0. Implementing Business Driven Information Management Practices
From Policy to Metadata

1. the trail ….. Introduction Corporate Information Policy
Business Information Management Framework
Information Stewardship
Business Information Standards
Templates for Metadata Standards
Pedigree & Impact Analysis
Moving Forward
Bread Crumb trail – weaves together our experiences of the past 4 years, in earnest for the past 2 years
so you know where we are
Lot of ground to cover
Introduce you to the bank of Montreal
As our title said, will move from Policy to metadata
Framework, although second on the agenda, it’s the most recent of our work in IM
tremendous progress with Stewardship
The business driven standards and why we are finding this to be so much more powerful than a technology driven approach
Metadata has already begun to show up in our story, the business is seeing a standard, we are seeing metadata, here is how we managed it
Using metadata to support our business but also to support our warehouses, marts and the folks supporitng our legacy environment
Wrap up by sharing with your where we are going next.

2. Introduction Corporate Information Policy
Business Information Management Framework
Information Stewardship
Business Information Standards
Templates for Metadata Standards
Pedigree & Impact Analysis
Moving Forward

3. Who is Bank of Montreal Financial Group
Founded in 1817, Canada’s first bank, made up of:
Personal and Commercial Client Group
7.5 million personal and commercial customers
1,100 branches
2,000 automated banking machines
Private Client Group
Investment Banking Group
Assets $265 billion as of January 31, 2004
34,000 employees

4. The Future Vision for BMO Financial Group
We want to be…
…the best financial services company, wherever we choose to compete
We will get there by…
…being a top-performing transnational financial institution, operating broadly in Canada and through significant focused franchises in the U.S.
Our objective is…
…to maximize total return to BMO shareholders and generate, over time, first-quartile total shareholder returns relative to our Canadian and North American peer groups
Our bank is focusing on being a North/south bank. We continue to leverage the best practices on both sides of the boarder
In everything we do, we ask:
does this benefit our shareholders ?
Does this help us to get it right with the customer ?
Does this help “Helen” ? our fictitious front line person servicing customers

5. William G. Smith & Associates
Acknowledgements
Learning from Information Management Industry Leaders ….. Influenced by Best Practices from previous DAMA conferences …..
AERA (C.L. Yonke)
BearingPoint
CGI
Government of Alberta
IBM
Larry English
Peter Block
Thomas Davenport
William G. Smith & Associates
Before we get into this presentation we wanted to acknowledge who’s been helping us
(whether you knew it or not)
over the past couple of years.
I know this happens at the end,
but we thought it might be interesting to see if you can find yourself in this deck.

6. Corporate Information Policy
Introduction
Corporate Information Policy
Business Information Management Framework
Information Stewardship
Business Information Standards
Templates for Metadata Standards
Pedigree & Impact Analysis
Moving Forward

7. Information Lay of the Land …..
The climate we are operating in today; a mix of business growth, competition and risk BUT it’s also a climate of increasing regulatory requirements
In today’s business environment it is a given … we must:
know who our customer is
ensure our organization’s information enables us to make the right business decisions
Emerging regulatory requirements are starting to shape the information management requirements of all companies …
Privacy & security safeguards on customer data, long-term storage of historical records, stronger auditability
LEGALLY accountable for the information
in the wake of Enron, must be responsive to legislation such as the Patriot Act Sarbanes-Oxley Act (audits& financial reporting) & others
Balancing act … Information Management is not just for one or the other.
Business environment, information is absolutely critical, we spend millions building & implementing our business strategies, and we can’t do that on quick sand
However, we are a bank and have regulatory and legal obligations for the information
We are working in the wake of Enron, Worldcom, and post 9/11, we have Anti Terrorist and Money Laundering legislation to comply with, along with Privacy, SOX - information required
Regulatory BALANCED with Business Advantage
Organizations to rigorously get a handle on their information, manage it to ensure compliance AND leverage it for business advantage.

8. Information, along with financial and human resources, is a key resource in managing any business.
As such, information needs to be managed as an integrated business resource or asset.
What type of Information ?
ALL Information …
Any information used by the business to fulfill its mission and business objectives.

9. Why Introduce a Policy ? The Drivers …..
Business Strategies & Business Activities
Privacy
Customer Information Quality
Information Security
Retention of Information & Protection
Corporate Risk Management
Content Management
Regulatory Requirements
Lots of drivers
Business strategy - Around what our business is trying to do
Privacy - what we are legally obliged to do – not to mention Privacy is good business practice too – our business is built on trust – with roots in our information
CIQA – info not treated as an asset – several recommendations
Info Security - We worry about cost if we under protect our resource – same goes if we over protect it – classification of information addresses this and is part of the policy
Retention – for that matter life cycle management of the resource (acquisition to retirement) not managed as such in the bank today – then the quantity of what we keep – Vivek said “mountains” –this diminishes our ability to protect the right things the right way.
Corp Risk has been working on Policy redesign – board approving too many policies, some s/b operational directives – identified topics where policy is a must have – Info Resource Mgmt was one such area
Content mgmt – difficulties in finding the right info and then worries about inconsistencies

10. Corporate Information Management: The Principles
These are common terms of reference for making decisions and provide the basis for directives, developing processes, standards and guidelines to manage information assets.
Accountability
Information Stewardship, different to custodians
Planned and Coordinated Approach
Information
Management
Usability
Information integrated with the planning cycles
Quality & meeting the needs
Life-cycle Approach
Optimize the value of Information Assets
Planning, acquisition, creation, transformation, storage, use, retention or destruction & purging
Foundational, leveraging information, linked to investments
Accessibility
Sharing, authorized access

11. The Policy Framework - How Policy Fits In
High level definition …
Information Management Policy, Privacy Policy, Information Security Policy
Board Policy
Corporate Policy
Authority assigned by Board for T&S and Business activities
Operating Directives
Defines the expected outcomes …
Directives on Information Stewardship, Retention
Accountabilities
Role definitions
Provides direction to procedural activities
Standards & Guidelines
Procedural and ‘how to’ …
Naming/Data Standards, Information Classifications, XML Tags, Business Definitions, Repository Metadata, ERwin, Vignette, Model Management, Taxonomies
Preferred Practices
Operating Manuals
Supporting Tools
Standards

12. Impacts - What This Means to the Way We Work
The Corporate Information Management Policy articulates the objectives and principles of well managed information … throughout the entire organization ….
Accountabilities
Clarity & Consistency
Ingrains Information Quality Practices
Supports Other Policies & Initiatives
Adds Formality & Rigor

13. Information Policy – how we did it
Steps Leading to the establishment of the Policy
led by Information Resource Management (IRM) but drafting prepared within a multi-disciplinary team
early adopters from a handful of areas but we ‘advertised’ that heavily – early adopters included: Legal, Privacy Office, Risk Management, Corporate Audit, Personal & Commercial business areas, IT, Corporate Risk and Information Security
reviewed with many executives, influenced committees and governing boards by working 1:1 with all members before any major milestone or presentation
journey took one year, got board level policy approval Oct. 27, 2003, becomes effective May 2004
Identify your partners first
Allow time for socialization
Link the Policy to existing information management processes (security classifications, employee attestations, etc.)

14. Business Information Management Framework
Introduction
Corporate Information Policy
Business Information Management Framework
Information Stewardship
Business Information Standards
Templates for Metadata Standards
Pedigree & Impact Analysis
Moving Forward

15. Business Context for Information Management
What Information?
Business Vision
Customer
Transactions
Financial
Offerings
(eg. Products)
Policy &
Regulations
Market
Strategy
Business
Directions
Resources
(eg. Employee)
Contracts
Information Management
Information Management
Locations
Goals/Objectives
Measure/Monitor
Operational Model
In order for Information Management to be effective, it needs to be linked to the goals and objectives of the organization.
Operational Business Processes
Information Management

16. Technology & Architecture Operationalizing Information Management
Information Management Operational Framework
The Information Management (IM) Operational Framework provides a means to position the Bank’s current maturity level across “elements” of Information Management. Elements describe what needs to be in place in order to put the Corporate IM Policy Principles into practice across the organization.
IM elements are based on generally accepted best practices and industry subject experts, and reflect the integration of capabilities required to effectively implement Information Management across the organization.
Culture & Behaviors
People
Processes
Technology & Architecture
Governance
Strategy
Operationalizing Information Management
Based on components of two industry models:
Davenport Information Ecology Model
BearingPoint Information Management Capacity Check Methodology.
IM elements have been grouped by these six operational perspectives.

17. Technology & Architecture
IM Operational Framework & the Corporate IM Policy Principles
Putting the Corporate Information Management Policy principles into practice…
All information is assigned an Information Steward. Accountability for the information stewardship, custody and management of information, is clearly defined.
Accountability
How is the Steward’s role integrated into the planning process?
Culture & Behavior
People
Processes
Technology & Architecture
Governance
Strategy
Information Valuation &
Strategic Planning
What are the “Buckets” of information for which Stewardship will be established?
How are other roles motivated to support the Accountability model?
Roles &
Responsibilities
Classification
How is the Steward’s role integrated into the quality program?
Incentives
Quality of Information

18. The IM Framework – how we did it
- danger of IM being perceived as a ‘technology thing’
- needed framework to illustrate the breadth & scope of IM
- needed help to operationalize the IM policy and principles
- combined & customized industry best practice frameworks to help us position IM
- discussed many of the IM elements with internal SMEs, at the same time raising awareness for IM
- currently using the framework as context and ‘backdrop’ to describe our IM practices relative to the IM Policy
- it’s a ‘living’ framework, further refinement expected

19. Information Stewardship
Introduction
Corporate Information Policy
Business Information Management Framework
Information Stewardship
Business Information Standards
Templates for Metadata Standards
Pedigree & Impact Analysis
Moving Forward

20. A response to information quality needs
Information Stewardship – the Business Perspective
A response to information quality needs
Poor quality of information is a “significant inhibitor to the success of strategic business initiatives and makes it difficult, if not impossible, to generate business value from any effort requiring significant integration of data”.
Areas within BMO, such as Personal & Commercial Client Group (PCCG) and Private Client Group (PCG), have been working towards managing information (specifically Customer information) as a strategic asset, focusing on the quality of the asset and recognition that Stewardship will enable this process more efficiently.
The Bank has begun to recognize Information as a strategic asset which supports business strategies. The Steward role is key to ensuring this key asset is of acceptable quality.
1. Gartner Research, COM , Feb 7, 2003.

21. Our Information Stewards are from the Business Areas
Major Roles & Responsibilities :
Provide the meaning of the information, its business rules & contextual use.
Monitor quality of information for accuracy, timeliness, consistency, validity, completeness, redundancy and impact across projects. For anomalies, propose resolutions that may span multiple business areas.
Determine who may access information in accordance with privacy and information security policies.
Provide direction for retention and deletion of information as per business regulatory and legal requirements.
Ensure the information characteristics are available to a broad audience through the Corporate Metadata Repository.

22. The Customer Information Integrity Group
Mission:
“In support of PCCG’s business strategy of growing share of wallet with our target customers and treating all customers as individuals, a fundamental capability is to have quality customer information that supports business strategy development and implementation accessible to all business users.”
Goals:
To manage customer information as a strategic asset and to improve profitability and competitive advantages of both our customers and ourselves.
Create customer information that is cost effective, dependable and easy to understand so we can build trust with our customers.
Ensure business processes and technology support are aligned to maintain the quality of customer information and reflect our ability to treat customers as individuals.
To ensure all employees take ownership for the quality of our customer information in the capturing, modifying

23. Data & Technology Simplification
Customer Information Integrity Plan
Data Remediation
Customer Contact Cleanup:
Reduce duplicate customer records
Correct address/telephone information
Simplify business process and close “back doors”
Focus on key customer contact info
Build awareness of issue in Frontline
Foundation for Change
Information Management Corporate Policy Approved
Customer Profile and core data definitions agreed to by PCCG
Customer Information Stewardship established across PCCG
Customer Information Strategy
Approval
Business Governance established
Data & Technology Simplification
Technology Plan approved by MBEC and funded through BMO Connect
Retool of Data Infrastructure aligned to support BMO Financial initiatives

24. Perfect customer record Duplicate Customer Records
Key Performance Indicators for Customer Information
Exec Level Percentage remaining duplicate customer records
Percentage increase of “perfect” customer records
Leading Indicators > Team Scorecard
Indicators
Aligned To
Number of data elements that are standard in Book of Record
Perfect customer record
Number of data elements certified in product systems
Number of business instances that use standards
Number of “Backdoor” closures completed
Duplicate Customer Records
Number of duplicate customer records merged
Percentage reduction in invalid addresses
Certification process implemented
Change / Behaviour
Data template and metadata process

25. Information Stewardship - how we did it
focused on one key subject area first, CUSTOMER, then learned from that experience
results measured and promoted in year one, now in 3rd year of stewardship
key lines of business jointly participated through the Customer Information Integrity (CII) Working Group and their executives govern through the CII Leadership Committee
IT (IRM, BPI) assisted in the preparation a process for developing business information standards
CII developed Business standards
CII developed measures for tracking quality
CII developing process for data certification
Outcome:
Stewardship practices starting up in four other business areas
Allow time for socialization!
Stewardship committee Involve key business stakeholders, where the data is managed by multiple organizations
Information Technology supports the business. The business is in charge.
Use a Repository to house and publish standards, and KPIs

26. Business Information Standards
Introduction
Corporate Information Policy
Business Information Management Framework
Information Stewardship
Business Information Standards
Templates for Metadata Standards
Pedigree & Impact Analysis
Moving Forward

27. Business Standards for Customer Information
A data standards definition process was developed for the Customer Information Integrity Group.
Today this process is for broad based use.
Embedded in Requirement Management curriculum.
Embedded in the BMO Information Modeling course (in progress).
Process has four stages: Initial Assessment, Definition and Approval, and Socialization.
The Initial Assessment stage serves as the “gate” and helps determine whether or not a candidate for standardization has been found
The Definition stage involves specific activities to define and test the quality of a candidate standards
Approval of definitions is by the CII working group
Socialization: Publication via the Corporate Metadata Repository, and links to key internal websites

28. Flow Chart for Business Standards

29. Example: Flow Chart for Initial Assessment Stage

30. Templates for Metadata Standards
Introduction
Corporate Information Policy
Business Information Management Framework
Information Stewardship
Business Information Standards
Templates for Metadata Standards
Pedigree & Impact Analysis
Moving Forward

31. Metadata Templates for Business Standards
Several templates are layouts for Business information. The templates guide Business and IT staff in collecting the minimum required information. They also simplify the integration of metadata in the Corporate Repository.
As part of the preparation of the standards, there are three ‘formats’ used
The CII Working Group Presentation template, used by the business team to review, discuss and approve standards
“Proposed” Data Standards Request templates (MS Excel, MS Access) used by IT teams to collect the information for deliver a requested standard provided to the CII team
Standards Data Editor used by the CII team to directly maintain the standard definition in the Corporate Metadata Repository
In addition, we have standard glossary templates for lists of standard terms in areas outside of the Customer Integrity Team (wherever a less developed standards exists)

32. Full Name - Personal Customer
Example: Business Data Standard Template
Full Name - Personal Customer
Name is defined as a word or phrase that constitutes the distinctive designation of a person or entity
Relationship Rules
Implementation Requirements
Components, Definitions and
Character Length
Mandatory one-to-one relationship:
1. Within Full Name
Every “Full Name” should include, at a
minimum:
- First Name
- Last Name
2. With Other 18 Key Data Elements
Every “Full Name” should be associated
with, at a minimum:
For prospects:
Full Address & Telephone Number
For existing customers:
Full Address, Telephone Number &
Customer Holdings Summary
* Examples will be in a drop down menu
Spacing and Order
Canada Post Address
standards highlight all full name
characters in capitals
Sources: Subcommittee on Cultural and Demographic Data,
Government of British Columbia
Canada Post, Canadian Addressing Guide
3. Middle Initial
5. Name Qualifier
MR JOHN H SMITH III
1. Name
Prefix
2. First Name
4. Last Name

33. Business Data Standard Editor

34. A Standard Data Element: “Currency Code”
A Standard Definition (standard business name identified)

35. Metadata Templates for Information Technology
Metadata has always been collected by project teams as part of the SDLC. IRM devised a small series of templates (standard formats) for commonly found components This enables us to construct tools to extract metadata from these artifacts.
Examples:
ETL mapping (MS Excel) for ETL business rules
Screen Layouts (MS Excel, MS Access), map fields on screens to standard (non-standard) data elements
Message Layouts (MS Excel, MS Access) map fields on messages to standard (non-standard) date elements)
Metadata from CASE tools such as ERWin (Logical/Physical data models) do not require templates, but do require standards for naming conventions, and usage.
The metadata repository supports importing from programming languages such as COBOL, Assembler, C, etc.

36. Pedigree & Impact Analysis
Introduction
Corporate Information Policy
Business Information Management Framework
Information Stewardship
Business Information Standards
Templates for Metadata Standards
Pedigree & Impact Analysis
Moving Forward

37. Pedigree and Impact Analysis Needs
Regulatory requirement (ie Basel II Accord)
BMO must provide “consistent audit trails from calculated aggregated measures back to the source transactions from which they were formed”.
Business owners express these as requirements:
Audit: The need for support audit trails; where data came from, it’s source, it’s target and the rules that acted on it
Reduction in time to find information: Making decisions based on information, depends on knowing what information exists.
Risk control: through impact analysis, to fully understand the impact of changing or touching a specific data item in one program, file or database, and manage the downstream risks of impacting other things.
Knowledge transfer: the ability to retain information collected on an ongoing basis, long after the project ends
Clarity of terms: The need to map and relate business terms from different business areas, across different packages (e.g., from PeopleSoft or data marts), enterprise level definitions or regulatory definitions
The cross references is what sets a repository apart from home – grown spread sheets, dept dictionaries, etc
Dictionary with definitions – what’s called or meant to one could be different to another – both can exist and be referenced in a repository
Active links to a requirements document, A-34, A35, other standard’s documents, etc

38. Addressing the Need: The Warehouse View
Place cursor over any part of the diagram to view details (data model, ETL mappings)

39. Tracing a Data Element

40. The Process for ETL Metadata
A ETL metadata change process has been established involving IRM, the Data Warehouse Team, and project managers
The same process is applied for the central Warehouse and all data marts
A standard format for ETL metadata capture has been adopted
Metadata is verified by Data Warehouse Quality Assurance. IRM produces metrics
Source Standard Staging (Warehouse) Target (Data Mart)
ETL Mapping
ETL Mapping
ERWIN data model
ERWIN data model
ERWIN data model
The cross references is what sets a repository apart from home – grown spread sheets, dept dictionaries, etc
Dictionary with definitions – what’s called or meant to one could be different to another – both can exist and be referenced in a repository
Active links to a requirements document, A-34, A35, other standard’s documents, etc
Metadata Repository

41. ETL Metadata Change Management Process
Data Admin
Synchronizes model with
DBMS Catalogue,
IRM provides measures
% of definitions,
% of ‘good’ definitions
Metadata
Repository
Logical/Physical
Data Model
(ERWin)
Comparison is done via an automated tool that reads the Metadata Repository
QA team
Compares
Mapping Spreadsheet to
Source and Target
Databases and the
production ETL code
ETL Mapping
Spreadsheet
(Excel)

42. ETL Metadata Change Management - How we did it
had strong IT executive support
leveraged existing processes rather than attempting to re-engineer the development process. The existing process uses Excel Spreadsheets to document ETL mappings
partnered with the team in the Data Warehouse group that needed help (QA originally verified mappings by hand)
delivered tools that verified the consistency of the metadata and transformed it for use in the Metadata Repository collecting the metadata
established a tracking process to ensure the delivery of metadata deliverables.
High-end tools are NOT required for capturing integrated ETL metadata (they are desirable)
Cross-functional coordination can be accomplished using the Repository as a QA reference (e.g., Data Models from one team, ETL from another
Have scheduled meetings with project teams to track the delivery of Metadata

43. Quick Tour from Business to Technical
Starting from a ‘business view’
Find a business standard, review the definitions
From a standard term, find the data elements that it comprises
From a data element find the technology uses

45. List of Standard Terms related to customer information … a business view

46. What elements comprise the standard term ‘language’ … detailed business view

47. From a data element, find out more …. Business meets Technical
Data Stewards shows accountability; Documents show links to other sites
Click ‘what fields’ or ‘what columns’, etc. to see how other systems have it defined
A Standard Definition (business name identified)
Click to see the standard values

48. Stewardship for Official Language Code
Different roles may appear, in this case, only one key role shown: the Customer Information Integrity Steward

49. Where is official language code used?

50. Moving Forward Introduction Corporate Information Policy
Business Information Management Framework
Information Stewardship
Business Information Standards
Templates for Metadata Standards
Pedigree & Impact Analysis
Moving Forward

51. Moving Forward IM Policy and Gap Study Information Stewards Processes
focus on the value proposition
change management program & extending IM awareness
Information Stewards
continue to roll out, will see strong linkages with info quality programs
establishing job stream with guidance from HR
Processes
integration of IM practices into planning and risk processes
retention and disposition directive in progress
Metadata
continue to refine and embed within existing processes
metadata assessments on the rise
tailored views of the repository web front end

52. Contact Information
Ingrid Bredin, Senior Manager, IRM
(416) Ingrid . bmo .com
Wayne Harrison, Senior IRM Specialist
(416) Wayne . bmo .com
Information Resource Management
Technology and Solutions, Corporate
BMO Financial Group
120 Bloor Street East, 5th Floor
Toronto, Ontario
Canada M4W 3X1