CONTENT

● Part 1: DATA CONSIDERATIONS

• Chapter 1: Data evolution
• Chapter 2: Big data and data management
• Chapter 3: Data as an asset
• Chapter 4: Physical asset versus data management
● Part 2: DATA STRATEGY
• Chapter 5: Leading data strategy
• Chapter 6: Implementing data strategy
• Chapter 7: Data as an asset
• Chapter 8: Overview of data management frameworks
● Part 3: DATA MANAGEMENT DOMAINS
• Chapter 8: Data governance
• Chapter 9 : Data architecture
• Chapter 10: Master data management
• Chapter 11: Data quality
• Chapter 12: Data warehouse and business intelligence
• Chapter 13: Data analytics
• Chapter 14: Data privacy
• Chapter 15: Data security
• Chapter 16: Meta data
• Chapter 17: Record management

MODERN DATA STRATEGY

Author: Mike Fleckenstein, Lorraine Fellows
#%$#%$#

Summarized by: Lien Pham

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THERE ARE THREE (3) KEY COMPONENTS

Part 1: Data strategy Part 2: Data strategy Part 3: Data management

considerations domains
• Chapter 1: Data evolution • Chapter 5: Leading data strategy • Chapter 8: Data governance
• Chapter 2: Big data and data management • Chapter 6: Implementing data strategy • Chapter 9 : Data architecture
• Chapter 3: Data as an asset • Chapter 7: Overview of data • Chapter 10: Master data management
• Chapter 4: Physical asset versus data management frameworks • Chapter 11: Data quality
management • Chapter 12: Data warehouse and
business intelligence
KEY PURPOSES • Chapter 13: Data analytics
• Chapter 14: Data privacy
• Offers a definition of data strategy • Chapter 15: Data security
• How to align with a business strategy • Chapter 16: Meta data
• A discussion on valuing data as an asset and the evolution of data management • Chapter 17: Record management
• How to integrate multiple data management domains to address pressing business
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I. Data strategy considerations II. Data strategy III. Data management domains

SUMMARY OF PART 1

EXECUTIVE SUMMARY OF DATA STRATEGY CONSIDERATIONS

DATA EVOLUTION
1
• It progressed to integrating independently automated tasks, advanced to large-scale centralized
data management applications, and finally evolved into several closely related data
management domains, including data quality, data governance, data architecture, master data
management and analytics

2 BIG DATA & DATA MANAGEMENT DATA AS AN ASSET

Data •
3
• Big data is used to describe data so large, so complex a Data should be included as part of organizational
mix of structured and unstructured data S strategy W intellectual property
• Due to big data’s big size, demand for real-time information considerations • “Technical data” as one type of intangible asset, measured
is on fire by using a cost basis, gauging its value in the marketplace,
• Data preparation tools that allow business users to or based on revenue potential of the asset
manipulate, integrate, and visualize
T

PHYSICAL ASSET VERSUS DATA MANAGEMENT

4 • Asset and data management includes:
• Cost
• Quality fit for use
• Stewardship
• Architecture
• Obsolescence
• Additional considerations
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EVOLUTION OF MODERN DATA

MAJOR PHASES OF DATA EVOLUTION

INFORMATION TECHNOLOGY MANAGEMENT HAS EVOLVED TO A

REALIZATION THAT DATA, NOT JUST SYSTEMS AND SOFTWARE
APPLICATIONS, MUST BE MANAGED Early 21s century
• Focus shifted to storing
Late 1980s/early much more data due to
1990s the ability to store data on
much less expensive
• Integrating all information
commodity hardware
technology initiatives,
1980s information would also be • Servers could be strung
integrated together on an as-needed
• A shift away from mainframe basis to adjust storage
computers toward • The industry shifted away from requirements
minicomputers and personal system integration toward
Inception • Deposit non-integrated,
computers and servers application integration
raw data from many
• With the initial use of • Business goals focused on • Large-scale efforts to integrate sources in a commonly
computers in industry, moving away from expensive enterprise information led to accessible way and to
organizations saw the benefit mainframe vendor lock-ins and enterprise applications such as execute algorithms against
of managing manual tasks in toward cost-efficient automation the data warehouse, CRM & massive data lakes find
a more automated way of manual tasks ERP systems patterns and relationships

Development
Beginning
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BIG DATA & DATA MANAGEMENT (1)

BIG DATA

EXACT EXACT BIG DATA IS OFTEN

DESCRIBED IN TERMS OF
THE 3 V’:
TRANSFORM LOAD
“ETL” “ELT” VOLUME, VARIETY, AND
VELOCITY
LOAD TRANSFORM

• Data brokers—which collect information such as

consumer information from a wide variety of
sources to yield marketing, risk-mitigation
• Big data is described to be so large, so complex a mix of
structured and unstructured data • “ELT” refers to extracting data from the source, loading it
into the target in raw form, and transforming it later, if and
• Data preparation tools that allow business users to when needed, by applying analytics
manipulate, integrate, and visualize more directly are
pushing data wrangling to the business • Data preparation tools that allow business users to manipulate,
integrate, and visualize more directly are pushing data
wrangling to the business
• Extracting value from massive data is significantly more
complex than extracting value from existing, internal data “Bain & Company cites multiple reasons why many big data
analytics projects fail, including an overreliance on big data
technologies to attain value, an “overinvestment in unproven data
sources, and inattention to valuable data sources closer to home”

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BIG DATA & DATA MANAGEMENT (2)

THE HYPE CYCLE

ILLUSTRATION COMMENTS

• Gartner Research uses a hype cycle to track and predict

industry technology trends.
• The hype cycle is represented by a curve, beginning with the
“innovation trigger,” representing a technology’s introduction to
the marketplace
• The curve rises steeply to an apex, reflecting a technology’s
“peak of inflated expectations.”
• The curve then declines just as steeply, reaching its “trough
of disillusionment” before gently rising through its “slope of
enlightenment” to its “plateau of productivity,” where maturing
technologies are reflected
• When the adoption of a trend goes beyond 20% of the wider IT
market
• Gartner retires the hype cycle for a given trend

Gartner, Inc is founded in 1979, leading research and advisory in every industries and sectors
• A global company, serving more than 14,000 client enterprises around the world
• A member of the S&P 500, with clients in 77% of the Global 500 and organizations of every size 6
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Data evolution Big data & data management Data as an asset Physical asset and data management

BIG DATA & DATA MANAGEMENT (3)

SOME EXCERPS TO WELL - MANAGE DATA
1. “… standardize access to data resources …”
2. “… developing data and metadata standards in order to improve interoperability
13
14
12 3. “… large-scale warehoused historical data …”
11
4. “… development of standards, and data sharing and data integration approaches …”
15

10 5. “… share data across disciplines and among agencies …”

16
6. “… dedicated to promoting a culture of data sharing and open data for government
How to 9 7. “… requires data stakeholders to play an active role in data stewardship …”
achieve data
proficiency? 8. “Data sharing includes the curation and sharing of data itself but, equally importantly, the
8 metadata and the APIs to the data.”
9. “Develop Best Practices for Metadata to Increase Data Transparency and Utility”

7 10.“… tools that automate the capture of data provenance …”

11.“A standardized language system, or ontology, for describing data processes is essential
6 to enable better sharing of data.”
12.“… address the issue of data archiving …”
1 5 13.“Defining data privacy and security measures will be critical elements …”
2 3 4
14.“… rules of the road are needed for data governance …”
15.“… ensuring that data is readily available for use while guaranteeing data confidentiality
16.“… ensure that the privacy of a particular dataset’s contents is protected …” 7
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DATA AS AN ASSET (1)

MANAGE DATA AS AN ASSET

VALUATION OF TANGIBLE ASSET VALUATION OF INTANGIBLE ASSET DATA AS AN ASSET

• This class of assets includes intellectual • There has been a growing tendency to
property: assign value to intangible assets:
• Organizations value their assets for many • Like patents, copyrights, trademarks,
• Data should be included as part of
reasons, including consistent financial and brands
organizational intellectual property
reporting, mergers and acquisitions,
• Over time, intangible assets increasingly
customer service, capital budgeting, and • These approaches could be applied
determined corporate value
taxes to data valuation
• The value of an intangible asset can be
• Today, tangible assets like buildings, • Valuation of data as an asset makes
determined in the same way as tangible
machinery, land, and inventory are valued it likely that data will be managed
assets:
based on their cost, their current market more and more formally
value, or their revenue potential • Using a cost basis, gauging its value
in the marketplace, or based on
revenue potential of the asset in
question

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DATA AS AN ASSET (2)

THERE IS NO FORMAL AGREEMENT YET ON A METHOD TO VALUE DATA AS AN ASSET

Authors Valuation Benefits Examples

• The book does not state outright • It makes the case that data quality • Wal-Mart’s instant feedback up and
how data should be valued as an and data governance directly benefit down the supply-chain as an example
asset the bottom line for increased revenue
Tony Fisher • The book defines risk mitigation • Organizations’ effective use of data to • A manufacturing plant’s ability to
as successfully addressing mitigate risk, increase revenue adjust its machinery to new
compliance and regulatory issues • Control cost is a key differentiator demands, based on good quality and
between successful organizations and well-managed data
less successful ones
• Introduced the concept of • Incurring data management costs, • Highlights case studies that result in
“Infonomics” expensive saves them money, improved national security and
Douglas • Suggested organizations to keep reduces their exposure to risk, and saving of lives through good data
Laney an internal balance sheet to track may significantly increase their management
the value of their data assets revenue

• N/A • When data management is effectively • It is essentially impossible to attribute

applied, organizational risks and costs a monetary value to these examples,
Peter Aiken are reduced it is intuitive that data must have
significant value if it helps with
national security and saving lives

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DATA AS AN ASSET (3)

IT IS HARD TO QUALIFY BENEFITS OF WELL - MANAGING DATA

FINANCIAL VALUATION OTHER VALUATION METHODS

• Treating data as an expense, companies can avoid • Practical reasons for valuing data, including greater
showing data on their balance sheet and the accountability, measuring IT effectiveness, and helping
associated tax implications to justify the cost of information systems
• When data management is effectively applied,
organizational risks and costs are reduced

“ “ Only 4% of these companies

are able to exploit their data to its
greatest extent ”

According to PwC

”
CONCLUSION
• It remains unclear :
• Whether data will ever be valued as an asset in the organization’s financial statements or
• Whether it will continue to be treated as an expense
• The similarities between data and a physical asset are striking. As such, it is a given that data will successively be treated more and more
formally
• These benefits include crime prevention, better healthcare, improved transportation, more high-quality information, better communication, and
even the saving of lives
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PHYSICAL ASSET VERSUS DATA MANAGEMENT (1)

DATA GOVERNANCE FRAMEWORK

KEY COMPONENTS OF DATA GOVERNANCE COMMENTS

• Data governance (DG) is the process of managing the
availability, usability, integrity and security of the data in
enterprise systems, based on internal data standards and
policies that also control data usage
• Data governance is a system for defining who within an
organization has authority and control over data assets and
how those data assets may be used
• It encompasses:
• The people
• Processes
• Technologies required to manage and protect data assets
• Effective data governance ensures that data is consistent and
trustworthy and doesn't get misused

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PHYSICAL ASSET VERSUS DATA MANAGEMENT (2)

MANAGING DATA IN THE ORGANIZATION

EXECUTIVES MANAGERS LINE WORKERS SOFTWARE DEVELOPER

• Careful planning on • Attention to data • Organize data • Careful coding

the basis of data reporting • Conscientious data input

Resulting in a significant manual data Errors work their way up the

reconciliation effort at and erroneous management chain and often lead If without the proper knowledge or tool and consistent
data to gaps and inconsistencies processes are not in place to properly enter or integrate data
INCORECT
PLANNING
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PHYSICAL ASSET VERSUS DATA MANAGEMENT (3)

SEVERAL APPROACHES TO DATA VALUATION

LEADERS IN THE DATA SPACE HAVE PROPOSED SEVERAL DIFFERENT APPROACHES TO DATA VALUATION

TRADITIONAL DATA VALUATION INDIRECT METHOD

• Based on cost (e.g., the cost of third-party data) • These approaches express the value of data in
terms of costs incurred when an organization is
• Fair market value (i.e., the amount an entity is
unable to comply with
willing to pay for data or an organization that brings
with it access to data) • Regulations or adapt to changing demand, due
to the poor quality of data and data management
• Future revenue (e.g., insight into ongoing
consumer behavior through data)

COMMENT OTHER METHOD

• Data as a key component of doing business, • Comparison to how physical data is managed,
organizations are treating data more and more like an specifically inventory
asset
• Although this approach does not provide an
• Although organizations realize that data holds value, no
explicit value to data items, it allows us to
formal or agreed-upon approach currently exists for
approximate the value of data through the
data valuation
resources required to manage it
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PHYSICAL ASSET VERSUS DATA MANAGEMENT (4)

COST OF INVENTORY VERSUS DATA MANAGEMENT

COMPARISIONS INVENTORY VERSUS DATA MANAGEMENT COMMENTS

Physical inventory Data management concepts • Acquisition costs in both cases are significant:
management concepts • Resources are necessary for understanding exactly what data
needs to be acquired
Inventory costs Data management costs
• For leveraging software and hardware needed to obtain and
• Cost of ordering and • Cost of obtaining and store new data
DATA ACQUIRE

acquiring inventory, loading data, • For accommodating data infrastructure such as a data entry
including salaries of persons accommodating data portals and databases
involved infrastructure and purchasing
syndicated data, salaries of • For planning how data will be integrated with other, existing data
persons involved in the enterprise data infrastructure
DATA HOLDING

• The cost of data maintenance is not trivial:

• Holding cost of inventory, • Cost of software licenses,
such as rent, equipment data stores, and database • A spreadsheet or local data store are inexpensive, but when
needed to handle inventory, and tool administrators reporting and planning demands require data to be integrated at a
warehouse staff broader level, costs can quickly add up
• Losses and wastage • Losses due to poor data • Managing newly acquired data in a local, siloed data store can lead to
LOSS

quality unmanaged replication of the same data across multiple data stores

CONCLUSION
• It is quicker and cheaper initially for organizations to create on-the-fly data infrastructures
• To mitigate the cost of managing information, an organization must decide on the strategic importance of each of its data assets
• If data redundancy is unmanaged, data discrepancies are likely to cost the organization significantly in terms of aligning nonmatching data and 4damage
OCTOBER, 2022 14
organizational reputation and may even have legal ramifications
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PHYSICAL ASSET VERSUS DATA MANAGEMENT (5)

INVENTORY VERSUS DATA MANAGEMENT: QUALITY FIT FOR USE

COMPARISIONS INVENTORY VERSUS DATA MANAGEMENT QUALITY FIT FOR USE

Physical inventory Data management concepts • Business managers need to know what version and quality of
management concepts data they are retrieving:

Types of inventory Types of data • Is it raw? Unscrubbed data?

• Data cleansed and ready for consumption?
• Raw material • Raw data
• Data profiling and data cleansing are used to “service” and
“repair” data
• Finished • Cleansed and validated
product/consumables data ready for consumption • Metadata, data that describes other data, functions like a data
“spare part” in that it is important to help find the right data and
differentiate one type of data
• Work in progress • Partially cleansed data
A company may want a record of an unscrubbed
address as a reference to exactly how the customer
entered the address, but it may want a cleansed
• Service, repair, replacement • Data profiling, data Example
address to better fulfill an order or for billing
and spare parts cleansing, metadata

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PHYSICAL ASSET VERSUS DATA MANAGEMENT (6)

INVENTORY VERSUS DATA MANAGEMENT: STEWARDSHIP

A DATA STEWARD
COMPARISIONS INVENTORY VERSUS DATA MANAGEMENT work together with a support team of
Physical inventory Data management concepts
management concepts

Types of inventory Types of data

Data architects IT Business subject matter experts
• Transfer of ownership by • Data ownership by the
Responsibilities
finance when product leaves enterprise; data sharing
the dock or arrives at • and interoperability Data domain • Responsible for a data domain (or part of a
inventory site management domain) across its life cycle
• Supports that data domain across an
• Inventory stewardship by • Domain based responsibility entire business process rather than for a
business managers for data by a data steward specific application or a project
Data governance • In this way, data governance provides the
• Inventory warehouse • Coordination with data end user with a go-to resource for data
operations by inventory architects, IT, business SMEs, questions and requests.
manager and his or her team and others; issue escalation • Data governance also holds managers
path to data governance and executives accountable for data
council issues that cannot be resolved at lower
levels
CONCLUSION
• Most important, data governance determines the level - local, departmental or enterprise - at which specific data is managed
• The higher the value of a particular data asset, the more rigorous its data governance
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PHYSICAL ASSET VERSUS DATA MANAGEMENT (8)

INVENTORY VERSUS DATA MANAGEMENT: ARCHITECTURE

COMPARISON OF INVENTORY LOCATION & DATA ARCHITECTURE COMMENT

Physical inventory Data management concepts work closely with each other
management concepts

Inventory location and stock Data architecture

tracking Data steward Data architects
• Location address (e.g., Address, • Authoritative data sources, data
Rack- Section-Tier- Bin, Room- maps, data models
To determine
Building-Rack-Bin)
• Locator systems (e.g., fixed • Databases and data stores,
How data is How it flows across
location, zoning, bulk storage grid managed redundancy (e.g.,
best stored the organization
system, random) operational, data warehouse)

• Data architecture applies design concepts like subject areas for:

• Identifiers
• Types of data; data maps and data models for location, indexing
• SKUs • Keys and indexes
• Metadata to quickly identify high-value information

• Bar codes • Tags and metadata • Authoritative sources for data quality
• Master data management for managing replication
CONCLUSION
• Understanding the location of an asset is extremely helpful to stewards, managers, and consumers
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PHYSICAL ASSET VERSUS DATA MANAGEMENT (7)

OBSOLESCENCE OF DATA

COMPARISIONS OF OBSOLETE STOCK AND DATA OBSOLESCENCE

Physical inventory Data management concepts • Data architecture also helps with differentiating current data
management concepts from useful historical data and from obsolete data
Obsolete stock Obsolete data • Obsolete data has diminishing value for the organization
• In data management, the cost of storage is comparatively
• Recapture space • Online storage vs. near-line relatively low, though storing large amounts of data online can
storage vs. archiving data be expensive
• With data, the efficient use of resources—people and
• Efficient use of machine • Removal of obsolete data machines—benefit from an understanding of which data is
and human resources results in more efficient current, historical, or obsolete
searches, data integration,
and reporting
Excluding historical and obsolete
• Reduction of carrying costs data from the operational environment
helps locate desired data more quickly
Example and may also aid performance

CONCLUSION
• Like obsolete inventory, obsolete data has diminishing value for the organization!
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THERE ARE THREE (3) KEY COMPONENTS

Part 1: Data strategy Part 2: Data strategy Part 3: Data management

considerations domains
• Chapter 1: Data evolution • Chapter 5: Leading data strategy • Chapter 8: Data governance
• Chapter 2: Big data and data management • Chapter 6: Implementing data strategy • Chapter 9 : Data architecture
• Chapter 3: Data as an asset • Chapter 7: Overview of data • Chapter 10: Master data management
• Chapter 4: Physical asset versus data management frameworks • Chapter 11: Data quality
management • Chapter 12: Data warehouse and
business intelligence
KEY PURPOSES ! • Chapter 13: Data analytics
• Chapter 14: Data privacy
• Offers a definition of data strategy • Chapter 15: Data security
• How to align with a business strategy • Chapter 16: Meta data
• A discussion on valuing data as an asset and the evolution of data management • Chapter 17: Record management
• How to integrate multiple data management domains to address pressing business
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 I. Data strategy consideration II. Data strategy III. Data management domains

SUMMARY OF PART 2

EXECUTIVE SUMMARY OF DATA STRATEGY

IMPLEMENTING DATA STRATEGY

DM infrastructure as a
Business strategy as a Determine scope of
driver of data Skills needed
driver for data strategy data strategy
strategy

• It is imperative for a data • To align its data • A data strategy can begin by • The skills required to design
strategy to align with the management priorities with focusing on a few data and execute a given data
business strategy and to its business needs, an management domains, or strategy differ based on the
prioritize its goals around the organization can evaluate its even a single one, needed to type of business and its
most pressing operational existing data management solve a specific business issue priorities
needs of the organization infrastructure
• Data strategies can and do
• Understanding the data focus on specific business
management infrastructure issues or even a single one,
and knowing what is working needed to solve a specific
and what needs improvement business issue
will further help an
organization formulate its data
strategy
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Leading data strategy Implementing data strategy Overview of data management frameworks

LEADING DATA STRATEGY (1)

PROCESS, TECHNOLOGY, AND DATA PEOPLE ARE NEEDED TO CREATE A GOOD DATA STRATEGY

• Most business people are “process people,” that is, process-

Process oriented people who think in terms of processes and business
people outcomes
• They’ve historically identified data requirements when pressed, but • To take advantage of their
they weren’t necessarily concerned that the same data data, organizations need
an overarching data
strategy
• Technology people focus on the automation of tasks and the • A data strategy should be
elimination of manual steps and manual bottlenecks a collaborative effort that
Technology includes both business
people
• They think in terms of systems and applications
representatives and
representatives from IT
to ensure that both the
business objectives and
• Data people understand processes an systems/applications technology capabilities
views, but somewhere along the way they came to believe that data are understood
Data is the key to understanding an organization and its business
people
• Data people may come from IT or be on the business side, for
example, in finance, regulatory reporting, or business analytics
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Leading data strategy Implementing data strategy Overview of data management frameworks

LEADING DATA STRATEGY (2)

DATA LIFE CYCLE

• Data is imported or • Data may be updated

• By looking across the life
created by one by many processes
cycle of an organization’s key
process and by different
data, we gains an
business events, is
understanding of:
used by many
• The complexity of the
processes
organization’s data
environment
• The cost of poor data
• The money wasted on
unmanaged
redundancy knowledge
• Identify business • Data must be worker time
opportunities for integrated and • Business reconciliations
historical data long combined with other • The lost business
after the data is data for downstream opportunities because
created or no longer processes including customers, business
believed relevant to reporting and partners, and the
business operations analytics market aren’t well
understood

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Leading data strategy Implementing data strategy Overview of data management frameworks

LEADING DATA STRATEGY (3)

ROLE OF CHIEF INFORMATION OFFICER (CIO)

MAIN FRAME ERA DISTRIBUTED WEB-BASED

1950 – 1970s late 1980s/early 1990s 1990 – 2000s
The CIO role is primarily focused on IT was evolving away from mainframe Data people persuaded leaders to response to
technology computers toward distributed client-server create data management group due to the
CIO ROLE

solutions mess of data

A dramatic increase in the complexity of IT In the 2000s, the creation of data architects
and corresponding needs to staff for changing and their integration into Enterprise
technologies Architecture groups, together IT-driven data
governance
• The head of IT, pre-CIO, was a lower level • CIO also began to developing an IT strategy • Model the data
operational role focused on keeping (usually and later to ensure that it aligned with the
• Define modeling standards
mainframe) systems running business’ strategy
RESPONSIBILITIES

• Assess data quality

• CIO took on multiple roles:
• Identify authoritative sources, often in
• Organizational designer
grassroots efforts associated with data
• Technology adviser warehouses
• Technology architect
• Informed buyer
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QUOTES OF CIO ROLES (4)

Paul Barth

”” ”The CIO role was becoming less

and less relevant to organizations
and asserted that the CIO role
would go away within ten years”
” A report by Oracle, based on a
”” survey of 333 C-level
executives spanning 11 industries, Ross and Feeny
found that up to 14% of a
company’s revenue is lost when ” Though some CIOs will surely
view the CDO as competition, “most
they fail to adequately manage and ””
leverage their data” CIOs and senior IT leaders
interviewed by Gartner are
supportive of the business case for
” A Gartner survey a CDO and understand the need”
”” from 2013 indicated that poor
quality data was costing surveyed
organizations on average $14.2
million annually”
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LEADING DATA STRATEGY (5)

ROLE OF CHIEF DATA OFFICER (CDO)

A CUBIC FRAMEWORK OF CDO ROLES Outwards RESPONSIBILITIES

Strategy • CDO’s responsibilities usually included data governance and data
4 Ambassador Experimenter 8 strategy and may include other data management capabilities such
as analytics, master data management (MDM), or data quality
Architect Developer • In some cases, they assumed data-related functions from IT, like data
3 7 architecture and data quality groups. In some cases, they tried to
tackle data strategy
• Gartner has found that between 36 and 41% of CIOs report directly
to the CEO

Marketer
Traditional • The newly created CDO positions were then at least four levels of
data Big data
management removed from board decision making
Coordinator

2 • One of the advantages of having a C-level officer for data is that this
Analyst
6 person “can be held accountable for a failure of leadership in
resolving data problems”
• CDO can spearhead data strategy, it must be done with active
Reporter business and IT participation
1 5
“The role will continue to grow and that
Inwards Marketer by 2019, 66% of large organizations will
Service have a CDO, but only 20% will be
Defines the CDO role in terms of three dimensions: collaborative direction that may be successful “
either inwardly or outwardly focused, data space that includes traditional data or big data, 4 OCTOBER, 2022 25
and value impact that focuses either on service or strategy
I. Data strategy considerations II. Data strategy III. Data management domains

Leading data strategy Implementing data strategy Overview of data management frameworks

LEADING DATA STRATEGY (6)

BACKGROUND OF DATA MANAGEMENT

• Involving
business
users to a
greater extent
Excitment about analytics Data scientist & data Data in data
Our appetite for data management
& data assesibility wrangling management is
a really good
idea!

• This level of
data
organization
• More data will keep us • Not only do these trends • Industry is responding by creating tools requires a
from guessing about provide individuals with access such as data preparation tools that coordinated
what is most suitable for to more and more data, they allow business users to get more direct approach to
our target audience also provide organizations with access to data data
Data
because it allows us to substantial knowledge on how • Allow business-oriented end users management
strategy
focus on nuanced we as individuals use data to manipulate source data directly, through the
solutions tailored to our • The algorithms used to with the promise of eliminating the implementation
audience extract value from data are technical middlemen of a data
developed by data scientists • These data management tools are strategy
designed to push the data wrangling to
business users
 I. Data strategy considerations II. Data strategy III. Data management domains

Leading data strategy Implementing data strategy Overview of data management frameworks

LEADING DATA STRATEGY (7)

DATA MANAGEMENT DOMAINS
• DM has often been blindly consigned to the IT department

< DM is often overlooked for many reasons • DM was often defined very narrowly to include only a limited set of responsibilities
like data modeling and metadata repository management
• Formal data management is just beginning to be ingrained into corporate culture
• Data management practices are expensive to implement
• There is a misperception that big data and analytics supplant the need for a data
strategy and data management, rather than being part of both
• Organizations have already spent on tools such as manage data, including
databases, customer relationship software, and enterprise resource management tools

• A business glossary, a registry of consistently applied terms for data representations of

products and services, can be very useful.
• For example, improving the quality of data input, maintaining data models, having an
enterprise data warehouse, or applying a data sharing standards are all worthwhile
endeavors
DMD contributes to a successful data
• DMD offer a consolidated way to manage and fully leverage data, in other words, a
strategy
data strategy
Data management is an administrative process
includes acquiring, validating, storing, protecting, and
• Each domain is dependent on other domains to succeed. Even when implementing a
processing required data to ensure the accessibility, reliability, data management domain in relative isolation, an organization will be forced to apply
and timeliness of the data for its users aspects of other data management domains if it wants to be successful
I. Data strategy considerations II. Data strategy III. Data management domains

Leading data strategy Implementing data strategy Overview of data management frameworks

IMPLEMENTING DATA STRATEGY (1)

BUSINESS STRATEGY AS A DRIVER FOR DATA STRATEGY

• In the public sector and in certain PORTER’S • Data defense is about minimizing risk
industries like banking and healthcare, 5 FORCES and focused on data management areas
compliance is a major driver such as data privacy, data security, data
quality, and data governance
• Data offense focuses on increasing the
organization’s competitive position,
resulting in increased revenue, profit, and
customer satisfaction
• An organization that has a business
strategy more focused on revenue and
profit might develop a data strategy that
is more offensive, whereas one with a
business strategy more geared toward Defensive
compliance might develop a data strategy
that is more defensive

Offensive
• It is imperative for a data strategy to align with the business strategy and to prioritize its goals
around the most pressing operational needs of the organization
• All organizations need both defensive and offensive data strategies, but that the balance of where
emphasis is placed depends on the business model
 I. Data strategy considerations II. Data strategy III. Data management domains

Leading data strategy Implementing data strategy Overview of data management frameworks

IMPLEMENTING DATA STRATEGY (2)

QUESTIONS TO ASK BEFORE DEVELOPING A DATA STRATEGY
• A organization attempting to align its data strategy with its business strategy must also ask itself the fundamental question: What data
does my organization need to develop and execute its business strategy ?
• Answers to these types of questions will help draw out the data management domains best suited to support addressing the most
pressing business needs

1 2 3 4 5 6 7

Data architect Data governance Data quality Privacy & security Data integration Metadata MDM
• What data exists & where is • What data is most important • What is the required degree • What level of privacy • What data is my • What is the need for my • How can my organization
that data located in running my daily of data quality for different must/should my company’s organization sharing or organization to manage unify key reference data,
business? Who is data in my organization data conform to? planning to share, and with digitized content? like country code or facility,
• What are the authoritative responsible and based on how we use that whom? at the enterprise level?
sources for key information accountable for it? data? • How does my organization • Does my organization need
accommodate timely access • What data is my to combine structured and • How does my organization
• How critical to my business • How can my organization • How can my organization to confidential data and organization mandated to unstructured data? accommodate a person-
are near-real-time reduce the risk of making meet its need for data information? share? What useless data is centric view of information?
information and event- business decisions based accuracy, timeliness, my organization sharing? • How can my organization
driven processing? on poor or incorrect data? completeness, relevance, comply with legal • What information sources
understandability, • How many different lines of obligations to find required should my organization
• What need does my • What need and capability believability, and so on? business exist within my information (e.g., leverage to build a robust
organization have that does my organization have organization, and to what documents, emails, master profile, and how
requires us to analyze very to revert to manual degree does data in one structured data) and also should that data be
large amounts of data? processing as a secondary overlap with data in limit legal liability by disseminated?
process, and how will we another? To what degree is destroying data and
• How important is it for my manage associated data? the same data re-stored information no longer
organization to be able to across lines of business? needed?
reconstruct historical data? • What are the right metrics to
focus on and the right data • What data does my
to support those metrics? organization plan to obtain
from a third-party and how
will this data be integrated?
I. Data strategy considerations II. Data strategy III. Data management domains

Leading data strategy Implementing data strategy Overview of data management frameworks

IMPLEMENTING DATA STRATEGY (3)

EXISTING DATA MANAGEMENT INFRASTRUCTURE AS THE DRIVER OF DATA STRATEGY

DATA MODEL IS A KEY COMPONENT OF DATA ARCHITECTURE COMMENTS

• An organization may have an enterprise architecture office that
maintains many useful information management artifacts:
• A data dictionary, a conceptual enterprise data model,
enterprise- or application- level logical or physical data models,
a metadata repository, a data asset inventory, key business
processes
• Its process must ensure that data stewards are involved or
review the use of data standards, use of authoritative sources,
creation of sufficient and correct metadata, data integration with
other initiatives
• Another area to examine is data management tools, examining
how these tools define and use data provides insights on
potential data management similarities and differences
• The amount of data management infrastructure that exists
within an organization is a good reflection of the time and
resources already being dedicated to data management
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Leading data strategy Implementing data strategy Overview of data management frameworks

IMPLEMENTING DATA STRATEGY (4)

TO NARROW THE SCOPE, A DISCIPLINED APPROACH TO DATA MANAGEMENT SHOULD BE FOLLOWED

CMMI DATA MANAGEMENT MATURITY (DMM) MODEL CMMI’S DATA MANAGEMENT MATURITY MODEL CATEGORIES
Data management category Descriptions
Data management Create, communicate, justify, and
fund a unifying vision for data
management

Data quality A business-driven strategy and

approach to assess quality, detect
defects, and cleanse data

Data operations Systematic approach to address

business drivers and processes,
building knowledge for maximizing
data assets

Platform architecture A collaborative approach to

architecting the target state with
appropriate standards, controls, and
toolsets

Data governance Active organization-wide

• This model details relative organizational maturity within several participation in key initiatives and
specific data management domains and also addresses maturity critical decisions essential for the
specific to a data management strategy data assets

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I. Data strategy considerations II. Data strategy III. Data management domains

Leading data strategy Implementing data strategy Overview of data management frameworks

IMPLEMENTING DATA STRATEGY (5)

DETERMINING THE SCOPE OF THE DATA STRATEGY INITIATIVE

DATA MANAGEMENT PRACTICES HIERARCHY COMMENTS

• Another consideration for scoping data management is focusing
first on foundational data management domains that are
fundamental to the overall effectiveness of data management
• Advanced data management domains rest on foundational data
management domains:
• Foundational data management practices rely on each
other and are only as good as the weakest link
• To effectively deploy any data management domain, other
domains are needed to some extent
• For advanced data management domains, organizations
have frequently relied on vendor-driven, technology-based
approaches
• Most practitioners will agree certain data management practices
are clearly more advanced and cannot be effectively
accommodated without a strong data management foundation
An organization would be taking on high risk by forging
into big data analytics without a solid grasp of data
governance, data architecture, metadata management,

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Example and data quality.
4 OCTOBER, 2022 32
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Leading data strategy Implementing data strategy Overview of data management frameworks

IMPLEMENTING DATA STRATEGY (6)

DIFFERENT OPINIONS UPON DATA MANAGEMENT

•
Most practitioners will agree that certain data management
practices are clearly more advanced and cannot be
• Not everyone will agree on exactly what effectively accommodated without a strong data management
constitutes foundational data management foundation
practices and what constitutes more advanced • For example, an organization would be taking on high
practices risk by forging into big data analytics without a solid
• For example, CMMI incorporates Example
grasp of data governance, data architecture, metadata
metadata management into data management, and data quality.
governance, one of its foundational data • To be effective, some fundamental data management
management practices, whereas others practices must be executed
Example may explicitly define metadata
management as a foundational data
management domain

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Leading data strategy Implementing data strategy Overview of data management frameworks

IMPLEMENTING DATA STRATEGY (7)

SKILLS NEEDED FOR A DATA STRATEGY

CAPABILITIES COMMENTS
• Crafting and executing a data strategy require business skills
Design Implement Execute as well as data skills people intimately familiar with a given
business and its industry are key to developing and executing a
data strategy.
• In addition, data management experts are also key to both the
design and execution of a data strategy.
• They are the people who understand the data management
domains, how the existing data management infrastructure can
Business skill be leveraged, and how to align it with business objectives
• Ideally, the people who design and implement a data strategy
Data skill
will have experience in both the business and data
Data management management
• To effectively design and execute a data strategy requires not
Technology only business- and IT-side input, but input by people at all
levels with experience in managing data across one or more of
Others!
the domains discussed

4 OCTOBER, 2022 34
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Leading data strategy Implementing data strategy Overview of data management frameworks

DATA MANAGEMENT FRAMEWORKS (1)

COMPARISIONS OF CMMI WITH DMBOK MODELS

CMMI DMM MODEL VERSUS DAMA DMBOK COMMENTS

• DMBOK places data governance at the center of its data
CMMI DMM DAMA DMBOK
management framework so foundational to data management is
data governance and without it, none of the other data
management domains will succeed
 The CMMI defines it in equally important language with the
following definition: “Develop the ownership, stewardship, and
operational structure needed to ensure that corporate data is
managed as a critical asset
• There are also some differences:
• The DMBOK refers to data management areas as knowledge
areas, and the CMMI DMM refers to them as categories, which
are subdivided into process areas
• For instance, each of the following frameworks denotes data
quality and data governance at a high level

• The frameworks differ somewhat in how they refer to respective

areas of data management, as well as to the degree each
framework addresses an area.

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Leading data strategy Implementing data strategy Overview of data management frameworks

DATA MANAGEMENT FRAMEWORKS (2)

CONTENTS OF MODELS

DAMA DMBOK CMMI DMM MODEL

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APPENDICES

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APPENDICES

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 THANK YOU!

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