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 Communication

framework for establishing strategy,
objectives and policy for effectively
managing corporate data. Data
Standards Data
and Strategy
It consists of the processes, policies, Modeling

organization and technologies required

to manage and ensure the availability,
usability, integrity, consistency, audit Data Policies
and Processes
ability and security of your data.

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 dont 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 Statistics and Analysis

data definitions Tracking of progress
Decision Rights Monitoring of issues
Controls Continuous
Accountability and Improvement
Ownership Score-carding
Metadata Management
Arbiters and Escalation Data Quality
points Data Sharing
Stakeholders Data Architecture & Security
Roles and Responsibilities Metadata Management
Data Stewards Data Mastering

Vision and Mission

Alignment with Training and Awareness
Corporate Objectives Mass Wiki or Intranet
Implementation Plan 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 Strategic
Project focused Long term program
Single data type Single or Multiple data
Single Line of Business types
Simple Multiple Lines of Business
Less impact 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 New Client On- Client Self- Product Data

Governance Boarding Service 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/ Project Steering Committee

Management 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 SME
Operations Brokerage

Execution

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 Sample Program Operating Model

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

Compliance

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 SME
Operations Brokerage

Execution
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 Sample Multi-Domain Operating Model

Data Governance Business Sponsors

Governance Team
Customer Product Supplier

Data Governance Data Governance Data Governance

Steering Group Steering Group Steering Group
Data Governance Sponsor Data Governance Sponsor Data Governance Sponsor
Group Chair Group Chair Group Chair
Management
Office of Data Governance Office of Data Governance Office of Data Governance
Business and IT Business and IT Business and IT

Data Governance Data Governance Data Governance

Working Committee Working Committee Working Committee
Execution 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 Conduct Develop Coordinate with

Determine Key
Stakeholder Communication Stakeholder Communications
Messages
Analysis Audit Management Plan Activities

Define stakeholder
groups Understand
messaging that has
taken place to
Streamlines
communications to
emphasize the
Structure defined
processes
Structures the
communication
process
Identify individual Track overall
stakeholders
Assess their
date
Determine the
most strategic /
critical
progress
Insure that all key
Ensures that
messages are
communication Converts the systematically
Impact / Influence stakeholders are
vehicles with the communication reinforced
reached
Determine gap
between current
and desired state
greatest or most
targeted impact
for each
requirements into
communication
messages
Systematically
engages and
Incorporates
feedback for just
in time
of MDM and Data stakeholder group coordinates
Maps messages to adjustments
Governance leadership action
target groups
Identify the most Organizes/ links
critical formal and
the overall
informal nodes in
campaign
the organization
Completed Started Not Started

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 Identifying the Stakeholders

IT LOB 1 LOB 2 LOB 3 LOB 4

Jane Doe X X X X
John Smith

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 Stakeholder Group Stages of Engagement

Using this framework enables clear gaps in stakeholder

High engagement to be identified and subsequent change
strategies to be put in place to enable the gaps to be
Internalization
closed Ive made this my own and will
constantly create innovative
ways to use it
This is how we do business
COMMITMENT / ENTHUSIASM

Institutionalization

I understand how
CADS positively impacts
and benefits me and Northern
Positive Perception Adoption
I am willing to work hard
to make this a success
I know the concepts
Awareness
Understanding
I understand what this means to
Contact me and Northern as a whole
Ive heard about this
program/project

Low
Status Quo Vision
TIME

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 Understanding Stakeholder Group
Engagement Gaps

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

Stakeholder Contact Awareness Understand Positive Adoption Institution Internalize

Awareness
Group

IT
Target
LOB 1
Current Target
LOB 2 Current Target
LOB 3
Current Target
LOB 4
Current 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 Reusable Gap Adjustment

Strategy
Charter X Guiding Principles Expand
Alignment with Corporate Modify messaging to
Objectives X Greater Alignment include additional links to
Corporate Objectives
Implementation Plan X Only Process Reusable Create new plan
Operating Model
Framework X
Roles X
Personnel X X Redo Stakeholder Analysis

Responsibilities & Ownership X Ownership Extend

Escalation/Arbiters
Policies
Policy Creation & Approval X As Is X

New Customer Creation New Policy Create Policy

Service Request Creation X X

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 Gap Analysis

Component Reusable Gap Adjustment

Strategy

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 MDM Implementation Specialists

Assessments
Data Governance Assessments
Technology Evaluation Assistance
Program Management Expertise
Data Architects / Integration
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 Analysis Chosen Technology Manage and Extend

Offerings
Assess and Align
Data Quality Assessment X X
Architecture Assessment X X
Data Governance Readiness
X X X
Assessment
Alignment Workshops X X X
Strategize and Plan
Business Case and ROI
X X
Development
Data Governance Strategy X X X
Architectural Planning X X
Technical Evaluation Assistance X X
Action and Measure
Agile MDMTM X X

Implementation Consultants X X
On-Going Support X X

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 Contact Information

Kelle ONeal
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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