Beruflich Dokumente
Kultur Dokumente
October 2007
Introduction
Its been said that IT is the engine for growth and business innovation in the
21st century, and data is the gasoline that fuels it. And while data is undeniably
one of the greatest assets an organization has, it is increasingly difficult to
manage and control.
From structured to unstructured data including customer and employee data,
metadata, trade secrets, e-mail, video and audio organizations must find a way
to govern data in alignment with business requirements without obstructing the
free flow of information and innovation.
For many organizations today, data is spread across multiple, complex silos that
are isolated from each other. There are scores of redundant copies of data, and
the business processes that use the data are just as redundant and tangled. There
is little cross-organizational collaboration, with few defined governance and
stewardship structures, roles and responsibilities.
Businesses want to leverage information for maximum performance and profit.
They want to assess the value of data as a balance sheet asset, and they want to
calculate risk in all aspects of their operations as a competitive advantage in
decision-making.
It is for these reasons that data governance has emerged as a strategic priority for
companies of all sizes.
Data governance is a quality control discipline for adding new rigor and
discipline to the process of managing, using, improving and protecting
organizational information. Effective data governance can enhance the quality,
availability and integrity of a companys data by fostering cross-organizational
collaboration and structured policy-making. It balances factional silos with
organizational interest, directly impacting the four factors any organization
cares about most:
Increasing revenue
Lowering costs
Reducing risks
Increasing data confidence
Many companies are just learning to examine their data governance practices,
and searching for industry benchmarks and common frameworks to ground
their approach. The IBM Data Governance Council Maturity Model is a breakthrough initiative designed with input from a council of 55 organizations to
build consistency and quality control in governance through proven business
technologies, collaborative methods and best practices. This white paper will
describe the Data Governance Council Maturity Model and explain how
organizations can leverage it to help them govern the use of data more effectively.
Key Bank
ABN Amro
Lumigent
AirMagnet
MasterCard
Alltel
Merrill Lynch
American Express
Monaris
Application Security
Novartis
Axentis
Nordea Bank
Bank of America
Northwestern Mutual
Bank of Montreal
OpenPages
Bank of Tokyo/
Organizational
Mitsubishi
Policy Inst.
Bell Canada
Paisley
BITS Financial
Services Roundtable
Principal Financial
Group
Cadence Design
Regions Financial
Corp.
Citigroup
RiskWatch
SecNap
Continuity Software
Semantic Arts
Danske Bank
SPS Security
Deutsche Bank
TIAA-CREF
Discover Financial
Tizor
Equifax
TeliaSonera
Fannie Mae
Valid Technologies
Freddie Mac
VP Securities
Services
Guardium
Washington Mutual
Huntington Bank
Wachovia
Intellinx
ZANTAZ
Academia
Metadata and business glossaries are not used to track data quality,
bridge semantic differences and demonstrate the business value of data.
Few technologies exist today to assess data values, calculate risk and support
the human process of governing data usage in an enterprise.
Assess where they currently are in terms of governance, where they want to be
and the steps they need to take to get there.
Level
5 Optimizing
Maturity model
4 Quantitatively Managed
Process QUANTITATIVELY measured
and controlled
Level
3 Defined
Process characterized for the
ORGANIZATION and is PROACTIVE
Level
2 Managed
Process characterized for PROJECTS
and is MANAGEABLE
Level
1 Initial
Process unpredictable, poorly controlled
and REACTIVE
Outcomes
Enablers
Core Disciplines
Supporting Disciplines
Category
Description
Organizational Structures
& Awareness
Stewardship
Policy
Value Creation
Information Security
& Privacy
Data Architecture
10
Information Lifecycle
Management
11
Audit Information,
Logging & Reporting
Maturity Model
Each category is both a starting place for change and a component in a larger
plan. Grouping the 11 domains of data governance can help organizations gain
insight into how to establish the larger plan. Each of the 11 categories has five
levels of maturity, which include:
Level 1 Initial
Level 2 Managing
Level 3 Defined
Level 4 Quantitatively Managed
Level 5 Optimizing
In turn, each category has subcategories that further break down the path
to maturity. Organizations can start with any of the 11 domains, based on
their own business needs.
For example, an organization could assess the level of governance maturity
within its organizational structures by identifying the following milestones
and benchmarks:
Level 1: Policies around regulatory and legal controls are put into place.
Data considered critical to those policies is identified. Risk assessments may
also be done around the protection of critical data.
Level 3: Data-related policies become more unambiguous and clear and reflect the
organizations data principles. Data integration opportunities are better recognized
and leveraged. Risk assessment for data integrity, quality and a single version of the
truth becomes part of the organizations project methodology.
Level 4: The organization further defines the value of data for more and
more data elements and sets value-based policies around those decisions.
Data governance structures are enterprise-wide. Data Governance methodology
is introduced during the planning stages of new projects. Enterprise data models
are documented and published.
Level 2: Some lines of business have processes and standards for performing risk
assessments. Risk assessment criteria are defined and documented for specific
items (such as credit risk) and the process is repeatable. There is limited context to
validate that the risks identified are significant to the organization as a whole.
Summary
In the past decade, data governance has emerged as one of the top strategic
priorities for organizations everywhere. As a result, there is a growing industrywide need for services to help companies become more proactive to gain insight
on where important information resides within the organization, governing
its use appropriately.
Based on collaborative methods and practices from Council members,
the IBM Data Governance Council Maturity Model provides a set of
benchmarks and milestones to help organizations of all sizes measure their
data governance maturity. Beyond maturity levels, business practices and
organizational behavior, IBM provides a number of tools and solutions to help
organizations take advantage of the Maturity Model to reach new levels of
maturity. By leveraging the Maturity Model, organizations can take the first
step to determine where they are today and where they want to go tomorrow.
For more information
To learn how the IBM Data Governance Council Maturity Model can
help you get started on the path to data governance, visit ibm.com/
software/data/information/trust-governance.html or call a representative at
1 877-426-3774.
LO11960-USEN-00