learning support. Identifies personal goals, takes account of business requirements and then identifies development opportunities. Identifies personal goals, takes account of business requirements and then identifies development opportunities. Acts as a coach and mentor to staff. Identifies personal goals, takes account of business requirements and then identifies development opportunities. Manages own personal development planning. Acts as a coach and mentor to staff Ensures and helps their staff manage their training and development requirements. Ensures staff are developed reflecting their own personal objectives and the organisations goals. Acts as a coach and mentor to staff being managed. Ensures and helps their staff manage their training and development requirements. Ensures staff are developed reflecting their own personal objectives and the organisations goals. Acknowledged as highly competent by staff and acts as a coach and mentor. Competencies, Capabilities & Skills Irrespective of role, staff should exhibit desired behaviours & attitudes. Typically these are observed in 4 core areas. As staff become more senior, their capabilities & competencies in key disciplines should improve & mature. Typically these are recorded in 5 main areas. Core Competencies Capability Junior Consultant Grade 5 Consultant Grade 6 Senior Consultant Grade 7 Principal Consultant Grade 8 Director / Officer Grade C/D Insight Builds understanding of technical matters. Demonstrates commercial acumen Lead input in specialist area. Highlights integration issues. Resourceful investigation and resolution of technical matters. Frontline knowledge transfer to client Lead role in solution development and project planning. Expert input in own area. Crossdiscipline integration. Deep expertise in core skill area. Strong capability in related areas, enabling content leadership of complex cross-discipline consulting programmes Expert assurance role, e.g. subcontractors’ work, overseeing suppliers’ responsibilities Externally and Internally recognised as expert in a service specialisation. Expert advisor to clients. Provides significant contributions to professional eminence (e.g. publications, public speaking, standards committees) Business Development Supports bid development and solution design. May be responsible for some areas of bid development Identifies new opportunities. Contributes key content to project bids and proposed solution design Bid/Project Manager. Evidence of maintaining client relationships after project completion. Using existing relationships to generate access to new relationships Relationships with senior clients and identified rising Clients Account opening and development: initial sale, on-sale, Non-competitive sale Pricing and negotiation experience from large bids. Senior Client relationship building and development. Board-level consulting (strategy, programme control) Planning and revenue responsibility for major accounts or segment Leadership and Relationships Seeks to build relationships with peers and colleagues for learning support. Accurate recording of personal financial information. Contributes to the development and delivery of IPL BC activities. Learning support to peers, juniors and colleagues. Accurate collection of team and personal financial information. Management of staff matters within team. Professional mentor to more junior staff. Revenue management and collection at project level. Formal staff responsibilities – career counselling / appraisal for 3 - 6 staff Professional Mentor to more junior staff. Delegated P&L responsibility at Account/Segment level? Service Group leadership responsibility for engagements of staff Business planning & management. P&L responsibility within Business Unit Assignment Management Responsible for discrete areas of project work. Identifies issues in project delivery and communicates to team, identifying solutions where possible. Organises work documentation in a methodical and efficient manner. Leads project work stream and small teams (mixed staff) Small to mid-scale project management. Leads joint client/consultant teams, including sub- contractors Leads large projects and/or major components of multi-stream programmes. Senior delivery responsibility in client’s eyes. Leads mixed programme teams including client project managers. Complex programme and project delivery. Accountable directly to senior client for delivery / quality assurance Consultancy Skills Able to break down simple problems into parts and analyse. Applies tools and techniques to research data, document results and present findings in a comprehensive manner. Builds relationships with clients. Prepares quality deliverables. Undertakes accurate and insightful analysis Communicates complex ideas simply at the working level. Builds productive working relationships and working consensus. Prepared high quality deliverables Leads creative analysis and solution development Builds consensus with project leadership and key stakeholders Facilitates effective working on dayto- day level. Senior Supplier role at client’s programme board. Senior Influencer in client’s programme. Expert intervention in the analytical process Provides Executive-level facilitation and support. Senior Client Board participation Brings strategic perspective from other clients’ experience and the marketplace A person undertakes a role(s). The roles are part of a role family such as “Architecture & Design” or “Software Engineering & Quality”. Each role family has many disciplines each with many roles. So “Architecture & Design” has many disciplines including “Information Architecture” with many roles within it. Each role requires skills at a particular level of competency from level 1 (awareness) through to level 5 (expert). Thus a roles is a combination of many skills At levels & the attainment of these is useful for staff development & appointment.
  47. 47. P A G E 4 7D A T A M A N A G E M E N T A D V I S O R S Training, Mentoring, and Executive Workshops We offer a number of training options for both practioners and management The following training courses are available: • Information Management Fundamentals – 5 day introductory course covering all of the components of Information Management as defined in the DAMA Body of Knowledge (DMBoK) & forthcoming changes in DMBoK 2.0 • Data Modelling fundamentals – 3 day intermediate course introducing students to data modelling, its purpose, the different types of models and how to construct and read a data model. • Advanced Data Modeling – 3 day advanced course for students with data modelling experience to understand the human centric aspects of data modelling to enable them to build quality models that meet business needs. • IM Fundamentals & Practioner Courses– A series of 1 day (foundation) and 2 day (practitioner) classes to give practitioners a solid background in a specific Information Management topics. The 2 day practitioner workshops explore more detail on the implementation aspects of the particular Information Management discipline • Data Modelling Foundation (1 day only) • Data Governance Foundation & Practitioner • Master & Reference Data Foundation & Practitioner • Data Quality Management Foundation & Practitioner • Data Warehouse & Business Intelligence Foundation & Practitioner • Data Integration Foundation & Practitioner • Executive Workshops – ½ and 1 day executive workshop(s) designed to give non-technical managers a basic understanding of a various Information Management topics and their importance to the organisation. • CDMP Certification– 3 day workshop “exam cram” designed to help attendees pass the DAMA CDMP certification. Testing is included as part of the workshop. • Integrated Business Process, Data & Requirements Definition– 5 day intensive class to show students an integrated requirements discovery and definition approach covering business process, different types of requirements modelling, and the critical role of the conceptual data model. Custom-built, on-site training & awareness seminars can also be delivered.
  48. 48. P A G E 4 8D A T A M A N A G E M E N T A D V I S O R S Multiple Levels of Training for Various Audiences Information Management Foundation (1 day) Data Modelling Foundation (1 day) INTRODUCTORY INTERMEDIATE ADVANCED / DEEP DIVE Advanced Data Modelling (3 days) Integrated Business Process, Data Requirements and Discovery (5 days) DAMA-I CDMP Exam Cram & Certification (3 days) LEVEL Information Management For The Business (½ and 1 day) Applied Data Modelling (3 days) Information Management Fundamentals (5 days) Data Quality Management Implementation & Practice (1 and 2 day) Data Warehouse & Business Intelligence Implementation & Practice (1 and 2 day) Reference & Master Data Management Implementation & Practice (1 and 2 day) Data Governance Implementation & Practice (1 and 2 day) Data Integration Implementation & Practice (1 and 2 day) The “client Way” Information Management Mentoring

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