Data 2 Insights

How to Turn Raw Data into Actionable Insight

Jody L. Dyerfox – Client Partner Sushil Tiwari – Delivery Director Information and Data Quality Conference November 4-7, 2013 Little Rock, Arkansas

The Advanced DHA and report will contain the following deliverables: – Master data profiling through Utopia’s Data Health Assessment™

process. – Data will be profiled against the following metrics:

• Completeness, Consistency, Conformity , Validity and Duplicates – Business Rules will be documented and analyzed for enforcement – Key findings based on Data Profiling and Analysis – Business Impact of your data challenges – Recommendations on how to remedy data inconsistencies – Review and Consulting on DHA report and recommendations to

management – ½ Day Data Governance Best Practices Workshop

Enterprise Data Management with Utopia

Data Health Assessment (DHA)

Data Health Assessment Process

DATA COMPLETENESS DATA CONSISTENCY DATA CONFORMITY DATA DUPLICATION

Process of identifying missing or incomplete values within a field or across fields of a record.

Process of identifying patterns such as standard terms, formats and naming conventions within a field.

Process of checking data against internal, Industry or international standards.

Process of identifying records which may be potential duplicates.

Data Health Assessment Parameters and Data Quality Metrics

ß Completeness ß Attribute fill rate ß Descriptions ß Records ß Linkages

ß Consistency ß Standard abbreviations and terms ß Naming conventions ß Coding standards UNSPSC, ECCMA, eOTD, WITSML etc ß Logical linkages i.e. materials, BOM’s, equipment functional locations

etc

ß Conformity ß Check against internal data dictionary (Noun/ Modifier/ Attributes) ß Compare data dictionary to industry standards ß Industrial Taxonomy Standards

ß Duplication ß Exact Matches (EM) ß Exact Substitutes (ES) ß Functional Equivalents (FE)

Does your enterprise have the comprehensive, accurate, and timely information it needs to serve their business day-in and day-out? Do you have the information and analytical tools to understand and even predict their needs, preferences, and behaviors? Do you have the capability to recognize and incorporate new information about customers, products and services, answer new questions, and respond to new needs and opportunities?

Things to Ask Yourself….

The direct, short-term goal of D2i is to put information to work in the business – supporting operations, solving problems, improving performance, driving innovation, shaping decisions and enabling employees to learn, understand, and perform well

What is the Purpose of D2i?

PAST PRESENT FUTURE

INFO

RMAT

ION

What happened? (Reporting)

What is happening now? (Alerts)

What will happen? (Extrapolation)

INSI

GHT

How and why did it happen? (Modeling, experimental

design)

What’s the next best action? (Recommendation)

What’s the best / worse that can happen

(Prediction, optimization, simulation)

The ongoing longer-term goal is to improve the enterprise’s ability to keep pace with the vast and growing amount of business information available, to simplify and drive cost out of the information management infrastructure, and to implement every business application with minimum effort and maximum speed

Analytics at Work, Thomas H. Davenport, Jeanne G. Harris, Robert Morrison

Information is the lifeblood of the modern business, and every new business initiative has new information needs. Companies must be both good and fast at capturing, interpreting and applying information of many kinds in many ways. Where can excellence in D2i make a difference?

Low-hanging fruit. Most companies can accomplish a lot just by putting information to better use in specific everyday operations and decisions. Often the needed information is cross-functional and difficult to assemble. Sometimes it’s simply about upstream assumptions and downstream expectations within a business process.

Informed decisions. Decision-making processes are inconsistent, too many business decisions are made more on gut feel than on fact, and even important decisions and hypotheses behind them are too seldom reviewed.

Collaborative business. As business models and relationships grow more complex and interdependent, information integration and exchange grow more important to business performance and innovation.

Analytical competition. The ante goes up as competitors discover the power of business analytics. Advantage goes to those who use information best to optimize operations, anticipate outcomes and turn information into insight.

Why D2i Matters

A comprehensive and holist approach to D2i provides the foundation both for individual information management initiatives to succeed and for organizations to improve their information management capabilities/ The competences for turning raw data into valuable business information begins with:

Data governance - Organizing the resources and activities of D2i and maintaining the metadata that represents the business’s view of it’s information management assets. Information integration - Organizing data from transaction systems and other sources. Data quality - Assuring that the data is of sufficient quality through systematic standardization, enrichment and de-duplication processes to ensure that it is “fit for purpose”. Master data management - Enabling data to be created and managed in a consistent manner and made sharable across the enterprise. Data warehousing - Where data is modeled and made readily-available for specific business needs. Business intelligence - Using methods and technologies to deliver the information for business inquiries, reports and management dashboards.

What are the Core Competences of D2i?

How does an Organization Realize the Value of D2i?

Cost The cost of managing information is tracked and managed to an expected percentage of the sales, earnings or some other metric

Culture The culture of the organization embraces data and information with the same fervor it treats products and services

Value The value of the data and content portfolio, while not reported on a balance sheet, is still tracked and investments in information and content are considered in light of the value added to the enterprise vs. the risk incurred

Risk It is understood in terms of market, reputation and financial exposure, the risk buried in the content, reports and hardware

Data Governance Maturity Assessment

Triggers ß Mergers & acquisitions ß Organization and process alignment ß Duplicated data identified, highlighting a broken

governance process ß Business processes failing due to missing or

erroneous data

Demonstrations

Benefits ß The identification, classification, and prioritization

of focus areas ß The gap analysis between current and desired

maturity to support an improvement in efficiency, an increase in direct business contributors, and a reduction in risk

Deliverables ß Data Governance maturity score and categorized

survey results ß Executive overview of the current and desired Data

Governance maturity ß A high-level roadmap addressing the prioritization

of governance across the organization combined with the quantified effort to achieve the desired maturity

Objectives ß An objective view of the level of sophistication in

regard to information use ß An understanding of the desired to-be target state

within the identified timeframe

Data Healthcheck Assessment

Triggers ß Mergers & acquisitions ß Taxonomy and ontology alignment ß Deploying a business solution requiring clean

accurate data ß Business community has expressed a lack of trust

in their data

Demonstrations

Benefits ß Objective identification, discovery and highlighting

of strengths and weaknesses of an organizations data quality capabilities

ß Fact-based discovery to enable accurate forward-planning

ß Supports a business case

Deliverables ß Documented assessment of Data Quality,

highlighting outlying content observations ß “Advanced” version includes consideration for

supplied business rules

Objectives ß Quantify the data challenges ß Understand the quality of data provided ß Understand the required level of effort for data

quality assurance processes ß Scope the project

EIM Maturity Assessment

Triggers ß Customer requires a holistic perspective of their

enterprise maturity ß Lack of understanding of the information supply

chain ß No identification of a System of Record

Demonstrations

Benefits ß Challenge and opportunity identification ß Identification of focus areas for investment to

support the business needs

Deliverables ß Presentation describing the input, findings and a

gap analysis between current and desired D2i maturity levels

ß D2i architectural heat map describing the degree of alignment to the desired maturity

ß Roadmap describing the tactical steps necessary to achieve an D2i strategy aligned to org. goals

Objectives ß An objective view of the level of supported D2i

capabilities ß An understanding of the desired to-be target state

within the identified timeframe ß The development of an D2i roadmap

Change Capacity Assessment

Triggers ß Can be executed as a part of the Data Governance

Maturity Assessment ß Conflicting organization cultural influences

Demonstrations

Benefits ß Highlights where a Data Governance program will

run into resistance ß Establishes a framework that will influence the

design of a sustaining strategy for Data Governance

ß Establishes a baseline from which to measure EIM adoption

Deliverables ß Presentation describing the input, findings and

assessment of organizational capacity for change ß Discussion on each of the findings across each

organizational group

Objectives ß Measures the capacity for the organization to

change behaviors required for adapting Data Governance

ß Identifies potential resistance points

Collaborative Readiness Assessment

Triggers ß Can be executed as a part of the Data Governance

Maturity Assessment ß Lack of / limited cross-organizational collaboration

Demonstrations

Benefits ß Develops baseline knowledge of organizational

collaborative skills and ability ß Shapes the organizations Data Governance vision ß Can be the impetus to cross-functional

accomplishments

Deliverables ß Presentation describing the input, findings and

assessment of collaborative readiness ß Discussion on each of the findings across each

organizational group

Objectives ß Determine the capability and / or the need for an

organization to institute collaborative elements into the use of data and content collaborative processes

Value Proposition

Proven results-oriented industry-aligned solutions, delivery assets and accelerators that integrate our deep Industry and Domain expertise while speeding time-to-value for clients at lower cost and lower risk

Comprehensive strategy through implementation and operational competencies that include system integration/configuration, business process transformation, application management, Data Process Outsourcing and user adoption addressing the full range of client needs

Skilled practitioners who are experienced at customizing and integrating EIM solutions that solve complex industry challenges

Recognition among analysts and the press for our services prowess

A wide range of case studies and references including both client and Utopia experiences that demonstrate the results are achievable as promised to our clients

Key Differentiators

Value-centered driven by client insight. The difference comes from unique client insights backed by competencies and validated by client experiences.

We understand the challenges. Complex enterprise infrastructure, governance challenges and misalignment between business and IT, impacting performance, cost and ROI predictability.

How we do it. Multi-service delivery – solution engineering, comprehensive asset repositories, enterprise applications and proven transformational models, methodologies and techniques.

• First of its kind demo center in the SAP ecosystem • Showcase a variety of data solutions

• ECC, MDM, MDG, RTDG, DM, Mobility, HANA, Cloud, BW and BI • Data governance • NRX Asset Hub • Structured and unstructured data •“Creation to Archival”

• No systems demo is more powerful that seeing your own data in use

AMERICAS | EUROPE | MIDDLE EAST | ASIA PACIFIC | INDIA | AUSTRALIA

Utopia Labs

Questions

Jody L. Dyerfox Client Partner – Dallas, TX 214.448.9484 jdyerfox@utopiainc.com

HARNESS THE POWER OF DATA UNLEASH THE FULL POTENTIAL OF YOUR ENTERPRISE™

Questions

Data 2 InsightsEnterprise Data Management with UtopiaData Health Assessment ProcessData Health Assessment �Parameters and Data Quality MetricsThings to Ask Yourself….What is the Purpose of D2i?Why D2i MattersWhat are the Core Competences of D2i?How does an Organization Realize the Value of D2i?Data Governance Maturity AssessmentData Healthcheck AssessmentEIM Maturity AssessmentChange Capacity AssessmentCollaborative Readiness AssessmentValue PropositionKey DifferentiatorsUtopia LabsQuestions