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© 2017 Tealium Inc. All rights reserved. | 1© 2017 Tealium Inc. All rights reserved. | 1
d2
Tackling the Data Ownership Challenge
If nobody owns data problems, nobody will fix them
Tony Gosling
Director, Data, Analytics & Insight
tony.gosling101@mod.gov.uk
June 2017
d3
If nobody owns data problems, nobody will fix them
d4
There are two key roles to define Data Owner and Data
Steward
– IDENTIFY & ENGAGE Data Stewards and Owners
– A Data Owner has to be of a certain seniority
– A Data Steward can be absolutely anybody
– Being a Data Steward describes a relationship to data
and is NOT a position
– Data Stewards are NOT hired. They are appointed based
on their present activities and responsibilities.
– DO NOT give employees new job titles
4
d5
This is how we define the roles in the DIO. Owners are
accountable, stewards are responsible for doing
Defence Infrastructure Organisation
d6
Data governance is a process, managed by the Data
Governance team, delivered with Owners & Stewards
Defence Infrastructure Organisation
d7
Challenges in getting Data Ownership to work
Defence Infrastructure Organisation
Challenge What we do
Multiple functions could own the
data
• Who cares?
• Who “gets” data?
Lot’s of data, where do you start? • What’s hurting the business the
most?
• One bite at a time
How do you help the Data Owners
and Data Stewards succeed
• Training, Working Group
• Good central, Data Governance
team to work with
• Profile data - measure Data
Quality
• Use league tables
d8
The DIO Strategic Problem in a photo - Help for Heroes?
d9
In the Defence Infrastructure Organisation, getting data
really owned has been absolutely vital
Defence Infrastructure Organisation
Data Situation in 2014 Now
Asset Data;
Land and buildings,
location, type,
condition
• Data standard set and
asset verification
completed
• Changes managed by
filling a form
• Data “owned” by central
admin team
• Service Delivery Director owns
asset KPIs
• Site Delivery Managers own the
data for their buildings
• All site managers trained
• Data quality measured
Capital Projects;
Planned vs actual
vs forecasts for
schedule, cost and
quality
• 4 spreadsheets in 4
functions
• 4 different answers
(all wrong)
• Project data in systems
poor and not used
• Owned by Project Delivery
• KPIs owned by Project Delivery
Director
• Project Data Quality measured
• Data Quality in PM’s objectives
• Single Business Intelligence
People Data;
vacancies,
mandatory training
• Finance and HR had
very different vacancy
numbers
• Mandatory Training
recording <10%
• HR own overall data
• Finance check posts funded
• Each business area accountable
–league tables
• Mandatory Training >90%
d10d10
• Estate data has become a strategic issue, £8.5bn funding gap recognised
• Asset data made case for Better Defence Estate, £4bn of investment, 90 sites being released
• Delivering building projects more effectively using better project data
Defence Infrastructure Organisation
d11
We have come a long way over the last two years, but we
still have a long way to go

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Digital Velocity London 2017 - Tackling Data Ownership, Tony Gosling

  • 1. © 2017 Tealium Inc. All rights reserved. | 1© 2017 Tealium Inc. All rights reserved. | 1
  • 2. d2 Tackling the Data Ownership Challenge If nobody owns data problems, nobody will fix them Tony Gosling Director, Data, Analytics & Insight tony.gosling101@mod.gov.uk June 2017
  • 3. d3 If nobody owns data problems, nobody will fix them
  • 4. d4 There are two key roles to define Data Owner and Data Steward – IDENTIFY & ENGAGE Data Stewards and Owners – A Data Owner has to be of a certain seniority – A Data Steward can be absolutely anybody – Being a Data Steward describes a relationship to data and is NOT a position – Data Stewards are NOT hired. They are appointed based on their present activities and responsibilities. – DO NOT give employees new job titles 4
  • 5. d5 This is how we define the roles in the DIO. Owners are accountable, stewards are responsible for doing Defence Infrastructure Organisation
  • 6. d6 Data governance is a process, managed by the Data Governance team, delivered with Owners & Stewards Defence Infrastructure Organisation
  • 7. d7 Challenges in getting Data Ownership to work Defence Infrastructure Organisation Challenge What we do Multiple functions could own the data • Who cares? • Who “gets” data? Lot’s of data, where do you start? • What’s hurting the business the most? • One bite at a time How do you help the Data Owners and Data Stewards succeed • Training, Working Group • Good central, Data Governance team to work with • Profile data - measure Data Quality • Use league tables
  • 8. d8 The DIO Strategic Problem in a photo - Help for Heroes?
  • 9. d9 In the Defence Infrastructure Organisation, getting data really owned has been absolutely vital Defence Infrastructure Organisation Data Situation in 2014 Now Asset Data; Land and buildings, location, type, condition • Data standard set and asset verification completed • Changes managed by filling a form • Data “owned” by central admin team • Service Delivery Director owns asset KPIs • Site Delivery Managers own the data for their buildings • All site managers trained • Data quality measured Capital Projects; Planned vs actual vs forecasts for schedule, cost and quality • 4 spreadsheets in 4 functions • 4 different answers (all wrong) • Project data in systems poor and not used • Owned by Project Delivery • KPIs owned by Project Delivery Director • Project Data Quality measured • Data Quality in PM’s objectives • Single Business Intelligence People Data; vacancies, mandatory training • Finance and HR had very different vacancy numbers • Mandatory Training recording <10% • HR own overall data • Finance check posts funded • Each business area accountable –league tables • Mandatory Training >90%
  • 10. d10d10 • Estate data has become a strategic issue, £8.5bn funding gap recognised • Asset data made case for Better Defence Estate, £4bn of investment, 90 sites being released • Delivering building projects more effectively using better project data Defence Infrastructure Organisation
  • 11. d11 We have come a long way over the last two years, but we still have a long way to go