Introduction

The Data Management Program is an organizational function dedicated to the management of data as an asset throughout an organization. It illustrates how the management of data quality (DQ), its definition and its content support strategic, business and operational objectives. It also reinforces the necessity of orchestration, active collaboration and alignment among diverse stakeholders in order to instill confidence in data as a trusted factor of input into business and operational processes.

The purpose of a data management (DM) program is to organize and embed the DM concepts into the operational framework of an organization on a sustainable basis. The creation and implementation of the DM program elevates the importance of DM and integrates it as a core aspect of organizational operations. It establishes DM as a sustainable activity by ensuring sustainable funding. It reinforces the importance of managing data across the organization via education, training, and communication.

The Data Management Funding Model describes the overall framework and high-level engagement of senior management used to ensure that the objectives and processes of DM become a sustainably funded activity within the organization.

Definition

The Data Management Program (DMP) & Funding Model component is a set of capabilities to manage the Office of Data Management (ODM). These organizational structures include resource requirements, and full range of Program Management Office (PMO) activity such as execution of program management, stakeholder management, funding management, communications, training, performance measurement. The DM funding model within the DMP is designed to provide the mechanism to ensure the allocation of sufficient capital needed for implementation of the Program. It also defines and describes the methodologies used to measure both the costs and the organization-wide benefits derived from the DM initiative.

Scope

• Establish a DMP function to implement the Program Management Office (PMO) capabilities within the ODM.
• Facilitate the design and implementation of sustainable business-as-usual DM processes and tools across the components and their capabilities.
• Establish roles and responsibilities related to the DM capabilities aligned with an organizational structure and execute in an ODM.
• Define Funding Model, secure and monitor funding, and institute cost and benefits tracking aligned to the Business Case.
• Establish the DM execution roadmap with supporting project plans to build upon the high-level Data Management Strategy (DMS) roadmap.
• Engage each stakeholder across the data ecosystem as appropriate to their roles in resource alignment, funding, communications, training and skill development.
• Manage the DM initiative by monitoring and socializing DM performance metrics.
• Ensure that the DMP governance is integrated into Data Governance (DG).

Value Proposition

Organizations that ensure the right people are involved in the DM initiative demonstrate the ability to eliminate the replication and misuse of data and improve their ability to integrate data based on enterprise standards.

Organizations that define and follow set processes and standard operating procedures, including requesting, sharing, defining, producing, and using data, demonstrate the ability to ensure the sharing of data aligns with enterprise standards.

A DM Funding Model with an appropriate, sustainable funding framework is required to ensure the success of the objectives and processes of the DM initiative.

Organizations that effectively implement the DMP and achieve an accountable funding model get a return on investment from several areas:

• Establishes an organization-wide data culture
• Efficiencies in operations with repeatable and sustainable processes
• Productivity from resource and skill alignment
• Continuity of funding over time
• Sustainability for the DM initiative

Overview

The DMP is one of the two foundational components of the DCAM Framework. It should be established as a formal, independent and sustainable part of the organization, within the ODM. The DMP needs to establish the lines of responsibility and accountability within the ODM organizational structure and beyond into federated organizational structures (e.g. operating units, regions, etc.). The DMP must ensure the ODM has access to the appropriate staff resources and functional capabilities in order to deliver the data needed to support organizational objectives. An effective DMP has the strong support of executive management, appropriate governance authority to ensure the implementation of a data control environment and a well-structured model of how stakeholders will engage in data-related issues. An effectively designed DMP, that is flexible enough to accommodate to changing circumstances, will help embed the importance of DM into the culture of the organization. A key goal is to instill a sense of collective respect for the role of data among all stakeholders.

It is important to note that the DMP is an organization, or function, within the ODM in which typical Program/Project Management Office capabilities and skills reside. The DMP function organizes DM activity throughout the organization. (Refer to Data Management Operating Levels in the introductory section of this guide for detail on the levels and context at which DM operates.) The DMP function will operate in a similar way to a typical program or project, but the DMP must be an ongoing, sustainable business-as-usual organization-wide commitment that organizes DM for the long term.

Diagram 2.1: DMP in ODM

Diagram 2.2: Enterprise DMP with Operating Unit DMPs

The DM funding model defines the mechanism used to generate and maintain the capital needed for the DM initiative throughout its lifecycle. It establishes the methodology used for cost allocation among business lines and can be used to help align stakeholders on funding-related issues. In mature organizations, the funding model reflects the individual requirements of the various DM initiative components of the organization and is integrated with governance to ensure that appropriate oversight and accountability is applied to DM. Verifiable metrics are essential and must be aligned with tangible business objectives. A well-structured funding model can help avoid recurring debates over business priorities, mitigate internal competition and facilitate open discussions among stakeholders.

Strong consideration should be given to allocating initial funding to the DM initiative as an enterprise level expenditure rather than an individual organizational unit approach. This type of grassroots funding can become mired in competition among organizational units, is often aligned with a tactical view of DM and frequently reinforces short-term evaluation cycles. An organization can expect its funding model to evolve along with the maturity of its DM initiative.

There is no single model for funding DM. The specific model implemented will depend on the dynamics and operational culture of the individual firm. Some organizations will fund centrally, others will fund through the organizational units, while still others may take a hybrid approach. There are pros and cons to all of these approaches. Whichever is selected, the fundamental aspects of the funding model, such as investment criteria/priorities, budget management, delivered-versus-expected benefits, allocation methodology and capital needed for ongoing management of the initiative should always be included. Most importantly, the funding model must reflect a multi-year journey, incorporating both initial implementation costs, as well as sustainable ongoing funding. DM must become a day-to-day operation and must be funded accordingly to ensure it becomes part of the fabric of an organization’s operation.

Core Questions

• Is the DMP aligned with the DM strategy and business objectives?
• Does the DMP have the right mixture of skills, resources, and capabilities to effectively implement and govern the DM function?
• Does the DMP have the appropriate support from executive management?
• Is the Funding Model sufficient to sustainably support the DM program?
• Have the funding requirements been translated from the business case and aligned with the objectives, sequence priorities and high-level implementation roadmap of the DM strategy?
• Does the funding model cover all aspects of DM including tangible, intangible, special requests, urgent/crisis requirements, unique applications??
• Is there a defined process with established criteria for determining and verifying the investment required for DM, and is it aligned with the business structure, priorities and governance process organization?

Core Artifacts

The following are the core artifacts required to execute an effective Data Management Program & Funding Model capability. Items with an ‘*’ link to published best practice guidelines.

• Communications Plan
• Data Management Metrics & Dashboards
• Data Management Organizational Structure*
• Funding Model
• Stakeholder Engagement Plan
• Training Plan

The DMP provides the required program and project management for the DM initiative. The strategy and approach must be defined and approved by stakeholders. Roles and responsibilities across the stakeholders must be established with operational processes in place.

Description

The strategy and approach must be defined for the DMP. Once established, it must be formally empowered by senior management and its role communicated to all stakeholders.

Objectives

• Formally establish the DMP strategy within the organization.
• Obtain executive management support for the DMP strategy.
• Communicate the role of the DMP function across the organization through formal, organizational channels.
• Operate the DMP function collaboratively with DM initiative stakeholders.
• Secure authority to enforce DMP compliance through policy and documented procedure.

Advice

The ODM, and the DMP within it should be established as an independent entity. Formalization is essential. Be careful about embedding the DM initiative in technology function. The creation of a new control function needs a clear announcement from executive management to minimize inevitable disruption. Support needs to be broad-based.

Creating the DM initiative without empowerment is useless. As a change function, the DMP needs authority to enforce behavioral change. The authority granted must be formal. Support from Internal Audit is a very useful way to ensure compliance with policy and standards.

Questions

• Has the DMP function been formally established?
• Is there a DMP strategy and approach in place?
• Has the ODM been formally communicated to business, technology, operations, finance and risk stakeholders?
• How has executive management demonstrated its support?
• Has authority been granted to the DMP function to implement and enforce best practice via policy and standards?
• Has authority been communicated to stakeholders?
• Is there a functional partnership in place with Internal Audit?

Artifacts

• The DMP plan
• ODM charter including strategy and approach
• Description of roles and responsibilities of the DMP function
• Communication of specific support from executive management with distribution lists
• Policies and procedures associated with executing and enforcing DMP
• Bi-directional engagement with stakeholders on the DMP function authority

Scoring

Description

The DM initiative will require the coordination of many projects across the organization or division. Resources may be shared. It is important that a PMO is established and appropriately staffed with adequate resources to manage the required workload of the DM initiative. The authority and responsibility of the PMO must be defined and communicated to all stakeholders.

Objectives

• Approve and charter the PMO.
• Define and communicate the roles and responsibilities of the DMP function.
• Fund and staff the PMO.
• Ensure and enforce alignment of activities and projects to policy and standards through the authority of the PMO function.
• Hold individuals accountable for the PMO performance via annual reviews and compensation considerations.

Advice

DM is no different from any other organizational function. It requires coordination. Program coordination must be formalized, appropriately staffed, funded and empowered to ensure alignment among the stakeholders and adherence to program deliverables. Without the function of the PMO, DM is just another good idea that doesn’t get properly implemented on time and within budget. Management of the details associated with the implementation of the DM initiative is one of the real measures of implementation success.

Questions

• Has the PMO been established?
• Is the PMO appropriately staffed and funded?
• Does the PMO have the authority needed to be effective?
• Have the roles and responsibilities of the PMO been defined, documented and socialized?
• Have milestones and metrics associated with program delivery been established?

Artifacts

• Evidence of PMO formation such as its charter and approvals
• Evidence of stakeholder identification
• RACI matrix or other evidence of accountability assignment
• Description of the roles and responsibilities of the PMO
• Staff qualifications and assignments
• Evidence of accountability linked to performance reviews and compensation
• Gap analysis of skills needed and in place
• List of stakeholders and evidence of bi-directional communication

Scoring

Description

Formal processes must be established for the activities of the DMP. These processes align with the DM policy and standards of the organization and include procedures, tools and routines. The routines are required for steady-state operations. Routines include but are not limited to regular stakeholder meetings, planning sessions, status reporting, etc.

Objectives

• Establish formal DMP processes in alignment with the DM policy and standards.
• Integrate the DMP processes into the overall end-to-end processes of the DM initiative.
• Identify, schedule and maintain DMP routines, meetings and working sessions required for operational support.

Advice

Plans and presentations are important, but unless there is evidence of activity being done on a routine basis, the likelihood of a sustained DM initiative is at risk. Routines in the form of standing meetings with high repeatable attendance, planning sessions and regular communications help ensure that DM objectives are taking place.

Questions

• Have formal processes been defined and implemented?
• Are the procedures, tools and routines in place for implementing the processes?
• Are DMP activities part of the normal operational routine of stakeholders?
• Are there standing meetings, planning sessions and regular communications about DMP initiatives?

Artifacts

• Process design artifacts, procedure guides and published routines
• Process performance metrics reports
• Meeting minutes, status reports and DMP announcements

Scoring

Description

The DMP must be formally empowered by senior management and its role communicated to all stakeholders.

Objectives

• Operate the DMP collaboratively with DM initiative stakeholders.
• Endow the DMP with the authority to enforce adherence and compliance through policy and documented procedure.

Advice

Creating the DM initiative without empowerment is useless. As a change function, the DMP needs authority to enforce behavioral change. The authority granted must be formal. Support from Internal Audit is very useful to ensure compliance with policy and standards.

Questions

• Has the DMP been established as mandatory?
• Has authority been granted to implement and enforce best practice via policy and standards?
• Has authority been communicated?
• Is there a functional partnership in place with Internal Audit?

Artifacts

• Communication from executive management with distribution lists
• Policies and procedures associated with making DM mandatory
• List of stakeholders and evidence of bi-directional communication

Scoring

Description

The DMS must include concepts from each of the Framework Components integrated into a coherent strategy. The DMP function will incorporate the strategic concepts into a DMP strategy with required detail to support execution.

Objectives

• DMS & Business Case concepts are reflected in the DM Program.
• Align stakeholder plans and roadmaps with the DMP.
• Obtain approval from stakeholders of the DMP.

Advice

The integration of DMP concepts into the DMS is achieved by an agreement between the Operating Level Data Officer and the individual responsible for delivering the DMP. The Operating Level Data Officer is accountable for establishing priorities across each of the Framework Component requirements. These priorities are in alignment with the roadmap and are essential to achieving the target operating model. Inclusion of the DMP concepts in the DMS is critical to the success of the DM initiative.

Questions

• Does the DMS contain concepts related to the DMP function?
• Is the DMP strategy and roadmap aligned to the DMS?

Artifacts

• DMS document; evidence of DMP strategic concepts
• DMP strategy and roadmap documents; evidence of DMS strategic objectives

Scoring

The DM funding model must include resources required for stakeholders to execute the DM initiative. The model must align with the organization-wide funding process and be enforced through the DM governance process.

Description

The DM funding model must be in alignment with all resources that are required for the execution of the DMS.

Objectives

• Define and socialize the DM funding model with stakeholders.
• Collect and incorporate feedback and into the model.
• Secure funding for key business-driven data requirements.
• Align funding levels to business requirements.
• Ensure funding levels and timing support the appropriate delivery dates of key DM initiatives.
• Obtain approval of funding levels that will sustain data operations.
• Have stakeholders review and approve funding commitments.
• Allocate funding to the DMP roadmaps and workstream.

Advice

The funding model is the reality check of the DM initiative. The goal is to ensure that the resources needed to deliver against objectives are available – and to ensure that the business requirements can be satisfied. It is important that all stakeholders evaluate the proposed funding and that feedback is captured.

Questions

• Can the technology infrastructure deliver against requirements?
• Can the operations function sustain and support the objectives of the DM initiative?
• Is the funding model appropriate for the initiative?
• Has the funding model been socialized and approved?

Artifacts

• Alignment of the budget with business requirements and delivery schedules
• Alignment of DM goals with technology and operational capability
• Funding plans and budget allocation
• List of stakeholders and evidence of bi-directional communication

Scoring

Description

The resource funding process of the DM initiative must align with the overall funding process of the organization.

Objectives

• Ensure that DM funding addresses the current year budget cycle.
• Map the DM funding to a multi-year implementation plan.
• Have the DM PMO review, reconcile and approve resource plans.
• Integrate DM funding as a sustainable corporate function.

Advice

The goal is to ensure that the funding model for DM is synchronized with the overall funding approach of the organization (i.e., budget processes, cycles, escalations, approvals). Successful DM initiatives leverage existing mechanisms because they are already established and enforceable.

Questions

• Is the funding process being debated with stakeholders at the appropriate level of authority?
• Is the funding model for the current year or does it span multiple years?

Artifacts

• Alignment with budget processes and organizational cycles
• A process to review, modify, and validate resource plans
• Mapping to current and multi-year implementation plans

Scoring

Description

Enforceability of the DM funding model comes through alignment to the organization’s funding process and the use of the DM governance structure for approvals.

Objectives

• Obtain enterprise and/or operating units’ approval and allocate funding.
• Have the DM PMO review all budgets.
• Empower the DM organization to enforce the enterprise and operating units funding in accordance with its objectives.

Advice

Funding for the DM initiative is required. Enforcement must come from top-of-the-house. Funding can come from a centralized seed funding approach. It can come from enterprise and/or operating units. Regardless–there needs to be evidence of sustainable financial support.

Questions

• Is the funding enforcement approach documented and verified?
• Are funding sources identified and confirmed?
• How will the ODM handle budget reductions or other funding challenges?
• What is the process for prioritizing both discretionary and non-discretionary funding decisions?

Artifacts

• Documented enforcement mechanism
• Communication with stakeholders about funding
• Escalation procedures to resolve budget shortfalls

Scoring

The ODM includes the organizational team responsible for promoting the DM initiative at the various operating levels of the organization. A senior executive data officer at each organization operating level must be appointed, given authority and allowed to appropriately staff the ODM.

Description

The ODM includes the organizational team responsible for promoting the DM initiative at the various operating levels of the organization.

Objectives

• Design and plan the ODM.
• Charter and approve the ODM.
• Create the ODM.

Advice

The ODM formalizes and runs the DMP. The ODM needs a visible and strong commitment from executive management. A formal office is necessary to create policy, implement standards, coordinate governance, and manage organizational collaboration across control functions.

Questions

• Is there a formal and sanctioned ODM?
• Is it recognized as part of the official corporate structure?
• Does the ODM have the authority it needs to implement change?
• Does it have a clear mission and charter?
• Does the ODM have strong and visible executive support?
• Does the ODM have sufficient funding and the skill sets needed to accomplish the DM objective?

Artifacts

• DM charter and approvals
• Specific and identifiable organizational structure
• Formal communication from executive management such as any notifications to stakeholders
• List of stakeholders and evidence of bi-directional communication

Scoring

Description

A senior executive data officer, for example a Chief Data Officer or an operating unit data officer must be appointed and be given full authority to run the ODM. The role and scope of responsibility for this position must be clearly defined and communicated to the organization.

Objectives

• Establish an understanding of the need for an authoritative data executive.
• Define the ownership role and responsibility of the data executive.
• Hire the executive owner or appoint one from within.
• Communicate the duties and authority of the executive owner to stakeholders.

Advice

It is essential that a single, high-level executive be responsible for the DM initiative. A committee cannot run the DM initiative. To ensure that the DM initiative is sustainable, a senior executive with authority must be appointed and must have broad support from other executives. The executive in charge needs to be the visible advocate for DM, communicating with vision and passion. This executive is the chief diplomat for collaboration as well as the person who runs the DM initiative. Simply appointing the executive is not sufficient – the role and authority necessary to implement a change of this magnitude must be communicated to all stakeholders.

Questions

• Has the remit of the data officer been defined, socialized and documented?
• Has a senior executive been hired to run the DMP?
• Has the executive been empowered with the authority necessary to implement the DM initiative?
• Have the lines of authority for the data officer been defined and established?
• Has the role of the DMP and the data officer been sanctioned and communicated to stakeholders?

Artifacts

• Data officer job definition including skills and expectations
• Named individual performing the DM executive function
• Executive management communication to stakeholders
• List of stakeholders for communication about data officer

Scoring

Description

The ODM must be appropriately funded and staffed with the required DM skill-sets

Objectives

• Get approval for funding the ODM.
• Gain approval to hire skilled personnel.

Advice

Be wary of DMPs that are approved but not given the authority to hire or acquire essential operational talent. It is not necessary for all the tasks associated with DM to be the sole tasks of the personnel responsible for them. Some staff may be shared with other business units where they have unrelated functions and responsibilities. Whether it exists as a stand-alone group or whether many of the operational functions are embedded in the business is dependent on the strategy and culture of the organization. Regardless, the DMP needs dedicated resources with appropriate skill sets and at least a small, dedicated, central coordination function. Finding the right people requires ramp-up time and contingency plans. Capabilities to manage inevitable turnover should be designed to avoid single points of failure and prevent operational bottlenecks are essential.

The scope of the DM initiative continues to evolve. As new issues, opportunities or regulation emerge be mindful of need for additional skills across the stakeholder teams. An example of this would be the skills needed to support the advanced analytics tools and methodologies and the inherent challenges of integrating data ethics into the governance and operations of the data.

Questions

• Is the operating model for the ODM established?
• Are the resources needed to support the DM initiative defined and acquired?
• Does the ODM have the authority to hire, or approval to acquire, the skill sets needed for implementation?
• Are all the required skills represented across the stakeholder teams?
• Has ramp-up time for staff onboarding and funding commitment been anticipated?

Artifacts

• Operating model with a resource plan for the ODM
• Job descriptions for the defined organizational structure
• Gap analysis of skills needed
• List of required skills
• Confirmation of approved budget and authorization to hire

Scoring

Program roadmaps must describe the steps required to attain the DM initiative’s target-state for its organizational structure and function. Stakeholders must be engaged and validate the roadmaps. Once roadmaps are approved they must be translated into detailed project plans.

Description

Program roadmaps must describe the steps required to attain the DM initiative’s target-state for its organizational structure and function. Roadmap topics include but are not limited to, governance structure; content management strategy; infrastructure design and data architecture.

Objectives

• Develop DMP roadmaps.
• Align DMP roadmaps with all aspects of the DMS.

Advice

Strategies should include high-level roadmaps. Those roadmaps should be supported by detailed project plans that may include roadmaps for each project plan. Therefore, roadmaps may exist at multiple levels within the overall planning structure.

Defined and detailed roadmaps are needed to establish and communicate the required actions to reach the DM initiative’s target-state across all the DM framework components. Roadmaps must be consistent with the strategy, as they illustrate the path for implementation. These plans don’t have to be fully fleshed out, but they do need a clear, real-world definition of what will be done and when. Short-term roadmaps (i.e., 30/60/90-day) do need to be comprehensive. More flexibility is acceptable for long-term plans. Questions should be raised about scope, practicality and achievability of each plan. Identify what dependencies exist within or between plans. Dependencies add risk.

Questions

• Have clearly defined program roadmaps been developed?
• Are roadmaps and plans tangible (i.e., can they be measured)?
• Have the dependencies been defined, documented and verified?
• Are any/all dependencies included in respective budgets?

Artifacts

• Program roadmaps, including evidence on how they align to data the management strategy
• Maps of dependencies associated with implementation
• Outcomes and projected deliverables
• Budget alignment with strategy, roadmaps and dependencies

Scoring

Description

It is essential that roadmaps be shared with stakeholders. Working with stakeholders during the development phases invites collaborative feedback and buy-in.

Objectives

• Align DMP roadmaps with the DM stakeholder roadmaps.
• Verify and approve DMP roadmap alignment with stakeholders.

Advice

Sharing the program plans with stakeholders helps ensure support. This will require discussion and likely a modification of plans. The back-and-forth collaboration is essential if you want stakeholders to own the outcomes, deliverables and commitments.

Questions

• Have the roadmaps been shared with key stakeholders?
• Has feedback, including suggestions and concerns, been captured and addressed?
• Have final, agreed to roadmaps been developed?

Artifacts

• Alignment of roadmaps with DM strategy
• List of stakeholders and evidence of bi-directional communication with organizational units
• Verification and approval of roadmaps

Scoring

Description

Once roadmaps are agreed to and approved, they must be translated into tangible mechanisms for delivery. The DMP office is responsible for the creation, coordination and management of the DM project plans.

Objectives

• Develop project plans.
• Align project plans to the programs’ implementation roadmaps.
• Routine program review procedures are in place to track the progress of development plans.

Advice

Program roadmaps need to be translated into detailed project plans. The management of these project plans should be centralized via the established PMO to ensure adherence and delivery. The project plans need to contain practical deliverables and reflect the priorities that were negotiated with stakeholders. They must be in alignment with approved budgets.

Questions

• Do practical project plans exist?
• Are they aligned with program roadmaps and budgets?
• Is there a centralized mechanism (PMO) in place to oversee implementation?
• Are routine project review procedures in place to track progress?

Artifacts

• Evidence of completed project plans with defined deliverables
• Timeframes and milestones in line with implementation roadmaps
• Evidence of a centralized PMO
• Program review procedures to track progress

Scoring

The success of the DM initiative requires organization-wide standard DM processes that are repeatable, sustainable and measurable. The organization should leverage existing industry standards and best practice. The use of the standard processes must be required by policy.

Description

The success of the DM initiative depends on repeatable execution of standard, sustainable and measurable DM processes. The enterprise DMP, working with the operating units DMP, is responsible for developing standard DM processes across the organization.

Objectives

• Create a centralized capability to achieve process excellence and continuous improvement within the ODM.
• Build a mechanism to create standard DM processes across the DM Framework components.
• Adopt standard DM processes across the DM Framework components.

Advice

Standard DM processes across the organization are critical to collaboration that is required between data domains and operating units. The relationships among data producers and data consumers are many-to-many across the organization. Variation in the processes results in an inability to achieve interoperability in the DM initiative. The standard processes also are required to leverage standard DM technology across the organization. Beware the trap of deploying DM technology without the process in place to determine how that technology will be used.

Standardizing DM processes helps to ensure that core principles, such as data ethics are embedded into the operations of the organization. The process discipline reinforces cultural alignment to the organization’s defined principles.

Questions

• Is there a process optimization framework adopted for the DM initiative?
• Are there process management tools in place?
• Does the data policy and standards of the organization require standard process execution?

Artifacts

• Process Optimization Framework
• Process management toolset
• Policy requirement for standard processes

Scoring

Description

Engagement with industry trade groups, research organizations and standards bodies ensure that the organization is aware of and aligned with the latest DM trends and new developments related to DM best practices.

Objectives

• Create a formal function with dedicated resources to maintain participation in DM education, industry activities and events.
• Keep stakeholders informed about changes and events in the DM industry.

Advice

The organization should participate in industry trade groups to stay informed of new developments in DM. Likewise, engagement with standards bodies need to be formalized. Internal owners and facilitation agents are a good way of ensuring the flow of information across the organization. Embedding engagement with external organizations and standards bodies into job descriptions is useful to ensure participation.

As new issues emerge – like advanced analytics and data ethics – leveraging early best practices can be extremely valuable to the organization in terms of increased effectiveness and adoption speed.

Questions

• Do you have a strategy for engagement with the DM industry outside of your organization?
• Are the appropriate owners and facilitation agents identified and engaged?
• Does executive management understand the value proposition and buy into the engagement activity?

Artifacts

• Evidence of participation in industry trade groups
• Evidence of attending training and DM education classes and forums

Scoring

Description

The DM policy must require the adoption of standard DM processes and tools across the organization. Routines should be established that include quality control (QC) self-assessments within the process, quality assurance (QA) monitoring from outside the process and formal audit performed by Internal Audit.

Objectives

• Perform QC self-assessments of the operating units DM processes.
• Perform QA monitoring of the operating units DM processes by the enterprise level ODM.
• Empower the enterprise level ODM to require remediation of gaps found in operational processes.
• Charge Internal Audit to perform routine examinations of the DM processes.
• Generate formal audit issues if operational gaps are uncovered.

Advice

DM processes should be routinely monitored. Monitoring occurs on three levels. First, QC self-attestation where the stakeholders evaluate and assert they are following the DM processes. Second, QA by ODM, where the DM initiative works with stakeholders to validate compliance. Third, internal review where Internal Audit has formally validated that processes are being followed.

Questions

• What are the mechanisms to ensure QC and QA of the management processes?
• What is the schedule for Internal Audit review of the DM processes?

Artifacts

• Evidence of self-attestation and enterprise ODM review
• Evidence of Internal Audit engagement and review

Scoring

A broad set of stakeholders are required to effectively manage the data. Accountable engagement is required and should be reinforced through active monitoring and individual performance review. The ODM must have visibility and ideally, authority to review and approve stakeholder committed budgets.

Description

DM requires participation and cooperation from staff and resources outside the DMP organizational structure, as well as staff and resources from other organization-wide control functions. Those identified as stakeholders must be held accountable for on time and on budget program delivery. To strengthen that commitment, performance in support of the DMP should be reflected in stakeholder reviews and compensation.

Objectives

• Communicate roadmap and program milestones to stakeholders.
• Initiate a review of program deliverables by stakeholders.
• Document stakeholder agreement with program deliverables.
• Formalize stakeholder accountability to the program deliverables through job description modification and compensation modification.

Advice

DM is a collaborative activity with implications across the organization affecting multiple stakeholders. Performance commitments from stakeholders are an essential aspect of a successful DMP and comes in many forms. It involves a financial commitment as well as an operational commitment that is often a daily necessity. It requires accountability. Ensuring that data is properly curated, secure and accessible is a shared responsibility. Stakeholders should be accountable as part of the risk framework of the organization to evaluate the appropriate and ethical use of data. All of these accountabilities should be formally included in performance review and compensation.

The expanding importance of advanced analytics within an organization brings with it a diverse set of stakeholders and unique requirements for data. Make sure the stakeholder analysis aggressively identifies all data stakeholders.

Questions

• Have stakeholders been identified and verified?
• Have stakeholders demonstrated a commitment to the objectives of the DMP?
• Is funding in place to verify commitment to DMP deliverables?
• Is there a mechanism to ensure accountability such as alignment with performance review and compensation?

Artifacts

• Roster of stakeholders
• Documentation of commitment plus incremental, milestone and final deliverables
• Evidence of bi-directional feedback and approvals
• Mechanisms to ensure accountability (i.e., modification of job descriptions or performance review criteria)

Scoring

Description

Proper resource levels with appropriate skill sets must be secured by stakeholders.

Objectives

• Complete resource planning.
• Review and reconcile resource plans and get them approved by the PMO.
• Put the approved resources in place.

Advice

The goal is to ensure that resource plans are sufficient to support the program deliverables, timelines and commitments. Resource allocation plans must be verified and approved. Be aware of potential budget cuts. DM is collaborative–cuts can have a cascading effect. Make sure the commitments are strong.

Questions

• Have stakeholders pledged sufficient resources to implement project plans and meet program roadmaps?
• Do the resources exist, or do they need to be acquired?
• If they need to be acquired, has sufficient ramp-up time been incorporated into deliverable timeframes?
• Does the ODM have authority to review and modify resource plans of stakeholders?

Artifacts

• Resource plans and documents
• Evidence of processes to review, modify and validate resource plans
• Bi-directional feedback of reviews, reconciliation and approval

Scoring

Description

Sufficient funding dedicated to the DMP must be committed to by business, technology and operations. In a mature DMP, the ODM is granted authority to review and approve committed budgets.

Objectives

• Align funding to the program roadmaps and workstreams.
• Discuss and mitigate funding challenges.
• Obtain completed reviews of funding allocations by the ODM PMO.
• Approve and allocate funding levels.

Advice

Funding plans have dependencies and interrelationships. The goal is to ensure that all stakeholder plans are approved and aligned with the objectives of the DMP. There is no single strategy for funding DM initiatives. The strategy will depend on the culture of the organization. Some fund centrally. Some require operating units allocations. Some provide seed funding for early-stage activity. Some mix and match. Regardless of the funding mechanism, accountability and predictability are required and the ODM needs a reliable and realistic mechanism to ensure funding commitment.

Questions

• Have budgets been prioritized to ensure adequate funding for the DMP?
• Are budgets aligned to DM initiative deliverables?
• Does the ODM have the authority to challenge stakeholders about budget commitments?

Artifacts

• Funding plans and budget allocation
• Funding approval and authorization to spend
• Escalation procedures for budget shortfalls

Scoring

Internal communications and formal training are needed to affect the required organization-wide behavior and cultural change. For organizations subject to regulatory oversight, active communication with the authorities is essential.

Description

Plans for internal communications are needed to drive awareness and adherence to the DMP. The communication strategy must be designed and implemented according to the culture of the organization and incorporated into the DMS.

Objectives

• Have stakeholders develop, socialize and approve internal communication.
• Establish communication channels.
• Implement an operational communication program.
• Incorporate the communication strategy goals and objectives into the DMS.

Advice

Communications is not a sideline activity. It would benefit from a dedicated professional. Introduce continual communications to reinforce DM concepts and emphasize that it is not a one-and-done process. Think about a variety of communications channels and mechanisms to keep the content fresh. The full spectrum of communications channels (i.e., websites, access portals, reference libraries, documents, training materials, town hall meetings, etc.) is needed to ensure that stakeholders understand the goals, objectives and processes associated with the DMP.

Also, think about ways to involve the full spectrum of participants including PR, HR, executive management, Internal Audit in the communications program. There are lots of subtle but critical concepts like the difference between correcting bad data and fixing data problems at the source. Focus on communication as a two-way street. Maintain an active mechanism for discussions about value derived vs. the inevitability of operational disruption. Take advantage of the existing internal communications infrastructure to develop and implement an organization-wide communications strategy. It is important to evaluate the degree to which executive management is participating in these activities. Having and highlighting their engagement denotes importance and sends a clear, positive message of support for the DM initiative.

The goal of the communications plan is to establish an organization-wide data culture that understands the importance of data and the appropriate and ethical use of the data. Every individual should know their role in meeting the data objectives of the organization.

Questions

• Has the importance of communication and training been defined as part of the DMS?
• Does the communications plan include a track for bringing new employees onboard?
• Does the communications strategy define the core goals and objectives of the DM initiative?
• Have the plans been created, published and approved?
• Are the communications channels defined and established?
• Is the internal communications program operational?

Artifacts

• Communications plan and records of the channels to be used
• Evidence illustrative of content and methods used
• Definition of mechanisms for engagement
• List of stakeholders and evidence of bi-directional communication

Scoring

Description

For organizations subject to regulatory oversight, communication with regulators and government authorities are essential as well as functional. The regulatory mandate for DM can be an important aspect of the overall DM initiative.

Objectives

• Plan and get stakeholder approval for a proactive strategy for communications with regulatory bodies.
• Establish procedures for communications with regulators. These procedures are usually carried out through the organization’s compliance department.
• Maintain routine communications with regulatory bodies.

Advice

Communication with regulators about data challenges and objectives should be proactive and transparent. Regulators are aware of the challenges of implementing a data control environment. They have a stake in the matter as well, through both market structure oversight and linked risk analysis. It is much wiser to identify your own data challenges and create plans for remediation. Too often, the alternative is to have them discovered by regulators during an audit, which results in a Memo Requiring Attention (MRA) written against the organization.

Questions

• Does the organization have a regulatory communication strategy?
• Has the strategy been developed in conjunction with your compliance and risk teams as the first line of engagement?
• Are routine communications with regulatory bodies taking place?

Artifacts

• Regulatory roster and evidence of communication
• An internal procedure for approval of regulatory engagement and communication
• Self-identified audit reports

Scoring

Description

Behavior and culture change are required for effective DM. Formal training is needed to ensure those with data responsibility are operating in accordance with established data policy and standards.

Objectives

• Design and make operational DM training programs.
• Provide training and require it by policy where appropriate.
• Incorporate the training program scope, goals and objectives into the DMS.

Advice

Training has a broad scope and all aspects need to be included in the DM training program. Consider areas such as functional training, as with the role of the data steward; operational training including the implications of the DM initiative and where stakeholders go for support; concept training, for example why DM is critical and what is meant by adopting a DM culture; and dependency training which includes how to collaborate to effectively manage data assets. The desired outcome is the continual reinforcement of the objectives of the DM initiative. In order to achieve an organization-wide data culture, every individual in the organization needs to understand their accountability to data and data ethics.

Training across all four areas is what will empower every individual to understand their accountability to ensure the organization has the high-quality data it needs and that the use of data is appropriate and ethical. Senior management support of the training program resonates across the organization and helps establish and maintain sufficient funding. Look for opportunities to partner with human resources and ways to tie DM, and its training, into compensation and retention.

Questions

• Is there a formal training program for the data roles and broader stakeholders?
• Have the training curricula been developed in collaboration with the organizational units and other control functions?
• Is participation mandatory and part of the control process?
• Have the aspects of the DM training program been evaluated for completeness and value?
• Are the training program goals and objectives as well as the scope and core aspects incorporated into the DMS?

Artifacts

• Training program definition
• Approaches and methodologies used
• Training curricula and materials
• Class rosters, certificates of accomplishment and other communication about participation
• Training and testing results
• List of stakeholders and evidence of bi-directional communication

Scoring

Measuring the DMP includes: 1) program metrics; 2) outcome metrics; 3) process metrics; and 4) financial metrics.

Description

Develop program metrics for Key Performance Indicators (KPIs) and Key Risk Indicators (KRIs) to track the progress of the implementation and adoption of the DM initiative. Include other critical metrics that demonstrate the health and wellness of the DM initiative. The metrics include program capabilities such as organizational structure rollout, skill-set hiring, leader appointments, policy adoption and standards implementation.

Objectives

• Obtain review and approval of the program metric plans and approach from stakeholders.
• Include program metrics in the DMS.
• Establish program metrics and thresholds.
• Track and report program metrics to stakeholders, including executive management.
• Use program metrics to inform and drive program decisions and modifications.

Advice

Program metrics are designed to track progress against the implementation plans for the DM initiative. This is the implementation of metrics at the end-user level. This is designed to provide evidence of progress against the DMP roadmap. When you can validate that you are on track, that is a valuable tool for communication across stakeholders including executive management.

Questions

• Has the concept of metrics related to the DM initiative itself been defined?
• Have the program-related metric plans been socialized and verified?
• Is there a method for monitoring progress against the strategy and roadmaps of the DMP?
• Have metrics been defined across the core DM capabilities?
• Do stakeholders support the metrics program?
• What reporting mechanisms are being used?

Artifacts

• Definition of program metrics
• Evidence of the program metrics tracking and reporting within the DMS
• List of stakeholders and evidence of bi-directional communication
• Approvals and sign-off Reports, dashboards, heat maps and other forms of output

Scoring

Description

Outcome metrics are measurements of the net effect of the DM initiative. Define metrics that cover the stated business objectives that align to the data, data usage and DM deployment strategies in the DM strategy. Examples of outcome metrics include lower operational failures, streamlined reporting, reduced number of data reconciliations, improved data discovery, improved access to critical data and the use of data is appropriate and ethical.

Objectives

• Obtain review and approval of the plans and approach for the outcome metrics from stakeholders.
• Include outcome metrics in the DMS.
• Establish outcome metrics and thresholds.
• Track and report outcome metrics to stakeholders, including executive management.
• Use outcome metrics to inform and drive program decisions and modifications

Advice

Stakeholders need to understand the concepts of factor of input and data interoperability, harmonization and process automation. It is important to measure value, but it must be remembered that data is only one input. It is quite possible to have good data, but not to achieve the desired outcome because of some operational deficiency. Measuring areas such as Straight Through Processing (STP), reduction of repairs, improved discovery, consolidation of technology is multidimensional and not always easy to trace back to DM.

Questions

• What are the expected operational outcomes associated with DM and proper data hygiene?
• How will the organization measure both the defensive and offensive value of DM?
• Do stakeholders understand the concepts associated with data as a trusted factor of input?
• Do stakeholders understand the concepts of linked analysis and causality?
• Do stakeholders understand the concepts of appropriate and ethical use of data?

Artifacts

• Definition of outcome metrics
• Evidence of the outcome metrics tracking and reporting within the DMS
• Approvals and sign-off reports, dashboards, heat maps and other forms of output
• List of stakeholders and evidence of bi-directional communication

Scoring

Description

A core aspect of business process optimization is establishing metrics to measure the performance of that process. When the process is not performing as designed there is an opportunity for process improvement.

Objectives

• Obtain review and approval of the process metric plans and approach from stakeholders.
• Include process metrics in the DMS.
• Establish process metrics and thresholds.
• Track and report process metrics to stakeholders, including executive management.
• Use process metrics to inform and drive program decisions and modifications.

Advice

Without process metrics it cannot be demonstrated that the processes are performing as designed. The metrics are intended to be an early alert system to identify process failures. Additionally, the metrics often support assessing the impact and priority of an underperforming process.

Questions

• Are there methods of measuring the performance of the DM processes?
• Have metrics been defined across the DM processes?
• Do stakeholders support the metrics program?
• What reporting mechanisms are being used?

Artifacts

• Definition of process metrics
• Evidence of the process metrics tracking and reporting within the DMS
• Approvals and sign-off Reports, dashboards, heat maps and other forms of output
• List of stakeholders and evidence of bi-directional communication

Scoring

Description

Data and DM expenses occur throughout an organization and need to be assessed in the context of the overall DM initiative. Determining the current cost at the enterprise level as well as the operating unit level establishes a benchmark that can be referred to as the organization-wide DM initiative is established and deployed. The metrics should include cost-benefit analysis that results in an accountable return-on-investment (ROI) measurement.

Objectives

• Define what the DM benefits are for your organization.
• Capture current-state data and DM expenses at the enterprise and operating unit levels.
• Analyze total expense to establish a cost benchmark for comparison to future costs as the DM initiative is implemented.
• Establish a sustainable methodology for calculating the financial benefits of the DM initiative at the enterprise and organizational unit levels. Use either an established organizational standard or a newly created method.
• Obtain review and approval of the cost-benefit methodology from stakeholders.
• Measure and monitor financial benefits and use these results for enterprise and organizational unit level decision-making.

Advice

It is important to establish a cost baseline for the DM initiative. This baseline is an essential metric that repeatedly will prove to be valuable. Prepare for discussions on what constitutes data expenses as well as on the appropriate methodology to use to capture spending by data category.

Capturing the benefits of DM is required to ensure continued buy-in to the DM initiative. Benefits should be understood in the context of the entire organization. This understanding rests on the evaluation of all the organization-wide dependencies associated with trusted data and the impact of bad data. This usually will not fit into standard criteria for the calculation of project-based ROI. Determine the current methodology for these calculations. Examine the value proposition from four dimensions:

1. operational efficiency (cost)
2. trust (model-based strategies)
3. insight (upselling and predictive analysis)
4. flexibility (ability to adapt to changing circumstances)

Positive cost-benefit analysis of the DM initiative is necessary to ensure organizational buy-in. DM affects many systems and processes across the organization and may need to be evaluated beyond standard project-based return-on-investment (ROI) methodologies.

Determining ROI should include a defensive and offensive view of the benefits. Evaluating the benefits of maintaining ethical usage of data is a defense-based analysis measuring cost avoidance. Whereas, the benefits tied to advanced analytics is an offense-based analysis measuring increased opportunity and the resulting revenue.

Ensure that captured metrics are being properly used for decision-making, resource allocation, task prioritization, and other similar business objectives. Graphic expressions using tools such as heat maps help put DM into context. The ability to "name and shame" is useful in loosening purse strings.

Questions

• What methodology is used to capture total DM spend (i.e., acquire, cleanse, store, manipulate, transform, integrate, distribute), as well as on soft metrics like reconciliation, lack of capability, missed opportunity, capital charges, inefficient operations and collateral calculations?
• What is the organizational view of the benefits associated with DM?
• What are the methodologies used to calculate financial and operational benefits?
• How have these metrics been used to establish and remediate priorities?

Artifacts

• Expense categories with evidence of agreement
• Cost allocation methodology
• Total Cost of Operations (TCO) calculation with worksheets, approvals, reporting, ROI criteria
• Documentation of methodologies and illustrations of how applied
• Evidence of use of metrics to evaluate, adjust and enhance the DM initiative
• List of stakeholders and evidence of bi-directional communication

Scoring