Welcome to UC Berkeley

Transcription

1 Welcome to UC Berkeley Opening Remarks Staffs and Participants Introductions Logistics Course Structure Manage Information as a product February 18-19,

2 Please Tell the Class the Following: Your Name Your Organization/Company You and Your Company s DQ Involvement February 18-19,

3 What is Data Quality? Conventional View: Data Quality = Accuracy New Research Finding Data Quality Goes Beyond Accuracy February 18-19,

4 Why is Data Quality Important? Data of high quality is a valuable asset Data of high quality can increase customer satisfaction Data of high quality can improve revenues and profits High-quality data is a strategic necessity February 18-19,

5 The Road to Information of Quality Adopt a customer perspective Manage information as product Adopt and adapt classical TQM principles Develop Information Product Map It is a journey February 18-19,

6 Course Messages and Take aways Manage information as product Define IQ beyond accuracy Measure IQ using three classes of metrics Develop IP-Map, one data element at a time Gain hands-on experience with IQ software tools February 18-19,

7 Components of the Course Lectures Managing information as a product IQ Definition IQ in Context IQ Measurement IQ Tools DQ Management for Market Transformation, I DQ Management for Market Transformation, II IP-Map Development Optional Workshops (hands-on experience) IQA Survey and Analysis Integrity Analyzer Software February 18-19,

8 Manage Your Information as a Product Companies believe that quality information is critical to their success, but do they act on this belief? They must treat information as product -- as an end-deliverable that satisfies consumer needs. Contrast this product approach to the often observed treatment of information as byproduct. February 18-19,

9 Four Principles for Managing Information as Product: 1. Understand the consumer s information needs 2. Manage information as the product of a welldefined production process 3. Manage information as a product with a life cycle 4. Appoint an Information Product Manager (IPM) to manage the information product. February 18-19,

10 Four Cases Financial Company Store and manufacture information product based on customers' needs. Eyewear Company High-quality information production process delivers high-quality lenses Fact Sheet 1997 Chemical Company Check life-cycle of its information product. Data Company Manufacturing cost from all information production processes must be accounted for in the information product. February 18-19,

11 Don t Manage Information as By- Product What is managed? How is it managed? Why manage it? What is success? Who manages it? Manage Information as Product vs. By-Product Product By-Product Information Hardware and software Information product life cycle Integrated, cross-functional approach Encompass information suppliers, manufacturers, and consumers Deliver quality information products to consumers Quality information product continuously delivered over the product life cycle! No garbage-in-garbage-out (GIGO)! CIO Information Product Manager Systems life cycle Integrate stove-pipe systems Control of individual components Cost controls Implement quality hardware and software system The system works! No bugs! CIO IT director and database administrators February 18-19,

12 Managing Information as Product Adds Value Case Key Product Value Added Financial Financial Enhance risk management Company Services Improve customer service Eyewear Eyeglasses Reduce cost Company Reduce cycle time Chemical Chemicals Prevent product liability Company lawsuits Data Company Information Determine product cost Increase revenue February 18-19,

13 The Four IP Principles Revisited Information Consumers Information Production Process Information Product Life Cycle The Information Product Manager February 18-19,

14 The Information Product Manager Product Life-Cycle Information Product Product Life- Cycle Information Production Process Information Product Manager Consumer Changing Consumer needs February 18-19,

15 IPM s Responsibilities Stakeholder: Engineering Monitoring Improvement Information Consumer Information Manufacturer Information Supplier Define what information with what quality features consumers need - today and in the future. Define consumers information quality standards - today and in the future. Define what the information production process should look like, given consumer needs. Define information process quality controls. Develop the information process and controls. Define what raw information inputs are needed, given the process and consumer needs. Define what the raw input quality standards should be. Develop procedures to obtain and control information inputs. Measure information quality as perceived by consumers. Analyze causes of gaps between measurements and quality standards. Measure the quality of the process. Analyze causes of gaps between measurements and quality standards. Measure the quality of raw information inputs. Analyze causes of gaps between information input measurements and quality standards. Provide feedback to information consumers about delivery of quality information - today and in the future. Evaluate the benefits and costs of alternative information process improvements. Prioritize process improvements. Implement process improvements. Evaluate the benefits and costs of alternatives to information inputs. Prioritize improvements to information inputs. Implement improvements to information inputs. February 18-19,

16 Act Now! Firms will exploit IT or go out of business But exploiting IT for what purpose? Deliver quality information. Until firms manage information as product, quality information will not be delivered to consumers. The results will be lower margins, missed opportunities, and tarnished images. Top management must commit to the IP approach The IPM is the agent for the transition to an information product approach. IPM to properly frame problem and develop solution within the context of the firm. IPM to adapt best practices and establish TDQM methodologies February 18-19,