7/4/2022

Data Architecture Training Course

MODULE 1: DATA MANAGEMENT

MODULE 1: DATA MANAGEMENT

1. Introduction

Data Management is the development, execution, and

supervision of plans, policies, programs, and practices that
deliver, control, protect, and enhance the value of data and
information assets throughout their lifecycles.

1
 7/4/2022

MODULE 1: DATA MANAGEMENT

1. Introduction

A Data Management Professional is any

person who works in any face of data
management (from technical management of
data throughout its lifecycle to ensuring that
data is properly utilized and leveraged) to
meet strategic organizational goals. Data
management professionals fill numerous roles,
from the highly technical (e.g., database
administrators, network administrators,
programmers) to strategic business (e.g., Data
Stewards, Data Strategists, Chief Data
Officers).

MODULE 1: DATA MANAGEMENT

1. Introduction

Data management activities are wide-ranging.

They include everything from the ability to
make consistent decisions about how to get
strategic value from data to the technical
deployment and performance of databases.
Thus data management requires both
technical and non-technical (i.e., ‘business’)
skills. Responsibility for managing data must
be shared between business and information
technology roles, and people in both areas
must be able to collaborate to ensure an
organization has high quality data that meets
its strategic needs.

2
 7/4/2022

MODULE 1: DATA MANAGEMENT

1. Introduction

Data and information are not just assets in the

sense that organizations invest in them in
order to derive future value. Data and
information are also vital to the day-to-day
operations of most organizations. They have
been called the ‘currency’, the ‘life blood’, and
even the ‘new oil’ of the information
economy.1 Whether or not an organization
gets value from its analytics, it cannot even
transact business without data.

MODULE 1: DATA MANAGEMENT

1. Introduction

To support the data management professionals who carry

out the work, DAMA International (The Data Management
Association) has produced this book, the second edition of
The DAMA Guide to the Data Management Body of
Knowledge (DMBOK2). This edition builds on the first one,
published in 2009, which provided foundational knowledge
on which to build as the profession advanced and matured.

3
 7/4/2022

MODULE 1: DATA MANAGEMENT

1. Introduction

Business Drivers
Information and knowledge hold the key to competitive advantage. Organizations that have reliable, high quality
data about their customers, products, services, and operations can make better decisions than those without data
or with unreliable data. Failure to manage data is similar to failure to manage capital. It results in waste and lost
opportunity. The primary driver for data management is to enable organizations to get value from their data
assets, just as effective management of financial and physical assets enables organizations to get value from those
assets.

MODULE 1: DATA MANAGEMENT

1. Introduction

Goals
• Understanding and supporting the
information needs of the enterprise and
its stakeholders, including customers,
employees, and business partners
• Capturing, storing, protecting, and
ensuring the integrity of data assets
• Ensuring the quality of data and
information
• Ensuring the privacy and confidentiality of
stakeholder data
• Preventing unauthorized or inappropriate
access, manipulation, or use of data and
information
• Ensuring data can be used effectively to
add value to the enterprise

4
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.1 Data

• Long-standing definitions of data emphasize its role

in representing facts about the world
• In relation to information technology, data is also
understood as information that has been stored in
digital form: things like names, addresses, birthdates,
• Electronic versions of things that were not previously
thought of as data (videos, pictures, sound
recordings, documents)
• Data is a means of representation. It stands for things
other than itself (Chisholm, 2010). Data is both an
interpretation of the objects it represents and an
object that must be interpreted (Sebastian-Coleman,
2013).

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.1 Data

Metadata
This is another way of saying that we need context
for data to be meaningful. Context can be thought
of as data’s representational system; such a
system includes a common vocabulary and a set of
relationships between components. If we know
the conventions of such a system, then we can
interpret the data within it. These conventions are
often documented in a specific kind of data
referred to as Metadata.

5
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.1 Data

Data Understanding
Even within a single organization, there are often
multiple ways of representing the same idea. Hence the
need for Data Architecture, modeling, governance, and
stewardship, and Metadata and Data Quality
management, all of which help people understand and
use data. Across organizations, the problem of
multiplicity multiplies. Hence the need for industry-level
data standards that can bring more consistency to data.

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.1 Data

Use data in new ways

Organizations have always needed to manage their data,
but changes in technology have expanded the scope of
this management need as they have changed people’s
understanding of what data is. These changes have
enabled organizations to use data in new ways to create
products, share information, create knowledge, and
improve organizational success. But the rapid growth of
technology and with it human capacity to produce,
capture, and mine data for meaning has intensified the
need to manage data effectively.

6
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.2 Data and Information

Much ink has been spilled over the

relationship between data and
information. Data has been called the
“raw material of information” and
information has been called “data in
context”. Often a layered pyramid is
used to describe the relationship
between data (at the base), information,
knowledge, and wisdom (at the very
top). While the pyramid can be helpful
in describing why data needs to be well-
managed, this representation presents
several challenges for data
management.

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.2 Data and Information

Challenges for data management

• It is based on the assumption that data simply exists.
But data does not simply exist. Data has to be
created.
• By describing a linear sequence from data through
wisdom, it fails to recognize that it takes knowledge
to create data in the first place.
• It implies that data and information are separate
things, when in reality, the two concepts are
intertwined with and dependent on each other. Data
is a form of information and information is a form of
data.

7
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.3 Data as an Organizational Asset

• Now, the ‘value of goodwill’ commonly shows up as an item on the

Profit and Loss Statement (P&L)
• Businesses use data to understand their customers, create new
products and services, and improve operational efficiency by
cutting costs and controlling risks
• Government agencies, educational institutions, and not-for-profit
organizations also need high quality data to guide their
operational, tactical, and strategic activities.
• Many organizations identify themselves as ‘data- driven’.
Businesses aiming to stay competitive must stop making decisions
based on gut feelings or instincts, and instead use event triggers
and apply analytics to gain actionable insight. Being data-driven
includes the recognition that data must be managed efficiently and
with professional discipline, through a partnership of business
leadership and technical expertise.

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.4 Data Management Principles

• Data management shares characteristics with other forms of

asset management. It involves knowing what data an
organization has and what might be accomplished with it, then
determining how best to use data assets to reach
organizational goals.
• Like other management processes, it must balance strategic
and operational needs. This balance can best be struck by
following a set of principles that recognize salient features of
data management and guide data management practice.

8
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.4 Data Management Principles

• Data is an asset with unique properties: Data is an asset, but

it differs from other assets in important ways that influence
how it is managed. The most obvious of these properties is
that data is not consumed when it is used, as are financial and
physical assets.
• The value of data can and should be expressed in economic
terms: Calling data an asset implies that it has value. While
there are techniques for measuring data’s qualitative and
quantitative value, there are not yet standards for doing so.
Organizations that want to make be er decisions about their
data should develop consistent ways to quantify that value.
They should also measure both the costs of low quality data
and the benefits of high quality data.

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.4 Data Management Principles

• Managing data means managing the quality of data: Ensuring

that data is fit for purpose is a primary goal of data
management. To manage quality, organizations must ensure
they understand stakeholders’ requirements for quality and
measure data against these requirements.
• It takes Metadata to manage data: Managing any asset
requires having data about that asset (number of employees,
accounting codes, etc.). The data used to manage and use data
is called Metadata. Because data cannot be held or touched, to
understand what it is and how to use it requires definition and
knowledge in the form of Metadata. Metadata originates from
a range of processes related to data creation, processing, and
use, including architecture, modeling, stewardship,
governance, Data Quality management, systems development,
IT and business operations, and analytics.

9
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.4 Data Management Principles

• It takes planning to manage data: Even small organizations
can have complex technical and business process
landscapes. Data is created in many places and is moved
between places for use. To coordinate work and keep the
end results aligned requires planning from an architectural
and process perspective.
• Data management is cross-functional; it requires a range
of skills and expertise: A single team cannot manage all of
an organization’s data. Data management requires both
technical and non-technical skills and the ability to
collaborate.
• Data management requires an enterprise perspective:
Data management has local applications, but it must be
applied across the enterprise to be as effective as possible.
This is one reason why data management and data
governance are intertwined.

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.4 Data Management Principles

• Data management must account for a range of perspectives:

Data is fluid. Data management must constantly evolve to
keep up with the ways data is created and used and the data
consumers who use it.
• Data management is lifecycle management: Data has a
lifecycle and managing data requires managing its lifecycle.
Because data begets more data, the data lifecycle itself can be
very complex. Data management practices need to account for
the data lifecycle.
• Different types of data have different lifecycle characteristics:
And for this reason, they have different management
requirements. Data management practices have to recognize
these differences and be flexible enough to meet different
kinds of data lifecycle requirements.

10
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.4 Data Management Principles

• Managing data includes managing the risks associated with data:

In addition to being an asset, data also represents risk to an
organization. Data can be lost, stolen, or misused. Organizations
must consider the ethical implications of their uses of data. Data-
related risks must be managed as part of the data lifecycle.
• Data management requirements must drive Information
Technology decisions: Data and data management are deeply
intertwined with information technology and information
technology management. Managing data requires an approach
that ensures technology serves, rather than drives, an
organization’s strategic data needs.
• Effective data management requires leadership commitment:
Data management involves a complex set of processes that, to be
effective, require coordination, collaboration, and commitment.
• Getting there requires not only management skills, but also the
vision and purpose that come from committed leadership.

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.1 Data Differs from Other Assets

• Data is not tangible
• Data is easy to copy and transport
• Data is not easy to reproduce if it is lost or destroyed.
• Data is dynamic and can be used for multiple purposes.
• Without this monetary value, it is difficult to measure how data
contributes to organizational success.
• These differences also raise other issues that affect data
management, such as defining data ownership, inventorying
how much data an organization has, protecting against the
misuse of data, managing risk associated with data redundancy,
and defining and enforcing standards for Data Quality.
• Data is also the means by which an organization knows itself – it
is a meta-asset that describes other assets. As such, it provides
the foundation for organizational insight.

11
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.2 Data Valuation

Value is the difference between the cost of a thing and the benefit
derived from that thing. But for data, these calculations are more
complicated, because neither the costs nor the benefits of data are
standardized.
Sample categories include:
• Cost of obtaining and storing data
• Cost of replacing data if it were lost
• Impact to the organization if data were missing
• Cost of risk mitigation and potential cost of risks associated with
data
• Cost of improving data
• Benefits of higher quality data
• What competitors would pay for data
• What the data could be sold for
• Expected revenue from innovative uses of data

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.2 Data Valuation

A primary challenge to data asset valuation is that the value of
data is contextual (what is of value to one organization may not be
of value to another) and often temporal (what was valuable
yesterday may not be valuable today). That said, within an
organization, certain types of data are likely to be consistently
valuable over time. Take reliable customer information, for
example. Customer information may even grow more valuable
over time, as more data accumulates related to customer activity.

12
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.3 Data Quality

Largely because data has been associated so closely with
information technology, managing Data Quality has historically
been treated as an afterthought. IT teams are often dismissive of
the data that the systems they create are supposed to store. It was
probably a programmer who first observed ‘garbage in, garbage
out’ – and who no doubt wanted to let it go at that. But the people
who want to use the data cannot afford to be dismissive of quality.
They generally assume data is reliable and trustworthy, until they
have a reason to doubt these things. Once they lose trust, it is
difficult to regain it.

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.3 Data Quality

Examples include understanding customer habits in order to
improve a product or service and assessing organizational
performance or market trends in order to develop a be er business
strategy, etc.
Poor quality data will have a negative impact on these decisions.
Estimates differ, but experts think organizations spend between
10-30% of revenue handling data quality issues. IBM estimated the
cost of poor quality data in the US in 2016 was $3.1 Trillion.

13
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.3 Data Quality

Many of the costs of poor quality data are hidden, indirect, and
therefore hard to measure. Others, like fines, are direct and easy
to calculate.
Costs come from:
• Scrap and rework
• Work-arounds and hidden correction processes
• Organizational inefficiencies or low productivity
• Organizational conflict
• Low job satisfaction
• Customer dissatisfaction
• Opportunity costs, including inability to innovate
• Compliance costs or fines Reputational costs

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.3 Data Quality

The corresponding benefits of high quality data include:
• Improved customer experience
• Higher productivity
• Reduced risk
• Ability to act on opportunities
• Increased revenue
• Competitive advantage gained from insights on customers,
products, processes, and opportunities

As these costs and benefits imply, managing Data

Quality is not a one-time job. Producing high quality data requires
planning, commitment, and a mindset that builds quality into
processes and systems. All data management functions can
influence Data Quality, for good or bad, so all of them must
account for it as they execute their work.

14
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.4 Planning for Better Data

As stated in the chapter introduction, deriving value from data
does not happen by accident. It requires planning in many forms.
It starts with the recognition that organizations can control how
they obtain and create data. If they view data as a product that
they create, they will make be er decisions about it throughout its
lifecycle. These decisions require systems thinking because they
involve:
• The ways data connects business processes that might
otherwise be seen as separate
• The relationship between business processes and the
technology that supports them
• The design and architecture of systems and the data they
produce and store
• The ways data might be used to advance organizational
strategy

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.4 Planning for Better Data

Planning for better data requires a strategic approach to
architecture, modeling, and other design functions. It also
depends on strategic collaboration between business and IT
leadership. And, of course, it depends on the ability to execute
effectively on individual projects.

The challenge is that there are usually organizational pressures, as

well as the perennial pressures of time and money, that get in the
way of be er planning. Organizations must balance long- and
short-term goals as they execute their strategies. Having clarity
about the trade-offs leads to be er decisions.

15
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.5 Metadata and Data Management

Organizations require reliable Metadata to manage data as an
asset. Metadata in this sense should be understood
comprehensively. It includes not only the business, technical, and
operational Metadata described in Chapter 12, but also the
Metadata embedded in Data Architecture, data models, data
security requirements, data integration standards, and data
operational processes.

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.5 Metadata and Data Management

• Metadata describes what data an organization has, what it
represents, how it is classified, where it came from, how it
moves within the organization, how it evolves through use,
who can and cannot use it, and whether it is of high quality.
• Data is abstract. Definitions and other descriptions of context
enable it to be understood. They make data, the data lifecycle,
and the complex systems that contain data comprehensible.
• The challenge is that Metadata is a form of data and needs to
be managed as such. Organizations that do not manage their
data well generally do not manage their Metadata at all.
Metadata management often provides a starting point for
improvements in data management overall.

16
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.6 Data Management is Cross-functional

Data management is a complex process. Data is managed in
different places within an organization by teams that have
responsibility for different phases of the data lifecycle. Data
management requires design skills to plan for systems, highly
technical skills to administer hardware and build software, data
analysis skills to understand issues and problems, analytic skills to
interpret data, language skills to bring consensus to definitions
and models, as well as strategic thinking to see opportunities to
serve customers and meet goals.
The challenge is getting people with this range of skills and
perspectives to recognize how the pieces fit together so that
they collaborate well as they work toward common goals.

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.7 Establishing an Enterprise Perspective

Managing data requires understanding the scope and range of
data within an organization. Data is one of the ‘horizontals’ of an
organization. It moves across verticals, such as sales, marketing,
and operations... Or at least it should. Data is not only unique to
an organization; sometimes it is unique to a department or other
sub-part of an organization. Because data is often viewed simply
as a by-product of operational processes (for example, sales
transaction records are the by-product of the selling process), it is
not always planned for beyond the immediate need.

17
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.7 Establishing an Enterprise Perspective

Even within an organization, data can be disparate. Data
originates in multiple places within an organization. Different
departments may have different ways of representing the same
concept (e.g., customer, product, vendor). As anyone involved in a
data integration or Master Data Management project can testify,
subtle (or blatant) differences in representational choices present
challenges in managing data across an organization. At the same
time, stakeholders assume that an organization’s data should be
coherent, and a goal of managing data is to make it fit together in
common sense ways so that it is usable by a wide range of data
consumers.
One reason data governance has become increasingly important is
to help organizations make decisions about data across verticals.

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.8 Accounting for Other Perspectives

Today’s organizations use data that they create internally, as
well as data that they acquire from external sources. They
have to account for different legal and compliance
requirements across national and industry lines. People who
create data often forget that someone else will use that data
later. Knowledge of the potential uses of data enables better
planning for the data lifecycle and, with that, for better quality
data.
Data can also be misused. Accounting for this risk reduces
the likelihood of misuse.

18
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.9 The Data Lifecycle

Like other assets, data has a lifecycle. To effectively manage
data assets, organizations need to understand and plan for the
data lifecycle. Well- managed data is managed strategically,
with a vision of how the organization will use its data. A
strategic organization will define not only its data content
requirements, but also its data management requirements.
These include policies and expectations for use, quality,
controls, and security; an enterprise approach to architecture
and design; and a sustainable approach to both infrastructure
and software development.

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.9 The Data Lifecycle

The data lifecycle is based on the product lifecycle. It should not
be confused with the systems development lifecycle.
Conceptually, the data lifecycle is easy to describe (see Figure 2). It
includes processes that create or obtain data, those that move,
transform, and store it and enable it to be maintained and shared,
and those that use or apply it, as well as those that dispose of it.10
Throughout its lifecycle, data may be cleansed, transformed,
merged, enhanced, or aggregated. As data is used or enhanced,
new data is often created, so the lifecycle has internal iterations
that are not shown on the diagram. Data is rarely static. Managing
data involves a set of interconnected processes aligned with the
data lifecycle.

19
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.9 The Data Lifecycle

The specifics of the data lifecycle within a given organization can
be quite complicated, because data not only has a lifecycle, it also
has lineage (i.e., a pathway along which it moves from its point of
origin to its point of usage, sometimes called the data chain).
Understanding the data lineage requires documenting the origin
of data sets, as well as their movement and transformation
through systems where they are accessed and used. Lifecycle and
lineage intersect and can be understood in relation to each other.
The be er an organization understands the lifecycle and lineage of
its data, the be er able it will be to manage its data.

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.9 The Data Lifecycle

The focus of data management on the data lifecycle has several
important implications:
• Creation and usage are the most critical points in the data
lifecycle: Data management must be executed with an
understanding of how data is produced, or obtained, as well as
how data is used. It costs money to produce data. Data is
valuable only when it is consumed or applied
• Data Quality must be managed throughout the data lifecycle:
Data Quality Management is central to data management. Low
quality data represents cost and risk, rather than value.

20
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.9 The Data Lifecycle

• Metadata Quality must be managed through the data
lifecycle: Metadata quality must be managed in the same way
as the quality of other data.
• Data Security must be managed throughout the data
lifecycle: Data management also includes ensuring that data is
secure and that risks associated with data are mitigated. Data
that requires protection must be protected throughout its
lifecycle, from creation to disposal.
• Data Management efforts should focus on the most critical
data: Organizations produce a lot of data, a large portion of
which is never actually used. Trying to manage every piece of
data is not possible. Lifecycle management requires focusing
on an organization’s most critical data and minimizing data
ROT (Data that is Redundant, Obsolete, Trivial)

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.10 Different Types of Data

Managing data is made more complicated by the fact that there are
different types of data that have different lifecycle management
requirements. Any management system needs to classify the objects
that are managed. Data can be classified by type of data (e.g.,
transactional data, Reference Data, Master Data, Metadata;
alternatively category data, resource data, event data, detailed
transaction data) or by content (e.g., data domains, subject areas) or
by format or by the level of protection the data requires. Data can
also be classified by how and where it is stored or accessed.
Because different types of data have different requirements, are
associated with different risks, and play different roles within an
organization, many of the tools of data management are focused on
aspects of classification and control

21
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.11 Data and Risk

Data not only represents value, it also represents risk. Low
quality data (inaccurate, incomplete, or out-of- date) obviously
represents risk because its information is not right. But data is
also risky because it can be misunderstood and misused.

Organizations get the most value from the highest quality data
– available, relevant, complete, accurate, consistent, timely,
usable, meaningful, and understood. Yet, for many important
decisions, we have information gaps – the difference between
what we know and what we need to know to make an effective
decision.

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.11 Data and Risk

The increased role of information as an organizational asset across
all sectors has led to an increased focus by regulators and legislators
on the potential uses and abuses of information. From Sarbanes-
Oxley (focusing on controls over accuracy and validity of financial
transaction data from transaction to balance sheet) to Solvency II
(focusing on data lineage and quality of data underpinning risk
models and capital adequacy in the insurance sector), to the rapid
growth in the last decade of data privacy regulations (covering the
processing of data about people across a wide range of industries
and jurisdictions), it is clear that, while we are still waiting for
Accounting to put Information on the balance sheet as an asset, the
regulatory environment increasingly expects to see it on the risk
register, with appropriate mitigations and controls being applied.

22
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.11 Data and Risk

Likewise, as consumers become more aware of how their data
is used, they expect not only smoother and more efficient
operation of processes, but also protection of their information
and respect for their privacy. This means the scope of who our
strategic stakeholders are as data management professionals
can often be broader than might have traditionally been the
case. (See Chapters 2 Data Handling Ethics and 7 Data Security.)
Increasingly, the balance sheet impact of information
management, unfortunately, all too often arises when these
risks are not managed and shareholders vote with their share
portfolios, regulators impose fines or restrictions on
operations, and customers vote with their wallets.

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.12 Data Management and Technology

As noted in the chapter introduction and elsewhere, data
management activities are wide-ranging and require both
technical and business skills. Because almost all of today’s data is
stored electronically, data management tactics are strongly
influenced by technology. From its inception, the concept of data
management has been deeply intertwined with management of
technology.
Successful data management requires sound decisions about
technology, but managing technology is not the same as managing
data. Organizations need to understand the impact of technology
on data, in order to prevent technological temptation from driving
their decisions about data. Instead, data requirements aligned
with business strategy should drive decisions about technology.

23
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.13 Effective Data Management Requires Leadership and

Commitment
The Leader’s Data Manifesto (2017) recognized that an
“organization’s best opportunities for organic growth lie in data.”

Although most organizations recognize their data as an asset, they

are far from being data- driven. Many don’t know what data they
have or what data is most critical to their business. They confuse
data and information technology and mismanage both. They do not
approach data strategically. And they underestimate the work
involved with data management. These conditions add to the
challenges of managing data and point to a factor critical to an
organization’s potential for success: comma ed leadership and the
involvement of everyone at all levels of the organization.

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.5 Data Management Challenges

2.5.13 Effective Data Management Requires Leadership and

Commitment
The challenges outlined here should drive this point home: Data
management is neither easy nor simple. But because few
organizations do it well, it is a source of largely untapped
opportunity. To become be er at it requires vision, planning, and
willingness to change.
Advocacy for the role of Chief Data Officer (CDO) stems from a
recognition that managing data presents unique challenges and
that successful data management must be business-driven, rather
than IT-driven. A CDO can lead data management initiatives and
enable an organization to leverage its data assets and gain
competitive advantage from them. However, a CDO not only leads
initiatives. He or she must also lead cultural change that enables
an organization to have a more strategic approach to its data.

24
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.6 Data Management Strategy

• A data strategy should include business plans to use information to competitive advantage and
support enterprise goals. Data strategy must come from an understanding of the data needs
inherent in the business strategy: what data the organization needs, how it will get the data, how it
will manage it and ensure its reliability over time, and how it will utilize it.
• Typically, a data strategy requires a supporting Data Management program strategy – a plan for
maintaining and improving the quality of data, data integrity, access, and security while mitigating
known and implied risks. The strategy must also address known challenges related to data
management.
• In many organizations, the data management strategy is owned and maintained by the CDO and
enacted through a data governance team, supported by a Data Governance Council. Often, the CDO
will draft an initial data strategy and data management strategy even before a Data Governance
Council is formed, in order to gain senior management’s commitment to establishing data
stewardship and governance.

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.6 Data Management Strategy

The components of a data management strategy should include:

• A compelling vision for data management
• A summary business case for data management, with selected examples
• Guiding principles, values, and management perspectives
• The mission and long-term directional goals of data management
• Proposed measures of data management success
• Short-term (12-24 months) Data Management program objectives that
are SMART (specific, measurable, actionable, realistic, time-bound)
• Descriptions of data management roles and organizations, along with a
summary of their responsibilities and decision rights
• Descriptions of Data Management program components and initiatives
• A prioritized program of work with scope boundaries
• A draft implementation roadmap with projects and action items

25
 7/4/2022

MODULE 1: DATA MANAGEMENT

2. Essential Concepts

2.6 Data Management Strategy

Deliverables from strategic planning for data management include:

• A Data Management Charter: Overall vision, business case, goals,

guiding principles, measures of success, critical success factors,
recognized risks, operating model, etc.
• A Data Management Scope Statement: Goals and objectives for some
planning horizon (usually 3 years) and the roles, organizations, and
individual leaders accountable for achieving these objectives.
• A Data Management Implementation Roadmap: Identifying specific
programs, projects, task assignments, and delivery milestones.

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

Introduction
• Data management involves a set of interdependent functions, each with its
own goals, activities, and responsibilities. Data management professionals
need to account for the challenges inherent in trying to derive value from an
abstract enterprise asset while balancing strategic and operational goals,
specific business and technical requirements, risk and compliance demands,
and conflicting understandings of what the data represents and whether it is
of high quality.
• Frameworks developed at different levels of abstraction provide a range of
perspectives on how to approach data management. These perspectives
provide insight that can be used to clarify strategy, develop roadmaps,
organize teams, and align functions.
• The ideas and concepts presented in the DMBOK2 will be applied differently
across organizations. An organization’s approach to data management
depends on key factors such as its industry, the range of data it uses, its
culture, maturity level, strategy, vision, and the specific challenges it is
addressing.

26
 7/4/2022

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

Introduction
The frameworks described in this section provide some lenses through
which to see data management and apply concepts presented in the
DMBOK.

• The first two, the Strategic Alignment Model and the Amsterdam
Information Model show high-level relationships that influence how
an organization manages data.
• The DAMA DMBOK Framework (The DAMA Wheel, Hexagon, and
Context Diagram) describes Data Management Knowledge Areas, as
defined by DAMA, and explains how their visual representation within
the DMBOK.
• The final two take the DAMA Wheel as a starting point and rearrange
the pieces in order to better understand and describe the
relationships between them.

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

3.1 Strategic Alignment Model

The Strategic Alignment Model (Henderson and

Venkatraman, 1999) abstracts the fundamental drivers for
any approach to data management. At its center is the
relationship between data and information. Information is
most often associated with business strategy and the
operational use of data. Data is associated with information
technology and processes which support physical
management of systems that make data accessible for use.
Surrounding this concept are the four fundamental domains
of strategic choice:
• Business strategy,
• Information technology strategy,
• Organizational infrastructure and processes,
• Information technology infrastructure and processes.

27
 7/4/2022

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

3.2 The Amsterdam Information Model

The Amsterdam Information Model, like the

Strategic Alignment Model, takes a strategic
perspective on business and IT alignment
(Abcouwer, Maes, and Truijens, 1997), Known as
the 9-cell, it recognizes a middle layer that focuses
on structure and tactics, including planning and
architecture. Moreover, it recognizes the necessity
of information communication (expressed as the
information governance and data quality pillar in
Figure 4).
The creators of both the SAM and AIM frameworks
describe in detail the relation between the
components, from both a horizontal (Business / IT
strategy) and vertical (Business Strategy / Business
Operations) perspective.

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

3.3 The DAMA-DMBOK Framework

The DAMA-DMBOK Framework goes

into more depth about the
Knowledge Areas that make up the
overall scope of data management.
Three visuals depict DAMA’s Data
Management Framework:
• The DAMA Wheel (Figure 5)
The Environmental Factors
hexagon (Figure
• 6)
The Knowledge Area Context
Diagram
• (Figure 7)

28
 7/4/2022

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

3.3 The DAMA-DMBOK Framework

The DAMA Wheel defines the Data Management

Knowledge Areas. It places data governance at the
center of data management activities, since
governance is required for consistency within and
balance between the functions. The other Knowledge
Areas (Data Architecture, Data Modeling, etc.) are
balanced around the Wheel. They are all necessary
parts of a mature data management function, but they
may be implemented at different times, depending on
the requirements of the organization. These
Knowledge Areas are the focus of Chapters 3 – 13 of
the DMBOK2. (See Figure 5.)

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

3.3 The DAMA-DMBOK Framework

The Environmental Factors hexagon

shows the relationship between
people, process, and technology and
provides a key for reading the
DMBOK context diagrams. It puts
goals and principles at the center,
since these provide guidance for how
people should execute activities and
effectively use the tools required for
successful data management. (See
Figure 6)

29
 7/4/2022

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

3.3 The DAMA-DMBOK Framework

The Knowledge Area Context Diagrams (See Figure 7)

describe the detail of the Knowledge Areas, including
detail related to people, processes and technology. They
are based on the concept of a SIPOC diagram used for
product management (Suppliers, Inputs, Processes,
Outputs, and Consumers)
Each context diagram begins with the Knowledge Area’s
definition and goals. Activities that drive the goals
(center) are classified into four phases: Plan (P), Develop
(D), Operate (O), and Control (C). On the left side (flowing
into the activities) are the Inputs and Suppliers. On the
right side (flowing out of the activities) are Deliverables
and Consumers. Participants are listed below the
Activities. On the bottom are Tools, Techniques, and
Metrics that influence aspects of the Knowledge Area.

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

3.3 The DAMA-DMBOK Framework

The component pieces of the context diagram include:

1. Definition: This section concisely defines the

Knowledge Area.

2. Goals describe the purpose the Knowledge Area and

the fundamental principles that guide performance of
activities within each Knowledge Area.

30
 7/4/2022

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

3.3 The DAMA-DMBOK Framework

3. Activities are the actions and tasks required to meet the

goals of the Knowledge Area. Some activities are described in
terms of sub-activities, tasks, and steps. Activities are
classified into four categories: Plan, Develop, Operate, and
Control.

• (P) Planning Activities set the strategic and tactical course

for meeting data management goals. Planning activities
occur on a recurring basis.
• (D) Development Activities are organized around the
system development lifecycle (SDLC) (analysis, design,
build, test, preparation, and deployment).
• (C) Control Activities ensure the ongoing quality of data
and the integrity, reliability, and security of systems
through which data is accessed and used.
• (O) Operational Activities support the use, maintenance,
and enhancement of systems and processes through which
data is accessed and used.

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

3.3 The DAMA-DMBOK Framework

4. Inputs are the tangible things that each Knowledge

Area requires to initiate its activities. Many activities
require the same inputs. For example, many require
knowledge of the Business Strategy as input.

5. Deliverables are the outputs of the activities within

the Knowledge Area, the tangible things that each
function is responsible for producing. Deliverables may
be ends in themselves or inputs into other activities.
Several primary deliverables are created by multiple
functions.

31
 7/4/2022

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

3.3 The DAMA-DMBOK Framework

6. Roles and Responsibilities describe how individuals

and teams contribute to activities within the Knowledge
Area. Roles are described conceptually, with a focus on
groups of roles required in most organizations. Roles for
individuals are defined in terms of skills and qualification
requirements. Skills Framework for the Information Age
(SFIA) was used to help align role titles. Many roles will
be cross- functional.

7. Suppliers are the people responsible for providing or

enabling access to inputs for the activities.

8. Consumers those that directly benefit from the

primary deliverables created by the data management
activities.

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

3.3 The DAMA-DMBOK Framework

9. Participants are the people that perform, manage

the performance of, or approve the activities in the
Knowledge Area.

10. Tools are the applications and other technologies

that enable the goals of the Knowledge Area.

11. Techniques are the methods and procedures used

to perform activities and produce deliverables within a
Knowledge Area. Techniques include common
conventions, best practice recommendations,
standards and protocols, and, where applicable,
emerging alternative approaches.

32
 7/4/2022

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

3.3 The DAMA-DMBOK Framework

12. Metrics are standards for measurement or evaluation

of performance, progress, quality, efficiency, or other
effect. The metrics sections identify measurable facets of
the work that is done within each Knowledge Area. Metrics
may also measure more abstract characteristics, like
improvement or value.
While the DAMA Wheel presents the set of Knowledge
Areas at a high level, the Hexagon recognizes components
of the structure of Knowledge Areas, and the Context
Diagrams present the detail within each Knowledge Area.
None of the pieces of the existing DAMA Data
Management framework describe the relationship
between the different Knowledge Areas. Efforts to address
that question have resulted in reformulations of the DAMA
Framework, which are described in the next two sections.

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

3.4 DMBOK Pyramid (Aiken)

• If asked, many organizations would say that they want to get

the most of out of their data – they are striving for that golden
pyramid of advanced practices (data mining, analytics, etc.).
But that pyramid is only the top of a larger structure, a
pinnacle on a foundation. Most organizations do not have the
luxury of defining a data management strategy before they
start having to manage data. Instead, they build toward that
capability, most times under less than optimal conditions.
• Peter Aiken’s framework uses the DMBOK functional areas to
describe the situation in which many organizations find
themselves. An organization can use it to define a way forward
to a state where they have reliable data and processes to
support strategic business goals.

33
 7/4/2022

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

3.4 DMBOK Pyramid (Aiken)

In trying to reach this goal, many organizations go through a

similar logical progression of steps (See Figure 8):

• Phase 1: The organization purchases an application that

includes database capabilities. This means the organization
has a starting point for data modeling / design, data
storage, and data security (e.g., let some people in and keep
others out). To get the system functioning within their
environment and with their data requires work on
integration and interoperability.

• Phase 2: Once they start using the application, they will find
challenges with the quality of their data. But getting to
higher quality data depends on reliable Metadata and
consistent Data Architecture. These provide clarity on how
data from different systems works together.

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

3.4 DMBOK Pyramid (Aiken)

• Phase 3: Disciplined practices for managing Data Quality,

Metadata, and architecture require Data Governance that
provides structural support for data management activities.
Data Governance also enables execution of strategic
initiatives, such as Document and Content Management,
Reference Data Management, Master Data Management,
Data Warehousing, and Business Intelligence, which fully
enable the advanced practices within the golden pyramid.

• Phase 4: The organization leverages the benefits of well-

managed data and advances its analytic capabilities.

34
 7/4/2022

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

3.5 DAMA Data Management Framework Evolved

Aiken’s pyramid describes how organizations evolve toward

better data management practices. Another way to look at
the DAMA Knowledge Areas is to explore the dependencies
between them. Developed by Sue Geuens, the framework in
Figure 9 recognizes that Business Intelligence and Analytic
functions have dependencies on all other data management
functions. They depend directly on Master Data and data
warehouse solutions. But those, in turn, are dependent on
feeding systems and applications. Reliable Data Quality, data
design, and data interoperability practices are at the
foundation of reliable systems and applications. In addition,
data governance, which within this model includes Metadata
Management, data security, Data Architecture and Reference
Data Management, provides a foundation on which all other
functions are dependent.

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

3.5 DAMA Data Management Framework Evolved

A third alternative to DAMA Wheel is depicted in Figure 10.

This also draws on architectural concepts to propose a set of
relationships between the DAMA Knowledge Areas. It
provides additional detail about the content of some
Knowledge Areas in order to clarify these relationships.
The framework starts with the guiding purpose of data
management: To enable organizations to get value from their
data assets as they do from other assets. Deriving value
requires lifecycle management, so data management
functions related to the data lifecycle are depicted in the
center of the diagram. These include planning and designing
for reliable, high quality data; establishing processes and
functions through which data can be enabled for use and also
maintained; and, finally, using the data in various types of
analysis and through those processes, enhancing its value.

35
 7/4/2022

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

3.5 DAMA Data Management Framework Evolved

The lifecycle management section depicts the data

management design and operational functions (modeling,
architecture, storage and operations, etc.) that are required
to support traditional uses of data (Business Intelligence,
document and content management). It also recognizes
emerging data management functions (Big Data storage) that
support emerging uses of data (Data Science, predictive
analytics, etc.). In cases where data is truly managed as an
asset, organizations may be able to get direct value from their
data by selling it to other organizations (data monetization).
Organizations that focus only on direct lifecycle functions will
not get as much value from their data as those that support
the data lifecycle through foundational and oversight
activities.

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

3.5 DAMA Data Management Framework Evolved

The DAMA Data Management Framework can also be depicted as

an evolution of the DAMA Wheel, with core activities surrounded
by lifecycle and usage activities, contained within the strictures of
governance.(See Figure 11.)
Core activities, including Metadata Management, Data Quality
Management, and data structure definition (architecture) are at the
center of the framework.
Lifecycle management activities may be defined from a planning
perspective (risk management, modeling, data design, Reference
Data Management) and an enablement perspective (Master Data
Management, data technology development, data integration and
interoperability, data warehousing, and data storage and
operations).
Usages emerge from the lifecycle management activities: Master
data usage, Document and content management, Business
Intelligence, Data Science, predictive analytics, data visualization. .

36
 7/4/2022

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

4. DAMA and the DMBOK

While data management presents many challenges, few of them are new. Since at least the 1980s,
organizations have recognized that managing data is central to their success.
DAMA was founded to address these challenges. The DMBOK, an accessible, authoritative reference
book for data management professionals, supports DAMA’s mission by:
• Providing a functional framework for the implementation of enterprise data management
practices; including guiding principles, widely adopted practices, methods and techniques,
functions, roles, deliverables and metrics.
• Establishing a common vocabulary for data management concepts and serving as the basis for best
practices for data management professionals.
• Serving as the fundamental reference guide
• for the CDMP (Certified Data Management Professional) and other certification exams.

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

4. DAMA and the DMBOK

The DMBOK is structured around the eleven

Knowledge Areas of the DAMA-DMBOK Data
Management Framework (also known as the DAMA
Wheel, see Figure 5). Chapters 3 – 13 are focused on
Knowledge Areas. Each Knowledge Area chapter
follows a common structure:
1. Introduction
Business Drivers
Goals and Principles
Essential Concepts
2. Activities
3. Tools
4. Techniques
5. Implementation Guidelines
6. Relation to Data Governance
7. Metrics

37
 7/4/2022

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

4. DAMA and the DMBOK

Knowledge Areas describe the scope and context of sets of
data management activities. Embedded in the Knowledge
Areas are the fundamental goals and principles of data
management. Because data moves horizontally within
organizations, Knowledge Area activities intersect with
each other and with other organizational functions.

1. Data Governance provides direction and oversight for

data management by establishing a system of decision
rights over data that accounts for the needs of the
enterprise.

2. Data Architecture defines the blueprint for managing

data assets by aligning with organizational strategy to
establish strategic data requirements and designs to meet
these requirements.

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

4. DAMA and the DMBOK

3. Data Modeling and Design is the process of

discovering, analyzing, representing, and
communicating data requirements in a precise form
called the data model.
4. Data Storage and Operations includes the design,
implementation, and support of stored data to
maximize its value. Operations provide support
throughout the data lifecycle from planning for to
disposal of data.
5. Data Security ensures that data privacy and
confidentiality are maintained, that data is not
breached, and that data is accessed appropriately.
6. Data Integration and Interoperability includes
processes related to the movement and consolidation of
data within and between data stores, applications, and
organizations.

38
 7/4/2022

MODULE 1: DATA MANAGEMENT

3. Data Management Frameworks

4. DAMA and the DMBOK

7. Document and Content Management includes

planning, implementation, and control activities used to
manage the lifecycle of data and information found in a
range of unstructured media, especially documents
needed to support legal and regulatory compliance
requirements.
8. Reference and Master Data includes ongoing
reconciliation and maintenance of core critical shared
data to enable consistent use across systems of the
most accurate, timely, and relevant version of truth
about essential business entities.
9. Data Warehousing and Business Intelligence includes
the planning, implementation, and control processes to
manage decision support data and to enable knowledge
workers to get value from data via analysis and
reporting.

MODULE 1: DATA MANAGEMENT

Group Discussion

39
 7/4/2022

MODULE 1: DATA MANAGEMENT

Q&A

40