Project Management and Governance Policies - Need for Enterprise Information Management. Terry Saxton Xtensible Solutions

Transcription

1 Project and Governance Policies - Need for Enterprise Information Terry Saxton Xtensible Solutions tsaxton@xtensible.net

2 Utilities of Today Over time, data have been exchanged, duplicated and changed from applications to applications without formal governance and management; resulting in data quality, integrity, security, accuracy and consistency issues in many areas. Size and variety of data have grown exponentially and will only increase in the future; yet data and information remain locked within silos of business and technologies. Major programs such as Advanced Metering Infrastructure (AMI), Smart Grid, Asset/Work, Geographical Information System (GIS) etc. introduce many times more data with more vendor applications and their new proprietary data formats, resulting in potentially more silos.

3 The Smart Grid Adds to These Challenges Requires Integration LOTS of integration Onslaught of new applications and technologies AMI, MDMS, HAN, DR, ADE, etc. In a complex IT environment Many custom systems, legacy technologies Typically departmentally controlled within silos Need ability to govern, manage, and share resources at the Enterprise level and beyond (external services) Aging / outsourced systems and IT workforce Historically, extremely low R&D expenditures Must ramp up capabilities quickly

4 Smart Grid Conceptual Reference Diagram

5 Smart Grid Interoperability Ability of systems to operate in coordination Ability to exchange and use information appropriately Requires standard interface definitions Governed by open industry working groups Provides Benefits Promotes loosely-coupled integration Allows incremental functional enhancements Creates market for reusable, compatible components Only one integration instead of many To an open, public, standard interface Instead of each proprietary vendor or utility interface

6 Key Points The Smart Grid is about Smart Data Too many moving parts & too much investment at risk - to go on doing more of the same IT practices Smart Data Requires: Planned Enterprise Information (EIM) Based on an architecture with strong interfaces Makes practical use of industry standards Decouples projects Architecture for incremental deployment over many years Master Plan implemented in phases Each increment must fit cohesively with previously installed components Getting help by leveraging effective user organizations Lowers costs and mitigates risks for nominal cost

7 What is Enterprise Information? Enterprise Information is an organizational commitment from both business and IT to establish people, process and technology to drive the right* information so that it enables increased business transformation and performance. *The right information is defined as the truth where/when a user wants it within the context of what the user is looking for.

8 An EIM Framework Enterprise Vision & Strategy Enterprise Architecture Enterprise Business & IT Core Processes Enterprise Business & IT Organizations Enterprise Infrastructure EIM Vision & Strategy EIM Governance EIM Core Processes EIM Organization EIM Infrastructure Vision Mission Strategy Goals & Objectives Value Propositions Sponsorship Stewardship Policies, Principles & Tenets Alignment Structure Data Quality Data Integrity Data Security & Protection Data Lifecycle Data Movement Semantics Database Master Data Information Services Services & Support CSFs & KPIs Structure (Virtual, Hybrid ) Roles & Responsibilities Functional Services Business Value and Relationship Information Architecture Blueprint Technologies (DBMS, Content Mgmt, ETL, EAI, EII, Data Modeling, BI/DW, Collaboration..) Knowledgebase and Repositories Standards & Best Practices

9 EIM Vision & Strategy EIM Vision & Strategy Vision This is a statement of what EIM is and what value it shall bring to the enterprise. Mission This is a statement of why and how EIM program will bring value to the enterprise and help achieve the EIM vision. Strategy The strategy to be executed to achieve the EIM vision and mission. Goals & Objectives Value Propositions Specific goals and objectives that the EIM strategy and program would like to achieve in accordance with the vision and mission. Specific business and technology value (tangible and intangible, strategy and tactical) that the EIM strategy and program would provide, as well as specific metrics including ROI associated with EIM.

10 EIM Governance EIM Governance Sponsorship Stewardship Policies, Principles & Tenets Alignment Reference Model This establishes the business and IT executive sponsorships that are required to ensure proper support, buy-in, and success of EIM program. Includes steering committee with members from business and IT and specified decision making roles and responsibilities. -> Who is CIM/ESM champion? This establishes the data and information ownership (stewardship) structure, policies and procedures, and relationships to organization functional and process roles and responsibilities. -> Systems of record, single source of truth This provides the essential policies, principles and tenets for what EIM is and how EIM will be conducted and enforced with business/it functions and programs. This provides the structure, relationship, and policies and procedures necessary to align EIM vision and strategy with business vision and strategy as well as enterprise architecture goals and objectives. Alignment with major programs is a critical part of this component. -> Guidelines for PMs This provides the overall governance reference model of the EIM program, and includes the reference architecture model showing the key components of EIM capabilities and services, which provides the foundation for alignment analysis and recommendations.

11 EIM Core Processes EIM Core Processes Data Quality Data Integrity Data Security/ Protection Data Lifecycle Data Movement Semantic (Definitions, metadata, Models ) Database Master Data Information Services Services & Support Processes to identify, analyze, improve, and measure the data quality issues and improvement efforts. Processes to identify, analyze, improve, and measure the data integrity issues and improvement efforts. Processes to ensure corporate data and information is secure and protected, and managed according to the corporate policies and regulatory mandates. Processes to govern how to create, classify, update, use, distribute, and archive, and obsolete data and information, for new projects as well as ongoing maintenance. Processes to identify and guide how data should be managed when they are moved around the enterprise and Line of Business systems, applications, and data files. Processes to establish, manage, and use the business and IT semantics (that is business terms and definitions, metadata management, enterprise semantic models management, semantic integration etc. ) -> Enterprise Semantic Model (ESM) management based on CIM + Processes to manage the physical corporate databases and data files. Processes to manage the creation, maintenance, distribution, and usage of corporate master and/or reference data entities to support business processes and business transactions with the objectives of improving data quality and integrity, improving data and information accuracy, and reducing process inefficiencies. Processes to establish, maintain, and use actual data and aggregation services in the form of reusable software components for business systems and processes to share and leverage data and information across both transactional and analytical needs. _> common interface specifications across all projects, service inventories, etc. Processes for the EIM program and/or organization to provide functional services and support to the rest of enterprise IT and business organizations and projects.

12 EIM Organization EIM Organization CSFs & KPIs Critical Success Factors and Key Performance Indicators to be established for the EIM organization or program to be measured. Structure (Virtual, Hybrid ) Roles & Responsibilities The EIM organizational structure internally and externally, with focus on not only how it is organized internally but also how it interacts with external stakeholders and users of EIM services. Roles and responsibilities of every position within the organization. -> Key new roles include model manager for ESM, business analysts designing/proposing changes/additions to ESM, related roles Functional Services Business Value and Relationship A list of functional services and core competencies relative to the EIM core processes that this organization would provide internally and externally. Alignment and reference to other IT services will be defined as well. How will the EIM organization manage the relationship with business and IT to ensure that business value is delivered and measured in accordance with the CSFs and KPIs established?

13 EIM Infrastructure EIM Infrastructure Information Architecture Blueprint Technologies (DBMS, Content Mgmt, ETL, EAI, EII, Data Modeling, BI/DW, Collaboration, ) Knowledgebase and Repositories Standards & Best Practices This is to establish and maintain the enterprise information architecture blue print to ensure its viability and relevance to Enterprise Architecture and the rest of the IT core competencies. A portfolio of technologies required to provide the basic and advanced EIM services. A knowledgebase of EIM best practices, methodologies, architecture patterns, design models, implementation guidelines, IT lifecycle management related to data/information, etc. And repository of metadata and enterprise semantic models. Standards and best practices that EIM program adopts or develops to ensure efficient and effective services of EIM functions. -> Applied to projects and their contractors/vendors essentially provides a contract for how services/data are to presented

14 The Impact of Big Data to EIM Big Data Presents Both Challenges and Opportunities to establish EIM as the transformational capabilities for the business: of rapidly created or changing data (velocity) of high volumes of data (volume) of data in multiple formats (variety) Understanding and reconciling two distinct but interrelated components Storage Analytics Re-conceptualizing data assets vs. information assets Re-evaluating the current Enterprise Information strategy

15 Drivers and Barriers for Information Driving Forces Restraining Forces 1. Consistent enterprise-wide data 2. One version of the truth 3. Access to data regardless of source 4. Business transformation agility 5. Reduced project implementation costs 6. Reduced maintenance costs 7. Reduced IT risks 8. Availability of external services 9. Scalable business process automation 10. Scalable business activity monitoring 11. Accurate reporting regulatory, KPIs 12. Mergers and acquisitions Status Quo 1. Lack of stable industry standard definitions 2. Vendor s way = lower project costs 3. Vendors pushing for proprietary lock-in 4. Consultants pushing to be thought leaders 5. Hours-sold revenue driving System Integrators 6. Internal system experts want to remain experts 7. Project managers striving for control 8. Inertia why change? 9. Our situation s unique standards hinder us

16 Helping Projects to Succeed Within an EIM Context Key to Success is Understanding What things need central planning What things can be left to the local developer/project team Need to make active choices regarding: System structure and dynamics cohesion & coupling Composition & decomposition Data life-cycle ownership across systems: Message level (Work Order, Trouble Ticket) Object level (Crew, Switch, Asset) Master planning is important Avoid falling into the trap of Framework Bingo Use IEC IRM as a starting point for service portfolio planning Needs to be in the context of Enterprise Information (EIM)

17 How to Start the Journey of EIM? 3 Review Industry Standards and Best Practices 1 Assess Current Situation and Identify Priorities for EIM Strategy & Roadmap 4 Develop EIM Reference Architecture 8 Develop EIM Roadmap & Key Recommendations 2 Develop EIM Framework Specific to a utility Enterprise Review EIM Technology Landscape Develop EIM Organizational Design & Governance Develop EIM Value Proposition 9 10 Develop EIM Strategy Business Case Develop EIM Strategy Report & Executive Overview Presentation

18 EIM Roadmap Vision & Strategy Governance Continuous alignment With business and IT Execute governance with business and IT Core Processes Refine with business Commitment Define & align Framework & Strategy, Communication & Buy-in Establish governance body and process Semantics, Information Services, Data Lifecycle. Small & focused team POC Define all core processes Execute and refine core processes Program established to build and serve, with essential core competencies Essential technologies selected and architecture defined Organization established to serve and evolve, with all core competencies All core technologies acquired to serve Organization Infrastructure Strategize Pilot Build Execute