The First Step in Master Data Management

From Tactical to Strategic Data Governance

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Agenda

•  Data Governance Framework •  Tactical vs. Strategic Data Governance •  Reusable Components •  Gap Analysis •  About FSFP

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[

DATA GOVERNANCE FRAMEWORK

]

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Data Governance

Data Governance is the organizing framework for establishing strategy, objectives and policy for effectively managing corporate data. It consists of the processes, policies, organization and technologies required to manage and ensure the availability, usability, integrity, consistency, audit ability and security of your data.

Communication

Data Standards and Modeling

Data Strategy

Data Policies and Processes

A Data Governance Program consists of the inter-workings of strategy, standards, policies and communication.
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Why is Data Governance Important?

•  Increasing customer demands, new regulations •  Streamlines and unifies approach to managing data •  Ensures the right people are involved in determining standards, usage and integration of data across projects, subject areas and lines of business •  Balances silo-ed short-term project delivery focus •  Traditional projects don’t give enough focus to data management •  Systems are becoming more challenging to manage •  Data quality issues are persistent Data is a valuable Corporate Asset
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Comprehensive Data Governance Framework
•  Standardized methods and data definitions •  Decision Rights •  Controls •  Accountability and Ownership •  Metadata Management •  Arbiters and Escalation points •  Stakeholders •  Roles and Responsibilities •  Data Stewards •  Vision and Mission •  Alignment with Corporate Objectives •  Implementation Plan •  •  •  •  Statistics and Analysis Tracking of progress Monitoring of issues Continuous Improvement •  Score-carding •  •  •  •  •  Data Quality Data Sharing Data Architecture & Security Metadata Management Data Mastering •  •  •  •  Training and Awareness Mass – Wiki or Intranet Individual Updates Pertinent, specific and timely •  Maintain interest and commitment

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TACTICAL vs STRATEGIC GOVERNANCE

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Tactical vs. Strategic Data Governance

Tactical •  Project focused •  Single data type •  Single Line of Business •  Simple •  Less impact

Strategic •  Long term program •  Single or Multiple data types •  Multiple Lines of Business •  Complex •  Significant impact •  Series of tactical projects

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Differences

•  Scope •  Stakeholders •  DG Team personnel •  Data Types •  Impact •  Complexity/Difficulty

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Which comes first?

•  Strategic DG could start as tactical projects that ultimately create enough value and raise enough awareness to get Exec level support •  Tactical DG can be those projects that all together make up Strategic DG •  Either
Credit Risk Governance New Client OnBoarding Client SelfService Product Data Standardization

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Strategic Program Components

•  Charter •  Alignment with Corporate Objectives •  Operating Model

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Reusable Components

•  Communication Plan, process and infrastructure •  Training Plan, process and infrastructure •  Organizational Roles •  Role Definitions and Responsibilities •  Metrics, Measurements and Scorecards •  Technology •  Some Policies and Processes

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OPERATING MODEL

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Sample Project Operating Model Governance/ Management

Project Steering Committee Data Governance Leads: Business and IT Project Manager

Data Governance Working Committee Data Governance Lead: Group Chair
SME Privacy SME Trust SME Basel SME Risk SME Banking SME IT

Placeholder to create

SME Operations

SME Brokerage

Execution

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Sample Program Operating Model Governance
Risk/ Compliance

Customer Data Data Governance Steering Group Business Sponsor Data Governance Lead: Group Chair

International

Finance

IT

Operations

Management

Office of Data Governance Data Governance Leads: Business and IT Project Manager Data Governance Working Committee Data Governance Lead: Group Chair

Placeholder to create

SME Privacy

SME Trust

SME Basel

SME Risk

SME Banking

SME IT

SME Operations

SME Brokerage

Execution
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Sample Multi-Domain Operating Model Governance
Customer
Data Governance Steering Group Data Governance Sponsor Group Chair

Data Governance Business Sponsors Team

Product
Data Governance Steering Group Data Governance Sponsor Group Chair

Supplier
Data Governance Steering Group Data Governance Sponsor Group Chair

Management
Office of Data Governance Business and IT Office of Data Governance Business and IT Office of Data Governance Business and IT

Data Governance Working Committee

Data Governance Working Committee

Data Governance Working Committee

Execution
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Execution

Execution
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POLICIES & PROCESSES

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Sample Reusable Policies and Processes

•  Policy creation & approval •  Data Quality root cause analysis & remediation •  DG Service Requests •  DG issue escalation & remediation •  Data Model review & change •  DG Project Checkpoint Review •  Metadata integration & management

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FROM TACTICAL TO STRATEGIC

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Moving from Tactical to Strategic

•  Create Strategic Roadmap •  Perform Gap Analysis
•  •  •  •  •  Compare Project Plans Review Components of Framework Redo Stakeholder Analysis Identify technology modifications Craft transition Project Plan

•  Adjust Personnel

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Stakeholder Analysis Framework
These high-level steps guide the activities in driving the Stakeholder Analysis. They happen simultaneously, but inform and reinforce each other and come together in the final Stakeholder Management Plan.
Conduct Stakeholder Analysis Conduct Communication Audit Develop Stakeholder Management Plan Coordinate with Communications Activities

Determine Key Messages

 •  •   •   • 

Define stakeholder groups Identify individual stakeholders Assess their Impact / Influence Determine gap between current and desired state of MDM and Data Governance critical formal and informal nodes in the organization

• 

Understand messaging that has taken place to date communication vehicles with the greatest or most targeted impact for each stakeholder group

•  Streamlines

•  Determine the

communications to emphasize the most strategic / critical communication requirements into communication messages target groups the overall “campaign”

•  Structure defined
processes progress

•  Structures the •  Ensures that

•  Track overall •  Insure that all key
stakeholders are reached

communication process messages are systematically reinforced feedback for just in time adjustments

•  Converts the

•  Systematically

•  Incorporates

•  Maps messages to •  Organizes/ links

engages and coordinates leadership action

•  Identify the most

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Started

Not Started

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Identifying the Stakeholders

IT
 Jane Doe  John Smith   X

LOB 1
  X

LOB 2
  X

LOB 3
 X

LOB 4

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Stakeholder Group Stages of Engagement
High

 

Using this framework enables clear gaps in stakeholder engagement to be identified and subsequent change strategies to be put in place to enable the gaps to be closed Institutionalization
This is how we do business

Internalization

I’ve made this my own and will constantly create innovative ways to use it

COMMITMENT / ENTHUSIASM

Positive Perception
I know the concepts

I understand how CADS positively impacts and benefits me and Northern

Adoption

I am willing to work hard to make this a success

Awareness
Contact

Understanding
I’ve heard about this program/project

I understand what this means to me and Northern as a whole

Low Status Quo
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TIME

Vision pg 23

Understanding Stakeholder Group Engagement Gaps
  By

focusing on the gaps of those groups that are highly impacted and influential to project success, a prioritized change strategy begins to take shape.

Stakeholder Group
IT LOB 1 LOB 2 LOB 3 LOB 4

Contact

Awareness

Understand

Positive Awareness

Adoption

Institution

Internalize

Target Current Current Current Current Target Target Target Target

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Stakeholder Analysis

•  What are their drivers?
•  What are their goals? •  What are their concerns? •  What are they trying to avoid?

•  What are their priorities?
•  Which goals are critical? •  What happens if those goals are not achieved? •  Exercise: Map the business drivers to the Stakeholders (15 Min) •  Exercise: Rank the priorities, High, Medium, Low (5 Min) •  Two groups to present goals (IT and Business) – (5 Min)

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Gap Analysis
Component
Strategy Charter Alignment with Corporate Objectives Implementation Plan Operating Model Framework Roles Personnel Responsibilities & Ownership Escalation/Arbiters Policies Policy Creation & Approval New Customer Creation Service Request Creation X X As Is New Policy X Create Policy X X X X X X Ownership Redo Stakeholder Analysis Extend X X X Guiding Principles Greater Alignment Only Process Reusable Expand Modify messaging to include additional links to Corporate Objectives Create new plan

Reusable

Gap

Adjustment

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Gap Analysis
Component
Strategy

Reusable

Gap

Adjustment

Operating Model

Policies

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[

WHO WE ARE

]

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First San Francisco Partners
First San Francisco Partners is entirely focused on helping our clients leverage data as an asset through Data Governance and Master Data Management. We are a group of experts from the industry who can help you create a strategy, align your organization and deliver business value in both the short and the longer terms. We do this via: •  Data/Architecture Readiness Assessments •  Data Governance Assessments •  Technology Evaluation Assistance •  Program Management Expertise •  Data Architects / Integration Specialists •  •  •  •  MDM Implementation Specialists Alignment Workshops Data Governance Strategies ROI and Business Case Development •  On-going Business Alignment support

Facilitation, Enablement, Empowerment
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Offerings
MDM Stage
Offerings Assess and Align Data Quality Assessment Architecture Assessment Data Governance Readiness Assessment Alignment Workshops Strategize and Plan Business Case and ROI Development Data Governance Strategy Architectural Planning Technical Evaluation Assistance Action and Measure Agile MDMTM Implementation Consultants On-Going Support
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Analysis

Chosen Technology

Manage and Extend

X X X X X X

X X X X

X X X X X

X X X X

X X X

X X X pg 30

Contact Information Kelle O’Neal Managing Partner 415-425-9661 kelle@firstsanfranciscopartners.com Mike Watson Director, Business Development 630-881-4771 mikew@firstsanfranciscopartners.com www.firstsanfranciscopartners.com
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[

THANK YOU

]

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