Presentation on theme: "the trail ….. Introduction Corporate Information Policy"— Presentation transcript:
0Implementing Business Driven Information Management Practices From Policy to Metadata
1the trail ….. Introduction Corporate Information Policy Business Information Management FrameworkInformation StewardshipBusiness Information StandardsTemplates for Metadata StandardsPedigree & Impact AnalysisMoving ForwardBread Crumb trail – weaves together our experiences of the past 4 years, in earnest for the past 2 yearsso you know where we areLot of ground to coverIntroduce you to the bank of MontrealAs our title said, will move from Policy to metadataFramework, although second on the agenda, it’s the most recent of our work in IMtremendous progress with StewardshipThe business driven standards and why we are finding this to be so much more powerful than a technology driven approachMetadata has already begun to show up in our story, the business is seeing a standard, we are seeing metadata, here is how we managed itUsing metadata to support our business but also to support our warehouses, marts and the folks supporitng our legacy environmentWrap up by sharing with your where we are going next.
2Introduction Corporate Information Policy Business Information Management FrameworkInformation StewardshipBusiness Information StandardsTemplates for Metadata StandardsPedigree & Impact AnalysisMoving Forward
3Who is Bank of Montreal Financial Group Founded in 1817, Canada’s first bank, made up of:Personal and Commercial Client Group7.5 million personal and commercial customers1,100 branches2,000 automated banking machinesPrivate Client GroupInvestment Banking GroupAssets $265 billion as of January 31, 200434,000 employees
4The Future Vision for BMO Financial Group We want to be……the best financial services company, wherever we choose to competeWe 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 groupsOur bank is focusing on being a North/south bank. We continue to leverage the best practices on both sides of the boarderIn 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
5William G. Smith & Associates AcknowledgementsLearning from Information Management Industry Leaders ….. Influenced by Best Practices from previous DAMA conferences …..AERA (C.L. Yonke)BearingPointCGIGovernment of AlbertaIBMLarry EnglishPeter BlockThomas DavenportWilliam G. Smith & AssociatesBefore 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.
6Corporate Information Policy IntroductionCorporate Information PolicyBusiness Information Management FrameworkInformation StewardshipBusiness Information StandardsTemplates for Metadata StandardsPedigree & Impact AnalysisMoving Forward
7Information 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 requirementsIn today’s business environment it is a given … we must:know who our customer isensure our organization’s information enables us to make the right business decisionsEmerging 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 auditabilityLEGALLY accountable for the informationin the wake of Enron, must be responsive to legislation such as the Patriot Act Sarbanes-Oxley Act (audits& financial reporting) & othersBalancing 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 sandHowever, we are a bank and have regulatory and legal obligations for the informationWe 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 requiredRegulatory BALANCED with Business AdvantageOrganizations to rigorously get a handle on their information, manage it to ensure compliance AND leverage it for business advantage.
8Information, 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.
9Why Introduce a Policy ? The Drivers ….. Business Strategies & Business ActivitiesPrivacyCustomer Information QualityInformation SecurityRetention of Information & ProtectionCorporate Risk ManagementContent ManagementRegulatory RequirementsLots of driversBusiness strategy - Around what our business is trying to doPrivacy - 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 informationCIQA – info not treated as an asset – several recommendationsInfo 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 policyRetention – 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 areaContent mgmt – difficulties in finding the right info and then worries about inconsistencies
10Corporate 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.AccountabilityInformation Stewardship, different to custodiansPlanned and Coordinated ApproachInformationManagementUsabilityInformation integrated with the planning cyclesQuality & meeting the needsLife-cycle ApproachOptimize the value of Information AssetsPlanning, acquisition, creation, transformation, storage, use, retention or destruction & purgingFoundational, leveraging information, linked to investmentsAccessibilitySharing, authorized access
12Impacts - 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 ….AccountabilitiesClarity & ConsistencyIngrains Information Quality PracticesSupports Other Policies & InitiativesAdds Formality & Rigor
13Information Policy – how we did it Steps Leading to the establishment of the Policyled by Information Resource Management (IRM) but drafting prepared within a multi-disciplinary teamearly 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 Securityreviewed with many executives, influenced committees and governing boards by working 1:1 with all members before any major milestone or presentationjourney took one year, got board level policy approval Oct. 27, 2003, becomes effective May 2004Identify your partners firstAllow time for socializationLink the Policy to existing information management processes (security classifications, employee attestations, etc.)
14Business Information Management Framework IntroductionCorporate Information PolicyBusiness Information Management FrameworkInformation StewardshipBusiness Information StandardsTemplates for Metadata StandardsPedigree & Impact AnalysisMoving Forward
15Business Context for Information Management What Information?Business VisionCustomerTransactionsFinancialOfferings(eg. Products)Policy &RegulationsMarketStrategyBusinessDirectionsResources(eg. Employee)ContractsInformation ManagementInformation ManagementLocationsGoals/ObjectivesMeasure/MonitorOperational ModelIn order for Information Management to be effective, it needs to be linked to the goals and objectives of the organization.Operational Business ProcessesInformation Management
16Technology & Architecture Operationalizing Information Management Information Management Operational FrameworkThe 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 & BehaviorsPeopleProcessesTechnology & ArchitectureGovernanceStrategyOperationalizing Information ManagementBased on components of two industry models:Davenport Information Ecology ModelBearingPoint Information Management Capacity Check Methodology.IM elements have been grouped by these six operational perspectives.
17Technology & Architecture IM Operational Framework & the Corporate IM Policy PrinciplesPutting 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.AccountabilityHow is the Steward’s role integrated into the planning process?Culture & BehaviorPeopleProcessesTechnology & ArchitectureGovernanceStrategyInformation Valuation &Strategic PlanningWhat are the “Buckets” of information for which Stewardship will be established?How are other roles motivated to support the Accountability model?Roles &ResponsibilitiesClassificationHow is the Steward’s role integrated into the quality program?IncentivesQuality of Information
18The 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
19Information Stewardship IntroductionCorporate Information PolicyBusiness Information Management FrameworkInformation StewardshipBusiness Information StandardsTemplates for Metadata StandardsPedigree & Impact AnalysisMoving Forward
20A response to information quality needs Information Stewardship – the Business PerspectiveA response to information quality needsPoor 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.
21Our 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.
22The 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
23Data & Technology Simplification Customer Information Integrity PlanData RemediationCustomer Contact Cleanup:Reduce duplicate customer recordsCorrect address/telephone informationSimplify business process and close “back doors”Focus on key customer contact infoBuild awareness of issue in FrontlineFoundation for ChangeInformation Management Corporate Policy ApprovedCustomer Profile and core data definitions agreed to by PCCGCustomer Information Stewardship established across PCCGCustomer Information StrategyApprovalBusiness Governance establishedData & Technology SimplificationTechnology Plan approved by MBEC and funded through BMO ConnectRetool of Data Infrastructure aligned to support BMO Financial initiatives
24Perfect customer record Duplicate Customer Records Key Performance Indicators for Customer InformationExec Level Percentage remaining duplicate customer recordsPercentage increase of “perfect” customer recordsLeading Indicators > Team ScorecardIndicatorsAligned ToNumber of data elements that are standard in Book of RecordPerfect customer recordNumber of data elements certified in product systemsNumber of business instances that use standardsNumber of “Backdoor” closures completedDuplicate Customer RecordsNumber of duplicate customer records mergedPercentage reduction in invalid addressesCertification process implementedChange / BehaviourData template and metadata process
25Information Stewardship - how we did it focused on one key subject area first, CUSTOMER, then learned from that experienceresults measured and promoted in year one, now in 3rd year of stewardshipkey lines of business jointly participated through the Customer Information Integrity (CII) Working Group and their executives govern through the CII Leadership CommitteeIT (IRM, BPI) assisted in the preparation a process for developing business information standardsCII developed Business standardsCII developed measures for tracking qualityCII developing process for data certificationOutcome:Stewardship practices starting up in four other business areasAllow time for socialization!Stewardship committee Involve key business stakeholders, where the data is managed by multiple organizationsInformation Technology supports the business. The business is in charge.Use a Repository to house and publish standards, and KPIs
26Business Information Standards IntroductionCorporate Information PolicyBusiness Information Management FrameworkInformation StewardshipBusiness Information StandardsTemplates for Metadata StandardsPedigree & Impact AnalysisMoving Forward
27Business 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 foundThe Definition stage involves specific activities to define and test the quality of a candidate standardsApproval of definitions is by the CII working groupSocialization: Publication via the Corporate Metadata Repository, and links to key internal websites
29Example: Flow Chart for Initial Assessment Stage
30Templates for Metadata Standards IntroductionCorporate Information PolicyBusiness Information Management FrameworkInformation StewardshipBusiness Information StandardsTemplates for Metadata StandardsPedigree & Impact AnalysisMoving Forward
31Metadata 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’ usedThe 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 teamStandards Data Editor used by the CII team to directly maintain the standard definition in the Corporate Metadata RepositoryIn 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)
32Full Name - Personal Customer Example: Business Data Standard TemplateFull Name - Personal CustomerName is defined as a word or phrase that constitutes the distinctive designation of a person or entityRelationship RulesImplementation RequirementsComponents, Definitions andCharacter LengthMandatory one-to-one relationship:1. Within Full NameEvery “Full Name” should include, at aminimum:- First Name- Last Name2. With Other 18 Key Data ElementsEvery “Full Name” should be associatedwith, at a minimum:For prospects:Full Address & Telephone NumberFor existing customers:Full Address, Telephone Number &Customer Holdings Summary* Examples will be in a drop down menuSpacing and OrderCanada Post Addressstandards highlight all full namecharacters in capitalsSources: Subcommittee on Cultural and Demographic Data,Government of British ColumbiaCanada Post, Canadian Addressing Guide3. Middle Initial5. Name QualifierMR JOHN H SMITH III1. NamePrefix2. First Name4. Last Name
34A Standard Data Element: “Currency Code” A Standard Definition (standard business name identified)
35Metadata 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 rulesScreen Layouts (MS Excel, MS Access), map fields on screens to standard (non-standard) data elementsMessage 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.
36Pedigree & Impact Analysis IntroductionCorporate Information PolicyBusiness Information Management FrameworkInformation StewardshipBusiness Information StandardsTemplates for Metadata StandardsPedigree & Impact AnalysisMoving Forward
37Pedigree 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 itReduction 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 endsClarity 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 definitionsThe cross references is what sets a repository apart from home – grown spread sheets, dept dictionaries, etcDictionary with definitions – what’s called or meant to one could be different to another – both can exist and be referenced in a repositoryActive links to a requirements document, A-34, A35, other standard’s documents, etc
38Addressing the Need: The Warehouse View Place cursor over any part of the diagram to view details (data model, ETL mappings)
40The Process for ETL Metadata A ETL metadata change process has been established involving IRM, the Data Warehouse Team, and project managersThe same process is applied for the central Warehouse and all data martsA standard format for ETL metadata capture has been adoptedMetadata is verified by Data Warehouse Quality Assurance. IRM produces metricsSource Standard Staging (Warehouse) Target (Data Mart)ETL MappingETL MappingERWIN data modelERWIN data modelERWIN data modelThe cross references is what sets a repository apart from home – grown spread sheets, dept dictionaries, etcDictionary with definitions – what’s called or meant to one could be different to another – both can exist and be referenced in a repositoryActive links to a requirements document, A-34, A35, other standard’s documents, etcMetadata Repository
41ETL Metadata Change Management Process Data AdminSynchronizes model withDBMS Catalogue,IRM provides measures% of definitions,% of ‘good’ definitionsMetadataRepositoryLogical/PhysicalData Model(ERWin)Comparison is done via an automated tool that reads the Metadata RepositoryQA teamComparesMapping SpreadsheettoSource and TargetDatabases and theproduction ETL codeETL MappingSpreadsheet(Excel)
42ETL Metadata Change Management - How we did it had strong IT executive supportleveraged existing processes rather than attempting to re-engineer the development process. The existing process uses Excel Spreadsheets to document ETL mappingspartnered 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 metadataestablished 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 anotherHave scheduled meetings with project teams to track the delivery of Metadata
43Quick Tour from Business to Technical Starting from a ‘business view’Find a business standard, review the definitionsFrom a standard term, find the data elements that it comprisesFrom a data element find the technology uses
45List of Standard Terms related to customer information … a business view
46What elements comprise the standard term ‘language’ … detailed business view
47From a data element, find out more …. Business meets Technical Data Stewards shows accountability; Documents show links to other sitesClick ‘what fields’ or ‘what columns’, etc. to see how other systems have it definedA Standard Definition (business name identified)Click to see the standard values
48Stewardship for Official Language Code Different roles may appear, in this case, only one key role shown: the Customer Information Integrity Steward
50Moving Forward Introduction Corporate Information Policy Business Information Management FrameworkInformation StewardshipBusiness Information StandardsTemplates for Metadata StandardsPedigree & Impact AnalysisMoving Forward
51Moving Forward IM Policy and Gap Study Information Stewards Processes focus on the value propositionchange management program & extending IM awarenessInformation Stewardscontinue to roll out, will see strong linkages with info quality programsestablishing job stream with guidance from HRProcessesintegration of IM practices into planning and risk processesretention and disposition directive in progressMetadatacontinue to refine and embed within existing processesmetadata assessments on the risetailored views of the repository web front end
52Contact InformationIngrid Bredin, Senior Manager, IRM(416) Ingrid . bmo .comWayne Harrison, Senior IRM Specialist(416) Wayne . bmo .comInformation Resource ManagementTechnology and Solutions, CorporateBMO Financial Group120 Bloor Street East, 5th FloorToronto, OntarioCanada M4W 3X1