project management and governance policiescimug.ucaiug.org/meetings/melbourne2014... · project...

Project Management and Governance Policies

- Need for Enterprise Information Management

Terry SaxtonXtensible Solutions

[email protected]

Utilities of Today

Over time, data have been exchanged, duplicated and changed from applications to applications without formal governance and management; resulting in data quality, integrity, security, accuracy and consistency issues in many areas.

Size and variety of data have grown exponentially and will only increase in the future; yet data and information remain locked within silos of business and technologies.

Major programs such as Advanced Metering Infrastructure (AMI), Smart Grid, Asset/Work Management, Geographical Information System (GIS) etc. introduce many times more data with more vendor applications and their new proprietary data formats, resulting in potentially more silos.

The Smart Grid Adds to These Challenges

• Requires Integration – LOTS of integration– Onslaught of new applications and technologies

• AMI, MDMS, HAN, DR, ADE, etc.

• In a complex IT environment– Many custom systems, legacy technologies– Typically departmentally controlled – within “silos”

• Need ability to govern, manage, and share resources– at the Enterprise level and beyond (external services)

– Aging / outsourced systems and IT workforce– Historically, extremely low R&D expenditures

• Must ramp up capabilities quickly

Smart Grid Conceptual Reference Diagram

Smart Grid Interoperability

• Ability of systems to operate in coordination– Ability to exchange and use information appropriately

• Requires standard interface definitions– Governed by open industry working groups

• Provides Benefits– Promotes loosely-coupled integration

• Allows incremental functional enhancements• Creates market for reusable, compatible components

– Only one integration instead of many• To an open, public, standard interface

– Instead of each proprietary vendor or utility interface

Key Points

• The Smart Grid is about Smart Data– Too many moving parts & too much investment at risk

- to go on doing “more of the same” IT practices– Smart Data Requires:

• Planned Enterprise Information Management (EIM)– Based on an architecture with strong interfaces– Makes practical use of industry standards– Decouples projects

• Architecture for incremental deployment over many years– Master Plan implemented in phases– Each increment must fit cohesively with previously installed

components• Getting help by leveraging effective user organizations

– Lowers costs and mitigates risks for nominal cost

What is Enterprise Information Management?

Enterprise Information Management is an organizational commitment

from both business and IT to establish people, process and technology to drive the right* information so that it enables

increased business transformation and performance.

*The right information is defined as the “truth” where/when a user wants it within the context of what the user is looking for.

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EIM Vision & Strategy EIM Governance EIM Core

Processes EIM Organization EIM Infrastructure

Enterprise Vision & Strategy

Enterprise Architecture

Enterprise Business & IT

Core Processes

Enterprise Business & IT Organizations

Enterprise Infrastructure

Vision

Mission

Strategy

Goals & Objectives

Value Propositions

Sponsorship

Stewardship

Policies, Principles &

Tenets

Alignment

Structure

CSFs & KPIs

Structure (Virtual,

Hybrid……)

Roles & Responsibilities

Functional Services

Business Value and Relationship

Management

Information Architecture

Blueprint Management

Technologies(DBMS, Content Mgmt, ETL, EAI,

EII, Data Modeling, BI/DW, Collaboration…..)

Knowledgebase and Repositories

Standards & Best Practices

Data Quality

Data Integrity

Data Security & Protection

Data Lifecycle Management

Data Movement

Semantics Management

Database ManagementMaster Data ManagementInformation

ServicesServices &

Support

An EIM Framework


EIM Vision & Strategy

EIM Vision & Strategy

VisionThis is a statement of what EIM is and what value it shall bring to the enterprise.

MissionThis is a statement of why and how EIM program will bring value to the enterprise and help achieve the EIM vision.

StrategyThe strategy to be executed to achieve the EIM vision and mission.

Goals & Objectives

Specific goals and objectives that the EIM strategy and program would like to achieve in accordance with the vision and mission.

Value Propositions

Specific business and technology value (tangible and intangible, strategy and tactical) that the EIM strategy and program would provide, as well as specific metrics including ROI associated with EIM.


EIM Governance

EIM Governance

SponsorshipThis establishes the business and IT executive sponsorships that are required to ensure proper support, buy-in, and success of EIM program. Includes steering committee with members from business and IT and specified decision making roles and responsibilities. -> Who is CIM/ESM champion?

StewardshipThis establishes the data and information ownership (stewardship) structure, policies and procedures, and relationships to organization functional and process roles and responsibilities. -> Systems of record, single source of truth

Policies, Principles &

Tenets

This provides the essential policies, principles and tenets for what EIM is and how EIM will be conducted and enforced with business/IT functions and programs.

Alignment

This provides the structure, relationship, and policies and procedures necessary to align EIM vision and strategy with business vision and strategy as well as enterprise architecture goals and objectives. Alignment with major programs is a critical part of this component. -> Guidelines for PMs

Reference Model

This provides the overall governance reference model of the EIM program, and includes the reference architecture model showing the key components of EIM capabilities and services, which provides the foundation for alignment analysis and recommendations.


EIM Core Processes

EIM Core ProcessesData Quality Processes to identify, analyze, improve, and measure the data quality issues and improvement

efforts.

Data Integrity Processes to identify, analyze, improve, and measure the data integrity issues and improvement efforts.

Data Security/ Protection

Processes to ensure corporate data and information is secure and protected, and managed according to the corporate policies and regulatory mandates.

Data Lifecycle Management

Processes to govern how to create, classify, update, use, distribute, and archive, and obsolete data and information, for new projects as well as ongoing maintenance.

Data Movement Processes to identify and guide how data should be managed when they are moved around the enterprise and Line of Business systems, applications, and data files.

Semantic Management(Definitions, metadata,

Models……)

Processes to establish, manage, and use the business and IT semantics (that is business terms and definitions, metadata management, enterprise semantic models management, semantic integration etc. ) -> Enterprise Semantic Model (ESM) management – based on CIM +

Database Management Processes to manage the physical corporate databases and data files.

Master Data Management

Processes to manage the creation, maintenance, distribution, and usage of corporate master and/or reference data entities to support business processes and business transactions with the objectives of improving data quality and integrity, improving data and information accuracy, and reducing process inefficiencies.

Information Services

Processes to establish, maintain, and use actual data and aggregation services in the form of reusable software components for business systems and processes to share and leverage data and information across both transactional and analytical needs. _> common interface specifications across all projects, service inventories, etc.

Services & SupportManagement

Processes for the EIM program and/or organization to provide functional services and support to the rest of enterprise IT and business organizations and projects.


EIM Organization

EIM Organization

CSFs & KPIsCritical Success Factors and Key Performance Indicators to be established for the EIM organization or program to be measured.

Structure (Virtual,

Hybrid……)

The EIM organizational structure internally and externally, with focus on not only how it is organized internally but also how it interacts with external stakeholders and users of EIM services.

Roles & Responsibilities

Roles and responsibilities of every position within the organization. -> Key new roles include model manager for ESM, business analysts designing/proposing changes/additions to ESM, related roles

Functional Services

A list of functional services and core competencies relative to the EIM core processes that this organization would provide internally and externally. Alignment and reference to other IT services will be defined as well.

Business Value and Relationship

Management

How will the EIM organization manage the relationship with business and IT to ensure that business value is delivered and measured in accordance with the CSFs and KPIs established?


EIM Infrastructure

EIM Infrastructure

Information Architecture Blueprint

Management

This is to establish and maintain the enterprise information architecture blue print to ensure its viability and relevance to Enterprise Architecture and the rest of the IT core competencies.

Technologies(DBMS, Content Mgmt,

ETL, EAI, EII, Data Modeling, BI/DW,

Collaboration, ……)

A portfolio of technologies required to provide the basic and advanced EIM services.

Knowledgebase and Repositories

A knowledgebase of EIM best practices, methodologies, architecture patterns, design models, implementation guidelines, IT lifecycle management related to data/information, etc. And repository of metadata and enterprise semantic models.

Standards & Best Practices

Standards and best practices that EIM program adopts or develops to ensure efficient and effective services of EIM functions. -> Applied to projects and their contractors/vendors – essentially provides a contract for how services/data are to presented


The Impact of Big Data to EIM

• Big Data Presents Both Challenges and Opportunities to establish EIM as the transformational capabilities for the business: – Management of rapidly created or changing data (velocity)– Management of high volumes of data (volume)– Management of data in multiple formats (variety)– Understanding and reconciling two distinct but interrelated

components• Storage• Analytics

– Re-conceptualizing data assets vs. information assets– Re-evaluating the current Enterprise Information Management

strategy


Drivers and Barriers for Information Management

Driving Forces Restraining Forces

Sta

tus

Quo

1. Lack of stable industry standard definitions

2. Vendor’s way = lower project costs

3. Vendors pushing for ‘proprietary lock-in’

4. Consultants pushing to be ‘thought leaders’

5. Hours-sold revenue driving System Integrators

6. Internal system experts want to remain experts

7. Project managers striving for control

8. Inertia – why change?

9. Our situation’s unique – standards hinder us

1. Consistent enterprise-wide data

2. One version of the truth

3. Access to data regardless of source

4. Business transformation agility

5. Reduced project implementation costs

6. Reduced maintenance costs

7. Reduced IT risks

8. Availability of external services

9. Scalable business process automation

10. Scalable business activity monitoring

11. Accurate reporting – regulatory, KPIs

12. Mergers and acquisitions


Helping Projects to Succeed Within an EIM Context

• Key to Success is Understanding– What things need central planning– What things can be left to the local developer/project team

• Need to make active choices regarding:

– System structure and dynamics – cohesion & coupling– Composition & decomposition– Data life-cycle ownership across systems:

• Message level (Work Order, Trouble Ticket)• Object level (Crew, Switch, Asset)

• Master planning is important– Avoid falling into the trap of ‘Framework Bingo’– Use IEC 61968-1 IRM as a starting point for service

portfolio planning– Needs to be in the context of Enterprise Information

Management (EIM)


How to Start the Journey of EIM?

Assess Current Situation and

Identify Priorities for EIM Strategy &

Roadmap

1

Review Industry

Standards and Best Practices

3

Develop EIM Framework

Specific to a utility Enterprise

2

Develop EIM Reference

Architecture

4

Develop EIM Organizational

Design & Governance

6

Review EIM Technology Landscape

5

Develop EIM Roadmap & Key

Recommendations

8

Develop EIM Value

Proposition

7

Develop EIM Strategy Report &

Executive Overview

Presentation

10

Develop EIM Strategy Business

Case

9


Vision & Strategy Governance

CoreProcesses

Organization

InfrastructureFramework & Strategy,

Communication &Buy-in

Commitment

Define & align Semantics,

InformationServices,

Data Lifecycle.

Small & focused

team

POC

Refine withbusiness

Establishgovernance

body and process

Define all coreprocesses

Programestablished to

build and serve, with essential corecompetencies

Essential technologies selected and

architecture defined

Continuous alignment With business and IT Execute governance

with business and IT

Execute and refinecore processes

Organization established to

serve and evolve, with all

core competencies

All core technologies acquired to

serve

Strategize Pilot Build Execute

EIM Roadmap


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