Introduction

Le Programme de gestion des données est une organisation fonction dedicated to the management of data as an asset throughout an organization. It illustrates how the management of la qualité des données (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 processus.

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.

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

Définition

Le Programme de gestion des données (PGD) et financement Modèle est un ensemble de capacités permettant de gérer l'Office de gestion des données (ODM). Ces structures organisationnelles comprennent les exigences en matière de ressources et l'éventail complet des capacités de gestion de l'Office de gestion des données (ODM). Bureau de gestion des programmes (PMO), comme l'exécution de la gestion du programme, partie prenante gestion, gestion du financement, communication, formation, mesure des performances. Le financement du SM modèle Le DMP est conçu pour fournir le mécanisme permettant d'assurer l'allocation des capitaux nécessaires à la mise en œuvre du programme. Il définit et décrit également les méthodes utilisées pour mesurer les coûts et les avantages de l'initiative de gestion du changement pour l'ensemble de l'organisation.

Champ d'application

• Établir un PGD fonction pour mettre en œuvre la Bureau de gestion des programmes (PMO) au sein de l'ODM.
• Facilitate the design and implementation of sustainable business-as-usual DM processus and tools across the components and their capabilities.
• Établir les rôles et les responsabilités liés aux capacités du SM en fonction d'une structure organisationnelle et les mettre en œuvre dans le cadre d'un GDO.
• Définir le financement Modèle, Il s'agit d'assurer et de contrôler le financement, et d'instituer un suivi des coûts et des avantages en fonction de l'analyse de rentabilisation.
• Établir la feuille de route de l'exécution de la gestion des données avec des plans de projet à l'appui pour s'appuyer sur la feuille de route de haut niveau de la stratégie de gestion des données (DMS).
• Engager chaque partie prenante dans l'ensemble de l'écosystème des données, en fonction de leur rôle dans l'alignement des ressources, le financement, la communication, la formation et le développement des compétences.
• Gérer l'initiative DM en contrôlant et en diffusant les indicateurs de performance DM.
• Veiller à ce que la gouvernance du DMP soit intégrée dans la gouvernance des données (DG).

Proposition de valeur

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 entreprise standards.

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

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

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

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

Vue d'ensemble

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 modèle 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 fonction, within the ODM in which typical Program/Project Management Office capabilities and skills reside. The DMP fonction 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 fonction 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 terme.

Diagram 2.1: DMP in ODM

Diagramme 2.2 : Entreprise DMP with Unité d'exploitation DMPs

The DM funding modèle 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 modèle 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 modèle 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 entreprise 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 modèle to evolve along with the maturity of its DM initiative.

There is no single modèle for funding DM. The specific modèle 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 modèle, 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 modèle 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.

Processes, Tools, & Constructs

• Processus Optimization Framework
• Program Performance Metrics
• Modèle de fonctionnement
• Functional Construire
• Organizational Construire
• Partie prenante Plan d'engagement
• Plan de communication
• Training Plan
• Financement Modèle
• Capability Optimization
• Matrice RACI
• Processus Designs and End-to-End Processus Integration
• Procedures Guide
• Processus Performance Measurement

Questions fondamentales

• 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 fonction?
• Does the DMP have the appropriate support from executive management?
• Le financement est-il Modèle 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 modèle cover all aspects of DM including tangible, intangible, special requests, urgent/crisis requirements, unique applications??
• Existe-t-il un processus with established criteria for determining and verifying the investment required for DM, and is it aligned with the business structure, priorities and governance processus l'organisation ?

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.

Objectifs

• Formally establish the DMP strategy within the organization.
• Obtain executive management support for the DMP strategy.
• Communicate the role of the DMP fonction across the organization through formal, organizational channels.
• Operate the DMP fonction collaboratively with DM initiative stakeholders.
• Secure authority to enforce DMP compliance through politique et documenté procédure.

Conseil

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 fonction. The creation of a new control fonction 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 fonction, 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 politique et standards.

Questions

• Has the DMP fonction a été formellement établie ?
• Is there a DMP strategy and approach in place?
• Has the ODM been formally communicated to business, technology, operations, finance and risk stakeholders?
• Comment la direction générale a-t-elle manifesté son soutien ?
• Has authority been granted to the DMP fonction mettre en œuvre et faire respecter les meilleures pratiques par le biais politique et standards?
• Has authority been communicated to stakeholders?
• Existe-t-il un partenariat fonctionnel avec l'audit interne ?

Artéfacts

• The DMP plan
• ODM charter including strategy and approach
• Description of roles and responsibilities of the DMP fonction
• Communication d'un soutien spécifique de la part de la direction générale au moyen de listes de distribution
• Policies et procedures associated with executing and enforcing DMP
• Bi-directional engagement with stakeholders on the DMP fonction authority

Notation

Description

The DM initiative will require the coordination of many projects across the organization or division. Les ressources peuvent être partagées. Il est important qu'un 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.

Objectifs

• Approve and charter the PMO.
• Define and communicate the roles and responsibilities of the DMP fonction.
• Fund and staff the PMO.
• Garantir et faire respecter l'alignement des activités et des projets sur les objectifs de l'UE. politique et standards through the authority of the PMO fonction.
• Hold individuals accountable for the PMO performance via annual reviews and compensation considerations.

Conseil

DM is no different from any other organizational fonction. 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 fonction de la 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

• Est-ce que le PMO a été établie ?
• Est-ce que le PMO des effectifs et un financement adéquats ?
• Est-ce que le PMO disposent-ils de l'autorité nécessaire pour être efficaces ?
• Les rôles et les responsabilités des PMO a été définie, documentée et socialisée ?
• Les étapes et les paramètres associés à la mise en œuvre du programme ont-ils été définis ?

Artéfacts

• Preuve de PMO la formation, telle que la charte et les approbations
• Preuve de partie prenante identification
• Matrice RACI ou toute autre preuve de l'obligation de rendre des comptes
• Description des rôles et responsabilités des PMO
• Qualifications et affectations du personnel
• Preuve de la responsabilité liée à l'évaluation des performances et à la rémunération
• Analyse des lacunes dans les compétences nécessaires et existantes
• Liste des stakeholders and evidence of bi-directional communication

Notation

Description

Formel processus must be established for the activities of the DMP. These processus align with the DM politique et 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 partie prenante meetings, planning sessions, status reporting, etc.

Objectifs

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

Conseil

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

• Des processus formels ont-ils été définis et mis en œuvre ?
• Les procédures, outils et routines sont-ils en place pour la mise en œuvre des processus ?
• Are DMP activities part of the normal operational routine of stakeholders?
• Are there standing meetings, planning sessions and regular communications about DMP initiatives?

Artéfacts

• Processus des artefacts de conception, procédure guides et routines publiés
• Processus rapports sur les mesures de performance
• Meeting minutes, status reports and DMP announcements

Notation

Description

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

Objectifs

• Operate the DMP collaboratively with DM initiative stakeholders.
• Endow the DMP with the authority to enforce adherence and compliance through politique et documenté procédure.

Conseil

Creating the DM initiative without empowerment is useless. As a change fonction, 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 politique et standards.

Questions

• Has the DMP been established as mandatory?
• L'autorité nécessaire à la mise en œuvre et à l'application des meilleures pratiques a-t-elle été accordée ? politique et standards?
• L'autorité a-t-elle été communiquée ?
• Existe-t-il un partenariat fonctionnel avec l'audit interne ?

Artéfacts

• Communication de la direction générale avec des listes de distribution
• Policies et procedures associated with making DM mandatory
• Liste des stakeholders and evidence of bi-directional communication

Notation

Description

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

Objectifs

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

Conseil

The integration of DMP concepts into the DMS is achieved by an agreement between the Operating Level Responsable des données and the individual responsible for delivering the DMP. The Operating Level Responsable des données 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 modèle opérationnel cible. 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 fonction?
• Is the DMP strategy and roadmap aligned to the DMS?

Artéfacts

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

Notation

The DM funding modèle must include resources required for stakeholders to execute the DM initiative. The modèle doit s'aligner sur le financement de l'ensemble de l'organisation processus and be enforced through the DM governance processus.

Description

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

Objectifs

• Define and socialize the DM funding modèle avec stakeholders.
• Collect and incorporate feedback and into the modèle.
• 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.
• Avoir stakeholders review and approve funding commitments.
• Allocate funding to the DMP roadmaps and workstream.

Conseil

The funding modèle 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

• L'infrastructure technologique peut-elle répondre aux exigences ?
• Les opérations peuvent-elles fonction sustain and support the objectives of the DM initiative?
• Le financement est-il modèle appropriate for the initiative?
• Has the funding modèle been socialized and approved?

Artéfacts

• Alignement du budget sur les besoins de l'entreprise et les calendriers de livraison
• Alignment of DM goals with technology and operational capability
• Plans de financement et allocation budgétaire
• Liste des stakeholders and evidence of bi-directional communication

Notation

Description

Le financement des ressources processus of the DM initiative must align with the overall funding processus de l'organisation.

Objectifs

• 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 fonction.

Conseil

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

Questions

• Le financement est-il processus being debated with stakeholders at the appropriate level of authority?
• Le financement est-il modèle for the current year or does it span multiple years?

Artéfacts

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

Notation

Description

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

Objectifs

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

Conseil

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 entreprise 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?
• Qu'est-ce que la processus for prioritizing both discretionary and non-discretionary funding decisions?

Artéfacts

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

Notation

The ODM includes the organizational team responsible for promoting the DM initiative at the various operating levels of the organization. A senior executive responsable des données 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.

Objectifs

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

Conseil

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 politique, implement standards, coordinate governance, and manage organizational collaboration across control functions.

Questions

• Is there a formal and sanctioned ODM?
• Est-il reconnu comme faisant partie de la structure officielle de l'entreprise ?
• Does the ODM have the authority it needs to implement change?
• A-t-il une mission et une charte claires ?
• 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?

Artéfacts

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

Notation

Description

Un cadre supérieur responsable des données, par exemple un Directeur des données ou un unité opérationnelle responsable des données 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.

Objectifs

• 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.

Conseil

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

• Le mandat de la responsable des données a été définie, socialisée et documentée ?
• Has a senior executive been hired to run the DMP?
• Has the executive been empowered with the authority necessary to implement the DM initiative?
• Les lignes d'autorité pour le responsable des données a été définie et établie ?
• Has the role of the DMP and the responsable des données been sanctioned and communicated to stakeholders?

Artéfacts

• Responsable des données la définition du poste, y compris les compétences et les attentes
• Named individual performing the DM executive fonction
• Executive management communication to stakeholders
• Liste des stakeholders for communication about responsable des données

Notation

Description

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

Objectifs

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

Conseil

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 groupe 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 fonction. 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 partie prenante 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

• Est-ce que le modèle de fonctionnement 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?
• Toutes les compétences requises sont-elles représentées dans l'ensemble du partie prenante équipes ?
• A-t-on anticipé le temps nécessaire à l'intégration du personnel et à l'engagement des fonds ?

Artéfacts

• Modèle de fonctionnement with a resource plan for the ODM
• Descriptions d'emploi pour la structure organisationnelle définie
• Analyse des lacunes dans les compétences requises
• Liste des compétences requises
• Confirmation du budget approuvé et autorisation d'embauche

Notation

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

Objectifs

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

Conseil

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?
• Les feuilles de route et les plans sont-ils tangibles (c'est-à-dire mesurables) ?
• Have the dependencies been defined, documented and verified?
• Are any/all dependencies included in respective budgets?

Artéfacts

• Program roadmaps, including evidence on how they align to data the management strategy
• Maps of dependencies associated with implementation
• Résultats et prestations prévues
• Budget alignment with strategy, roadmaps and dependencies

Notation

Description

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

Objectifs

• Align DMP roadmaps with the DM partie prenante des feuilles de route.
• Verify and approve DMP roadmap alignment with stakeholders.

Conseil

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?
• Le retour d'information, y compris les suggestions et les préoccupations, a-t-il été recueilli et pris en compte ?
• Have final, agreed to roadmaps been developed?

Artéfacts

• Alignment of roadmaps with DM strategy
• Liste des stakeholders and evidence of bi-directional communication with organizational units
• Vérification et approbation des feuilles de route

Notation

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.

Objectifs

• 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.

Conseil

Les feuilles de route des programmes doivent être traduites en plans de projets détaillés. La gestion de ces plans de projet doit être centralisée par l'intermédiaire de l'équipe de gestion de projet établie. 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

• Existe-t-il des plans de projet concrets ?
• Sont-ils alignés sur les feuilles de route et les budgets des programmes ?
• Is there a centralized mechanism (PMO) in place to oversee implementation?
• Are routine project review procedures in place to track progress?

Artéfacts

• Preuve que les plans de projet sont achevés et que les résultats attendus sont définis
• Timeframes and milestones in line with implementation roadmaps
• Evidence of a centralized PMO
• Program review procedures to track progress

Notation

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 politique.

Description

The success of the DM initiative depends on repeatable execution of standard, sustainable and measurable DM processus. Les entreprise DMP, working with the operating units DMP, is responsible for developing standard DM processus dans l'ensemble de l'organisation.

Objectifs

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

Conseil

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

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

Questions

• Existe-t-il un processus optimization framework adopted for the DM initiative?
• Existe-t-il processus management tools in place?
• Does the data politique et standards of the organization require standard processus execution?

Artéfacts

• Processus Optimization Framework
• Processus management toolset
• Politique requirement for standard processus

Notation

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.

Objectifs

• Créez un fonction with dedicated resources to maintain participation in DM education, industry activities and events.
• Keep stakeholders informed about changes and events in the DM industry.

Conseil

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?
• Les propriétaires et les agents de facilitation appropriés ont-ils été identifiés et engagés ?
• La direction générale comprend-elle la proposition de valeur et adhère-t-elle à l'activité d'engagement ?

Artéfacts

• Preuve de la participation à des groupes professionnels du secteur
• Evidence of attending training and DM education classes and forums

Notation

Description

Le DM politique doit exiger l'adoption de standard DM processus and tools across the organization. Routines should be established that include quality control (QC) self-assessments within the processus, quality assurance (QA) monitoring from outside the processus and formal audit performed by Internal Audit.

Objectifs

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

Conseil

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

Questions

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

Artéfacts

• Preuve d'auto-attestation et entreprise ODM review
• Preuve de l'engagement et de l'examen de l'audit interne

Notation

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 partie prenante 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 partie prenante les examens et les rémunérations.

Objectifs

• Communicate roadmap and program milestones to stakeholders.
• Initiate a review of program deliverables by stakeholders.
• Document partie prenante l'accord avec les produits livrables du programme.
• Formaliser partie prenante l'obligation de rendre compte des résultats du programme en modifiant les descriptions de poste et les rémunérations.

Conseil

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 advance analytics within an organization brings with it a diverse set of stakeholders and unique requirements for data. Make sure the partie prenante analysis aggressively identifies all data stakeholders.

Questions

• Avoir stakeholders been identified and verified?
• Avoir stakeholders demonstrated a commitment to the objectives of the DMP?
• Is funding in place to verify commitment to DMP deliverables?
• Existe-t-il un mécanisme de responsabilisation, tel que l'alignement sur l'évaluation des performances et la rémunération ?

Artéfacts

• 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)

Notation

Description

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

Objectifs

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

Conseil

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

• Avoir stakeholders pledged sufficient resources to implement project plans and meet program roadmaps?
• Les ressources existent-elles ou doivent-elles être acquises ?
• S'ils doivent être acquis, un délai de mise en service suffisant a-t-il été prévu dans les calendriers de réalisation ?
• Does the ODM have authority to review and modify resource plans of stakeholders?

Artéfacts

• Resource plans and documents
• Preuve de processus to review, modify and validate resource plans
• Bi-directional feedback of reviews, reconciliation and approval

Notation

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.

Objectifs

• 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.

Conseil

Les plans de financement ont des dépendances et des interrelations. L'objectif est de s'assurer que tous les plans de financement de l partie prenante 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?

Artéfacts

• Plans de financement et allocation budgétaire
• Approbation du financement et autorisation de dépenser
• Escalation procedures for budget shortfalls

Notation

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.

Objectifs

• Avoir 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.

Conseil

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 processus. 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 processus 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 employés onboard?
• Does the communications strategy define the core goals and objectives of the DM initiative?
• Have the plans been created, published and approved?
• Les canaux de communication sont-ils définis et établis ?
• Le programme de communication interne est-il opérationnel ?

Artéfacts

• Communications plan and records of the channels to be used
• Preuves illustrant le contenu et les méthodes utilisées
• Définition des mécanismes d'engagement
• Liste des parties prenantes et preuves d'une communication bidirectionnelle

Notation

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.

Objectifs

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

Conseil

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?

Artéfacts

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

Notation

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 politique et standards.

Objectifs

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

Conseil

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 processus?
• Have the aspects of the DM training program been evaluated for exhaustivité and value?
• Are the training program goals and objectives as well as the scope and core aspects incorporated into the DMS?

Artéfacts

• 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
• Liste des stakeholders and evidence of bi-directional communication

Notation

Measuring the DMP includes: 1) program metrics; 2) outcome metrics; 3) processus 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, politique adoption and standards implementation.

Objectifs

• 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.
• Utiliser les mesures du programme pour informer et conduire les décisions et les modifications du programme.

Conseil

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?
• Les plans de mesures liés au programme ont-ils été diffusés et vérifiés ?
• 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?
• Quels sont les mécanismes de notification utilisés ?

Artéfacts

• Définition des paramètres du programme
• Evidence of the program metrics tracking and reporting within the DMS
• Liste des stakeholders and evidence of bi-directional communication
• Approvals and sign-off Reports, dashboards, heat maps and other forms of output

Notation

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.

Objectifs

• 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

Conseil

Stakeholders need to understand the concepts of factor of input and data interoperability, harmonization and processus 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?

Artéfacts

• Définition des indicateurs de résultats
• Evidence of the outcome metrics tracking and reporting within the DMS
• Rapports d'approbation et de signature, tableaux de bord, cartes thermiques et autres formes de résultats
• Liste des stakeholders and evidence of bi-directional communication

Notation

Description

A core aspect of business processus L'optimisation consiste à établir des paramètres pour mesurer les performances de ce système. processus. Lorsque le processus is not performing as designed there is an opportunity for processus l'amélioration.

Objectifs

• Obtain review and approval of the processus metric plans and approach from stakeholders.
• Include processus metrics in the DMS.
• Établir processus metrics and thresholds.
• Suivi et rapport processus metrics to stakeholders, including executive management.
• Utilisation processus des mesures pour informer et conduire les décisions et les modifications du programme.

Conseil

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

Questions

• Are there methods of measuring the performance of the DM processus?
• Have metrics been defined across the DM processus?
• Do stakeholders support the metrics program?
• Quels sont les mécanismes de notification utilisés ?

Artéfacts

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

Notation

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 entreprise ainsi que le niveau unité opérationnelle 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.

Objectifs

• Define what the DM benefits are for your organization.
• Capture current-state data and DM expenses at the entreprise et unité opérationnelle 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 entreprise and organizational unit levels. Use either an established organizational standard ou une méthode nouvellement créée.
• Obtain review and approval of the cost-benefit methodology from stakeholders.
• Mesurer et contrôler les avantages financiers et utiliser ces résultats pour entreprise and organizational unit level decision-making.

Conseil

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 les critères de calcul du retour sur investissement des projets. Déterminer la méthodologie actuelle pour ces calculs. Examiner la proposition de valeur sous quatre angles :

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 processus 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?
• Quelles sont les méthodes utilisées pour calculer les avantages financiers et opérationnels ?
• Comment ces mesures ont-elles été utilisées pour établir des priorités et y remédier ?

Artéfacts

• Catégories de dépenses avec preuve d'accord
• Méthodologie de répartition des coûts
• 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
• Liste des stakeholders and evidence of bi-directional communication

Notation