The document discusses increasing business data and analytics maturity, led by Mario Faria and Luisa Recalcati, both experts in the field. It emphasizes the importance of adopting a data-driven culture, leveraging technology, and implementing effective processes to enhance business decision-making and operational efficiency. Key strategies include assessing data maturity levels, promoting collaboration between business and IT, and prioritizing data governance and management initiatives.

1. Mario Faria
1
Increasing Your Business
Data & Analytics Maturity
Mario Faria and Luisa Recalcati
July 10th, 2014

2. Mario Faria
2
The Presenters
Mario is one of the first Chief Data Officers in the world,
leading teams focused in Data Monetization, Data Quality, Data
Governance, Operations, Architecture and Analytics. Currently
he is the head of CDO, Inc, advising companies to cross the
"data & analytics chasm".
Luisa is a technology executive with proven
success directing high profile programs.
Experienced in Data Management and Enterprise
Architecture, CRM, and Advanced Metadata
Repository. She joined Microsoft in 2007 and
currently works in the Microsoft IT department as
an Enterprise Architect.

3. Mario Faria
3
Increasing Your Business
Data & Analytics Maturity
Mario Faria
mario.faria@cdo-inc.com
@mariofaria
http://www.cdo-inc.com/

4. Mario Faria
4

5. Mario Faria
5
“The balance of power in the 21st
century is influenced by the ability
to leverage information assets” –
Gwen Thomas, CEO of The Data
Governance Institute

6. Mario Faria
6

7. Mario Faria
7
Jim Moran,
10 days in
1947

8. Mario Faria
8
Data & Analytics Goals
• Explain the past
• Predict the future

9. Mario Faria
9
Data & Analytics is about
• People
• Technology
• Processes
• Modeling
• Analytics
• Communication
• Decisions
• Actions
A data-driven culture is a disruptive factor for
entire industries

10. Enabling
Culture
Change
and
Becoming
a
Data
Driven
Organiza8on

11. How
to
promote
Business
Maturity
through
Data
&
Analy8cs
?

12. Mario Faria
12
Is it possible to promote Business Maturity using
Analytics, or is it the other way around?
• Your company must have some Business Maturity to take a step and
start using Analytics.
• When you if take the path of using the right people, good technology,
proven methodologies and changing the current processes, you will gain
more Business Maturity.
• After you have gained more Business Maturity, naturally you will start to
evolve to more complex Analytics usage
• It is a self-promoting system following exactly the Deming PDCA method

13. Mario Faria
13
A data & analytics team is
responsible for transforming
data assets into competitive
insights, that will drive
business decisions and
actions, using people,
processes and technologies

14. Mario Faria
14
Managing Data & Analytics Teams
• Focus on the execution
• Well-defined and realistic
scope
• Put all activities on the
schedule
• Budget control

15.
Data
&
Analy8cs
is
quite
easy
Changing
behavior
and
culture
is
extremely
hard
to
achieve

16.
Is
your
organiza8on
ready
to
change
?

17.
Accessing
the
data
maturity
level
of
your
organiza8on

18. Sample - Data Management Maturity Summary
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Data Management Strategy
Communications
Data Management Function
Funding Model
Business Case
Governance Management
Business Glossary
Metadata Management
Data Requirements
Data Lifecycle Management
Provider Management
Architectural Approach
Architectural StandardsData Management Platform
Data Integration
Historical Data
Data Quality Strategy
Data Profiling
Data Quality Assessment
Data Cleansing
Configuration Management
Measurement and Analysis
Process Management
Process Quality Assurance
Risk Management
Data Strategy Data Operations Data Platform Data Governance Data Quality Supporting Processes

19. Implemen8ng
the
change

20. Strategic
Enterprise
Architecture
Microso'
IT
Data
Management
Maturity
Data
to
match
the
business
velocity
and
accelerate
the
organiza:on’s
evolu:on
towards
Real-­‐Time
Enterprise!
Luisa Recalcati
Enterprise Architect
9/4/2013

21. Strategic Enterprise
Architecture
§ Microsoft IT Transformation to Real-Time
§ The Microsoft IT Landscape
§ Integrated Data Management (IDM) Initiative
§ IDM Goals and Objectives
§ IDM Results and Recommendations
§ Recommendations and Implementation
[ 21 ]
Agenda

22. Strategic Enterprise
Architecture
Business Processes
People
Information
Technology
[ 22 ]
The Real Time Enterprise
Processes achieve business
results
People make decisions
Technology speeds the delivery
of information
Decisions are driven by
Information
Virtually everything in business today is an undifferentiated
commodity, except how a company manages its information.
How you manage information determines whether you win or
lose.
– Bill Gates

23. Strategic Enterprise
Architecture[ 23 ]
The Microsoft IT Landscape
Enterprise First & Best Program

24. Strategic Enterprise
Architecture[ 24 ]
Microsoft IT Transformation and Data Management (IDM)
Matching the Business Velocity
Enable a fast and consistent view of service, product and
operational data across the business
ü Generate Integrated Data Management Capability Strategy
ü Design Integrated Data Management Operating Model,
Standards, & Tools
ü Drive Integrated Adoption and Measure Impact

25. [ 25 ]
Establishing a Common Data Management
Language
CMMI Data Management Maturity Model

26. Strategic Enterprise
Architecture[ 26 ]
Timeline for Integrated Data Management Project
In partnership with the CMMI Institute
Internal and external assessments leveraged our subject matter experts
while providing an objective, outside-in view
DMM Available
Internal Assessment
Assessment Validation
Internal
Recommendations
CMMI Assessment
CMMI
Recommendations
Capability Enablement Plan
CMMI/Microsoft IT
July 2012 Sept-Dec 2012 Nov. 2012 Jan-Mar 2013 Mar-Apr 2013 May 2013

27. Strategic Enterprise
Architecture
Performed
Managed
Defined
Measured
Op:mized
Level
1
Ad-hoc processes. Emphasis on data repair . Transitory improvements.
Formalized processes. Infrastructure supports at business
unit level. Clearly defined roles and responsibilities.
Established processes, improved over time. Tailored
to meet specific needs predictably and consistently.
Established metrics. Variance management across the
process lifecycle.
Processes are improved on a continuous basis and
advocated at the executive management level.
Level
2
Level
3
Level
4
Level
5
[ 27 ]
Maturity Levels Related to Real Time Data
Batch
Enabling Capabilities
Real –Time
Competitive Advantage
Velocity
Operational
Effectiveness

28. Strategic Enterprise
Architecture[ 28 ]
Success of the Assessment Through Collaboration
Business and IT Cross-Functional Team
ü Business priorities
ü Pain points
ü 26 CMMI Institute
Recommendations
Operations
Sales,
Marketing,
Services
Microsoft IT
Business
Units

29. Strategic Enterprise
Architecture
Data
Management
Operations
Platform &
Architecture
Data
Quality
Data
Governance
Data
Management
Strategy
[ 29 ]
CMMI Assessment Recommendations
• Unified effort to maximize data
sharing and quality
• Monitor and measure adherence
to data standards
• Top-down approach to
prioritization
• Up-stream error prevention
• Common Data Definitions
• Leverage best practices for
data archival and retention
• Maximize shared services
utilization
• Map key business processes
to data
• Leverage Meta Data
repository
• Integrate data governance
structures
• Prioritize policies, processes,
standards, to support corporate
initiatives

30. Strategic Enterprise
Architecture[ 30 ]
Accelerating Data Management at Microsoft
Create Enterprise Data Management
Board
Scorecard Data Management
Capability improvements
Enterprise-wide Data Management
Program and Strategy
Prioritize Data Management
initiatives in alignment with the
business priorities.
Reduce cost of Data Repair and
invest in Quality at the source
Audit Data Quality for a small but
critical data set across multiple data
stores
Strategies Expected Results
Build on Strengths!

31. Strategic Enterprise
Architecture[ 31 ]
Capability Enablement Plan
Strategy
Quality
Implementation
Governance
Shared Vision focused on
core data that meets
business objectives
Redesign and implement
Business Process with standard
data controls
Baseline core data quality in
terms of business value
Data Governance Structure
for Core Data

32. Strategic Enterprise
Architecture[ 32 ]
Data Management Board – Unifying Governance
Capability
Management
Steer Co
Business
Enablement
Steer Co
Enterprise
Data Model
Steer Co
Data Quality
Steer Co
Data Management Board
EDM Governance &
Management
Enhancement DM
Capabilities
Operational Data Issues
& Data Certification
Business Demand,
Strategy, and Issues
Aligning IT to Business Strategy requires
coordinated processes through tiers of IT governance
scope
Collaboration

33. Strategic Enterprise
Architecture
§ In the world of Devices and Services, Data Management is a pillar of effectiveness
§ DMM is a key framework tool to facilitate the Real-Time Data Management journey
§ Active participation of cross-functional teams from Business and IT is key for success
§ Employee education on the importance of data and the impact of data management is a
good investment
§ Build on Strengths!
[ 33 ]
Key Lessons
Microso'
IT
Annual
Report
may
be
found
at:
hIp://wwwppe/enterprise/microso'-­‐it/reports-­‐2014/
data/default.html?page=1#Sid=PJbKXa0iTv9

34. Strategic
Enterprise
Architecture
Thank you
[ 34 ]
Luisar@Microso'.com

35. The debate