bmc software, inc. establishing a culture of data · pdf filebmc.com . remedy ars cpq oc ......

BMC Software, Inc. Establishing a Culture of Data Governance

© Copyright 6/26/2012 BMC Software, Inc 2 © Copyright 6/26/2012 BMC Software, Inc 2

Who is BMC?

Founded in 1980 and headquartered in Houston, TX - Leading provider of Business Service Management, Cloud Management,

and IT Management Solutions

6,891 employees in 114 offices worldwide

One of the ten largest public independent software companies with Fiscal 2012 revenues of $2.2B

25,000 customers in 129 countries including: - 93% of the Fortune 100 - 79% of the Fortune 500

Acquisitive nature of Company and Industry has led to a rapidly changing data culture - 26 acquisitions over last 10yrs

"Maverick" Mentality - Industry moves fast - Only one data rule – there is always an exception to the rule!

© Copyright 6/26/2012 BMC Software, Inc 3

How do you manage data in this environment?


2007 – If We Build IT, They Will Come

Created DGO

Structure

Created Meeting Cadence

Steering Committee DGO Working Team RACI/CRUD Charts Communication Decks Website recording of requests, decisions and status reporting

Monthly Meetings of Working Team

Use of Sub-Teams for Impact Analysis

Quarterly Updates to Steering Committee


In 3yrs, 11 issues were escalated and discussed with the DGO

Either viewed as an inhibitor to progress or total lack of visibility let decisions/actions flow around the DGO

Assignments not completed or followed up on

Speed of business moved faster than monthly

"Asked" to be included in approval processes vs being officially part of process

2007-2011 – Nobody Showed Up!

People

Process

Technology

No central repository to hold business context

No technology for Master Data domains

No data stewardship & workflow tools

Attendance became sporadic or totally dropped out

Lack of IT involvement on both Steering Committee and Working Team

No "skin" in the game


2012 – Resurrecting Data Governance

• Data hard to use and still relatively not linked together • Executive Team would only approve project if Business/IT could improve usability

and maintain quality ongoing • Key component of project was implementation of an established MDM

application

Large automation project approved utilizing Customer data

• Due to large project, intense interest in understanding progress and clearing roadblocks

• They understand the business benefit!

Executive interest and sponsorship

• IT staffed to support Data Governance program • IT oversight switched from CIO to Enterprise Architect • Have ability to implement based on priorities and manage "work arounds"

IT Involvement


Oracle Service Bus

Sharepoint EPD BMC.com

Remedy ARS CPQ

OCMS

One3

OE+

Trilogy/ Config

Distribution

OPA View

Central

Informatica MDM EDW

inventory Akami Server

Staging servers

Canonicals

New Centralized Architecture Needs Centralized Governance


What MDM Brings

Quality • The Right Data Available when & where it is needed Consistent across all points of access Consistent definitions and understanding of common objects History – Lifecycle of Master Data

• The Right Tools Data Cleansing and Standardization Data Stewardship and Workflow Hierarchy Management

Enablement • Proactive Stewardship Identify and resolve data issues before they are propagated throughout the enterprise Standardize and cleanse data as it enters BMC when possible DQ scorecards and dashboards to track progress

• Support Data Governance Standardize and automate DQ processes Automate workflow and approvals for governance Enforce the hierarchy of trust and validation of data as it enters BMC


Small Changes to Operational Model Yield Big Benefits

People

Process

Changed Meeting Norms - Weekly Working Group discussions - "Fresh" or relevant topics - Ability to drive change accelerated

# Business Issues - 2007-2011 – 11 - Apr-May 2012 - 26

Changed out DGO Lead - Business Lead with experience in using the data

Full Time DGO Coordinator Roll Established - Now have someone to chase around projects/people

Added a few more perspectives to working group - Legal/Security - Internal Audit/Controls

IT has Full Time or near Full Time resources assigned Steering Committee approved "Skin in the Game"


Data Governance Operating Model

Functional Data Stewards

Business Data Stewards (BDSs)

Data Governance Administration (DGA) DGO Lead (Chair) – Experienced Business Executive

DGO IS&T Lead – MDM/BI Sr Director DGO Coordinator – Full Time Support

BU Customer Support

Lead

Operations Director

Marketing Ops Director

BU Product Lead

BU Product Sr Manager

BU Customer Support

Sr Manager

BU Sales Ops Director

BU Sales Area VP

Global Services Ops Manager

Legal/ Compliance

Director

Finance Lead

HR Ops Sr. Manager

Data Governance Steering Committee (DGSC)

Data Quality Stewards (DQSs)

Product Ops Sr. Manager

Customer Ops Director

People HR Ops Sr. Mgr

Financial Lead

Vendor Manager

IS&T Group

Procurement Manager

IT Security Enterprise Architect

BU Sales VP

Marketing VP

BU Product VP

Operations VP

Consulting Services Ops VP

Data Governance Working Group (DGWG)

Finance Ops Sr Dir

BU Sales VP

IS&T Enterprise Arch

HR Ops VP

Internal Audit/ Assurance

Sr Manager

MDM


Where do we engage?

Change driven by the implementation of larger, formal IT "Projects" - DGO now included as part of the formal IT project approval process Before funding, DGO included in SLT discussions of business cases

currently being prepared to understand what potential new projects may be approved.

After funding, DGO included as part of project elaboration phase to make sure any specific data issues will be included in the requirements document.

DGO included as a signer on all project scope changes.

Change driven by requests to IT for application enhancements - In process definition for monitoring and approval of change requests

impacting data.

Change driven by user groups (CCBs) - ~20 CCBs cross-company manage local unit applications - Member of DGWG already included on most teams – only 2 had to be

requested to add new members.


Embedded Data Governance with Change Initiators

A process flow will help ensure consistent change requests related to data


We have a built-in "Why" - C2O and the criticality of having high-quality Customer data available

continually underscored the reason for having a way to manage and maintain the quality of the underlying data

We have the "Where" - The implementation of a centralized MDM application (Informatica)

simplifies the governance process to a singular point instead of chasing custom data across the enterprise.

We have added to the "Who" - In addition to the Business staff who had been serving on the DGO, IS&T

has made available more resources and processes to help program to be successful.

We have modified the "When" - Meeting frequency and SLAs more aggressive than ever before to mirror

the speed of the business.

Data Governance – What is Different This Time?


What Did We Learn?

Set Expectations This Is a Lifestyle Change - Not everything will be perfect, but will be improved

Continuing to rollout governance to all Data Domains - Starting with most chaotic domain paying off lessons for others

Driving change at pace company can absorb - Try to avoid over-engineering or over-complicating

What happens when you stop paying attention……. - If we don't measure and report, it becomes "not important"

bmc software, inc. establishing a culture of data · pdf filebmc.com . remedy ars cpq oc ......

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