Failure to successfully monetize data management investments sets up an unfortunate loop of fixing symptoms without addressing the underlying problems. As organizations begin to understand poor data management practices as the root causes of many of their business problems, they become more willing to make the required investments in our profession. This presentation uses specific examples to illustrate the costs of poor data management and how it impacts business objectives. Join us and learn how you can better align your data management projects with business objectives to justify funding and gain management approval.
Check out more of our webinars: http://www.datablueprint.com/resource-center/webinar-schedule/
Beyond Boundaries: Leveraging No-Code Solutions for Industry Innovation
Data-Ed: Show Me the Money: Monetizing Data Management
1. Show Me The Money: Monetizing Data Management
Failure to successfully monetize data management
investments sets up an unfortunate loop of fixing
symptoms without addressing the underlying
problems. As organizations begin to understand poor
data management practices as the root causes of
many of their business problems, they become more
willing to make the required investments in our
profession. This presentation uses specific examples
to illustrate the costs of poor data management and
how it impacts business objectives. Join us and learn
how you can better align your data management
projects with business objectives to justify funding
and gain management approval.
Date:
Time:
Presenter:
October 8, 2013
2:00 PM ET/11:00 AM PT
Peter Aiken, Ph.D.
MONETIZING
DATA MANAGEMENT
Unlocking the Value in Your Organization’s
Most Important Asset.
PETER AIKEN WITH JUANITA BILLINGS
FOREWORD BY JOHN BOTTEGA
1
Copyright 2013 by Data Blueprint
2. Executive Editor at DATAVERSITY.net
Shannon Kempe
2
Copyright 2013 by Data Blueprint
3. Commonly Asked Questions
1) Will I get copies of the
slides after the event?
1) Is this being recorded so I
can view it afterwards?
3
Copyright 2013 by Data Blueprint
4. Get Social With Us!
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4
Copyright 2013 by Data Blueprint
5. Peter Aiken, PhD
•
•
•
•
•
•
•
•
25+ years of experience in data
management
Multiple international awards &
recognition
Founder, Data Blueprint (datablueprint.com)
Associate Professor of IS, VCU (vcu.edu)
President, DAMA International (dama.org)
8 books and dozens of articles
Experienced w/ 500+ data
management practices in 20 countries
Multi-year immersions with
organizations as diverse as the
US DoD, Nokia, Deutsche Bank,
Wells Fargo, and the Commonwealth
of Virginia
5
Copyright 2013 by Data Blueprint
2
6. MONETIZING
DATA MANAGEMENT
Show Me The Money
Unlocking the Value in Your Organization’s
Most Important Asset.
Monetizing Data Management
Presented by Peter Aiken, Ph.D.
PETER AIKEN WITH JUANITA BILLINGS
FOREWORD BY JOHN BOTTEGA
10124 W. Broad Street, Suite C
Glen Allen, Virginia 23060
804.521.4056
7. Outline
1. Data Management Overview
2. Book Motivations & Survey Results
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
Tweeting now:
#dataed
7
Copyright 2013 by Data Blueprint
8. Outline
1. Data Management Overview
2. Book Motivations & Survey Results
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
8
Copyright 2013 by Data Blueprint
9. Five Integrated DM Practice Areas
Data management
processes and
infrastructure
Implementation
Organizational Strategies
Data Program
Coordination
Guidance
Goals
Organizational
Data Integration
Combining multiple
assets to produce
extra value
Organizational-entity
subject area data
integration
Integrated
Models
Achieve sharing of data
within a business area
Data
Stewardship
Standard
Data
Application
Models &
Designs
Provide reliable
data access
Direction
Data Support
Operations
Feedback
Leverage data in organizational activities
Data
Development
Business
Data
Data
Asset Use
Business Value
9
Copyright 2013 by Data Blueprint
10. Five Integrated DM Practice Areas
Manage data coherently.
Data Program
Coordination
Share data across boundaries.
Organizational
Data Integration
Data Development
Data Stewardship
Assign responsibilities for data.
Engineer data delivery systems.
Data Support
Operations
Maintain data availability.
10
Copyright 2013 by Data Blueprint
11. Hierarchy of Data Management Practices (after Maslow)
•
•
5 Data
management
practices areas /
data management
basics ...
Advanced
Data
Practices
... are necessary
but insufficient
• MDM
prerequisites to
• Mining
• Big Data
organizational data
• Analytics
leveraging
• Warehousing
applications that is
• SOA
self actualizing data
or advanced data
Basic Data Management Practices
practices
–
–
–
–
–
Data Program Management
Organizational Data Integration
Data Stewardship
Data Development
Data Support Operations
http://3.bp.blogspot.com/-ptl-9mAieuQ/T-idBt1YFmI/AAAAAAAABgw/Ib-nVkMmMEQ/s1600/maslows_hierarchy_of_needs.png
Copyright 2013 by Data Blueprint
12. Outline
1. Data Management Overview
2. Book Motivations & Survey Results
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
12
Copyright 2013 by Data Blueprint
13. Outline
1. Data Management Overview
2. Book Motivations & Survey Results
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
13
Copyright 2013 by Data Blueprint
14. Motivation ...
•
•
•
Task: helping our community better articulate the
importance of what we do
Until we can meaningfully communicate in monetary
or other terms equally important to the C-suite, we will
continue to struggle to articulate the value of its role
Today’s business executives
–
–
–
•
MONETIZING
DATA MANAGEMENT
Smart, talented and experienced experts
Executive decision-makers being far removed and
insufficiently data knowledgeable
Too many decisions about data have been poor.
Four Parts
–
–
–
–
Unique perspective to the practice of leveraging data
11 cases where leveraging data has produced positive
financial results
Five instance non-monetary outcomes of critical important
to the C-suite
Interaction of data management practices and both IT
projects and legal responsibilities
Unlocking the Value in Your Organization’s
Most Important Asset.
PETER AIKEN WITH JUANITA BILLINGS
FOREWORD BY JOHN BOTTEGA
14
Copyright 2013 by Data Blueprint
15. 2013 Monetizing Data Management Survey Results
15
Copyright 2013 by Data Blueprint
16. 2013 Monetizing Data Management Survey Results
• Soon to be released: white paper & survey results
16
Copyright 2013 by Data Blueprint
17. Outline
1. Data Management Overview
2. Book Motivations & Survey Results
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
17
Copyright 2013 by Data Blueprint
18. Outline
1. Data Management Overview
2. Book Motivations & Survey Results
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
18
Copyright 2013 by Data Blueprint
19. Strategic Information Use: Prerequisites
Wisdom & knowledge are
often used synonymously
Intelligence
Data
Information
Strategic Use
Data
Request
Data
Data
Data
Meaning
Fact
Data
1.
2.
3.
4.
5.
6.
Data
Each FACT combines with one or more MEANINGS.
Each specific FACT and MEANING combination is referred to as a DATUM.
An INFORMATION is one or more DATA that are returned in response to a specific REQUEST
INFORMATION REUSE is enabled when one FACT is combined with more than one MEANING.
INTELLIGENCE is INFORMATION associated with its STRATEGIC USES.
DATA/INFORMATION must formally arranged into an ARCHITECTURE.
[Built on definitions from Dan Appleton 1983]
19
Copyright 2013 by Data Blueprint
20. Leverage is an Engineering Concept
• Using proper engineering
techniques, a human can lift
a bulk that is weighs much
more than the human
20
Copyright 2013 by Data Blueprint
21. Data Leverage is an Engineering Concept
Process
Organizational
Data Managers
Organizational
Data
People
Less Data
ROT ->
Technologies
• Note: Reducing ROT increases data leverage
21
Copyright 2013 by Data Blueprint
22. Why Is Data Management Important?
• Too much data leads directly to wasted productivity
– Eighty percent (80%) of organizational data is
redundant, obsolete or trivial (ROT)
• Underutilized data leads directly to poorly leveraged
organizational resources
–
–
–
–
Manpower – costs associated with labor resources and
market share
Money – costs associated
with management of
financial resources
Methods – costs associated
with operational processes and product delivery
Machines – costs associated with hardware, software
applications and data to enhance production capability
22
Copyright 2013 by Data Blueprint
23. Incorrect Educational Focus
• Building new systems
–
–
–
80% of IT costs are spent rebuilding and evolving
existing systems and only 20% of costs are
spent building and acquiring new systems
Putting fresh graduates on new projects makes this proposition
more ridiculous
Only the most experienced professionals should be allowed to
participate in new systems development.
• Who is responsible for managing data assets?
–
–
Business thinks IT is taking care of it - it is called IT after all?
IT thinks if you can sign on to the system their job is complete
• System development practices
–
–
Data evolution is separate from, external to and must precede
system development life cycle activities!
Data is not a project - it has no distinct beginning and end
23
Copyright 2013 by Data Blueprint
24. Evolving Data is Different than Creating New Systems
Common Organizational Data
Future State
(and corresponding data needs requirements)
Evolve
(Version +1)
Data evolution is separate from,
external to, and precedes system
development life cycle activities!
Systems
Development
Activities
Create
New Organizational
Capabilities
24
Copyright 2013 by Data Blueprint
25. Application-Centric Development
•
In support of strategy, organizations
develop specific goals/objectives
•
The goals/objectives drive the development
of specific systems/applications
•
Development of systems/applications leads
to network/infrastructure requirements
•
Data/information are typically considered
after the systems/applications and network/
infrastructure have been articulated
•
Problems with this approach:
–
Ensures data is formed to the applications and not
around the organizational-wide information
requirements
–
Process are narrowly formed around applications
–
Very little data reuse is possible
Strategy
Goals/
Objectives
Systems/
Applications
Network/
Infrastructure
Data/
Information
Original articulation from Doug Bagley @ Walmart
25
Copyright 2013 by Data Blueprint
26. Typical System Evolution
Payroll Data
(database)
Finance Application
(3rd GL, batch
system, no source)
Payroll Application
(3rd GL)
Finance
Data
(indexed)
Marketing Data
(external database)
Marketing Application
(4rd GL, query facilities,
no reporting, very large)
Personnel Data
(database)
R&D
Data
(raw)
Personnel App.
(20 years old,
un-normalized data)
R& D Applications
(researcher supported, no documentation)
Mfg. Data
(home grown
database)
Mfg. Applications
(contractor supported)
26
Copyright 2013 by Data Blueprint
27. Data-Centric Development
•
•
•
•
•
In support of strategy, the organization
develops specific goals/objectives
The goals/objectives drive the development
of specific data/information assets with an
eye to organization-wide usage
Network/infrastructure components are
developed to support organization-wide use
of data
Development of systems/applications is
derived from the data/network architecture
Advantages of this approach:
–
Data/information assets are developed from an
organization-wide perspective
–
Systems support organizational data needs and
compliment organizational process flows
–
Maximum data/information reuse
Strategy
Goals/
Objectives
Data/
Information
Network/
Infrastructure
Systems/
Applications
Original articulation from Doug Bagley @ Walmart
27
Copyright 2013 by Data Blueprint
28. Polling Question #1
• Who or what
department(s) makes the
decision on investing in
data management
initiatives?
A) IT
B) Supported business area
C) IT and the supported
business area together
D) Office of Chief Data
Officer or Enterprise Data
Office/Equivalent
28
Copyright 2013 by Data Blueprint
29. Outline
1. Data Management Overview
2. Book Motivations & Survey Results
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
29
Copyright 2013 by Data Blueprint
30. Outline
1. Data Management Overview
2. Book Motivations & Survey Results
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
30
Copyright 2013 by Data Blueprint
31. Monitization: Time & Leave Tracking
At Least 300 employees are
spending 15 minutes/week
tracking leave/time
31
Copyright 2013 by Data Blueprint
32. Capture Cost of Labor/Category
32
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33. Compute Labor Costs
District-L (as an example)
Employees
Leave Tracking
Time Accounting
73
50
Number of documents
1000
2040
Timesheet/employee
13.70
40.8
Time spent
0.08
0.25
Hourly Cost
$6.92
$6.92
Additive Rate
$11.23
$11.23
Semi-monthly cost per
timekeeper
$12.31
$114.56
$898.49
$5,727.89
$21,563.83
$137,469.40
Total semi-monthly
timekeeper cost
Annual cost
33
Copyright 2013 by Data Blueprint
34. Annual Organizational Totals
• Range $192,000 - $159,000/month
• $100,000 Salem
• $159,000 Lynchburg
• $100,000 Richmond
• $100,000 Suffolk
• $150,000 Fredericksburg
• $100,000 Staunton
• $100,000 NOVA
• $800,000/month or $9,600,000/annually
• Awareness of the cost of things considered overhead
34
Copyright 2013 by Data Blueprint
35. International Chemical Company Engine Testing
• $1billion (+) chemical
company
• Develops/manufactures
additives enhancing the
performance of oils and
fuels ...
• ... to enhance engine/
machine performance
–
–
–
Helps fuels burn cleaner
Engines run smoother
Machines last longer
• Tens of thousands of
tests annually
–
Test costs range up to
$250,000!
35
Copyright 2013 by Data Blueprint
36. Overview of Existing Data Management Process
1. Manual transfer of digital data
2. Manual file movement/duplication
3. Manual data manipulation
4. Disparate synonym reconciliation
5. Tribal knowledge requirements
6. Non-sustainable technology
36
33
Copyright 2013 by Data Blueprint
37. Data Integration Solution
• Integrated the existing systems to
easily search on and find similar or
identical tests
• Results:
–
Reduced expenses
–
Improved competitive edge
and customer service
–
Time savings and improve operational
capabilities
• According to our client’s internal
business case development, they
expect to realize a $25 million gain
each year thanks to this data
integration
37
Copyright 2013 by Data Blueprint
39. How one inventory item proliferates data throughout the chain
555
Subassemblies
&
subcomponents
System 1:
18,214 Total items
75 Attributes/ item
1,366,050 Total attributes
17,659
Repair
parts
or
Consumables
System
2
47
Total
items
15+
A>ributes/item
720
Total
a>ributes
System
3
16,594
Total
items
73
A>ributes/item
1,211,362
Total
a>ributes
System
4
8,535
Total
items
16
A>ributes/item
136,560
Total
a>ributes
System
5
15,959
Total
items
22
A>ributes/item
351,098
Total
a>ributes
Total
for
the
five
systems
show
above:
59,350
Items
179
Unique
a>ributes
3,065,790
values
Copyright 2013 by Data Blueprint
39
40. Business Implications
•
National Stock Number (NSN)
Discrepancies
–
–
•
Serial Number Duplication
–
–
•
If NSNs in LUAF, GABF, and RTLS are
not present in the MHIF, these records
cannot be updated in SASSY
Additional overhead is created to correct
data before performing the real
maintenance of records
If multiple items are assigned the same
serial number in RTLS, the traceability of
those items is severely impacted
Approximately $531 million of SAC 3
items have duplicated serial numbers
On-Hand Quantity Discrepancies
–
–
If the LUAF O/H QTY and number of items serialized in RTLS conflict, there can
be no clear answer as to how many items a unit actually has on-hand
Approximately $5 billion of equipment does not tie out between the LUAF &
RTLS
Copyright 2013 by Data Blueprint
41. Improving Data Quality during System Migration
• Challenge
–
–
–
–
Millions of NSN/SKUs
maintained in a catalog
Key and other data stored in
clear text/comment fields
Original suggestion was manual
approach to text extraction
Left the data structuring problem unsolved
• Solution
–
–
–
Proprietary, improvable text extraction process
Converted non-tabular data into tabular data
Saved a minimum of $5 million
– Literally person centuries of work
41
Copyright 2013 by Data Blueprint
43. Quantitative Benefits
Time needed to review all NSNs once over the life of the project:
NSNs
Average time to review & cleanse (in minutes)
Total Time (in minutes)
2,000,000
5
10,000,000
Time available per resource over a one year period of time:
Work weeks in a year
Work days in a week
Work hours in a day
Work minutes in a day
Total Work minutes/year
48
5
7.5
450
108,000
Person years required to cleanse each NSN once prior to migration:
Minutes needed
Minutes available person/year
Total Person-Years
10,000,000
108,000
92.6
Resource Cost to cleanse NSN's prior to migration:
Avg Salary for SME year (not including overhead)
Projected Years Required to Cleanse/Total DLA Person Year Saved
Total Cost to Cleanse/Total DLA Savings to Cleanse NSN's:
$60,000.00
93
$5.5 million
43
Copyright 2013 by Data Blueprint
44. Seven Sisters (from British Telecom)
44
Copyright 2013 by Data Blueprint
Thanks to Dave Evans
45. Polling Question #2
• Is it hard to obtain
funding for your data
management projects?
A) Yes, because it is hard to
show value
B) Yes, because we have not
aligned with the business
objectives
C) Yes, because no
precedent has been set
D) No, because we can
clearly demonstrate value
45
Copyright 2013 by Data Blueprint
46. Outline
1. Data Management Overview
2. Book Motivations & Survey Results
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
46
Copyright 2013 by Data Blueprint
47. Outline
1. Data Management Overview
2. Book Motivations & Survey Results
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
47
Copyright 2013 by Data Blueprint
48. In one of the more horrifying incidents I've read about, U.S. soldiers and allies
were killed in December 2001 because of a stunningly poor design of a GPS
receiver, plus "human error."
http://www.washingtonpost.com/wp-dyn/articles/A8853-2002Mar23.html
A U.S. Special Forces air controller was calling in GPS positioning from some sort
of battery-powered device. He "had used the GPS receiver to calculate the
latitude and longitude of the Taliban position in minutes and seconds for an
airstrike by a Navy F/A-18."
According to the *Post* story, the bomber crew "required" a "second
calculation in 'degree decimals'" -- why the crew did not have equipment to
perform the minutes-seconds conversion themselves is not explained.
The air controller had recorded the correct value in the GPS receiver when the
battery died. Upon replacing the battery, he called in the degree-decimal position
the unit was showing -- without realizing that the unit is set up to reset to its *own*
position when the battery is replaced. The 2,000-pound bomb landed on his
position, killing three Special Forces soldiers and injuring 20 others.
If the information in this story is accurate, the RISKS involve replacing memory
settings with an apparently-valid default value instead of blinking 0 or some other
obviously-wrong display; not having a backup battery to hold values in memory
during battery replacement; not equipping users to translate one coordinate
system to another; and using a device with such flaws in a combat situation
Friendly Fire
deaths traced
to Dead
Battery
48
Copyright 2013 by Data Blueprint
51. Senior Army Official
• A very heavy dose of
management support
• Any questions as to future
data ownership, "they should make an
appointment to speak directly with me!"
• Empower the team
– The conversation turned from "can this be done?" to
"how are we going to accomplish this?"
– Mistakes along the way would be tolerated
– Implement a workable solution in prototype form
51
Copyright 2013 by Data Blueprint
52. Communication Patterns
Source: The Challenge and the Promise: Strengthening the Force, Preventing Suicide and Saving Lives - The Final Report of the Department
of Defense Task Force on the Prevention of Suicide by Members of the Armed Forces - August 2010
52
Copyright 2013 by Data Blueprint
53. Polling Question #3
• What percentage of
your data projects are
successful?
A) All
B) 25%
C) 75%
D) none
53
Copyright 2013 by Data Blueprint
54. Outline
1. Data Management Overview
2. Book Motivations & Survey Results
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
54
Copyright 2013 by Data Blueprint
55. Outline
1. Data Management Overview
2. Book Motivations & Survey Results
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
55
Copyright 2013 by Data Blueprint
56. Messy Sequencing Towards Arbitration
Plaintiff
(Company X)
Defendant
(Company Y)
April
Requests a
recommendation from
ERP Vendor
Responds indicating
"Preferred Specialist"
status
July
Contracts Defendant to
implement ERP and
convert legacy data
Begins
implementation
Realizes a key milestone
has been missed
Stammers an
explanation of "bad"
data
Slows then stops
Defendant invoice
payments
Removes project team
January
July
Files arbitration request
as governed by contract
with Defendant
56
Copyright 2013 by Data Blueprint
57. •
•
•
•
•
•
Points of Contention
Who owned the
risks?
Who was the project
manager?
Was the data of poor
quality?
Did the contractor
(Company Y)
exercise due
diligence?
Was their
methodology
adequate?
Were required
standards of care
followed and
were the work
products of required
quality?
57
Copyright 2013 by Data Blueprint
58. Expert Reports
Expert
Report
Ours provided evidence that :
1. Company Y's conversion code introduced
errors into the data
2. Some data that Company Y converted was of
measurably lower quality than the quality of the data
before the conversion
3. Company Y caused harm by not performing an
analysis of the Company X's legacy systems and that
that the required analysis was not a part of any project
plan used by Company Y
4. Company Y caused harm by withholding specific
information relating to the perception of the on-site
consultants' views on potential project success
58
Copyright 2013 by Data Blueprint
59. FBI & Canadian Social Security Gender Codes
1.
2.
3.
4.
5.
6.
7.
8.
9.
Male
If column 1 in
source = "m"
Female
• then set
Formerly male now female
value of
target data
Formerly female now male
to "male"
Uncertain
• else set
value of
Won't tell
target data
to "female"
Doesn't know
Male soon to be female
Female soon to be male
51
Copyright 2013 by Data Blueprint
60. AJHR0213_CAN_UPDATE.SQR
!************************************************************************
! Procedure Name: 230-Assign-PS-Emplid
!
! Description : This procedure generates a PeopleSoft Employee ID
!
(Emplid) by incrementing the last Emplid processed by 1
!
First it checks if the applicant/employee exists on
!
!
the PeopleSoft database using the SSN.
The defendant knew to
prevent duplicate SSNs
!************************************************************************
Begin-Procedure 230-Assign-PS-Emplid
move 'N' to $found_in_PS
!DAR 01/14/04
move 'N' to $found_on_XXX
!DAR 01/14/04
BEGIN-SELECT -Db'DSN=HR83PRD;UID=PS_DEV;PWD=psdevelopment'
NID.EMPLID
NID.NATIONAL_ID
move 'Y' to $found_in_PS
!DAR 01/14/04
move &NID.EMPLID to $ps_emplid
The exclamation point
prevents this line from
looking for duplicates, so
no check is made for a
duplicate SSN/National
ID
FROM PS_PERS_NID NID
!WHERE NID.NATIONAL_ID = $ps_ssn
WHERE NID.AJ_APPL_ID = $applicant_id
END-SELECT
if $found_in_PS = 'N'
do 231-Check-XXX-for-Empl
!DAR 01/14/04
!DAR 01/14/04
if $found_on_XXX = 'N'
!DAR 01/14/04
add 1 to #last_emplid
Legacy systems business
rules allowed employees to
have more than one
AJ_APPL_ID.
let $last_emplid = to_char(#last_emplid)
let $last_emplid = lpad($last_emplid,6,'0')
let $ps_emplid = 'AJ' || $last_emplid
end-if
end-if
!DAR 01/14/04
End-Procedure 230-Assign-PS-Emplid
60
Copyright 2013 by Data Blueprint
63. Risk Response
“Risk response development involves defining enhancement steps
for opportunities and threats.”
Page 119, Duncan, W., A Guide to the Project Management Body of Knowledge, PMI, 1996
Tasks
Hours
New Year Conversion
Tax and payroll balance conversion
General Ledger conversion
Total
120
120
80
320
Resource
Hours
G/L Consultant
Project Manager
Recievables Consultant
HRMS Technical Consultant
Technical Lead Consultant
HRMS Consultant
Financials Technical Consultant
Total
40
40
40
40
40
40
40
280
"The go-live date may need to
be extended due to certain
critical path deliverables not
being met. This extension will
require additional tasks and
resources. The decision of
whether or not to extend the
go-live date should be made by
Monday, November 3, 20XX so
that resources can be allocated
to the additional tasks."
Delay
Weekly Resources Weeks Tasks Cumulative
January (5 weeks)
280
5 320
1720
February (4 weeks)
280
4
1120
Total
2840
63
Copyright 2013 by Data Blueprint
64. Project Management Planning
Process Planning Area
Scope Planning
Scope Definition
Activity Definition
Activity Sequencing
Activity Duration Estimation
Schedule Development
Resource Planning
Cost Estimating
Cost Budgeting
Project Plan Development
Quality Planning
Communication Planning
Risk Identification
Risk Quantification
Risk Response
Organizational Planning
Staff Acquisition
Company Y
Methodology
Demonstrated
√
√
√
√
√
√
√
√
√
√
√
√
?
?
√
√
√
√
√
√
?
√
√
√
Company X Lead
?
?
64
Copyright 2013 by Data Blueprint
65. Inadequate Standard of Care - Tasks without Predecessors
65
Copyright 2013 by Data Blueprint
67. Professional & Workmanlike Manner
Defendant warrants that the services
it provides hereunder will be
performed in a professional and
workmanlike manner in accordance
with industry standards.
67
Copyright 2013 by Data Blueprint
68. The Defense's "Industry Standards"
• Question:
–
What are the industry standards that you are referring to?
• Answer:
–
There is nothing written or codified, but it is the standards
which are recognized by the consulting firms in our (industry).
• Question:
–
I understand from what you told me just a moment ago that
the industry standards that you are referring to here are not
written down anywhere; is that correct?
• Answer:
–
That is my understanding.
• Question:
–
Have you made an effort to locate these industry standards
and have simply not been able to do so?
• Answer:
–
I would not know where to begin to look.
68
Copyright 2013 by Data Blueprint
69. Outline
1. Data Management Overview
2. Book Motivations & Survey Results
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
69
Copyright 2013 by Data Blueprint
70. Outline
1. Data Management Overview
2. Book Motivations & Survey Results
3. Leveraging Data
4. Monetary ROI (6 cases)
5. Non-Monetary ROI (2 cases)
6. Legal Considerations
7. Take Aways and Q&A
70
Copyright 2013 by Data Blueprint
71. Monetizing Data Management
•
State Agency Time & Leave Tracking
–
Time and leave tracking
•
•
International Chemical Company
–
–
•
Transformation of non-tabular data
$5 million annually
Person Centuries
British Telecom Project Rollout
–
£250 (small investment)
Non-Monetary Examples
–
–
•
DATA MANAGEMENT
Data management: Test results
$25 million UDS annually
•
•
•
MONETIZING
ERP Implementation
–
•
$1 million USD annually
Friendly Fire
Suicide Mitigation
Legal
–
ERP Implementation Legal Case
•
Unlocking the Value in Your Organization’s
Most Important Asset.
PETER AIKEN WITH JUANITA BILLINGS
FOREWORD BY JOHN BOTTEGA
$ 5,355,450 CAN damages/penalties
71
Copyright 2013 by Data Blueprint
72. Questions?
+
=
It’s your turn!
Use the chat feature or Twitter (#dataed) to submit
your questions to Peter now.
72
Copyright 2013 by Data Blueprint
73. Upcoming Events
November Webinar: Unlock Business Value Through
Reference & MDM
Novemeber 12, 2013 @ 2:00 PM – 3:30 PM ET
(11:00 AM-12:30 PM PT)
December: Unlock Business Value Through
Document & Content Management
December 10, 2013 @ 2:00 PM – 3:30 PM ET
(11:00 AM-12:30 PM PT)
Sign up here:
•
www.datablueprint.com/webinar-schedule
•
www.Dataversity.net
Brought to you by:
73
Copyright 2013 by Data Blueprint