С чего начать процесс управления данными6 сентября 2011 Наверняка, вы уже неоднократно слышали фразу «данные как стратегический актив». На первый взгляд эта идея очень хорошая. Но, действительно, кто из нас в действительности занет, что это означает? Большинство компаний относяттся к этому очень поверхностно, вместо того, чтобы в действительности сделать информацию своим активом. (Новость опубликована на английском языке)
Before we get to a definition, let’s talk about why you should care. If your company has any of the following characteristics, then governing your information is key to mitigating costs (operational and fines) and optimizing value:
• Legal requirements
• Regulatory and standards compliance
• Information-heavy projects like business process engineering, predictive analytics,
and strategic initiatives.
By following the approaches outlined below, you can deliver information-heavy projects both on time and without excessive rework. AND you can use these new-found skills for your next information project, which reduces cost.
What Is Information Governance?
Information governance is a management process that provides oversight to ensure successful execution of your information initiatives. Information governance involves the management of people, information assets, and processes to policies, standards, and objectives, including the ongoing oversight necessary to manage data risks.
It can be applied to one project, can be started with one data domain, and should be extended to the enterprise.
Information Governance—Starting Small and Expanding
For this post, let’s focus on starting with a single, small project and then extending your skills to a larger, more strategic project.
First, how do you choose the project? Ideally, it’s one with tangible pain. A good place to start is in the mailroom. Your mailroom can likely quantify, both in terms of money and resources, the value of having poor address governance. Work with that group to get a realistic cost number.
Step number two: track down the business group that’s feeling the pain as a result of this poorly governed information. In the case of the mailroom, perhaps marketing is feeling the pain, because their campaigns aren’t as successful. Or perhaps accounts receivable is feeling the pain because their bills aren’t getting paid in a timely manner. Talk to them. Find the most vocal group–who also understands the value of data–and partner with them.
Step number three: with that small stakeholder group, establish an owner for the key data element. Sit down with him/her and try to truly discover the current quality state of the applicable key data elements.
Now that you know where you ARE, you can make more informed decisions on both what good means for this data element, and which metric to capture to show success.