This document discusses an approach to enterprise data management called "Return on Data". It argues that data should be viewed as an asset rather than just a tool, and outlines how improving data management practices can increase return on data through lower costs and higher opportunity utilization. Specific areas to focus on include improving agility & transparency, establishing shared meanings, rationalizing data consumption, and streamlining processes. The document provides frameworks for assessing data quality, identifying causes of issues, planning solutions, and executing improvements through an iterative process.

1. Return on Data:
An Approach to Enterprise Data
Management
By James Lapalme
2011-10-01 © Copyright 2011 James Lapalme 1

2. EDM : Tool not an Objectif
Objectif Tool
?
2011-10-01 © Copyright 2011 James Lapalme 2

3. Increasing « Return on Data »
Lower
Operational
Risk
Higher
Return
on Data
Lower Increased
Operational Opportunity
Costs Utilisation
2011-10-01 © Copyright 2011 James Lapalme 3

4. Areas of Improvement
Areas of
Improvement Process
Return on Data
Improment
Consumption
Rationalization
Shared Meaning&
Alignment
Agility&
Transparency
Data Management Maturity
2011-10-01 © Copyright 2011 James Lapalme 4

5. Were to Invest ?
Agility & Transparency Shared Meaning & Alignment
• Data Lineage • Shared Semantic Models
• Event Lineage • Shared Expectations
• Integration Design
Return on Data
Consumption Rationalization Process Improvement
• Monitoring • Process Streamlining
• Control • Work Redesign
• Supply Management
2011-10-01 © Copyright 2011 James Lapalme 5

6. Fact-Driven Data Management
Mesure
• Impact on PnL
• Impact on VaR
• Process Variation
Execute Assess
• Iteratively Delivery • Ishikawa (Fishbone)
• Rapid Delivery • 5 Whys
• Root Cause Analysis
Identify & Plan
• Agility & Transparency
• Rationalization
• Process Improvement
• Shared Meaning
2011-10-01 © Copyright 2011 James Lapalme 6

7. Change is Not Free
Efficiency Low resistance
(Doing things right)
but superficial
an temporary
Effectiveness change
(Doing the right things)
High
resistance
Culture but deep
(Determining what is
right)
sustainable
change
2011-10-01 © Copyright 2011 James Lapalme 7

8. Indirect Cost of Poor Quality is High
PnL
Quantitative
Qualitative
2011-10-01 © Copyright 2011 James Lapalme 8

9. 5 Steps Process
Strategy &
Quality Cause Portfolio
Solution Execution
Assessment Assessment Planning
Design
1. 5 subject sampling 1.Ishakawa 1. Area Exploration 1. Backlog creation 1. Sprint Deliveries
2. Quality Audit 2. 5 Whys 2.Solutioning 2. Prioritzation
3. Variation Analysis 3. RCA 3.ROI Analysis 3. Funding
4. Impact Analysis 4.Target definition
2011-10-01 © Copyright 2011 James Lapalme 9