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Mdm Dg Summit 2011 Icbc Case Study By R Lee F Ismail Final

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Mdm Dg Summit 2011 Icbc Case Study By R Lee F Ismail Final

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MDM & DG Summit Toronto - June 2011 - "Using DG as a catalyst for successful Business Transformation"
(Joint w/Farzin Ismail - Deloitte)

MDM & DG Summit Toronto - June 2011 - "Using DG as a catalyst for successful Business Transformation"
(Joint w/Farzin Ismail - Deloitte)


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Mdm Dg Summit 2011 Icbc Case Study By R Lee F Ismail Final

  1. 1. Data Governance as a Catalyst for Successful Business Transformation<br />Richard R. Lee (ICBC)<br />Director, Data Governance Office & INFO Project<br />Farzin Ismail (Deloitte)<br />Sr. Manager, Risk Management Practice<br />
  2. 2. Agenda<br />ICBC Overview<br />2014 Strategy and Transformation Program<br />Business Information Project (INFO)<br />ICBC’s Data Governance Journey<br />Interim Roles and Responsibilities<br />Deployment and Lessons Learned<br />1<br />
  3. 3. Icbc overview<br />2<br />
  4. 4. About ICBC<br />The Insurance Corporation of British Columbia (ICBC) is a provincial Crown corporation established in 1973 to provide universal auto insurance to B.C. motorists<br />Mandatory and optional (Competitive) insurance products (P& C)<br />Revenue >$3.6B<br />>3 million policies written<br />~ 1 million claims/year processed<br />Major investments in Road Safety Initiatives <br />Also responsible for driver licensing, vehicle licensing & registration and toll/fee collection<br />> 2.75 million vehicles registered<br />> 3.1 million licensed drivers<br />Tickets (contraventions), tolls & other fees collection<br />Collects vast amounts of information and needs to manage it as an asset<br />Information Management from an end-to-end view<br />Data Governance as a core discipline<br />
  5. 5.
  6. 6. Business Information Project (INFO)<br />The INFO project is responsible for developing an Enterprise Information Strategy and a Roadmap for ICBC to increase the benefit it receives from its information by:<br />Enabling “timely fact-based decisions”<br />Providinga“single version of the truth”<br />Delivering an “enterprise view”of all information assets<br />The INFO project is also responsible for implementing the core infrastructure, enabling technologies, business disciplines, and data governanceto make this goal successful<br />5<br />
  7. 7. INFO Project at a Glance<br />6<br />
  8. 8. Icbc’s data governance journey<br />7<br />
  9. 9. Data Governance<br />Proactively manages data and information: quality, privacy, security & compliance and availability <br />Lays the foundation for deriving meaningful insight from information through business applications and tools<br />8<br />Technology<br />Business<br />Joint Responsibilities<br />
  10. 10. Benefits of Data Governance<br />Data Governance Value<br />EffectiveBusiness Improvement<br />Risk Reduction<br />EfficientCost Savings<br />Leanness<br />Standards<br />Accuracy<br />Compliance<br />Relevancy<br />Agility<br />Availability<br />Improve ICBC’s compliance profile by aligning processes & practices with operational or regulatory requirements <br />Provide guidance on effective data mechanics and improve timeliness of information availability<br />Standardize and improve enterprise wide processes and data to reduce non-value activities<br />Enable increased responsiveness to emerging opportunities through coordinated management of data assets<br />Establish consistent processes for monitoring and improving the quality and integrity of data and information<br />Streamline the data capture process and enable LOBs to reallocate resources to higher value processes<br />Coordinate the identification of data and information relevant to business decisions<br />9<br />
  11. 11. ● = ICBC Current Maturity<br />●= ICBC Desired Maturity<br />10<br />Data Governance Maturity Model<br />
  12. 12. Setting the Tone for Data Governance<br />11<br />The word “Governance” conjures up different images in people’s minds<br />We prefer to think of it as a way to guide decisions around enterprise information<br />The Data Governance Office will help develop and maintain good quality information that can be shared across the company<br />
  13. 13. Data Governance Progression<br />Long-Term<br />Mid-Term<br />DG Policies<br />Integration of <br /><ul><li> IT Performance
  14. 14. Corporate Performance</li></ul>Short-Term<br />DG Guidelines and Standards<br />Interim<br />Standing Committee for Privacy, Security & Compliance<br />Extension of DG Office<br />Expansion of Data Stewards<br />DG Guidance<br />Data Governance Office<br />Data Quality Office<br />Integration of :<br />- Data Owners- System Architects<br />- Business Owners<br />DG Guiding Principles<br />Data Stewards<br />Data Profiling & Classification<br />Data Cleansing & Performance<br />Data Modeling<br />Information<br />Data<br />12<br />
  15. 15. Evolution of Data Governance<br />13<br />Data Governance Strategy<br />Long term<br />Short term<br />Mid term<br />Center of Excellence driven DG<br />Data Steward Servicesdriven DG<br />Corporate Strategy driven DG<br />Data Management Foundation<br />Information Management Foundation<br />Knowledge Management Foundation<br />Integrated DG Driving <br />Corporate Value<br />DG Service Deployed<br />Non-Intrusive DG Deployed<br /><ul><li>Leverage existing efforts
  16. 16. Provides guidance and support</li></li></ul><li>Data Governance Definitions<br />Data Governance Office – an organizational entity responsible for facilitating and coordinating Data Policy, Data Stewardship and/or Data Performance as services for ICBC<br />Interim DG Group – a temporary committee to provide DG guidance to in-flight or future projects<br />DG Terms of Reference (ToR) – the protocols by which the Interim DG Group will operate<br />14<br />
  17. 17. Data Governance: Support for Projects<br />The Interim Data Governance Office (DGO) will reduce project risks by ensuring that decisions about data and information are made to support:<br />A consistentview across the enterprise,<br />A single version of the truth,<br />An alignment with insurance industry standards e.g. IBM IAA, ACORD, IDMA<br />
  18. 18. Data Governance in Action<br />Goal<br />The Data Governance Office will review requests for new data to be captured to support analysis that has strategic importance and cross divisional impact<br />Request Example<br />Road Safety wants to prioritize investments and strategies, however, a critical piece of information (“main causal factors” in crash related claims) is not currently collected<br />Role of Data Governance<br />Data Governance will make a decision about this request after considering enterprise wide impact and alignment with the Enterprise Information Model<br />16<br />
  19. 19. Interim roles and responsibilities<br />17<br />
  20. 20. Interim Roles and Responsibilities<br />Approve<br /><ul><li>Approve drafts of guidance for distribution across ICBC
  21. 21. Affirm decisions made by the Functional Working Group (as appropriate)
  22. 22. Make decisions based on Decision Packages
  23. 23. Advocate for data governance across ICBC</li></ul>Data Governance Council<br />Develop<br />Data Governance Office (includes Functional Working Group)<br /><ul><li>Active contribution in the development of guidance
  24. 24. Active contribution to the development of Decision Packages
  25. 25. Make decisions based on Decision Packages
  26. 26. Identify outstanding issues to be escalated to the Data Governance Council and EC
  27. 27. Advocate for Data Governance across ICBC
  28. 28. Execute an effective communication process for data governance
  29. 29. Meet approximately weekly</li></ul>Subject Matter Experts<br />Sub-Committees<br />Consult<br /><ul><li>Active contribution in the development of guidance
  30. 30. Active contribution to the development of Decision Packages
  31. 31. Provide domain-specific guidance to Functional Working Group
  32. 32. Advocate for awareness of data risks and opportunities </li></ul>18<br />
  33. 33. Role of the Data Governance Council<br />Data Governance Council:<br /><ul><li>Composed of designated members of the Executive Committee
  34. 34. Focus on operational sustainment of information
  35. 35. Provide guidance to help manage information as an asset</li></ul>Executive Committee:<br /><ul><li>Define ICBC’s strategic vision and strategic outcomes
  36. 36. Make decisions on complex organizational issues
  37. 37. Engage Data Governance Council when decisions have information implications</li></ul>Data Governance Council<br />Executive Committee<br />19<br />
  38. 38. The Two Hats of the Data Governance Office<br />Executive<br />Data Governance Council<br />Business / Project Role<br /><ul><li>Identify strategic uses for information based on business objectives
  39. 39. Provide oversight for complex information decisions</li></ul> (e.g. migration)<br />Data Governance Role<br /><ul><li>Proactively define/align rules (policies, standards and practices)
  40. 40. Provide forum for the resolution of data related issues:
  41. 41. e.g. Business Terms
  42. 42. React to and resolve issues arising from non-compliance with rules
  43. 43. Advocate for data governance</li></ul>Data Governance Office (DGO)<br />Engage<br />Engage<br />DGO Executive<br />Data Stewards<br />Inform<br />Inform<br />Subject Matter Experts<br />Solution Leads<br />Project Teams / Ongoing Operations<br />Policies<br />Decision Package<br />Outcome<br />Outcome<br />Standards<br />Decision Package<br />Practices & Processes<br />20<br />
  44. 44. DGC Business Role: Considerations(e.g. Migration)<br />Data Governance Council<br />Provide oversight on complex information decisions e.g. migration<br /><ul><li>Review decision packages and determine option to be considered
  45. 45. Review migration plans to ensure alignment with strategic, operational and information management objectives</li></ul>Data Governance Office<br />(e.g. DGOE, Analytics , SMEs, Solution Leads)<br />Consult / Review / Analyze<br /><ul><li>Work with project teams to determine alignment with strategic, operational and information management objectives
  46. 46. Review project migration plans to understand scope of data to be migrated and ensure the data governance guiding principles are observed / incorporated into plans</li></ul>Advise Data Governance Council on recommended option(s) within decision package<br />Project Teams / Ongoing Operations<br />Liaise with Data Governance Office<br /><ul><li>Consult with Data Governance Office as migration plans are prepared to ensure strategic, business and information management objectives are incorporated
  47. 47. Prepare decision package materials</li></ul>21<br />
  48. 48. DGC Governance Role: Considerations (e.g. Business Terms)<br />Data Governance Council<br />Provide governance oversight on information management activities<br /><ul><li>Endorse the proposed business terms and their definitions
  49. 49. Resolve business term definition where conflict exists</li></ul>Data Governance Office<br />(e.g. DGOE, Analytics , SMEs, Solution Leads)<br />Consult / Review / Analyze<br /><ul><li>Advise Business Term Working Group on approach i.e. internal / external standards, hierarchy of glossaries
  50. 50. Create the process for approval and endorsement of definitions
  51. 51. Work with the project team to devise governance process for changes to definitions
  52. 52. Oversee the implementation of the corporate glossary (e.g. tools, change management & communication)</li></ul>Advise Data Governance Council on recommendation to endorse or recommended option(s) where conflict exists<br />Project Teams / SMEs<br />Liaise with Data Governance Office<br /><ul><li>Consult with Data Governance Office to ensure the appropriate stakeholders are involved
  53. 53. Provide recommended term definitions to be approved / endorsed</li></ul>Change Management & Communication<br /><ul><li>Once approved, work with Change Management & Communication to ensure all impacted parties are made aware of controlled vocabulary</li></ul>22<br />
  54. 54. Data governance guiding principles<br />23<br />
  55. 55. Data Governance Guiding Principles<br />Data Governance Guiding Principles set out high-level considerations for analyzing and evaluating alternative courses of action<br />There is one foundational principle (“Information is an Asset”) and twelve subsequent principles<br />The style used to articulate the principles aligns to the style used for ICBC’s Technology Alignment Strategy<br />24<br />
  56. 56. lessons learned<br />25<br />
  57. 57. Lessons Learned<br /><ul><li>Be clear on scope of effort</li></ul>Data governance support to projects<br />Future state environment<br /><ul><li>Don’t boil the ocean</li></ul>Prioritize what’s needed and focus efforts<br />Some foundational elements are required establish directional guidance that can later be formalized (i.e. policy)<br /><ul><li>Be prepared to be flexible</li></ul>Allow for a feedback loop for continuous improvement<br />26<br />
  58. 58. Lessons Learned Cont’d.<br /><ul><li>Communication, communication, communication</li></ul>Know your key messages and stakeholders<br />Proactively engage stakeholders<br />Establish how broadly to communicate<br /><ul><li>Strong integration with Transformation Program efforts</li></ul>Engage project teams to initiate and sustain ongoing discussion around the Data Governance in general<br />Show how DG principles can be incorporated into project activities<br /><ul><li>Knowledge transfer</li></ul>Identify internal resources to champion early to facilitate knowledge transfer<br />27<br />
  59. 59. Lessons Learned Cont’d.<br />Support materials<br />Have some FAQs<br />Provide some guidance on how to align with / apply DG principles<br /><ul><li>Did we say communication?</li></ul>28<br />
  60. 60. 29<br />QUESTIONS<br />
  61. 61. We are looking for a number of Information Management Professionals to join our team.Send your cv to Dave Govett @ ICBC dave.govett@icbc.com<br />30<br />

Notas do Editor

  • During the summer, the INFO team held workshops with each Business Division to identify their information requirements. The requirements were incorporated into the Enterprise Information Strategy which included 12 sub strategies. All of the strategies are aligned to:Enable - “timely fact-based decisions ”Provide - a“single version of the truth ”Deliver - an “enterprise view”The key is to treat our data and information as an asset. It has value, should be consciously managed just like our money or facilities and it has a life cycle.2. The business disciplines and the data governance will impact all of us in the room. We’re going to talk more about this today. Data is captured by us or by business partners or stakeholders, including customers. How can we improve on the accuracy at point of capture and how can we maintain the quality over the life of the data. We haven’t spent much time on this to date.... We need to be more purposeful about this in the future. The EIS is currently being reviewed for approval. (distributed Sept 24 – final reviewers = Sheila, Dave, Geri, Richard Lee)2. This fall, the INFO team is starting the EOI process for some of the enabling technologies it will implement including the Enterprise Data Warehouse and the Data Migration &amp; Integration technologies. Data governance will also be launched in early fall.
  • [PURPOSE of the slide]To provide an image that contains all of the main elements within the INFO projectThis slide can be used to describe the entire project. [MAIN POINTS] INFO project will develop the Enterprise Information Strategy (EIS) Some strategies are new, others are refreshed to ensure they align with overall EIS. Data Governance will ensure ongoing alignment There will be an interim and ongoing Data Governance Group The governance group will include business and technology representation Data governance requires a shift in thinking and discipline IAA model requires shift from proprietary to standards based approach[POSSIBLE EXTENSIONS] Add examples in any of the areas based on the specific audience.
  • ExampleMarket Share penetrationOpportunityGP version - The opportunity ishere as we introduce new systems to capture it in a clean fashion and manage the data and information to keep it clean for our future use. The cost of cleaning up the data is very high, in the millions, so let’s improve what we do. DG Scope Defines data ownership Establishes standardizations Defines escalation path for resolving data conflicts
  • Effective data governance is essential to drive business value and minimize risk - Enterprise value should result from improved quality of service, decision making and risk mitigationKey success factors to consider when realizing the three aspects of value from Data &amp; Information Governance include:Governance Model and ObjectivesAlignment of the Data &amp; Information Governance Model within the overall ICBC INFO strategy and objectivesCommitment by the leadership to follow and support the Data &amp; Information Governance ModelThe model is practical and efficientGovernance OrganizationClear governance ownership and accountabilities to meet business objectivesClearly defined structures, roles and responsibilities for all position levelsEffective use of cross-functional working groups to expedite effective decision-making; central body may still reserve endorsement or veto rightsAlignment to the organizational culture on autonomy, cooperation and complianceUtilization of existing governance bodies, particularly if operating successfullyIncorporation of existing corporate policies where applicableEngagement and ImplementationClear decision-making guidelines and protocols; escalation process for decision resolution proceduresConsistency in compliance enforcement; one lapse may imply that ALL governance can be ignoredOpenly shared information; governance process models and definitions are readily accessible to anyone who needs themEngagement of key stakeholders in decision-making processClear understanding of key stakeholders, core concerns, rationale for any resistance to changeDefined metrics partnered with a specific timelines for measuring progress
  • Where are we? And where do we want to go?Assessment made on the 5 dimension: Business Alignment / Organization / Principles / Practices / Enabling TechnologiesPrinciples:Data is not viewed as an asset. Data cannot always be trusted. Moving forward, data must be managed based on both risk and value to ICBC.Example: “Earned Premium” is a term that was not consistently defined across ICBC and was redefined with each project to implement a system referencing the term Definition of the term by the executive is achieved by consensusOrganization: ICBC’s data culture does not emphasize ownership and accountability and has resulted in lost opportunities, poor behaviors and ongoing systemic issues. Example: There are no roles accountable for data governance at ICBC Lines of business must manage data as best they can without clear guidance or supportProcess: There are no effective rules on how data is to be used or managed. It is not known what the cost has been of not having governance processes in place. Example: As data issues arise, they are addressed as a component of individual projects Measurement of data risk is based on anecdotal evidence and not systematically addressedTechnology: As legacy systems are replaced, a strategic vision should be in place to enable ICBC to leverage data as an asset Example: T: Drive originally designed to represent divisions and departments and access is granted on individual basis Current access model for T: Drive creates false sense of security and requires significant resources to process access requestsMATURITY DEFINITIONS1 AwareUnderstands the area and the capabilities that should be applied, but development of these capabilities has not yet occurred or is in its infancy.2 ReactiveImplementation or development of the area&apos;s capabilities are in response or to adapt to business pressures and needs as they arise (i.e., On-demand, Fire-fighting). 3 ProactiveImplementation and enhancement of the area&apos;s capabilities are collaboratively planned as projects and initiatives in conjunction with the business to address emerging or pending business needs. 4 ManagedOrganized process and practices exist in this area as part of an overarching information management program and governance framework to coordinate the planning and execution of projects and initiatives, inclusive with the efficient tracking of progress and performance measurement. 5 OptimizedCapabilities in this area contribute materially (and measurably) to enabling business transformation and efficiently adapting to business changes while providing maximum value in the managed deployment and development of information assets.
  • EXAMPLE – Branding ImageWe put a similar style of governance in place related to developing the “image” and consistent look and feel of our brand ….could not be done without some governance that guides our signage, brochures, websites, etc.  Data governance is no different… the guidelines are there to help us reach or goal. -----------------------In INFO’s case it will be the Enterprise Information Model and a consistent use of terms
  • The intent of the image is to show that the interim group is focussing on the basics (guidelines and principles) and with iteration and maturity more things will be added and formalized (standards and policies, etc.) Rather than focus on a timeline progression, the maturation of the Data Governance Office will occur as capabilities and competencies are developedPale blue shading = practices, policies, measurement Darker blue = DG roles Grey = enabling technologies processes
  • NEW update from Richard – Oct 1 onwards - accumulate DG requestsNovember 15 - First council meeting isBefore end of year – goal to have 3 meetings[FYI - planning and orientation sessions to start in October for Team / Communications to start in Oct / Exec Training is Nov 7]EmphasizeBusiness &amp; IS RepresentationBusiness Divisions will need to provide representatives, as required, to ensure their interests are considered in requests that could impact their area-----------------------------------------------------------NOTE: The 4 Portfolios Groups will need to have a representative identified that can dedicate 25% of their time to working with the DG GroupDG Scope Defines data ownership Establishes standardizations Defines escalation path for resolving data conflicts
  • EXAMPLE (from John V)Road Safety wants to prioritize investments and strategies, however, “main causal factors” in crash related claims is not currently collected. Therefore, we engage in time consuming analytical work to try and link claims and police data, and at the end we get a weak and unreliable linkage, with no credible conclusions that can drive strategic decisions
  • Speaking notesBe prepared to be flexibleCommunication, communication, communication Know your key messages and stakeholders – what do you want to tell people? Who? Proactively engage stakeholders – How will you engage them? When? Establish how broadly to communicate – Who needs to know what and when?