The document presents information on data architecture requirements. It introduces Bryan Hogan, a certified data management professional with experience in organizational data assessments, strategy development, and software solutions. It then provides details on speakers Peter Aiken and his extensive experience in data management. The final sections discuss how data is an organization's most important strategic asset and how data architecture is critical to unlocking business value from data assets.
Apidays New York 2024 - The Good, the Bad and the Governed by David O'Neill, ...
Data-Ed Online Webinar: Data Architecture Requirements
1. Presented by Peter Aiken, Ph.D.
Data Architecture Requirements
Bryan Hogan, CDMP
• Data Consultant
• Certified Data
Management
Professional
• Experience in ….
– Organizational Data
Management Assessments
– Data Strategy Development
– ETL Process Development
– Reporting Solutions
– Software Development
• Worked in ….
– Healthcare
– Non-Profit
– Finance
2Copyright 2016 by Data Blueprint Slide #
2. Peter Aiken, Ph.D.
• 30+ years in data management
• Repeated international recognition
• Founder, Data Blueprint (datablueprint.com)
• Associate Professor of IS (vcu.edu)
• DAMA International (dama.org)
• 9 books and dozens of articles
• Experienced w/ 500+ data
management practices
• Multi-year immersions:
– US DoD (DISA/Army/Marines/DLA)
– Nokia
– Deutsche Bank
– Wells Fargo
– Walmart
– …
• DAMA International President 2009-2013
• DAMA International Achievement Award 2001 (with
Dr. E. F. "Ted" Codd
• DAMA International Community Award 2005
PETER AIKEN WITH JUANITA BILLINGS
FOREWORD BY JOHN BOTTEGA
MONETIZING
DATA MANAGEMENT
Unlocking the Value in Your Organization’s
Most Important Asset.
The Case for the
Chief Data Officer
Recasting the C-Suite to Leverage
Your MostValuable Asset
Peter Aiken and
Michael Gorman
3Copyright 2016 by Data Blueprint Slide #
We believe ...
Data
Assets
Financial
Assets
Real
Estate Assets
Inventory
Assets
Non-
depletable
Available for
subsequent
use
Can be
used up
Can be
used up
Non-
degrading √ √ Can degrade
over time
Can degrade
over time
Durable Non-taxed √ √
Strategic
Asset √ √ √ √
• Today, data is the most powerful, yet underutilized and poorly
managed organizational asset
• Data is your
– Sole
– Non-depletable
– Non-degrading
– Durable
– Strategic
• Asset
– Data is the new oil!
– Data is the new (s)oil!
– Data is the new bacon!
• Our mission is to unlock business value by
– Strengthening your data management capabilities
– Providing tailored solutions, and
– Building lasting partnerships
4Copyright 2016 by Data Blueprint Slide #
Asset: A resource controlled by the organization as a result of past events or transactions and from which
future economic benefits are expected to flow [Wikipedia]
3. 5Copyright 2016 by Data Blueprint Slide #
Data Architecture Requirements
• Context: Data Management/DAMA/DM BoK/CDMP?
• What is Data/Information Architecture?
• Why is Data/Information Architecture Important?
• Data Engineering/Leverage
• NGO Data Architecture Case Study
• Take Aways, References & Q&A
You can accomplish Advanced
Data Practices without
becoming proficient in the
Foundational Data
Management Practices
however this will:
• Take longer
• Cost more
• Deliver less
• Present
greater
risk (with thanks to Tom DeMarco)
Data Management Practices Hierarchy
Advanced
Data
Practices
• MDM
• Mining
• Big Data
• Analytics
• Warehousing
• SOA
Foundational Data Management Practices
Data Platform/Architecture
Data Governance Data Quality
Data Operations
Data Management Strategy
Technologies
Capabilities
Copyright 2016 by Data Blueprint Slide # 6
4. Data$Management$
Strategy
Data Management Goals
Corporate Culture
Data Management Funding
Data Requirements Lifecycle
Data
Governance
Governance Management
Business Glossary
Metadata Management
Data
Quality
Data Quality Framework
Data Quality Assurance
Data
Operations
Standards and Procedures
Data Sourcing
Platform$&$
Architecture
Architectural Framework
Platforms & Integration
Supporting$
Processes
Measurement & Analysis
Process Management
Process Quality Assurance
Risk Management
Configuration Management
Component Process$Areas
DMM℠ Structure of
5 Integrated
DM Practice Areas
Data architecture
implementation
Data
Governance
Data
Management
Strategy
Data
Operations
Platform
Architecture
Supporting
Processes
Maintain fit-for-purpose data,
efficiently and effectively
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Manage data coherently
Manage data assets professionally
Data life cycle
management
Organizational support
Data
Quality
The DAMA Guide to the Data Management Body of Knowledge
8Copyright 2016 by Data Blueprint Slide #
Data Management Functions
Published by DAMA
International
• The professional
association for Data
Managers (40
chapters worldwide)
DMBoK organized
around
• Primary data
management
functions focused
around data delivery
to the organization
• Organized around
several environmental
elements
6. Architecture is both the process and
product of planning, designing and
constructing space that reflects functional,
social, and aesthetic considerations.
A wider definition may comprise all design
activity from the macro-level (urban design,
landscape architecture) to the micro-level
(construction details and furniture).
In fact, architecture today may refer to the
activity of designing any kind of system
and is often used in the IT world.
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Architecture
Architectures: here, whether you like it or not
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deviantart.com
• All organizations
have architectures
– Some are better
understood and
documented (and
therefore more
useful to the
organization) than
others
7. Architecture Representation
• Architectures are the symbolic
representation of the structure,
use and reuse of resources
• Common components are
represented using standardized notation
• Are sufficiently detailed to permit both business
analysts and technical personnel to separately read
the same model, and come away with a common
understanding and yet they are developed effectively
13Copyright 2016 by Data Blueprint Slide #
Understanding
• A specific definition
– 'Understanding an architecture'
– Documented and articulated as a (digital) blueprint
illustrating the
commonalities and
interconnections
among the
architectural
components
– Ideally the understanding
is shared by systems and humans
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8. Organizational
Architectures
• Amazon
– Traditional
structure
• Google
– Team of 3
• Facebook
– Do you really have
a structure?
• Microsoft
– Eliminate their own
products
• Apple
– Everything
revolves around
one individual
• Oracle
– Buys one company
after another
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• Process Architecture
– Arrangement of inputs -> transformations = value -> outputs
– Typical elements: Functions, activities, workflow, events, cycles, products, procedures
• Systems Architecture
– Applications, software components, interfaces, projects
• Business Architecture
– Goals, strategies, roles, organizational structure, location(s)
• Security Architecture
– Arrangement of security controls relation to IT Architecture
• Technical Architecture/Tarchitecture
– Relation of software capabilities/technology stack
– Structure of the technology infrastructure of an enterprise, solution or system
– Typical elements: Networks, hardware, software platforms, standards/protocols
• Data/Information Architecture
– Arrangement of data assets supporting organizational strategy
– Typical elements: specifications expressed as entities, relationships, attributes,
definitions, values, vocabularies
Typically Managed Organizational Architectures
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9. • The underlying (information) design principals upon
which construction is based
– Source: http://architecturepractitioner.blogspot.com/
• … are plans, guiding the transformation of strategic
organizational information needs into specific
information systems development projects
– Source: Internet
• A framework providing a structured description of an
enterprise’s information assets — including
structured data and unstructured or semistructured
content — and the relationship of those assets to
business processes, business management, and IT
systems.
– Source: Gene Leganza, Forrester 2009
• "Information architecture is a foundation discipline
describing the theory, principles, guidelines,
standards, conventions, and factors for managing
information as a resource. It produces drawings,
charts, plans, documents, designs, blueprints, and
templates, helping everyone make efficient,
effective, productive and innovative use of all types
of information."
– Source: Information First by Roger & Elaine Evernden, 2003 ISBN 0
7506 5858 4 p.1.
• Defining the data needs of the enterprise and
designing the master blueprints to meet those needs
– Source: DM BoK
17Copyright 2016 by Data Blueprint Slide #
Information Architecture
18Copyright 2016 by Data Blueprint Slide #
Data Architecture Requirements
• Context: Data Management/DAMA/DM BoK/CDMP?
• What is Data/Information Architecture?
• Why is Data/Information Architecture Important?
• Data Engineering/Leverage
• NGO Data Architecture Case Study
• Take Aways, References & Q&A
10. Data Architecture – A Useful Definition
19Copyright 2016 by Data Blueprint Slide #
• Common vocabulary expressing
integrated requirements ensuring that data
assets are stored, arranged, managed,
and used in systems in support of
organizational strategy [Aiken 2010]
Data Architecture – A More Useful Definition
20Copyright 2016 by Data Blueprint Slide #
• A structure of data-based information
assets supporting implementation of
organizational strategy (or strategies) [Aiken 2010]
• Most organizations have data assets that
are not supportive of strategies - i.e.,
information architectures that are not
helpful
• The really important question is: how can
organizations more effectively use their
information architectures to support
strategy implementation?
11. Database Architecture Focus
21Copyright 2016 by Data Blueprint Slide #
Program F
Program E
Program D
Program G
Program H
Program I
Application
domain 2Application
domain 3
database
architecture
engineering
effort
DataData
DataData
Data
Data
Data
Focus of a
software
architecture
engineering
effort Program A
Program B
Program C
Program F
Program E
Program D
Program G
Program H
Program I
Application
domain 1
Application
domain 2Application
domain 3
Data
Focus of a
Data
Data
Data Architecture Focus has Greater Potential Business Value
• Broader focus than
either software
architecture or
database
architecture
• Analysis scope is
on the system
wide use of data
• Problems caused
by data exchange
or interface
problems
• Architectural goals
more strategic
than operational
22Copyright 2016 by Data Blueprint Slide #
12. Why is Data Architecture Important?
• Poorly understood
– Data architecture asset value is not well
understood
• Inarticulately explained
– Little opportunity to obtain learning and experience
• Indirectly experienced
– Cost organizations millions each year in productivity,
redundant and siloed efforts
– Example: Poorly thought out software purchases
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Moon Lighting
Practical Application of Data Architecting
Person Job Class
Employee Position
BR1) Zero, one, or more
EMPLOYEES can be associated
with one PERSON
BR2) Zero, one, or more EMPLOYEES
can be associated with one JOB
CLASS;
BR3) Zero, one, or more EMPLOYEES can be associated with one POSITION
BR4) One or
more
POSITIONS can
be associated
with one JOB
CLASS.
24Copyright 2016 by Data Blueprint Slide #
Job Sharing
14. Repeat 100s, thousands, millions of times ...
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Death by 1000 Cuts
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15. Lack of coherent data architecture is a hidden expense
• How does poor data architecture cost money?
• Consider the opposite question:
– Were your systems explicitly designed to
be integrated or otherwise work together?
– If not then what is the likelihood that they
will work well together?
– They cannot be helpful as long as their structure is unknown
• Organizations spend between 20 - 40%
of their IT budget evolving their data - including:
– Data migration
• Changing the location from one place to another
– Data conversion
• Changing data into another form, state, or product
– Data improving
• Inspecting and manipulating, or re-keying data to prepare it for
subsequent use - Source: John Zachman
29Copyright 2016 by Data Blueprint Slide #
PETER AIKEN WITH JUANITA BILLINGS
FOREWORD BY JOHN BOTTEGA
MONETIZING
DATA MANAGEMENT
Unlocking the Value in Your Organization’s
Most Important Asset.
• Goal must be shared IT/business understanding
– No disagreements = insufficient communication
• Data sharing/exchange is largely and highly automated and
thus dependent on successful engineering
– It is critical to engineer a sound foundation of data modeling basics
(the essence) on which to build advantageous data technologies
• Modeling characteristics change over the course of analysis
– Different model instances may be useful to different analytical problems
• Incorporate motivation (purpose statements) in all modeling
– Modeling is a problem defining as well as a problem solving activity - both are
inherent to architecture
• Use of modeling is much more important than selection of a specific
modeling method
• Models are often living documents
– The more easily it adapts to change, the resource utilization
• Models must have modern access/interface/search technologies
– Models need to be available in an easily searchable manner
• Utility is paramount
– Adding color and diagramming objects customizes models and allows for a more
engaging and enjoyable user review process
Data Architecting for Business Value
30Copyright 2016 by Data Blueprint Slide #
Inspired by: Karen Lopez http://www.information-management.com/newsletters/enterprise_architecture_data_model_ERP_BI-10020246-1.html?pg=2
17. What they think they are purchasing!
33Copyright 2016 by Data Blueprint Slide #
Levels of Abstraction, Completeness and Utility
34Copyright 2016 by Data Blueprint Slide #
• Models more downward facing - detail
• Architecture is higher level of abstraction - integration
• In the past architecture attempted to gain complete (perfect)
understanding
– Not timely
– Not feasible
• Focus instead on
architectural components
– Governed by a framework
– More immediate utility
• http://www.architecturalcomponentsinc.com
18. Too Much Detail
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What do you use an information architecture for?
36Copyright 2016 by Data Blueprint Slide #
Illustration by murdock23 @ http://designfestival.com/information-architecture-as-part-of-the-web-design-process/
19. Web Developers Understand IA
37Copyright 2016 by Data Blueprint Slide #
http://www.jeffkerndesign.com
Web Developers Understand IA
38Copyright 2016 by Data Blueprint Slide #
http://www.jeffkerndesign.com
20. How are data structures expressed as architectures?
39Copyright 2016 by Data Blueprint Slide #
A B
C D
A B
C D
A
D
C
B
• Details are
organized into
larger
components
• Larger
components
are organized
into models
• Models are
organized into
architectures
How are Data Models Expressed as Architectures?
40Copyright 2016 by Data Blueprint Slide #
More Granular
More Abstract
• Attributes are organized into entities/objects
– Attributes are characteristics of "things"
– Entitles/objects are "things" whose information is
managed in support of strategy
– Examples
• Entities/objects are organized into models
– Combinations of attributes and entities are structured
to represent information requirements
– Poorly structured data, constrains organizational
information delivery capabilities
– Examples
• Models are organized into architectures
– When building new systems, architectures are used
to plan development
– More often, data managers do not know what
existing architectures are and - therefore - cannot
make use of them in support of strategy
implementation
– Why no examples?
21. Data
Data
Data
Information
Fact Meaning
Request
Data must be Architected to Deliver Value
[Built on definitions from Dan Appleton 1983]
Intelligence
Strategic Use
1. Each FACT combines with one or more MEANINGS.
2. Each specific FACT and MEANING combination is referred to as a DATUM.
3. An INFORMATION is one or more DATA that are returned in response to a specific REQUEST
4. INFORMATION REUSE is enabled when one FACT is combined with more than one
MEANING.
5. INTELLIGENCE is INFORMATION associated with its STRATEGIC USES.
6. DATA/INFORMATION must formally arranged into an ARCHITECTURE.
41Copyright 2016 by Data Blueprint Slide #
Wisdom & knowledge are
often used synonymously
Data
Data
Data Data
How do data structures support organizational strategy?
• Two answers
– Achieving efficiency and
effectiveness goals
– Providing organizational
dexterity for rapid
implementation
42Copyright 2016 by Data Blueprint Slide #
22. Computers
Human resources
Communication facilities
Software
Management
responsibilities
Policies,
directives,
and rules
Data
What Questions Can Data Architectures Address?
• How and why do the data
components interact?
• Where do they go?
• When are they needed?
• Why and how will the
changes be implemented?
• What should be managed
organization-wide and what
should be managed locally?
• What standards should be
adopted?
• What vendors should be
chosen?
• What rules should govern the
decisions?
• What policies should guide the
process?
43Copyright 2016 by Data Blueprint Slide #
!
!
!
!
Data Architectures produce and are made up of information models
that are developed in response to organizational needs
44Copyright 2016 by Data Blueprint Slide #
Organizational Needs
become instantiated
and integrated into an
Data/Information
Architecture
Informa(on)System)
Requirements
authorizes and
articulates
satisfyspecificorganizationalneeds
23. 45Copyright 2016 by Data Blueprint Slide #
Data Architecture Requirements
• Context: Data Management/DAMA/DM BoK/CDMP?
• What is Data/Information Architecture?
• Why is Data/Information Architecture Important?
• Data Engineering/Leverage
• NGO Data Architecture Case Study
• Take Aways, References & Q&A
Data Leverage
• Permits organizations to better manage their sole non-depleteable,
non-degrading, durable, strategic asset - data
– within the organization, and
– with organizational data exchange partners
• Leverage
– Obtained by implementation of data-centric technologies, processes, and
human skill sets
– Increased by elimination of data ROT (redundant, obsolete, or trivial)
• The bigger the organization, the greater potential leverage exists
• Treating data more asset-like simultaneously
1. lowers organizational IT costs and
2. increases organizational knowledge worker productivity
46Copyright 2016 by Data Blueprint Slide #
Less ROT
Technologies
Process
People
24. Architecture Evolution
47Copyright 2016 by Data Blueprint Slide #
Conceptual Logical Physical
Validated
Not
UnValidated
Every change can
be mapped to a
transformation in
this framework!
IT Project or Application-Centric Development
Original articulation from Doug Bagley @ Walmart
48Copyright 2016 by Data Blueprint Slide #
Data/
Information
IT
Projects
Strategy
• In support of strategy, organizations
implement IT projects
• Data/information are typically
considered within the scope of IT
projects
• Problems with this approach:
– Ensures data is formed to the
applications and not around the
organizational-wide information
requirements
– Process are narrowly formed around
applications
– Very little data reuse is possible
25. Data-Centric Development
Original articulation from Doug Bagley @ Walmart
49Copyright 2016 by Data Blueprint Slide #
IT
Projects
Data/
Information
Strategy
• In support of strategy, the organization
develops specific, shared data-based
goals/objectives
• These organizational data goals/
objectives drive the development of
specific IT projects with an eye to
organization-wide usage
• Advantages of this approach:
– Data/information assets are developed from an
organization-wide perspective
– Systems support organizational data needs and
compliment organizational process flows
– Maximum data/information reuse
Engineering
Architecture
Engineering/Architecting Relationship
• Architecting is used to
create and build systems
too complex to be treated
by engineering analysis
alone
• Architects require technical
details as the exception
• Engineers develop the
technical designs
• Craftsman deliver
components supervised by:
– Building Contractor
– Manufacturer
Copyright 2016 by Data Blueprint Slide # 50
26. USS Midway
& Pancakes
What is this?
51Copyright 2016 by Data Blueprint Slide #
• It is tall
• It has a clutch
• It was built in 1942
• It is still in regular use!
Engineering Standards
52Copyright 2016 by Data Blueprint Slide #
27. Architectural Work Product
Components may be defined as:
• The intersection of common business functionality and the
subsets of the organizational technology and data
architectures used to implement that functionality
• Component definition is an important activity because CM2 component
engineering is focused on an entire component as an analysis unit. A
concrete example of a component might be
– The business processes, the technology and the data supporting
organizational human resource benefits operations. This same
component could be described simply as the "PeopleSoft™
version 7.5 benefits module implemented on Windows 95."
illustrates the integration of the three primary PeopleSoft
metadata structures describing the: business processes used to
organization the work flow, menu navigation required to access
system functionality, and data which when combined with
meanings provided by the panels provided information to the
knowledge workers.
53Copyright 2016 by Data Blueprint Slide #
System
Process
Process
2
Process
1
Process
3
Subprocess
1.1
Subprocess
1.2
Subprocess
1.3
Hierarchical System Functional Decomposition
54Copyright 2016 by Data Blueprint Slide #
28. Level 1 Level 2 Level 3
Pay Employment Recruitment
and Selection
personnel Personnel Employee relations
administration Employee compensation changes
Salary planning
Classification and pay
Job evaluation
Benefits administration
Health insurance plans
F lexible spending accounts
Group life insurance
Retirement plans
Payroll Payroll administration
Payroll processing
Payroll interfaces
Development N/A
Training
administration
Career planning and skills
inventory
Work group activities
Health and
safety
Accidents and workers
compensation
Health and safety programs
A three-level
decomposition
of the model
views from a
governmental
pay and
personnel
scenario
55Copyright 2016 by Data Blueprint Slide #
H ealth car e system
1 Patient administration
1.1 R egistration
1.2 Admission
1.3 Disposition
1.4 Transfer
1.5 M edical record
1.6 Administration
1.7 Patient billing
1.8 Patient affairs
1.9 Patient management
2 Patient appointments
and scheduling
2.1 Create or maintain
schedules
2.2 Appoint patients
2.3 R ecord patient encounter
2.4 I dentify patient
2.5 I dentify health care
provider
3 Nursing
3.1 Patient care
3.2 Unit management
4 Laboratory
4.1 R esults reporting
4.2 Specimen processing
4.3 R esult entry processing
4.4 Laboratory management
4.5 Workload support
5 Pharmacy
5.1 Unit dose dispensing
5.2 Controlled Drug
I nventory
5.3 Outpatient
6 R adiology
6.1 Scheduling
6.2 E xam processing
6.3 E xam reporting
6.4 Special interest and
teaching
6.5 R adiology workload
reporting
7 Clinical dietetics
7.1 E stablish parameters
7.2 R eceive diet orders
8 Order entry and results
8.1 R eporting
8.2 E nter and maintain
orders
8.3 Obtain results
8.4 R eview patient
information
8.5 Clinical desktop
9 System management
9.1 Logon and security
management
9.2 Archive run
M anagement
9.3 Communication software
9.4 M anagement
9.5 Site management
10 Facility quality assurance
10.1 Provider credentialing
10.2 M onitor and evaluation
A relatively
complex model
view
decomposition
56Copyright 2016 by Data Blueprint Slide #
29. DSS
"Governors"
Taxpayers Clients
Vendors Program Deliver
Data model is comprised of model views
DSS Strategic Data Model
Taxpayer view
Client view
Governance view
Program Delivery view
Vendor view
57Copyright 2016 by Data Blueprint Slide #
Taxpayer view
Payments Taxpayers
Social
Service
Programs
Taxpayer
Benefits
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30. Client view
59Copyright 2016 by Data Blueprint Slide #
Payments
Clients Client
Benefits
Local
Wellfare
Agencies
Governance view
60Copyright 2016 by Data Blueprint Slide #
Payments
Social
Service
Programs
Governmental
Resources
Governance Governments
State Board
of Social
Services
Policy
Approval
32. Governmental
Resources
Governance Governments Payments Taxpayers
State Board
of Social
Services
Social
Service
Programs
Clients Client
Benefits
Taxpayer
Benefits
Policy
Approval
Service
Delivery
Partners
Local
Wellfare
Agencies
Goods
and
Services
Vendors
DSS Strategic Level Data Model
63Copyright 2016 by Data Blueprint Slide #
Payments
Social
Service
Programs
Governmental
Resources
Governance Governments
State Board
of Social
Services
Policy
Approval
Payments
Clients Client
Benefits
Local
Wellfare
Agencies
64Copyright 2016 by Data Blueprint Slide #
Data Architecture Requirements
• Context: Data Management/DAMA/DM BoK/CDMP?
• What is Data/Information Architecture?
• Why is Data/Information Architecture Important?
• Data Engineering/Leverage
• NGO Data Architecture Case Study
• Take Aways, References & Q&A
33. • Non-Governmental Organization (NGO)
• Non-Profit
• Industry
– Address Priority Health Concerns for Developing Countries
• HIV & AIDS
• Malaria
• Etc…
– Provide Leadership Training
– Health Information System Management
• Function
– Project Management and Design for
Health Care Implementations
• Operates
– Globally (30 + Countries)
Background
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Problem
• Data needed to make key business decisions was not
accessible across the Enterprise
– Timeliness
– Accuracy
– Data Isolation
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34. Root Cause
• No Enterprise-Wide understanding of its data assets
– Conceptual Data Model
• NGO does not have a common vocabulary
– Enterprise-Wide Taxonomy
• NGO lacks existing System and Data Architecture
– Vision
– Not Aligned with Business Model
– “Shiny Object Syndrome”
– Minimal Integration
67Copyright 2016 by Data Blueprint Slide #
Solution
• Vision and Purpose
– Data Architecture
• Business Glossary
• Enterprise Conceptual Data Model
68Copyright 2016 by Data Blueprint Slide #
35. Vision and Purpose
69Copyright 2016 by Data Blueprint Slide #
TARGET STATE VISION
COLLABORATION & WIP DOCUMENTS
Talent
Management
Business
Development
Project
Management
CAPTURE DATA
INTEGRATE DATA
Talent
Management
Financial
Management
Business
Development
Project
Management
CREATEREPORTSANDPERFORMBI
STORECORPORATEDATA
MANAGE CONTENT
Financial
Management
DATAGOVERNANCE
• 100,000 ft. View
• Represents the processes,
procedures, and
technologies that make up
the Components
• Federated Data
Architecture (FDA)
• FDA supports the business
strategy
• Set of entities (Projects)
that have a level of
autonomy to support its
goal while a unifying entity
(Shared Services from
Corporate) provides a
framework and definition
on how data is to managed
and captured
Business Glossary
70Copyright 2016 by Data Blueprint Slide #
Entity Description Domain Area
Donor Funder Business Development
Solicitations Need for Work Business Development
Solicitations Proposal Response to Need for Work Business Development
Pre-Positioning Intelligence Gathering Business Development
Award/Sub-Award Funding Vehicle Business Development
Terms Conditions Details about a Funding Vehicle Business Development
Budget Amount of Money Available Business Development
Work Plan Set of Activities to Complete Business Development
PMP Monitoring Plan for Activities Business Development
Project
An NGO Project is defined as a
self-contained set of
interventions or activities with the
following characteristics:
a) an external client;
b) purchase order, contract or
agreement;
c) expected deliverables,
outcomes and results;
d) a beginning and end date of
implementation;
e) an approved budget; and
full and/or part time NGO staff Project Management
Geographic Area Project Management
Office Locations
Location in which a Central Office
resides Project Management
Project Roles Project Management
Project Artifacts Project Management
Project Budget Project Management
Project Work Plan Project Management
Milestones Schedule of completed activities Project Management
Monitoring Plan to measure Activities Project Management
Evaluation Assessment of Activities Project Management
Indicators Target of Outcome Project Management
Outcomes
Statement of what needs to be
accomplished Project Management
Acct Receivable Payments to NGO Financial Management
Chart of Accounts Defined Accounts Financial Management
Payroll Process to Pay Worker Financial Management
Supplier Provider of Goods or Service Financial Management
Contract Binding Agreement Financial Management
Purchase Order Statement of Good or Service Financial Management
Performance Level of Success Talent Management
Benefits Talent Management
Skills Talent Management
Worker
Person who has been hired by
NGO Talent Management
Candidate Potential hire of NGO Talent Management
• Start of Enterprise
Taxonomy
• Defines Initial Entities for
Conceptual Data Model
• Engages the Business
Community to Validate
Entities and provide
meaningful business
definitions
36. EnterpriseConceptualDataModel
• Linkages
across
Business
Functions
• How Data
flows
throughout
Enterprise
• Impact from
Data Changes
• Defines
Common
Vocabulary
• Aligning the
Data to
support the
Organizational
Strategy
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Business Value
• Supports Organizational Strategy
• Reduced IT Costs
• Data Asset Knowledge and Reuse
• Accurate and Timely Reporting
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37. Supports Organizational Strategy
• Defining a common vocabulary across the enterprise
increases cohesion between the Business and IT.
• Cohesion allows IT to effectively support the
Organizational Strategy
• Understanding the
business’s needs
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Understanding
Reduced IT Costs
• Data Architecture guides IT on software implementations
– Mitigates “poor” software purchases
– Reduces cost of implementations
• Maintaining and Managing the Data Landscape
– A defined Data Architecture allows IT to manage and maintain the
critical pieces of the Data Landscape
– Reduces cost of trying to manage and maintain everything
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38. Data Asset Knowledge and Reuse
• Knowledge of how the Organization’s Data can be
leveraged
– Increased Organizational Learning
• Identified Key Integration Points
– Allows IT to focus on the critical Data Assets
– Increases Re-Use of Data Assets for future Integrations
• Identified Impact to Data Flows
– Allows IT to plan for future implementations
– Reduces impact to the Organizational existing Data Assets
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• Reduce Time Building Reports
– Faster Decision Making
– Single Source of Truth
• Less “Massaging” of Data
– Increased Productivity from
Knowledge Workers
– Decreased Errors from compiling redundant data
Accurate and Timely Reporting
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DATA
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Data Architecture Requirements
• Context: Data Management/DAMA/DM BoK/CDMP?
• What is Data/Information Architecture?
• Why is Data/Information Architecture Important?
• Data Engineering/Leverage
• NGO Data Architecture Case Study
• Take Aways, References & Q&A
Would you build a house without an architecture
sketch?
Model is the sketch of the system to be built in a
project.
Would you like to have an estimate how much
your new house is going to cost?
Your model gives you a very good idea of how
demanding the implementation work is going to
be!
If you hired a set of constructors from all over the
world to build your house, would you like them to
have a common language?
Model is the common language for the project
team.
Would you like to verify the proposals of the
construction team before the work gets started?
Models can be reviewed before thousands of
hours of implementation work will be done.
If it was a great house, would you like to build
something rather similar again, in another place?
It is possible to implement the system to various
platforms using the same model.
Would you drill into a wall of your house without a
map of the plumbing and electric lines?
Models document the system built in a project.
This makes life easier for the support and
maintenance!
Why Architect Data?
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40. Take Aways
• What is an information architecture?
– A structure of data-based information assets
supporting implementation of organizational strategy
– Most organizations have data assets that are not supportive of strategies -
i.e., information architectures that are not helpful
– The really important question is: how can organizations more effectively use their
information architectures to support strategy implementation?
• What is meant by use of an information architecture?
– Application of data assets towards organizational strategic objectives
– Assessed by the maturity of organizational data management practices
– Results in increased capabilities, dexterity, and self awareness
– Accomplished through use of data-centric development practices (including
taxonomies, stewardship, and repository use)
• How does an organization achieve better use of its information
architecture?
– Continuous re-development; the starting point isn't the beginning
– Information architecture components must typically be reengineered
– Using an iterative, incremental approach, typically focusing on one component at a time
and applying formal transformations
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Questions?
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+ =
41. Upcoming Events
EDW 2016
Establishing the CDO Agenda
April 19, 2016 @ 3:45 PM PDT
April Webinar:
Data Governance Strategies
April 12, 2016 @ 2:00 PM ET/11:00 AM PT
Sign up here:
• www.datablueprint.com/webinar-schedule
• www.Dataversity.net
Brought to you by:
81Copyright 2016 by Data Blueprint Slide #
PETER AIKEN WITH JUANITA BILLINGS
FOREWORD BY JOHN BOTTEGA
MONETIZING
DATA MANAGEMENT
Unlocking the Value in Your Organization’s
Most Important Asset.