DataEd Online: Building the Case for the Top Data Job

Building the Case for the Top Data JobTITLE

PRODUCED BYDATA BLUEPRINT 10124-C W. BROAD ST, GLEN ALLEN, VA 23060

CLASSIFICATIONEDUCATION

DATA SLIDE2/14/2012

© Copyright this and previous years by Data Blueprint - all rights reserved!

Date: March 12, 2013Time: 2:00 PM ETPresented by: Peter Aiken, PhD

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Reflec%ons on the past 25 years of organiza%onal IT accompl ishments , combined with performance measurement data, indicate that current IT management has been called upon to do a job that it cannot do well. Data are assets that deserve to be managed as professionally and aggressively as other company assets. Objec%ve measurements show that approximately 1% of all organiza%ons achieve data management success. In the face of the ongoing “data explosion,” this leaves most organiza%ons wholly unprepared to leverage their sole, non-‐degrading, strategic asset. The requirements and organiza%onal performance dictate a full %me posi%on that does not report to IT and manages the data func%on from a func%on that is external to and precedes the SDLC. While transforma%on may require some organiza%onal discomfort, this move will achieve improved organiza%onal IT performance faster and cheaper than ERPs or any other silver bullet.

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DATA SLIDE2/14/2012


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Meet Your Presenter: Dr. Peter Aiken

• Internationally recognized thought-leader in the data management field - 30 years of experience– Recipient of multiple international

awards– Founder, Data Blueprint

(http://datablueprint.com)• 7 books and dozens of articles• Experienced w/ 500+ data

management practices in 20 countries

• Multi-year immersions with organizations as diverse as the US DoD, Deutsche Bank, Nokia, Wells Fargo, and the Commonwealth of Virginia

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2/14/2012DATA BLUEPRINT 10124-C W. BROAD ST, GLEN ALLEN, VA 23060 EDUCATION

Peter Aiken

Building the Case for the

Top Data Job

- datablueprint.com 3/14/2013 © Copyright this and previous years by Data Blueprint - all rights reserved!5

Wordle(.net)

TITLE Agenda1. Context: What is Data Management/

DAMA/DM BoK/CDMP

2. Why there typically isn’t and ultimately must be an authority (a chief) on organizational informational asset management

3. Why CIOS have not been able to devote the required time and attention

4. The seriousness of the skill gap – requisite expertise is rare

5. Understanding the ideal relationship between Data and IT

PRODUCED BY DATA BLUEPRINT 10124-C W. BROAD ST, GLEN ALLEN, VA 23060

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EDUCATION

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1. Context: What is Data Management/DAMA/DM BoK/CDMP?

2. Why there typically isn’t and ultimately must be an authority (a chief) on organizational informational asset management?

3. Why CIOS have not been able to devote the required time and attention?

4. The seriousness of the skill gap – requisite expertise is rare?

5. Understanding the ideal relationship between Data and IT?


DAMA/DM BoK/CDMP








EDUCATION


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DATA SLIDE2/14/2012


Five Integrated DM Practices

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#dataed

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DATA SLIDE2/14/2012


Five Integrated DM Practices

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Manage data coherently.

Share data across boundaries.

Assign responsibilities for data.Engineer data delivery systems.

Maintain data availability.

Data Program Coordination

Organizational Data Integration

Data Stewardship Data Development

Data Support Operations

#dataed


• 5 Data Management Practices Areas / Data Management Basics

• Are necessary but insufficient prerequisites to organizational data leveraging applications (that is Self Actualizing Data or Advanced Data Practices)

Data Management Practices Hierarchy (after Maslow)

Basic Data Management Practices– Data Program Management– Organizational Data Integration– Data Stewardship– Data Development– Data Support Operations

http://3.bp.blogspot.com/-ptl-9mAieuQ/T-idBt1YFmI/AAAAAAAABgw/Ib-nVkMmMEQ/s1600/maslows_hierarchy_of_needs.png

Advanced Data Practices• Cloud• MDM• Mining• Analytics• Warehousing• Big

• 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 (more at dama.org)

– Organized around several environmental elements

• CDMP– Certified Data Management Professional– DAMA International and ICCP– Membership in a distinct group made up of

your fellow professionals– Recognition for your specialized knowledge

in a choice of 17 specialty areas– Series of 3 exams– For more information, please visit:

• http://www.dama.org/i4a/pages/index.cfm?pageid=3399

• http://iccp.org/certification/designations/cdmp

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DATA SLIDE2/14/2012


DAMA DM BoK & CDMP

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#dataed

Data Management Func-ons


DAMA/DM BoK/CDMP








EDUCATION


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What does it mean to treat data as an organizational asset?

• Assets are economic resources– Must own or control– Must use to produce value– Value can be converted into cash

• An asset is a resource controlled by the organization as a result of past events or transactions and from which future economic benefits are expected to flow to the organization [Wikipedia]

• With assets:– Formalize the care and feeding of data

• Cash management - HR planning

– Put data to work in unique and significant ways• Identify data the organization will need [Redman 2008]

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Organizations Surveyed

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• Results from more than 500 organizations

• 32% government

• Appropriate public company representation

• Enough data to demonstrate European organization DM practices are generally more mature

Local Government4%

State Government Agencies17%

Federal Government11%

Public Companies 58%

International Organizations10%


CIOs

• Have accomplished astounding feats• Many have developed excellent organizational skill sets

• Delivered excellent business value to their organizations

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C OX - datablueprint.com 3/14/2013 © Copyright this and previous years by Data Blueprint - all rights reserved!16

ESPOQR


58 Commonly Used Chief Officer Titles

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• Chief Accounting Officer, Chief Administrative Officer, Chief Analytics Officer, Chief Audit Officer, Chief Brand Officer, Chief Business Officer, Chief Channel Officer, Chief Commercial Officer, Chief Communications Officer, Chief Compliance Officer, Chief Creative Officer, Chief Data Officer, Chief Executive Officer, Chief Financial Officer, Chief Human Resources Officer, Chief Information Officer, Chief Information Security Officer, Chief Innovation Officer, Chief Investment Officer, Chief Immigration Officer, Chief Geospatial Information Officer, Chief Knowledge Officer, Chief Leadership Officer, Chief Learning Officer, Chief Legal Officer, Chief Marketing Officer, Chief Marketing Information Officer, Chief Medical Officer, Chief Merchandising Officer, Chief Networking Officer, Chief Operating Officer, Chief Process Officer, Chief Procurement Officer, Chief Product Officer, Chief Research Information Officer, Chief Risk Officer, Chief Science Officer, Chief Stores Officer, Chief Strategy Officer, Chief Technology Officer, Chief Visionary Officer, Chief Web Officer


The "Chief Officer" Title

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• Chief– The head or leader of an organized body of people; the

person highest in authority: the chief of police• Chief Risk Officer (CRO)

– Individual possessing the knowledge, skills, and abilities makes decisions and implements risk management

• Chief Medical Officer (CMO)– Responsible for organizational medical matters. The

organization, and the public, has similar expectations for any of chief officer – especially after Sarbanes-Oxley

• Chief Financial Officer (CFO)– Individual possessing the knowledge, skills, and abilities to

be both the final authority and decision-maker in organizational financial matters

[dictionary.com]


CFO Necessary Prerequisites/Qualifications• CPA

• CMA

• Masters of Accountancy

• Other recognized degrees/certifications

• These are necessary but insufficient prerequisites/qualifications

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0% 17.500% 35.000% 52.500% 70.000%

68%

56%

49%

34%

24%

13%

Operations

Finance

Sales

Marketing

HR

IT

• No specific qualifications• Typically technological fields: computer science,

software engineering, or information systems • Many have Master of Business Administration or

Master of Science in Management degrees• Recently leadership capabilities, business

acumen and strategic perspectives have taken precedence over technical skills

• It is now quite common for CIOs to be appointed from the business side of the organization, especially if they have project management skills. http://www.cioinsight.com/c/a/IT-Management/CIO-Job-Description-Which-Skills-Really-Matter-842565/


CIO Qualifications/Background

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Comparison of DM Maturity 2007-2012


• By using the title CIO, they are unintentionally misleading their organization in two ways: 1. They are misleading them into thinking their CIO is

someone with the requisite knowledge, skills, and abilities to manage the organizational data assets; and

2. That there actually is someone in charge of using organizational data as an asset in support of strategy.

1

2

3

4

5

Data

Pro

gram

Coo

rdina

tion

Orga

nizat

ional

Data

Inte

grat

ion

Data

Ste

ward

ship

Data

Dev

elopm

ent

Data

Sup

port

Oper

ation

s

2007 Maturity Levels 2012 Maturity Levels

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DATA SLIDE2/14/2012


Title: Chief Data Officer (CDO)• Description

– Directs organizational data leveraging (as coordinated architecture activities) ensuring maximum support for strategy achievement

– Understands and influences enterprise business strategy through the leverage, optimization and management of enterprise data assets

• Duties– Understanding business strategy and developing an aligned enterprise data strategy– Leveraging, optimizing, and managing enterprise data assets– Coordinate enterprise data functions across all lines of business and breaking down silos– Establishing/maintaining an advantageous data governance program– Reducing data ROT/increasing data reuse– Ensuring adequate access to and security of data

• Skills– Demonstrated critical thinking, excellent communication, interpersonal relations and

negotiation skills are essential as well as strong administration, organizational, analytical and problem solving skills

Background– A bachelor’s degree in Computer Science, Information Technology or related field

(advanced degree desired), ten to fifteen years of progressive responsibility including executive leadership ability. CDMP Preferred!

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DAMA/DM BoK/CDMP








EDUCATION


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What do we teach business people about data?

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What percentage of them deal with it daily?


What do we teach IT people about data?

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• 1 course– How to build a new

database– 80% of IT expenses

are used to improveexisting IT assets

• What impression doIT people get fromthis education?– Data is a technical

skill that is used to develop new databases• This is not the best way to educate IT and business

people about data - every organization's– Sole non-depleteable, non-degrading, durable, strategic asset



Top Five CIO Concerns 2005-2011

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2005 2006 2007 2008 2009 2010 2011Grant Thornton-State CIO Survey 1 1 1 1 1 1 6Ameritech ITAA Annual CIO survey 1 1 1 1 1 1 6CIO Magazine-State of the CIO 1 1 1 1 1 5UK CIO Survey 1 1Gartner Annual Priorities 1 1 1 1 1 1 1 7Informationweek Global CIO top 10 issues 1 1 1 3Accenture CIO Survey 1 1KPMG & Harvey Nash 1 1 1 1 1 1 6NASCIO Survey 1 1 1 1 1 1 1 7Robert Half Technology 1 1 1 1 1 1 6

3 6 9 7 8 8 7 48

2005 2006 2007 2008 2009 2010 2011 0.000

0.200

0.400

0.600

0.800

IT/Infor

mation S

ecurity

/Privacy

Virtualiz

ation

Data ce

nter/IT

effici

encie

s/Clou

d

Social M

edia

Impro

ving p

eople

/leade

rship

BI/ana

lytics

Standa

rdizat

ion/co

nsolida

tion

IT workfor

ce de

velop

ment

IT gover

nance

Risk m

anag

emen

t

Mobile

applic

ations/

techn

ologie

s

Inform

ation S

harin

g

Imple

menting

plans/

initativ

es/ach

ieving

resul

ts

Acquisit

ion/pr

oject m

gt

Process

/syste

m integ

ration

Strateg

ic plan

ning


Top Five CIO Concerns 2005-2011

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The Top Job• Finance• Operations• Sale/Marketing• HR• Risk• Technology/CIO

– Align IT initiatives with business goals– Improving IT operations performance– Cultivating the IT/business partnership– Cost control/expense management– Implementing new systems– Leading change efforts– Driving business innovation– Redesigning business processes– Developing and refining business strategy– Negotiating with IT vendors– Managing IT crises– Developing market strategies & technologies– Security management– Studying trends to identify opportunities


Where does data go?

29... data

Information


DAMA/DM BoK/CDMP








EDUCATION


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What should TDJs do?

• Successfully leveraging organizational data-based assets in support of organizational strategy


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

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Less ROT

Technologies

Process

People


CIOs must understand architecture

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Nothing should be build on this foundation!

USS Midway & Pancakes


CIOs must understand engineering concepts

• It is tall• It has a clutch• It was built in the 1940's• It is still in regular use


CIOs aren't ...

• The ultimate authority on organizational informational assets

• Able to devote the required time/attention to the management of organizational informational assets

• Possessed of the requisite expertise to manage organizational informational assets

• Situated to achieve success organizationally as long as they have a technology development perspective


DAMA/DM BoK/CDMP








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(Version +1)


Designing for Evolution is Different than Creating New Systems

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Common Organizational Data (and corresponding data needs requirements)

New Organizational

Capabilities

Systems Development

Activities

Create

Evolve

Future State

Results

Increasing scope and depth of information architecture utility

Individual SDLC Effort


Individual SDLC efforts make increasing use from IA

• Over time the:– Number of requests increase– Utility of the results increase– Amount of metadata contributed by

new systems development increases

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Requirements

Design

Implement

Requests Results


Requirements

Design

Implement

Requests

Results


Requirements

Design

Implement

Requests

Organized system

metadata

Organized system

metadata

Organized system

metadata


Arguments for not reporting to IT1. IT does not feel the true impact

of poor DM practices2. IT does not that they do not know

organizational business rules that govern data and its use.

3. IT does not own or control access to the subject matter expertise ultimately needed to implement business driven data centric data development practices.

4. Only the business can competently assign values on various data uses.

5. Reporting to IT has been expected because IT owned the method.

6. CIOs are already slammed. 40


Arguments for reporting to the business1. Appropriate division of

labor

2. Reduction in organizational system requirements translations

3. Encourages business to learn appropriate IT-derived methods

4. Better encourages data and architectural component reuse

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Top Operations Job


TDJ Reporting

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Top Job

Top Finance Job

Top InformationTechnology Job

Top Marketing Job

TopData Job

• There is enough work to justify the function• There is not much talent

Data Governance Organization


DAMA/DM BoK/CDMP








EDUCATION


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Chief Electrification Officer

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• Chief Electrification Officer – responsible for electrical generating and distribution systems. The title was used mainly in developed countries from the 1880s to 1940s during the electrification of industry, but is still used in some developing countries.


Upcoming Special Event

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Leading the Data Asset Management Team: CDO or Top Data Job?Join Peter Aiken, Ph.D. and Micheline Casey forthis interactive discussion on the role of Chief Data Officer (CDO) or Top Data Job (TDJ).

Attendees will be presented with big ideas and alternative ways not only for how to think about the role of CDO/TDJ but also how to plan and establish a CDO/TDJ position at their organizations. This webinar is intended to provide viewers with deep insights from two data management thought leaders.

March 19, 2013 @ 2:00 PM ET/11:00 AM PT

Brought to you by:

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DATA SLIDE2/14/2012


Questions?

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Upcoming Events

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April Webinar:Unlock Business Value through Data GovernanceApril 9, 2013 @ 2:00 PM ET/11:00 AM PTSign up here: • www.datablueprint.com/webinar-schedule • www.Dataversity.net

May Webinar:Demystifying Big DataMay 14, 2013 @ 2:00 PM ET/11:00 AM PT Sign up here:• www.datablueprint.com/webinar-schedule • www.Dataversity.net

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