Establishing a data governance strategy is a worthy goal – but business process owners see no benefit to them unless they can see a business process improvement as a result. Here are a few thoughts on the roles required to sustain a successful data governance process.
Firstly, we need a business process owner accountable for the flawless execution of each business process e.g. a finance director owning the invoicing process. This person is responsible for signing off business rules which are rules data needs to comply with in order for business processes to execute properly e.g. every invoice must have a valid purchase order number. (more…)
“We have 20% duplicates in our data source”. This is how the conversation began. It was not that no one cared about the level of duplicates, it’s just that the topic of duplicate records did not get the business excited – they have many other priorities (and they were not building a single view of customer).
The customer continued the discussion thread on how to make data quality relevant to each functional leader reporting to C-level executives. The starting point was affirmation that the business really only care about data quality when it impacts the processes that they own e.g. order process, invoice process, shipping process, credit process, lead generation process, compliance reporting process, etc. This means that data quality results need to be linked to the tangible goals of each business process owner to win them over as data advocates. (more…)
“The first step in fixing a problem is to measure the size of the problem”. … Agreed! Easy. The next step is harder – how to sustain high quality data and generate ongoing business value.
Measuring data quality became possible with the advent of profiling and scorecarding features as standard functionality within enterprise data quality products. By using a combination of data quality rules, reference data and technology, you can create a report which lists the quality and percentage of records with completeness, conformity, consistency, duplicate and accuracy issues. This process is called a data quality audit. The ongoing process of scorecarding is called monitoring.
The next question is – what do we do now? We have the DQ metrics. How do we get the business and IT motivated to sustain high quality data? (more…)
Business modernization programs typically focus on process standardization to gain the benefits of efficient repeatable, measurable processes. Enterprise resource planning (ERP) technologies fulfill the process standardization requirements and have now become a central point for management of business processes. However, ERP systems do not prevent low quality data from entering the systems nor do they measure its impact on the efficiency of a business process. Most organizations today are using the same ERP systems (SAP or Oracle) that were configured by the same consultancies. Therefore, the uniqueness and the scope for competitive advantage of any organization are defined by the people and the data. (more…)