This document summarizes a webinar on what a Chief Data Officer (CDO) needs to know about data quality. The webinar is moderated by Tony Shaw from DATAVERSITY and features Danette McGilvray from Granite Falls Consulting as the speaker. McGilvray will discuss the relationship between data quality, governance, and other data management functions. She will also cover options for structuring data quality programs within an organization and how a CDO can help both data quality programs and projects succeed.

1. Moderator: Tony Shaw
www.cdovision.com
CEO, DATAVERSITY
Speaker: Danette McGilvray
President and Principal
Granite Falls Consulting
#CDOVision
This Webinar is
Sponsored by:

2. What a CDO Needs to Know
about Data Quality
This Webinar
Produced by Sponsored by
CDO Webinar
September 4, 2014
2 pm Eastern/ 11 am Pacific
Danette McGilvray
Granite Falls Consulting, Inc.
President and Principal
+1 510-501-8234
danette@gfalls.com
www.gfalls.com
Part of a Series Your Speaker

3. About the Moderator
Tony Shaw is the Founder and CEO of DATAVERSITY. He
is responsible for the business and content strategy of the
organization, which conducts educational conferences,
webinars, and publishing activities focused on information
and data management. Prior to founding DATAVERSITY,
Tony started a dotcom in the identity management space
(which went the way of most dotcoms), and was the
president of Technology Transfer Institute (TTI). He still
facilitates TTI’s strategic technology forum for CTOs, called
TTI/Vanguard.
© 2005-2014 Granite Falls Consulting, Inc. www.gfalls.com 2

4. About the Speaker
Danette McGilvray is president and principal of Granite Falls
Consulting, Inc., a firm that helps organizations increase their
success by addressing the information quality and data
governance aspects of their business efforts. From strategy to
implementation with a focus on bottom-line results, Danette
helps organizations enhance the value of their information assets
by naturally incorporating information quality management into
the business. She also emphasizes communication and the
human aspect of information quality and governance.
Danette is the author of Executing Data Quality Projects: Ten
Steps to Quality Data and Trusted Information™ (Morgan
Kaufmann, 2008). An internationally respected expert, her Ten
Steps™ approach to information quality has been embraced as a
proven method for both understanding and creating information
and data quality in the enterprise. A Chinese-language edition is
available and her book is used as a textbook in university
graduate programs
© 2005-2014 Granite Falls Consulting, Inc. www.gfalls.com 3
Danette McGilvray
Granite Falls Consulting, Inc.
President and Principal
+1 510-501-8234
danette@gfalls.com
www.gfalls.com

5. About the Webinar
Data is the ultimate cross-enterprise asset. Data and information flow
throughout an organization and require both business and IT expertise to
manage them effectively. The same data is available for multiple users, unlike
physical products that once sold to a buyer cannot be resold to the next
customer who walks through the door or places an online order. These
properties create unique challenges for the CDO chartered to oversee the data
management organization. The purpose of any data management work is to
ensure high quality, trusted data and information, yet data quality is a
profession within itself. Join us to learn what a CDO needs to know about data
quality:
 The relationship between data quality, governance, and other data
management functions
 Options for structuring within your organization
 The difference between data quality programs and projects
 What a CDO can do to help both data quality programs and projects
succeed
© 2005-2014 Granite Falls Consulting, Inc. www.gfalls.com 4

6. Copyright Information
COPYRIGHT INFORMATION
These materials, and any part thereof, are protected under copyright law. The contents of this document may
not be reproduced or transmitted in any form, in whole or in part, or by any means, mechanical or electronic, for
any other use, without the express written consent of Danette McGilvray.
Portions of this work are from the book, Executing Data Quality Projects: Ten Steps to Quality Data and
Trusted Information™, by Danette McGilvray, published by Morgan Kaufmann Publishers, Copyright 2008
Elsevier Inc. All rights reserved.
Portions of this work are from Danette’s chapter on “Data Quality Programs and Projects” in the book
Handbook of Data Quality: Research and Practice. Shazia Sadiq, editor (Springer, 2013).
Portions of this work are from “Data Quality and Governance in Projects: Knowledge in Action”, a Cutter
Consortium Executive Report by Danette McGilvray and Masha Bykin. Data Insight & Social BI, Vol. 13, No. 5.
Available at http://www.cutter.com/offers/dataqual.html. Feel free to forward this link to others.
TRADEMARK INFORMATION
All uses of The Ten Steps™, and Ten Steps to Quality Data and Trusted Information™ throughout this
document are protected by trademark law, and those terms are owned by Danette McGilvray and licensed to
Granite Falls Consulting, Inc.
Copyright © 2005-2014 Danette McGilvray
Granite Falls Consulting, Inc.
All Rights Reserved
www.gfalls.com
danette@gfalls.com
© 2005-2014 Granite Falls Consulting, Inc. www.gfalls.com 5

7. A Typical Meeting
© 2005-2014 Granite Falls Consulting, Inc. www.gfalls.com 6
I’m showing our
biggest decrease
in sales is in the
Southern region.
Historically that is
a strong area for
us. We should
focus there.
Wait! The South is
holding its own. It is
the Eastern region
that is in trouble!
My figures show
the North has
dropped the most!
No! The largest
decrease in
sales is in the
West!

8. No Useful Action
© 2005-2014 Granite Falls Consulting, Inc. See www.gfalls.com 7

9. Feeling the Effects of Poor Quality Information
 Complaints
 Conflicts and mistrust
 Wasted time
 Poor or deferred decisions
 Lack of confidence
 Delayed action
 Unhappy customers
 Hindered ability to carry out goals
 Non-compliance with legal
requirements
 Security breaches
 Unhappy customers
 Higher costs
 Decreased revenue
 Declining profits
 Lower employee morale
© 2005-2014 Granite Falls Consulting, Inc. See www.gfalls.com 8

10. Costs of Poor Quality Data
The average organization surveyed by Gartner said it
loses $8.2 million annually through poor data quality.
Further, of the 140 companies surveyed, 22%
estimated their annual losses resulting from bad data
at $20 million. Four percent put that figure as high as
an astounding $100 million.
-- Jeff Kelly, SearchDataMangement.com, 25 Aug 2009
http://searchdatamanagement.techtarget.com/news/1365965/Poor-data-quality-costing-companies-
millions-of-dollars-annually
© 2005-2014 Granite Falls Consulting, Inc. See www.gfalls.com 9

11. More Costs of Poor Quality Data
Sample of research and reports by industry experts, including Gartner Group,
PriceWaterhouseCoopers and The Data Warehousing Institute:
 75 per cent of organisations have
identified costs stemming from
dirty data
 33 per cent of organisations have
delayed or cancelled new IT
systems because of poor data
 $611bn per year is lost in the US in
poorly targeted mailings and staff
overheads alone
 According to Gartner, bad data is
the number one cause of CRM
system failure
 Less than 50 per cent of
companies claim to be very
confident in the quality of their data
 Business intelligence (BI) projects
often fail due to dirty data, so it is
imperative that BI-based business
decisions are based on clean data
 Only 15 per cent of companies are
very confident in the quality of
external data supplied to them
 Customer data typically
degenerates at 2 per cent per
month or 25 per cent annually
Source: “Drowning in dirty data?” by Richard Marsh, Database Marketing & Customer Strategy Management, Vol. 12, 2, 105-112.
http://www.palgrave-journals.com/dbm/journal/v12/n2/pdf/3240247a.pdf
© 2005-2014 Granite Falls Consulting, Inc. See www.gfalls.com 10

12. The Bottom Line
We need high quality, trusted data and information so we can
make informed decisions and take effective action!
© 2005-2014 Granite Falls Consulting, Inc. www.gfalls.com 11

13. If we have high quality information it means …
• We can find the data and information we need
© Granite Falls Consulting, Inc. See www.gfalls.com 12
– We can get to it and access it
• It is available when we need it
– It is timely and not late
• It includes everything we need
– Nothing is missing
• It is secure
– safe from unauthorized access and manipulation
• We understand it
– We can interpret it
• It is correct
– It is an accurate reflection of what is
happening or what did happen in the
real world
Because of all these things …
• We trust it when we get it
• We can use it with confidence
Simply put, it is having the right
information available at the right
time and place for the right
people to run your business.

14. Is Your Company Suffering from SLIBD Syndrome?
© 2005-2014 Granite Falls Consulting, Inc. www.gfalls.com 13

15. Raise Awareness of Data as an Asset and a Resource
Information Has Value and Needs to Be Deliberately Managed
© 2005-2014 Granite Falls Consulting, Inc. See www.gfalls.com 14
Human
Resources
Financial
Resources
Information
Resources

16. Comparing Resources
© 2005-2014 Granite Falls Consulting, Inc. See www.gfalls.com 15
Human
Resources
Information
Resources

17. Comparing Resources
© 2005-2014 Granite Falls Consulting, Inc. See www.gfalls.com 16
Financial
Resources
Information
Resources

18. Management System for Data Quality
Each Resource Requires an Appropriate Management System
 Data/information quality management is an essential component of the
broader management system called data management
© Granite Falls Consulting, Inc. See www.gfalls.com 17
Human
Resources
Financial
Resources
Data and Information
Resources

19. Data Quality Should Be Goal of All Data Management
While Data Quality is one function in the DAMA Framework, all the
functions exist for the purpose of trusted, reliable data and information.
DAMA-DMBOK2
Definitions of Data Management Knowledge Areas
Source: DAMA-DMBOK2 Framework, Sept 11, 2012.
© Granite Falls Consulting, Inc. See www.gfalls.com 18

20. IQCPSM Information Quality Certified Professional
Six major areas of knowledge (domains) considered essential to an information quality professional.
© 2005-2014 Granite Falls Consulting, Inc. See www.gfalls.com 19
Source: International Association for Information and Data Quality
(IAIDQ). For more info see http://iaidq.org/iqcp/exam.shtml

21. Add Data to the Conversation
To this …
People Data
© Granite Falls Consulting, Inc. See www.gfalls.com 20
From this …
People
Technology Process
Process
Technology

22. Agree on a Definition
Definition: Information or Data Quality
The degree to which information and data can be a
trusted source for any and/or all required uses
Data vs. Info
• Real - accurate reflection of real world
• Recent - up-to-date information
• Relevant – focus on information our customers and the
business needs and cares about
© 2005-2014 Granite Falls Consulting, Inc. See www.gfalls.com 21

23. What is Your Definition of Data Quality?
Peace!
© 2005-2014 Granite Falls Consulting, Inc. See www.gfalls.com 22

24. The Information Life Cycle
Store & Maintain Apply Dispose
Share
© 2005-2014 Granite Falls Consulting, Inc. See www.gfalls.com 23
Plan Obtain
The Information Life Cycle
The processes required to manage the
information resource throughout its life.
Also known as:
• Information Chain
• Information Value Chain
• Data Life Cycle
• Information Resource Life Cycle
Includes lineage and provenance
Remember POSMAD!

25. Applying Life Cycle to Other Resources
make
© 2005-2014 Granite Falls Consulting, Inc. See www.gfalls.com 24
Plan
• Prepare for the
resource
Obtain
• Acquire the
resource
Maintain
• Ensure the
resource
continues to
work properly
Apply
• Use the resource
to accomplish your
goals
Dispose
• Remove the
resource
when it is no
longer of use
Store &
Share
• ID objectives,
skills needed,
recruiting
strategy
• Recruit
• Hire
• Contract
• Compensate
• Provide
benefits and
training
• Assign position
• Use skills
• Retire
• Downsize
• Terminate
Human Resources Financial
Resources
• Capital
planning
• Forecasting
• Budgeting
• Borrow loan
• Sell stock
• Pay interest
• Pay dividends
• Buy other
resources
• Pay off loan
• Buy back
stock
• Update data
• Match and
merge
• Cleanse and
transform
• Augment,
enhance,
enrich data
• Acquire data
• Create
records
• Load data
• Capture data
• ID bus
objectives
• Bus rules,
info arch,
standards
• Model and
design
• Complete
manual
transactions
• Run reports
• Make
decisions
• Run automated
processes
• Consume data
• Delete data
• Archive
information
• Purge
• Retire data
• Hold info
about re-source,
available for
use
• Manage
human
resources
data/info
• Manage
financial
data/info
• Store data
electronic-ally
or as
hardcopy
• Make
available
through
distribution
Information method
Resources

26. Use Life Cycle Thinking
© 2005-2014 Granite Falls Consulting, Inc. See www.gfalls.com 25

27. Information is a Reusable Resource
 Difference between information as a resource and other resources ; when
information is used, it is not depleted. It can be used again and again.
 Quality is critical! If the information is wrong,
the same incorrect information is used over
and over - with negative results
 If you can use the same information in
additional ways, you can increase the
value you are getting from it – often with
no or little incremental costs
Store & Maintain Apply Dispose
Share
© 2005-2014 Granite Falls Consulting, Inc. See www.gfalls.com 26
 Important implications:
Information Plan Obtain
Life Cycle
(POSMAD)
Downstream
systems

28. Understand the Need for Data Governance
Definition: Data Governance outlines and enforces
• Rules of engagement
• Decision rights
• Accountabilities
by organizing and implementing (the right level of)
• Policies and procedures
• Structure
• Roles and responsibilities
in order to effectively manage our information assets.
Based on definition by John Ladley, Danette McGilvray, Anne Marie Smith, Gwen Thomas
© 2005-2014 Granite Falls Consulting, Inc. See www.gfalls.com 27

29. Data Governance and Data Quality
 Data quality projects and activities need what governance provides:
 Accountabilities, appropriate representation, decision rights
 Who is accountable for the data throughout the information life cycle
 Appropriate representation from business and IT, with knowledge about
data, processes, people and organizations, and technology
 Who has the right to make decisions about the data
 Venues for interaction and rules of engagement
 How the various people/organizations will interact
 A place to raise and resolve issues
 Escalation paths
 Ensure changes are implemented
© 2005-2014 Granite Falls Consulting, Inc. See www.gfalls.com 28
 Communication paths
 Who needs to know what, and when, and how
 Make use of a formalized Data Governance program if it exists
 If not, determine the above as they relate to data quality work
 Use what you learn in your data quality projects to help develop data governance

30. Structuring Data Quality and Governance Programs
To sustain data quality, an ongoing data quality program is needed.
Data Quality
data governance
© Granite Falls Consulting, Inc. See www.gfalls.com 29
Data Governance
Data
Quality
Data
Governance
Data
Quality
Data Quality
Data Governance

31. DQ-Related Situations: Projects and Production Processes
© 2005-2014 Granite Falls Consulting, Inc. See www.gfalls.com 30
Situation
Car
Analogy
Description
Examples
Incorporate DQ activities into
other projects/methodologies
Build the car
Include data quality tasks in a
standard SDLC – in-house or
from a third party vendor
(Software/solution/system
development life cycle)
• Application development project
• Building business intelligence/
data warehouse functionality
• Data migration project using a
third-party vendor methodology
Operational data
quality fix or incident
Fix a flat tire
Fix issues that arise in
the course of day-to-day
operations, responsibility
for managing data
quality; or the work
impacts data quality
• A problem reported
through the help desk
shows a DQ
component to a
problem needing to be
fixed
Data-quality focused
“projects”
Diagnose sounds and
replace transmission
Address Issues that
require a focused effort
- larger or more
complex than
operational support fix
• Develop a business
case for DQ work
• Establish a DQ
baseline
• Determine root
causes
• Implement
improvements
Data-quality
controls
Maintenance such as
oil change and tune up
Implement controls to
sustain and improve
data quality
• Create on-going
monitoring and
metrics

32. How Data Quality is Put Into Practice
Projects Production
Processes
© Granite Falls Consulting, Inc. See www.gfalls.com 31
Program

33. Balance the Needs
© Granite Falls Consulting, Inc. See www.gfalls.com 32
Projects
Production
Processes
Programs

34. You Are a Pioneer
© 2005-2014 Granite Falls Consulting, Inc. See www.gfalls.com 33

35. The Small World of Data Quality
© 2005-2014 Granite Falls Consulting, Inc. All rights reserved. www.gfalls.com 34

36. Commit to Increasing Skills
 Provide funding and encourage your people to increase their skills and make use of
resources such as:
 Books
 Conferences and Webinars – by companies such as Dataversity
 Other online resources – blogs, newsletters, social media, etc.
 Training, education, certification:
 Training courses (public and in-house) – by companies and
by consultants such as myself
 IQCPSM – Information Quality Certified Professional from IAIDQ
http://iaidq.org/iqcp/exam.shtml.
 Graduate degree program in Information Quality at UALR
www.ualr.edu/informationquality/
© Granite Falls Consulting, Inc. See www.gfalls.com 35
 Professional Associations
 IAIDQ - the International Association for Information and Data Quality. www.iaidq.org/
 DAMA – Data Management Association. www.dama.org
 Give your own time
 Learn more yourself
 Contact your alma mater or other education institutions and offer to be a guest lecturer

37. Upward Spiral
© 2005-2014 Granite Falls Consulting, Inc. www.gfalls.com 36
Increase awareness and
skills within your company
and show positive results
Share with others
both within and
outside of the data
quality industry
The more the world in general
knows about the importance
and impact of data quality, the
easier it is to get support
within your company
Continue to show
positive results

38. Critical Success Factors
 Critical success factors necessary to see (“C”) and lead your data quality
efforts to success
 Commitment
 Communication and Conversation
 Collaboration, Coordination, and Cooperation
 Change
 Courage
your way to success!
© 2005-2014 Granite Falls Consulting, Inc. www.gfalls.com 37

39. A New Atmosphere of Action
© 2005-2014 Granite Falls Consulting, Inc. www.gfalls.com 38
I’m showing our
biggest decrease
in sales is in the
Southern region.
I agree that the
Southern region is
showing the biggest
decrease in sales. But
the Eastern region is
close behind. We
need to discuss
which one to help.
Historically the
South is a strong
area for us. We
should focus
there.
Do we have to
choose one or
the other? Let’s
consider how to
help them both.

40. Your Next Steps
Start where you are
Use what you have
Do what you can
--Arthur Ashe
© 2005-2014 Granite Falls Consulting, Inc. See www.gfalls.com 39

41. Additional Resources
Executing Data Quality Projects: Ten
Handbook of Data Quality (Springer,
Steps to Quality Data and Trusted
2013) Edited by Shazia Sadiq with
Information™ by Danette McGilvray
chapters by Danette McGilvray,
(Morgan Kaufmann, 2008). Kindle,
Tom Redman, John Talburt,
Nook, and Chinese language
Elizabeth Pierce, C. Lwanga Yonke
versions also available.
and others. www.springer.com
store.elsevier.com
Discount for webinar attendees: Visit store.elsevier.com
to browse all of Morgan Kaufmann’s Data books! Enter PRT314 at checkout
to receive up to 30% off * their data titles! Offer expires Dec. 31, 2014.
“Data Quality and Governance in
Projects: Knowledge in Action”,
a Cutter Consortium Executive
Report by Danette McGilvray and
Masha Bykin available at
http://www.cutter.com/offers/
dataqual.html. Feel free to
forward this link to others.
* There may be differences in some regions and some titles have automatic discounts that will not be overwritten by this code.
© Granite Falls Consulting, Inc. See www.gfalls.com 40

42. Feel free to contact me if you have comments or questions.
President and Principal Danette McGilvray
Cell: +1 510-501-8234
Office: +1 510-651-4400
Find me on LinkedIn
danette@gfalls.com
www.gfalls.com
San Francisco Bay Area
California USA
This Webinar
Part of a Series Produced by Sponsored by
© 2005-2014 Granite Falls Consulting, Inc. See www.gfalls.com 41