Key Elements of a

Successful
Data
Governance
Program
[email protected] +1.804.382.5957 Peter
© Copyright 2023 by Aiken,
Peter PhD Slide #
Aiken 1

Peter Aiken, Ph.D.

• I've been doing this a long time
• My work is recognized as useful
• Associate Professor of IS (vcu.edu)
• Institute for Defense Analyses (ida.org)
• DAMA International (dama.org)
• MIT CDO Society (iscdo.org)
• Anything Awesome (anythingawesome.com) • DAMA International President 2009-2013/2018/2020
• Experienced w/ 500+ data
management practices worldwide +
• DAMA International Achievement Award 2001
(with Dr. E. F. "Ted" Codd

• DAMA International Community Award 2005

• Multi-year immersions
– US DoD (DISA/Army/Marines/DLA)
– Nokia
– Deutsche Bank
– Wells Fargo
– Walmart
– HUD …
• 12 books and
dozens of articles
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 2
It’s Not REALLY
about Data
Governance

Matt Vandevere, Vice President

Strategic Services
 The Point of Governance is NOT Governance
The most common mistake we make is how we position and talk about governance.

Business Objectives The point is:

Deliver Business
Measures & Metrics Outcomes
and
Processes & Stages
Connect Business Goals,
Objectives & Value
People
with
Data Governance Efforts
Data

2
 Successful Data Programs Core Components
Data Quality & Integrity Business accountability for data
Framework that ensures the with ‘fit for purpose’ operating
availability, usability, integrity, models/processes and a
and sustainability of our most complementary org construct to
critical data in support of provide a structured & repeatable
analytics, business operations process for sustained data
and compliance Successful integrity and value creation
Data
Programs
Data Architecture and Decision Tree to identify critical
Applications that are directly data and ensure governance
aligned to business objectives, actions are always based on value
integrate seamlessly, scale and drivers and follow a repeatable
promote data collaboration, and scalable model with metrics
efficiency and literacy aligned to business objectives

3
 Not All Data Requires Governing –
Focus on What Matters
Precisely’s Methodology of Quickly Achieving Value via Critical Data Elements

All Data Available 100% Identifying Critical Data Elements

Data We Use = 40%

Drive 85-90%
of Business
Governed Data = 10% Outcomes

Critical Data Elements 100 - 200

4
 Precisely’s Data Governance Methodology
Leveraging a Repeatable Governance Framework to ensure ongoing information integrity

The Result
Who should
Govern? Critical Data is being
Where should Governed proactively via a

?
structured, enterprise level,
we Govern? Who within the cross-functional capability
How should organization has driving information trust.
decision rights for what
we Govern? Where in our business
What do ‘good’ data looks like Vs.
processes and systems and who should
we Govern? should we apply the A data state of an
How will this data govern it?
rules and validation unstructured and reactive
impact the business and
checks to ensure approach to managing data
Does this data represent what is the governance within organizational silos.
accurate, high-quality
strategic value? approach?
data?
(i.e., Active, Passive,
Procedure) should be
Are there Compliance,
Analytical, Financial or used?
Operational Impacts?

5
Demonstrating Business Value
Transform the Business
e.g., KPIs / metrics,
Critical information driving
Strategic business goals, objectives,
strategic programs,
data privacy & protection
KPIs, and metrics

Grow the Business

e.g., product development,
Critical data that drives
Operational business processes
planning, sourcing,
manufacturing
and operations

Run the Business

e.g., data migrations, system
Critical data assets that have
Tactical operational, compliance and
implementations, data
science & engineering
analytical business impacts
The leader in data integrity
Our software, data enrichment products and
strategic services deliver accuracy, consistency, and
context in your data, powering confident decisions.

12,000 99
customers of the Fortune 100

100 2,500
countries employees
 - Recognized Data Thought Leadership

What we deliver… - 100% Referenceable Client Success

- Strategy Through Execution
- Customer Enablement
- Business Value Delivery Model
- Proven Industry Knowledge

Data Strategy Data Operations

Leverage our team of career data Implement proven approaches to
leaders and professionals to define, ensure critical data is prioritized and
implement and optimize your data of high quality to deliver business
program using proven and leading results and enable strategic priorities
practices and data solutions

“Top choice for clients looking for a

Organization Enablement Value Realization well-rounded data solutions with
Instill a data-driven culture and Clearly align data initiatives to solid data quality capabilities and
accountability mindset for trusted business value drivers with meaningful data strategy consulting services”
decision-making and ensure business performance measures that quantify The Forrester Wave™
adoption of data-centric mentality their value and drive followership and
using proven data operating models adoption within the organization.

8
 Precisely Strategic Services
• Trusted voice and strategic advisors
• Value-based approach with a lean
delivery model
• Industry-leading practice points of view
• Operationalizing people, processes
and performance measures
• Teach to Fish delivery models

9
 Learn More
Precisely.com

precisely.com/contact
 Program
• Data's Confounding Characteristics
– Uneven understanding
– Has lead fractured views of data and to
– Increasing organizational data debt
1. Keeping DG practically focused on strategy
– This is a young profession and must
– Directly support organizational strategy by Key Elements of a
– Improving data and its use in the short and long term
2. DG must exist at the same level as HR
Successful Data
– In order to achieve effectiveness, Governance
Program
– DG is central to DM (and central to digitization efforts)
– Must be de-coupled from IT strategy
3. Gradually add ingredients (practicing and getting better)
– Digital and data are dependent on high speed automation/data processing
– Employ a DG Frameworks to refine focus
– Plan to evolve (PDCA)
4. Data governance in action: Storytelling
• Take Aways/References/Q&A

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 3

Data is not broadly or widely understood

It isItlike
is like
a warehouse!
a wall! It isItlike
is like a fan!
a dashboard!

It is like a story!
rope!
ItIt isis like
like aa snake!
pipes!

It Itisislike
likestatistics!
a tree! Blind Persons and the Elephant
adapted from: http://www.dailymirror.lk/print/opinion/editorial-we-need-to-become-channels-of-peace/172-27164
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 4
 Confusion as to data responsibility
• IT thinks data is a business problem
– "If they can connect to the server, then my job is done!"
• The business thinks IT is managing data adequately
– "Who else would be taking care of it?"

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 5

Doing a poor job with data governance

• Failure to understand the role of data
governance re: proposed and
existing software/services
– Locks in imperfections for the life of the application
– Restricts data investment benefits
– Decreases organizational data leverage
• Accounts for 20-40% of IT budgets
devoted to evolving
– Data migration (Changing the data location)
– Data conversion (Changing data form, state, or product)
– Data improving (Inspecting and manipulating, or re-keying
data to prepare it for subsequent use)

• Lack of data governance causes everything else to

– Take longer
– Cost more
– Deliver less
– Present greater risk (with thanks to Tom DeMarco)

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 6

 Separating the Wheat from the Chaff

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 7

Organizing the Wheat Separated from the Chaff

mo re?
wo rth
ata
niz e dd
ll o rga
Is we

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 8

 Pre-Information Age Metadata
• Examples of information architecture achievements that happened
well before the information age:

– Page numbering "While we can arrange things

with the intent to communicate
certain information, we can't
– Alphabetical order
actually make information. Our
users do that for us."
– Table of contents

– Indexes Example from: How to make sense of any mess

by Abby Covert (2014) ISBN: 1500615994

– Lexicons

– Maps https://www.youtube.com/watch?v=60oD1TDzAXQ&feature=emb_logo

https://www.youtube.com/watch?v=r10Sod44rME&t=1s

https://www.youtube.com/watch?v=XD2OkDPAl6s
– Diagrams

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 9

Remove the structure and things fall apart rapidly

• Better organized data increases in value

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 10

 Organizing the Wheat Separated from the Chaff
• Better organized data increases in value

• Poor data management practices are costing

organizations money/time/effort

• 80% of organizational data is ROT

– Redundant

– Obsolete

– Trivial

• The question is which data to eliminate?

– Most enterprise data is never analyzed

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 11

You must address data debt proactively

• Data debt
Data debt: ogress – The time and effort it will take to return your
pr
• Slows ty shared data to a governed state from its
ases quali
• Decre (likely) current state of ungoverned
ses costs
• Increa reater risk
s • Getting back to zero
re se nts g
• P – Involves undoing existing stuff
– Likely new skills are required

https://uk.nttdataservices.com/en/blog/2020/february/how-to-get-rid-of-your-data-debt

https://anythingawesome.com
https://johnladley.com/a-bit-more-on-data-debt/ https://www.merkleinc.com/blog/are-you-buried-alive-data-debt © Copyright 2023 by Peter Aiken Slide # 12
 2020
Ameri
ca
AAdva n Airlines
2020 n m
United tage value arket value
marke d betw ~ $6b
Milea t v alue ~ e e n $19.5
gePlu $ -$31.5
s ~ $2 9b b
2b

https://anythingawesome.com
https://www.forbes.com/sites/advisor/2020/07/15/how-airlines-make-billions-from-monetizing-frequent-flyer-programs/?sh=66da87a614e9 © Copyright 2023 by Peter Aiken Slide # 13

Program
• Data's Confounding Characteristics
– Uneven understanding
– Has lead fractured views of data and to
– Increasing organizational data debt
1. Keeping DG practically focused on strategy
– This is a young profession and must
– Directly support organizational strategy by Key Elements of a
– Improving data and its use in the short and long term
2. DG must exist at the same level as HR
Successful Data
– In order to achieve effectiveness, Governance
Program
– DG is central to DM (and central to digitization efforts)
– Must be de-coupled from IT strategy
3. Gradually add ingredients (practicing and getting better)
– Digital and data are dependent on high speed automation/data processing
– Employ a DG Frameworks to refine focus
– Plan to evolve (PDCA)
4. Data governance in action: Storytelling
• Take Aways/References/Q&A

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 14

 How old is your profession?
• 8,000+ years
• formalize practices
• GAAP

Augusta Ada King

Countess of Lovelace
(1815-52)

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 15

Current approaches are not and have not been working

100%
92.2%
75%

50%

le /p ro ce s s based!
re peop
25%

alle nge s a
ch
80% of data
7.8%
0%
technology people/process

2021
Driving Innovation with Data 49%

Competing on data and analytics 41%

Managing data as a business asset 39%

Created a data-driven organization 24%

Forged a data culture 24%

Yes25% No 50% 75% 100%

Source: Big Data and AI Executive Survey 2021 by Randy Bean and Thomas Davenport www.newvantage.com
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 16
 Corporate Governance
• "Corporate governance - which
can be defined narrowly as the
relationship of a company to its
shareholders or, more broadly,
as its relationship to society….",
Financial Times, 1997.

• "Corporate governance is about

promoting corporate fairness,
transparency and accountability"
James Wolfensohn, World Bank,
President Financial Times, June 1999.

• “Corporate governance deals

with the ways in which suppliers
of finance to corporations assure
themselves of getting a return
on their investment”,
The Journal of Finance, Shleifer and Vishny, 1997.

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 17

IT Governance
• "Putting structure around how organizations align IT strategy with business
strategy, ensuring that companies stay on track to achieve their strategies
and goals, and implementing good ways to measure IT’s performance.
• It makes sure that all stakeholders’ interests are taken into account and
that processes provide measurable results.
• Framework should answer some key
questions, such as how the IT
department is functioning overall,
what key metrics management needs
and what return IT is giving back to
the business from the investment
it’s making." CIO Magazine (May 2007)
• IT Governance Institute, 5 foci:
– Strategic Alignment
– Value Delivery
– Resource Management
– Risk Management
– Performance Measures

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 18

 7 Data Governance Definitions
• The formal orchestration of people, process, and technology to enable
an organization to leverage data as an enterprise asset – The MDM Institute
• A convergence of data quality, data management, business process
management, and risk management surrounding the handling of data in an
organization – Wikipedia
• A system of decision rights and accountabilities for information-related
processes, executed according to agreed-upon models which describe who can
take what actions with what information, and when, under what circumstances,
using what methods – Data Governance Institute
• The execution and enforcement of authority over the management of data
assets and the performance of data functions – KiK Consulting
• A quality control discipline for assessing, managing, using, improving,
monitoring, maintaining, and protecting organizational
information – IBM Data Governance Council
• Data governance is the formulation of policy to optimize, secure,
and leverage information as an enterprise asset by aligning the
objectives of multiple functions – Sunil Soares
• The exercise of authority and control over the
management of data assets – DM BoK

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 19

What is Data Governance?

Managing Would
you

Data
want
your
sole,
non-
depletable,

with
non-
degrading,
durable,
strategic
asset

Guidance
managed
without
guidance?

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 20

 Data Governance is

Managing Would
you

Data Decisions
want
your
sole,
non-
depletable,

with
non-
degrading,
durable,
strategic
asset

Guidance
managed
without
guidance?

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 21

Bad Data Decisions Spiral

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 22

 Bad Data Decisions Spiral

Business decision Technical decision

makers are not data makers are not data
knowledgable knowledgable

Bad data decisions

Poor treatment Poor

of organizational quality
data assets data

Poor organizational outcomes

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 23

Three Key Questions (from the data perspective)

1. Is the quality of the data in the new system forecast to be of
better quality than the data in the old system?

– Lift and shift does not improve data quality

2. Are we able to formulate plans to obtain significant new value

from this data in the new system?

– If not we are lacking required specificity

3. Does this afford us an opportunity

to consolidate data and data types?

– Many system capabilities meet

'requirements' - looking at the
opportunity to simplify an existing
environment provides
additional value

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 24

 Keep the proper focus

• Wrong question:

– How should we govern all this data?

• Right question:

– Should we include this

data item within the
scope of our current
data govenance
practices?

• Regardless of the decision, document why!

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 25

What is Strategy?

A thing

• Current use derived from military

- a pattern in a stream of decisions
[Henry Mintzberg]

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 26

 Former Walmart Business Strategy

Every Day
Low Price
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 27

Wayne
Gretzky’s
Strategy He skates to where he
thinks the puck will be ...

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 28

 Strategy Example 3

Good Guys Bad Guys

(Us) (Them)
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 29

Strategy Example 3

Good Guys
(Us)

Bad Guys
(Them)
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 30
 Strategy Example 3
Bad Guys
(Them)

Good Guys
(Us)
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 31

Strategy Guides Workgroup Activities

A pattern
in a stream
of decisions
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 32
 Complex Data Governance Environment
DATA COMMISSION
EXECUTIVE Data sharing and analytics
• Identify goals and objectives
• Prioritize initiatives
Region representatives • Study & report
• Recommend changes to budget and code
LEGISLATIVE

JUDICIAL

Advise Governor
• Define, approve, and communicate data strategies, policies,
standards, rules, guidelines, & best practices
TRUSTEE • Provide a governance, policy, and technology framework
• Define agency data governance responsibilities
• Encourage & facilitate data sharing
• Facilitate coordination to prevent duplication
• Coordinate policy and technology proposals and recommendations
• Administer and manage the commonwealth data trust
execute • Track and enforce compliance and conformance
• Oversee dissemination of open data

Data Governance Council Executive data board

• Translate commonwealth goals to agency performance targets
• Liaise between agency operations & CDO • provide resources
• Advise CDO on technology, policy, and governance strategies • Remove organizational obstacles
• Administer data governance policies set by the board • appoint data governance council members
• implement data sharing & analytics projects • Oversee the data governance council
• Review open data assets • Oversee data sharing & analytics projects
• Report progress & compliance to the Board

Advise CDO Oversee council

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 33

Your Data Strategy

• Highest level data guidance
available ...
• Focusing data activities on
business-goal
achievement ...
• Providing guidance when
faced with a stream of
decisions or uncertainties

• Data strategy most usefully

articulates how data can
be best used to support
organizational strategy

• This usually involves a

balance of remediation and
proactive measures

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 34

 Data Strategy and Governance in Strategic Context

Organizational What the data assets do to

Strategy Data asset support for
better support strategy
(Business Goals)
organizational strategy

Data
Data Strategy Governance

How well the data strategy is working Progress,

(Metadata) plans, problems

What is the most

effective use of steward
investments?
(Metadata/
Business Goals)
Data
Stewards
Trusted Catalog
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 35

Data Governance Role: Produce systemic organizational changes that impact

data and work practices over time

Feedback

$
X ≈
Data ≈
Improves ≈
Data Community Participants

Data Generators/Data Users

X
≈
Over
Time X
≈ $
$
≈
≈
Data Leadership

Data Stewards

Data X $
Governance ≈
Data
≈ Organizational
X ≈
Things
Happen X
≈ $$ Things
Happen
Data
≈
≈
Improvement
X
≈
Data ≈
Improves As ≈ $
A Result of X ≈ $
Focus
≈
DIP
s X ≈ $
≈
≈
≈

Feedback Trusted Catalog

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 36

 Better Managed/ Improved
Higher Quality Data Knowledge Worker
Assets Multiple Dependencies Productivity

Better Support for

IT Organizational
Outcomes Strategy

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 37

Poor data manifests as multifaceted organizational challenges

Business Business
Challenge Challenge
Poor results
Business
Challenge
Business
Process
IT IT
System System Business
Challenge

Business
Process
IT
o o t c ause
R
Process
n a l ys is is
a
r t o f data
pa
Business
IT
Business
System
Process
v e rn a nce
Challenge go Business
Challenge
Business
Challenge
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 38
 Consistency Encourages Quality Analysis
Business Business
Challenge Challenge
Business
Challenge
Business
EliminatiITng Process
data debt IT
requires a t
System System
eam with Business
specialized Challenge
skills
deployed to
create a Business
repeatableIT p Process
rocess
and developProcess
sustained
organization
al Business
IT
skillsets
Business
System
Process
Challenge Business
Challenge
Business
Challenge
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 39

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 40

 The MacGyver approach to DG uses paperclips and duct tape

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 41

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 42

 Why is Data Governance important?
• Cost organizations millions each year in

– Productivity

– Redundant and
siloed efforts

– Poorly thought out

hardware and software
purchases

– Delayed decision making

using inadequate information

– Reactive instead of
proactive initiatives

– 20-40% of IT spending
can be reduced through
better data governance

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 43

Program
• Data's Confounding Characteristics
– Uneven understanding
– Has lead fractured views of data and to
– Increasing organizational data debt
1. Keeping DG practically focused on strategy
– This is a young profession and must
– Directly support organizational strategy by Key Elements of a
– Improving data and its use in the short and long term
2. DG must exist at the same level as HR
Successful Data
– In order to achieve effectiveness, Governance
Program
– DG is central to DM (and central to digitization efforts)
– Must be de-coupled from IT strategy
3. Gradually add ingredients (practicing and getting better)
– Digital and data are dependent on high speed automation/data processing
– Employ a DG Frameworks to refine focus
– Plan to evolve (PDCA)
4. Data governance in action: Storytelling
• Take Aways/References/Q&A

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 44

 Data is not a Project
Common Organizational Data Future State
(and corresponding data needs requirements)

Evolve (Version +1)

m,
Data evolution is separate fro
stem
external to, and precedes sy
ities!
Dat development life cycle activ
ap
rog
ram
me
sd
Systems rive
I Tp
rog
Development ram
s
Activities

Create
New Organizational
Capabilities

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 45

Data programmes drive IT programs

m,
Data evolution is separate fro
ste m
external to, and precedes sy
ities!
development life cycle activ

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 46

 What is the Difference Between?
Data Governance
• Policy level guidance
• Setting general guidelines/direction
• Example: All information not marked
public should be considered confidential
• Keep in mind "firehouse" metaphor
Data Management
• The business function of
– Planning for,
– Controlling and
– Delivering
– Data/information assets

• Examples: Delivering data to solve business challenges

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 47

Sample from: https://artist.com/kathy-linden/on-outside-looking-in/?artid=4385

External Comprehension

Everything Else Data Data Management Data Governance Program

Data (blah blah blah)

Most do not appreciate the

difference between Data

Data Progra
Governance and the other data
stuff that needs to be done

m
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 48
 ra m
Differences between Programs and Projects

g s
• Programs are Ongoing, Projects End

o
r st a
– Managing a program involves long term strategic planning and

p
continuous process improvement is not required of a project

a
• Programs are Tied to the Financial Calendar

t
a at l e a
– Program managers are often responsible for delivering

d R
results tied to the organization's financial calendar

r H
• Program Management is Governance Intensive

u t r
– Programs are governed by a senior board that provides direction,

Yo t las you !
oversight, and control while projects tend to be less governance-intensive
• Programs Have Greater Scope of Financial Management

s
– Projects typically have a straight-forward budget and project financial

u s am
management is focused on spending to budget while program planning,

a
management and control is significantly more complex

m ng gr
• Program Change Management is an Executive Leadership
Capability

lo pro
– Projects employ a formal change management process while at the program
level, change management requires executive leadership skills and program
change is driven more by an organization's strategy and is subject to market
conditions and changing business goals
Adapted from http://top.idownloadnew.com/program_vs_project/ and http://management.simplicable.com/management/new/program-management-vs-project-management
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 49
Body of Knowledge (DM BoK V2)
Data Management

Metadata
Management

Practice
Areas
https://anythingawesome.com from The DAMA Guide to the Data Management Body of Knowledge 2E © 2017 by DAMA International © Copyright 2023 by Peter Aiken Slide # 50
 Iteration 1

Perfecting
operations in 3
data management
practice areas
1X

1X

Data 1X
Strategy

Data BI/ Data

Governance Warehouse Metadata
Quality

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 51

Iteration 2

Perfecting
operations in 3
data management
practice areas 1X

2X

Data 2X
Strategy

Data BI/
Governance Warehouse Metadata

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 52

 Iteration 3

Perfecting
operations in 3
data management
practice areas

3X

Data 3X
Strategy
1X

Data BI/ Reference &

Governance Warehouse Master Data

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 53

DG Lighthouse Metaphors Provides Focus

(Things that further)

Organizational Strategy
ess in
Ne

bus
the e)
by to improv
(O
e
cca
de
s io
n
dD
st

use pportunities
oP
rac
ata
tic
e)

(O
Sk
ills

a
Dat

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 54

 IT Project or Application-Centric Development

• In support of strategy, organizations

implement IT projects Strategy
• Data/information are typically

x
considered within the scope of IT
projects
• Problems with this approach: IT
– Ensures data is formed to the
applications and not around the Projects
organizational-wide information
requirements
– Process are narrowly formed around
applications Data/
– Very little data reuse is possible
Information

https://anythingawesome.com Original articulation from Doug Bagley @ Walmart © Copyright 2023 by Peter Aiken Slide # 55

This is the wrong way to think about data strategy

Organizational Strategy

IT Strategy

Data Strategy

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 56

 This is correct …

Organizational Strategy

IT Strategy Data Strategy

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 57

Data-Centric Development

• In support of strategy, the

organization develops specific,
shared data-based goals/
Strategy
objectives
• These organizational data goals/
objectives drive the development
of specific IT projects with an eye Data/
to organization-wide usage
• Advantages of this approach:
Information
- Data/information assets are developed
from an organization-wide perspective
- Systems support organizational data IT
needs and compliment organizational
process flows Projects
- Maximum data/information reuse

https://anythingawesome.com Original articulation from Doug Bagley @ Walmart © Copyright 2023 by Peter Aiken Slide # 58
 Program
• Data's Confounding Characteristics
– Uneven understanding
– Has lead fractured views of data and to
– Increasing organizational data debt
1. Keeping DG practically focused on strategy
– This is a young profession and must
– Directly support organizational strategy by Key Elements of a
– Improving data and its use in the short and long term
2. DG must exist at the same level as HR
Successful Data
– In order to achieve effectiveness, Governance
Program
– DG is central to DM (and central to digitization efforts)
– Must be de-coupled from IT strategy
3. Gradually add ingredients (practicing and getting better)
– Digital and data are dependent on high speed automation/data processing
– Employ a DG Frameworks to refine focus
– Plan to evolve (PDCA)
4. Data governance in action: Storytelling
• Take Aways/References/Q&A

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 59

Digital Insight

DIGITAL DATA
DATA DIGITAL
? DATA
• Subtract data from digital and what do you have?
• Subtract digital from data and you still have data
https://www.linkedin.com/in/mark-johnson-518a752/
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 60
 Digital
It isn't possible to go digital

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 61

Dat
ing ' data'
ell
By just sp
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 62
 It requires more work
!

Dat
a
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 63

GI➜GO!

Garbage
Garbage Business
Machine
Perfect
Data Digital
Block
Technology
Analytics
MDM
AIChain
Data Governance
Intelligence
Warehouse
Learning
Model Results

Garbage In ➜ Garbage Out!

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 64
 GI➜GO!
Data
Warehouse
Business
Intelligence
Block Chain
Machine
Perfect Garbage
Quality
Learning
Model Digital
Data
Data Results
Governance
Analytics
MDM
AI
Technology
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 65

GI➜GO!
Data
Warehouse
Business
Intelligence
Block Chain
Machine
Perfect Garbage
Quality
Learning
Model Digital
Data
Data Results
Governance
Analytics
MDM
AI
Technology
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 66
 GI➜GO!
Data
Warehouse
Business
Intelligence
Block Chain
Machine
Perfect Garbage
Quality
Learning
Model Digital
Data
Data Results
Governance
Analytics
MDM
AI
Technology
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 67

QI➜QO!
Data
Warehouse
Business
Intelligence
Block Chain
Machine
Perfect Quality
Quality
Learning
Model Digital
Data
Data Results
Governance
Analytics
MDM
AI
Technology
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 68
 Today

Machine Quality
Quality
Learning Digital
Data
Results

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 69

(A Newly Released Chatbot) (Me)

s de liv e ry
AI'
o f te n ah ead
is
of value

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 70

 a ta
D i ch
dw
a n
S
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 71

Leverage point - high performance automation

Data literacy

Standard data

Data supply

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 72

 Leverage point - high performance automation

Data literacy

Standard data

Data supply

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 73

Leverage point - high performance automation

This cannot happen without investments in

engineering and architecture!

Data literacy

Standard data

Data supply

Quality engineering/
architecture work products
do not happen accidentally!

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 74

 Leverage point - high performance automation

This cannot happen without investments in

data engineering and architecture!

Data literacy

Standard data

Data supply

Quality data engineering/

architecture work products
do not happen accidentally!

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 75

Our barn had to pass a foundation inspection

• Before further construction could proceed

• It makes good business sense
• No IT equivalent

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 76

 Data Governance Frameworks

• A system of ideas for

guiding analyses
• A means of organizing
project data
• Priorities for data
decision making
• A means of assessing
progress
– Don’t put up walls until
foundation inspection is
passed
– Put the roof on ASAP
• Make it all dependent
upon continued funding

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 77

from The DAMA Guide to the Data Management Body of Knowledge © 2009 by DAMA International

Data Governance from the DMBOK

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 78

 Data Governance Institute

http://www.datagovernance.com/

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 79

KiK Consulting

http://www.kikconsulting.com/
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 80
 http://www-01.ibm.com/software/data/system-z/data-governance/workshops.html

IBM Data Governance Council

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 81

Elements of Effective Data Governance

See IBM Data Governance Council, http://www-01.ibm.com/software/tivoli/ governance/servicemanagement/ data-governance.html.

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 82

 Baseline Consulting (sas.com)

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 83

American College Personnel Association

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 84

 Components comprising the data community
Domain expertise is less ← | → Domain expertise is greater
R Roles more formally defined ← | → Roles less formally defined
es
Encounter governed data more directly ← | → Encounter governed data less directly

ou
rc
es
Data/Feedback
More time is dedicated ← | → Less time is dedicated

Leadership Other Sources/Uses

IT/Systems Development
(data decision makers) (data makers & consumers)

Data/feedback
Decisions

Changes
Guidance

n
tio
Ac

Stewards Participants/Experts
(data trustees) (data subject matter experts)
Ideas

IT/Systems Development

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 85

Components comprising the data community

R
es
ou
rc
es

Data/Feedback

Leadership Other Sources/Uses

(data decision makers) (data makers & consumers)
Data/feedback
Decisions

Changes
Guidance

n
tio
Ac

Stewards Participants/Experts
(data trustees) (data subject matter experts)
Ideas

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 86

 Getting Started with Data Governance
Assess context

DG roadmap

Policy/Standards Reqs.

Data Stewards

Operational processes

Executive mandate

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 87

Goals and Principles

• To define, approve, and communicate data
strategies, policies, standards, architecture,
procedures, and metrics.

• To track and enforce regulatory compliance

and conformance to data policies,
standards, architecture, and procedures.

• To sponsor, track, and oversee the delivery

of data management projects and services.

• To manage and resolve data related issues.

• To understand and promote the value of

data assets.

Illustration from The DAMA Guide to the Data Management Body of Knowledge © 2009 by DAMA International

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 88

 Primary Deliverables
• Data Policies

• Data Standards

• Resolved Issues

• Data Management Projects and Services

• Quality Data and Information

• Recognized Data Value

Illustration from The DAMA Guide to the Data Management Body of Knowledge © 2009 by DAMA International

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 89

Roles and Responsibilities

• Suppliers: • Participants:
– Business Executives – Executive Data Stewards
– IT Executives – Coordinating Data Stewards
– Data Stewards – Business Data Stewards
– Regulatory Bodies – Data Professionals
• Consumers: – DM Executive
– Data Producers – CIO
– Knowledge Workers
– Managers and Executives
– Data Professionals
– Customers

Illustration from The DAMA Guide to the Data Management Body of Knowledge © 2009 by DAMA International

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 90

 Scorecard: Data Governance Practices/Techniques
• Data Value

• Data Management
Cost

• Achievement of
Objectives

• # of Decisions Made

• Steward Representation/Coverage

• Data Professional Headcount

• Data Management Process Maturity

from The DAMA Guide to the Data Management Body of Knowledge © 2009 by DAMA International

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 91

Source: “Data Governance Checklist for Educators” by Angela Guess; http://www.dataversity.net/archives/5198

Data Governance Checklist

✓ Decision-Making Authority

✓ Standard Policies and Procedures

✓ Data Inventories

✓ Data Content Management

✓ Data Records Management

✓ Data Quality

✓ Data Access

✓ Data Security and Risk Management

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 92

 DG Components

• Practices and Techniques • What do I include in my Data

Governance Program?
– Data Value
– Security and Privacy of Data
– Data Management Cost
– Quality of Data
– Achievement of Objectives
– Life Cycle Management
– # of Decisions Made
– Risk Management
– Steward Representation/Coverage
– Content Valuation
– Data Professional Headcount
– Standards (Data Design, Models
– Data Management Process and Tools)
Maturity
– Governance Tool Kits and Case
Studies

Illustration from The DAMA Guide to the Data Management Body of Knowledge © 2009 by DAMA International
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 93

Evolve
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 94
 https://www.google.com/url?sa=i&url=https%3A%2F%2Fround-lake.dustinice.workers.dev%3A443%2Fhttps%2Fprezi.com%2Fel_1jxok7t-x%2Fevolution-is-not-goal-oriented%2F&psig=AOvVaw3rFrerRanKFatDfESqab4C&ust=1591700086354000&source=images&cd=vfe&ved=0CAIQjRxqFwoTCODBiIyH8ukCFQAAAAAdAAAAABAD

Evolve

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 95

Getting Started with Data Governance

Assess context (Occurs once) Get better at this!

DG roadmap

Policy/Standards Reqs.

Data Stewards
(Repeats)
Execute plan

Operational processes
Evaluate results
Executive mandate

Revise plan

Apply change management

https://en.wikipedia.org/wiki/PDCA
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 96
 Program
• Data's Confounding Characteristics
– Uneven understanding
– Has lead fractured views of data and to
– Increasing organizational data debt
1. Keeping DG practically focused on strategy
– This is a young profession and must
– Directly support organizational strategy by Key Elements of a
– Improving data and its use in the short and long term
2. DG must exist at the same level as HR
Successful Data
– In order to achieve effectiveness, Governance
Program
– DG is central to DM (and central to digitization efforts)
– Must be de-coupled from IT strategy
3. Gradually add ingredients (practicing and getting better)
– Digital and data are dependent on high speed automation/data processing
– Employ a DG Frameworks to refine focus
– Plan to evolve (PDCA)
4. Data governance in action: Storytelling
• Take Aways/References/Q&A

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 97

Non-Fungible Tokens
$48M. $280

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 98

 Use Their Language ...

• Getting access to data around here is like that Catherine Zeta

Jones scene where she is having to get thru all those lasers …

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 99

Barclays Excel Spreadsheet Horror

• Barclays preparing to buy Lehman’s
Brothers assets.
• 179 dodgy Lehman’s contracts were
almost accidentally purchased by
Barclays because of an Excel
spreadsheet reformatting error
• A first-year associate reformatted an
Excel contracts spreadsheet
– Predictably, this work was done long after
normal business hours, just after 11:30 p.m...
• The Lehman/Barclays sale closed on
September 22nd, 2008
• the 179 contracts were marked as
“hidden” in Excel, and those entries
became “un-hidden” when when
globally reformatting the document …
• … and the sale closed …
https://www.businessinsider.com/2008/10/barclays-excel-error-results-in-lehman-chaos

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 100

 Excel spreadsheet error blamed for UK’s 16,000 missing coronavirus cases

The UK failed to add

nearly 16,000 confirmed
cases of coronavirus to its
national track and trace
system due to an Excel
error. A number of reports,
including from The
Guardian, Sky News, and
The Daily Mail, say the
mistake was caused when
an Excel spreadsheet
used to track confirmed
cases of the virus reached
its maximum file size and
failed to update.
"Failure to upload these cases to the national database meant anyone who came into contact with these individuals was not informed. It’s
an error that may have helped spread the virus further through the country as individuals exposed to the virus continued to act as normal."

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 101

Fan Blade Sensor

• 1 Sensor
– Probabilistic (generalist) maintenance forecasts

• 100 Sensors
– Establish optimal monitoring targets
– Finer tuned and safer maintenance
– Mission Readiness ???
– Storage $$$
– Handling $$$
– Opportunity $$$
– Systemic $$$
– Maintenance $$$
– Total > $1.5 Billion

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 102

 Program
• Data's Confounding Characteristics
– Uneven understanding
– Has lead fractured views of data and to
– Increasing organizational data debt
1. Keeping DG practically focused on strategy
– This is a young profession and must
– Directly support organizational strategy by Key Elements of a
– Improving data and its use in the short and long term
2. DG must exist at the same level as HR
Successful Data
– In order to achieve effectiveness, Governance
Program
– DG is central to DM (and central to digitization efforts)
– Must be de-coupled from IT strategy
3. Gradually add ingredients (practicing and getting better)
– Digital and data are dependent on high speed automation/data processing
– Employ a DG Frameworks to refine focus
– Plan to evolve (PDCA)
4. Data governance in action: Storytelling
• Take Aways/References/Q&A

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 103

Image adapted from: https://www.everythingneon.com/proddetail.php?prod=n105-0826-take-away-neon-sign

Take Aways
• Need for DG is increasing
– Increase in data volume
– Lack of rigorous practice improvement
• DG is a new discipline
– Must conform to constraints
– No one best way
• DG must be driven by 4 key elements
1. Keep DG practically focused on strategy
2. Implement DG (and data) as a program not a project
3. Gradually add ingredients
4. Learn the value of stories/storytelling
• The goal is to improve DG effectiveness and efficiencies (and the
data itself) over time
• The more data literate the organization, the easier the
transformation
https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 104
 By the book
• Data Governance: How to
Design, Deploy, and
Sustain an Effective Data
Governance Program

• John Ladley

• Amazon Best Sellers

Rank: #641,937 in Books
(See Top 100 in Books)

– #242 in Management Information

Systems

– #209 in Library Management

– #380 in Database Storage &

Design

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 105

References
Websites

• Data Governance Book

Data Governance Book

Compliance Book

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 106

 IT Governance Books

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 107

Event Pricing
on Peter's Books

• 20% off
directly from the
publisher
on select titles
• My 'Book Store' @
https://anythingawesome.com/books-overview.html

• Enter the code

"anythingawesome"
at the Technics
bookstore checkout
where it says to
"Apply Coupon"

anythingawesome

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 108

 [ Clicking any webinar title will link directly to the registration page ]

Upcoming Events
Conceptual vs. Logical vs.
Physical Data Modeling
11 July 2023

The Importance of Metadata:

3 Leveraging Strategies
8 Aug 2023
Time: 19:00 UTC (2:00 PM NYC) | Presented by: Peter Aiken, PhD

Getting Data Quality Right

12 September 2023 Brought to you by:

https://anythingawesome.com © Copyright 2023 by Peter Aiken Slide # 109

Co
? lla
bo
es ig n R eview? toring rat
Critical D M en ion
?
Executive
Data
Independent Verification & Validation

Literacy T
ra ining?

[email protected] +1.804.382.5957

Thank You!
Reverse Engineering Expertise?
Hirin
g Assis
tance
?

Tool/autom
Use your data more strategically? at ion evaluatio
Book a call with Peter to discuss anything - https://anythingawesome.com/OfficeHours.html n? © Copyright 2023 by Peter Aiken Slide # 110