Академический Документы
Профессиональный Документы
Культура Документы
Jill Dych
Jim Harris
Dylan Jones
David Loshin
Joyce Norris-Montanari
Rich Murnane
Phil Simon
Foreword
and partners. They are the data contributors that companies turn to with
the thorniest data management challenges. They understand the power
of data and its importance in driving a business forward. Today, perhaps
more than ever, companies need to harness that power. Properly managed
data will help you make better decisions.
I hope you enjoy these lightbulb moments and that this book serves
as the filament of your own bright ideas.
Part I:
Data Management
Organizations continue to struggle managing their data. For all
sorts of reasons, effective data management seems to elude companies of every size. This is particularly difficult as organizations amass
moreand more types ofdata. The rise of unstructured data presents organizations with unique challenges, from both management
and data mining perspectives. What good is data if you cant use it,
access it, and ultimately make better decisions from it?
Fret not, as the contributors answer important questions like these
and provide compelling insights in this section.
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linearly, the actual impact on the workforce and service performs degrades
in a nonlinear fashion. If we have a nonlinear rise in defects coupled with
a nonlinear rise in service impact, what will this mean for customer-facing
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their poor customer experience.
This is not a problem that technology alone can resolve. For most
companies it requires a seismic cultural shift in how every person in the
organization perceives and manages data. Systems and information
It takes timesometimes
technology (IT) infrastructure can
many yearsto create
evolve endlessly, but you cant buy
a vision, a sense of ura culture of data quality. It takes
gency, and an ability to
timesometimes many yearsto
adapt.
create a vision, a sense of urgency,
and an ability to adapt.
Consider that by 2013, some
analysts suggest that mobile commerce is set to double in the UK alone. In
other countries, the figures are much higher.
So when youre considering rejection of that business case for data
quality or data governance, consider the data landscape in five years time.
just like taco trucks, the HBO show In Treatment, video on demand, and
Adam Lambert, data qualitys best days are actually ahead of it.
Part of the reason data quality hasnt yet hit its stride is because it remains a difficult sell. Those of us in the business intelligence and data integration communities understand that accurate and meaningful data is a
business issue. And well intentioned though they may be, IT people have
gone about making the pitch the wrong way.
Wevendors, consultants, and practitioners in the IT community
blather on about data quality being a business issue and requiring a business case and a repeatable set of processes, but at the end of the day automation remains the center of most data quality discussions. As executives
try to explain the return on investment (ROI) of name and address correction, deterministic matching, multisource data profiling, and the pros and
cons of the cloud, they are thinking two things:
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would we begin?
In fact, the topic of scope is a huge gaping hole in the data quality conversation. As we work with clients on setting up data governance, we often
use the bad reputation of corporate data as its pretext. We always, always
talk about the boundaries of the initial data quality effort. Unless you can
circumscribe the scope of data quality, you cant quantify its value.
In our experience, there are five levels of data quality delivery that can
quickly establish not only the scope of an initial data quality effort but the
actual duties and resources involved in the initial project (see Figure 1 on
page 6).
Were also more likely to be solvBy specifying the initial
ing a real-life problem. Thus, we make
scope of the data to be
the initial win much more impactful,
corrected, were estabthus securing stakeholder participalishing the boundaries of
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the effort itself.
data quality effort is not necessarily
where well finish, so we can ensure
an incremental approach to setting up the program and its roles.
By specifying the initial scope of the data to be corrected, were establishing the boundaries of the effort itself.
With the initial interest rate on my current loan due to expire at the end of
this year, my current mortgage company began sending me letters of notification. One of the letters informed me that I had never secured the appropriate
amount of insurance for my townhouse and, as it was my responsibility to
protect the insurance companys financial best interests, if I did not remedy
this situation, I was at risk of foreclosure. I ignored this letter because, as I
previously explained, I had secured the appropriate amount of insurance.
A follow-up letter informed me that, out of the glowing kindness of the
mortgage companys heart (and apparently with a passing consideration of
the fact that I had never been late with a single mortgage payment in seven
years), it would not foreclose on me and would not be evicting me from my
townhouse. (How very nice of them, eh?)
Instead, the company would secure the appropriate amount of insurance for my townhouse through its insurance companyand send me the
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insurance cost only $200 USD a year.) Therefore, I decided to take all the
letters from my current mortgage company and go see my insurance agent,
who was able to resolve the problem within a few hours.
Apparently, despite the fact that I had secured and continued to pay for
the appropriate amount of insurance for my townhouse, my current mortgage company had no record of my ever having insurance.
Even though you would have thought this would have caused the mortgage company concern far sooner (after all, it was my responsibility to protect its financial best interests), apparently The Seven-Year Glitch finally
became an itch that had to be scratched because my mortgage was flagged
for a pending interest rate adjustment (and you know that the adjustment
isnt going to make my payment amount decrease).
The root cause of the problem was that, in a practice common in the
United States, my mortgage was sold (and without my having any say in the
matter) by my original lender within the first few months after I purchased
my townhouse.
Therefore, my current mortgage company had to integrate my acquired
data into its systems. Since my billing data seemed to have been successfully
integrated (not only was I receiving my mortgage bills from the new lender,
but my property taxes were being paid via my new lender as well), I just assumed that everything was fine.
After all, the recent (and threatening) letters were the only nonbillI cant help but wonder if
ing correspondence I had received
it will take the mortgage
from my current mortgage company
company another seven
in seven years. But one critical piece
years to realize that it
of data got lost in the acquisition
will soon no longer be my
my insurance information. As I said,
mortgage company.
my insurance agent was able to resolve the problem within a few hours.
Then a few days later, I received another letter from my current mortgage
company. This letter quite cheerily informed me that I should contact its
insurance company if I needed any further assistance from them.
The mortgage company would be happy to explain its many excellent
insurance products that Id be sure to find more than competitive with my
current insurance provider. (Apparently, that $2,000 USD a month insurance policy wasnt the only product that it offered in its extensive portfolio.)
I cant help but wonder if it will take the mortgage company another
seven years to realize that it will soon no longer be my mortgage company.
The same holds true in the enterprise software space. Sure, its entirely unreasonable to expect people
to track their sales of their best customers on pen and paper. Ive never
seen anyone in a large organization
manually writing journal entries in
an old-school ledger. Five years ago,
however, I worked at one organization that wrote manual checks with a
corporate checkbook. (Hey, HR and
payroll are often the last to get with
the program, right?)
SIMON SAYS
Buying powerful enterprise resource planning (ERP) and customer reMBUJPOTIJQNBOBHFNFOU $3.
TZTUFNTDBODFSUBJOMZZJFMETJHOJDBOUCFOefits and savings, especially when the organization had been on the right
of the technology adoption life cycle. The same holds true for data quality
applications. Theres absolutely no doubt in my mind that many organizations would benefit from buying them. Im hard-pressed to think of a more
underserved area of IT. But buying them is not the same as deploying them
effectively and ensuring that employees use them in ways that make sense.
Theres no difference between enterprise software and sporting equipment. Yes, the best of each can help, but it all comes back to the Indian
and the arrow. How you use either is paramount to what youre using.
for is correct? To validate these numbers, you would need to verify aggregation against the raw data. And then if there are discrepancies between my
calculations and yours, then what?
Basically, you need a third party to arbitrate by taking the raw data and
the invoices and then independently qualifying the data and resulting invoices and reporting back to both parties. This scenario is not unusual, and
fundamentally its an example of a business model that is almost purely
based on data quality management.