Data Governance During Organizational Change

This is a continuation of the Lightweight Data Governance series, but very much applies to formal data governance as well. I even find myself using formal terms like Data Steward and Executive Sponsor below, so it definitely applies to both.

One of the most frustrating areas of Data Governance is organizational change. Companies change because of growth, change because of decline, change because of new opportunities, but the result is that executives turn over rapidly. At times of transition, you must be proactive and communicate the value that Data Governance brings to your organization.

Business Turnover - Data Stewards

You’ve spent the last year or two collecting data stewards who know the business, and aren’t afraid to tackle the difficult data and process issues at the company. Then one of your favorites leaves. Has anyone else noticed the “Going POCO” trend? Pursuing Other Career Opportunities? In some cases, we never know if the resource was fired or quit. I guess it shouldn’t matter, but I know I’m always curious.

This case will show how well you’ve built relationships at your company. Do you already know other colleagues in the department you can invite into the Data Governance role? Have you educated the executives so they understand that Data Governance was an key element of the departing employee’s responsibilities? If not, it’s time to get cracking.

Technology Turnover - Systems Owners

This one has given me the most headaches. You’ve finally got your projects on the technology team’s roadmap and have communicated it to all the right people. And then they leave the company. The difference here is that you’re not just talking about one individual, but a commitment to spend valuable time and resources on your projects.

This situation requires you to communicate with the new owner, and introduce the value of the work. As in the example above, it would also help if you’d built relationships with others in the technology group. You may even luck out, and already know the new owner! That’s obviously the best case scenario. If not, reach out and introduce yourself and your work. Keep in mind that Data Governance work provides value to the system owners since it increases the end user perception of how well they are doing their job.

High Level Executive Turnover - Executive Sponsors

When someone in your departement’s leadership team moves on, or if one of your data steward’s executives leaves the company, you will need to begin building a new relationship. Communication to the exective level is all about value and solving business problems. Don’t get bogged down in the details. Most executives don’t care how you will solve their problem, just that you understand it and have a way to fix it. If you find yourself showing architecture diagrams and explaining Master Data Management (MDM) theory, start over. You’re at the wrong level of detail. Instead, show them the money! How will you reduce cost, drive revenue, or fix a compliance issue? Answer those questions, and new executive sponsorship shouldn’t be an issue.

MIT Information Quality Symposium Day 2

With Day 2 of the MIT IQIS complete, I thought it would be good to write up another summary. I was very impressed with the quality of speakers and their dedication to the field of Information Quality. The work shows a lot of innovative thinking and pride. (I’ll add in links and update later today)

Robert Grossman – Information Quality in the Cloud

Bob is part of the Open Cloud Consortium and passionate about the topic. He presented everything you need to know to understand where Cloud Computing is today, where it’s going next (based on open debate among dueling standards boards), and how it affects Information Quality discussions. He has a unique ability to take very complex topics and break them down into simple conversations.

The most interesting part for me was defining Public, Community and Private Clouds, which I couldn’t have described before this talk. I also appreciated his comment that Cloud is the only way to analyze 100TB of data, and that the alternative is to merely entomb it.

Delphine Clement - Cost of Non Quality Data

Delphine is from HP in France and discussed how they have approached their KQI – Key Quality Indicators. I like that KQIs mirror KPIs but that Information Quality is metadata reporting rather than business metrics so it’s separate. Delphine also presented a methodology for measuring direct vs. indirect cost savings from Data Quality initiatives. She has clearly spent a lot of time working on this approach and is doing a great job. I really enjoyed this presentation.

Lyn Robison - Diagnosing IT’s Impact on the Business

Lyn, from The Burton Group has a theory on how to measure data quality from an IT perspective, but I thought it was very pie in the sky. There were lots of questions about the politics of such an effort, and I don’t think the approach was practical. For instance, if your measured data quality metrics turn up as poor, the IT organization will blame the business. There’s no way this could work politically.

I liked that Lyn tried to compare the business people’s perception of Data Maturity vs. the IT perception, but how do you align IT perception and Business perception? Someone also asked, should IT be measured on poor data quality? The answer: Not if the Business owns the data.

Steve Sarsfield - Using Data Quality Scores to Sell IQ Value

Steve echoed others who encouraged Information Quality progress by “Leveraging a Crisis” to build momentum. He also asked us to present the “Do Nothing” approach, i.e. present to our management what would happen if they ignored the problem. Steve’s scoring method was based on the Trillium TS Insight product, but appeared to be a practical way to measure Data Quality. I think some of this can be done easily with or without Trillium, but I appreciated how the tool can manage the measurements over time.

Marillo Boccia – Data Quality in the Media Industry

Marillo is the Director of Database Marketing at Grupo Abril, the largest publisher in the Southern Hemisphere. He presented a project (done with the help of service provider Assesso) where his team personalized magazine ads for Banc Itau to 1.2 Million subscribers. Cool stuff. They merged their subscriber database with the bank’s and did a massive customer data cleanup to ensure very high data quality. They amazed their customers in the process.

Dan Defend and Aparna Vani - Data Quality Challenges for Yahoo’s Massive Data Environment

Dan and Aparna presented the Data Quality and Analytics sides respectively. They monitor website interaction and uncover trending and outage information by analyzing a constant flow of clickstream data. Their group deals iwth duplication challenges, security issues, and the need to report outage alerts instantly. Their work was also driven by past MIT IQIS conferences, and they presented their practical approach to establishing a central data quality process and framework.

MIT Information Quality Industry Symposium Day 1

I’m just settling in for Day 2 of the MIT IQIS 2009 and thought I’d throw out some thoughts for a couple of future posts I’m drafting. Here are the quick recaps from yesterday. 

Danette McGilvray - Ten Steps to Data and Trusted Information

A great primer on how to manage any Data  Quality project. Her 10 steps made a lot of sense. Not all of the methodology would be used for any given project, but still it worked for me. I also won her book, “Executing Data Quality Projects” in the drawing at the end of the class.

Bill Inmon - DW2.0 and Unstructured Data

After 10+ years in Data Warehousing I finally got to see Bill Inmon speak. Bill is the rockstar of the DW world. He’s regarded as the Father of Data Warehousing and treated as royalty at a conference like this. His new stuff was all about contextual ETL. Sounded interesting, but I believe there are others working on the same thing.

Keynote: Ronald Bechtold - Transforming the Army with High

Ronald is the Chief Data Officer at the Army. Cool title. Not what you’re picturing. He is a passionate CIO type who has a huge challenge. Definitely some words of wisdom in there. “Focus on solving problems,” rather than tools, technology or data. Good stuff!

Joe Bugajski - MDM Improves Information Quality to Deliver Value

Joe had some great examples where Data Quality actually led to increased revenue. Imagine that! Value from Data work. I think that’s what we’re all striving for. Joe is a big personality who speaks well, so this one was entertaining.

Mark Goloboy (that’s right, me) - CRM Data Quality for Sales and Marketing

After a bit of nerves, I found my groove and thought the presentation went really well. Some good questions about where my company started with Data Governance - it’s a very new ffocus or us. I also got to push back on some industry experts when asked why we weren’t focusing on MDM to start. Plus, Bill Inmon attended.

Martin Boyd - Product Data Quality Product from Silver Creek

More contextual analysis. Seemed to be done in a very smart way. The software was functional at big clients, and they had figured out how to solve some complex issues around improving poor product data. If they had the same thing for Customers, it would be a more interesting product. More development or a merger are needed here.

DEBATE: How should data governance and data quality work together?

I added a comment to a fun debate on the Data Quality Pro site. The question was around the interaction between Data Governance and Data Quality. Most people agreed they were connected, but I think some people are living in the details of Data Governance. It has so much more potential than just fixing data models. My thoughts…

DEBATE: How should data governance and data quality work together?

I think people are on the right track linking Data Governance and Data Quality. No need to rehash above. My one input would be that Data Quality should be the measuring stick for the success of Data Governance programs.

I do feel that some people align Data Governance too closely with data modeling and data object definition. There are examples in the comments above. Sure clean data is the end goal, but Data Governance is the journey to get there. Data Governance is more of a cultural shift starting with 1) Aligning business strategy toward a common goal; 2) Building definitions, re-engineering processes & updating systems to represent those aligned business strategies; 3) Defining data objects to store the common definitions; and finally 4) Measuring success based on quantitative analysis of Data Quality. Without that, Data Governance becomes a theoretical data modeling exercise, and all of our work is minimized. I’m sure this is more of a top-down approach than the classical definition, but it’s where Data Governance will go next.

Lightweight Data Governance

Last week I read a great article from First Spike on the upcoming demand for Data Governance work. The author referenced several sources who predicted a sharp rise in demand for Data Governance. One even predicted that it will be a regulatory requirement. I followed up with Mark Cowan from First Spike last week to discuss our definitions of Data Governance.

Mark was very interested in what a Data Governance program looked like at an Internet company. His point was that it’s more typical to see Data Governance in the Health Care and Financial Services industries. That makes sense since those types of organizations are more likely to have higher data quality standards and regulatory requirements. Without going into too many specifics, I let him know my approach on lightweight Data Governance. I think it’s something that I’ll continue to explore, and develop further. I had never articulated it that way before, but it sums up my theory well.

We got to talking about structured vs. unstructured data, and approaches for dealing with each. Lightweight Data Governance is very much unstructured Data Governance. Rather than building formalized organizations to manage data governance and large scale Master Data Management solutions, my approach has been to improve existing infrastructure, systems and processes piece by piece.

This approach can lead to early success in Data Governance programs, backing from colleagues in other departments and an understanding of the value that Data Governance can bring to an organization. It also eliminates some of the arguments from critics regarding high program start up costs, number of dedicated resources, etc. I would highly recommend it as a starting point.

Conversely, most existing theory is based in top-down, large-scale Data Governance. I’ve attended webinars that promote getting buy-in from the CEO down for Data Governance programs. To paraphrase, “Without executive support, Data Governance programs cannot succeed.” I think it’s critical to make some early progress in a new Data Governance program, and get mid-level support. The Directors and VPs who own not only business usage, but also the data and reporting technology need to understand the value of Data Governance. Many do already. If you partner with those leads then executive support will be there when you need it. That’s my theory at least.