Implementing Information Stewardship: Data Definition

1
Implementing Information Stewardship Data
Definition Beyond

• C. Lwanga Yonke
• Aera Energy LLC

2
Abstract

• When properly designed and implemented, an
  Information Stewardship process can successfully
  improve data quality by establishing the right
  accountabilities for Information Quality. This
  presentation describes one companys approach to
  building and nurturing an information stewardship
  culture. A deliberate effort was made to move
  beyond data definition to include stewardship
  accountabilities throughout the information value
  chain (create, enter, update, apply, delete).
  Topics include
• Managing information as a product
• A definition of the seven Information Stewardship
  roles used at Aera
• Stewardship as a tool for integrating data,
  people, process and technology
• Specific ways to implement Information
  Stewardship
• The pros cons of issuing an Information Quality
  Policy
• Change Management Best Practices
• Successes, pitfalls, trade-offs

3
I Learn Therefore I am
In times of change, Learners inherit the Earth,
while Knowers find themselves beautifully
equipped to handle a world that no longer
exists. - Eric Hoffer
4
Outline

• Introduction
• The Context
• Stewardship Case for Action
• Defining Information Stewardship
• The Four Pillars of Information Stewardship
• Business Direction
• Program
• Implementation Practice
• Environment Culture
• Results Lessons Learned
• Results
• Critical Success Factors
• Leading Change
• Next Steps, Conclusion

5
Producing Oil Gas - Thermal Recovery Schematic
OIL
6
Oil Gas Value Chain
Manage (Monitor, Plan Control) Enterprise
Manage People
Protect People and Environment
Manage Money Risk
Supporting Activities
Procure Goods Services
Add Aeras value chain
Manage Infrastructure (Land, Facilities
Equipment)
Comply with Laws Regulations
Manage Information
Margin
Explore for Oil Gas
AcquireNaturalResources
Dispose of Natural Resources
Develop Oil Gas
Primary Activities
Produce Oil Gas
7
The Information Governance Quadrant
Democracy
Dictatorship
High
Information Control
Anarchy
Low
Low
High
Information Access
Adapted from e-Business Intelligence, by Liautaud
8
Information Stewardship Case for Action

• What is an "Active" well?
• Regulatory Agency well that has not been
  Plugged Abandoned
• Internal well that is In Service
• What is a "well"?
• Surface?
• Bore?
• Completion?
• Well average daily production rate (bopd)
• Monthly volume divided by number of days in
  month?
• Monthly volume divided by number of active days
  in month?
• Does six hours on" in a day count as one active
  day?

9
Information Stewardship Case for Action (contd)

• What information is confidential? What
  information require protection from unauthorized
  update or modification?
• How long should we retain well test data? At
  Aera level? In the data capture system? In the
  Data Warehouse?
• What are the data quality requirements for
• equipment data?
• Maintenance data?
• Well tests?
• geological markers?
• Business Rules for the same data are different
  from one system to another
• What is the data capture system for Well master
  data?

10
Outline

• Introduction
• The Context
• Stewardship Case for Action
• Defining Information Stewardship
• The Four Pillars of Information Stewardship
• Business Direction
• Program
• Implementation Practice
• Environment Culture
• Results Lessons Learned
• Results
• Critical Success Factors
• Leading Change
• Next Steps, Conclusion

11
Defining Information Stewardship
Stewardship is the willingness to be accountable
for the well-being of the larger organization by
operating in service of, rather than in control
of those around us. - Peter Block Information
Stewardship is the willingness to be accountable
for a set of business information for the
well-being of the larger organization by
operating in service of, rather than in control
of those around us. - Larry English
12
How It Works
By identifying the critical roles in data quality
and mapping them to specific individuals,
Information Stewardship establishes specific
accountabilities for Data Quality, for each
business process. Through these accountabilities,
the quality of the information asset can finally
be managed and improved to meet business
requirements.
13
Outline

• Introduction
• The Context
• Stewardship Case for Action
• Defining Information Stewardship
• The Four Pillars of Information Stewardship
• Business Direction
• Program
• Implementation Practice
• Environment Culture
• Results Lessons Learned
• Results
• Critical Success Factors
• Leading Change
• Next Steps, Conclusion

14
Elements of Guidance

• Purpose
• Our Energy Achieves What Others Cannot And
  Creates Success for Those We Touch
• From Vision Statement
• World Class Process Performance
• We value and use data and information management
  as a competitive advantage
• From Values Statement
• Being Accountable to Each Other
• Passion For Learning and Improving

15
Elements of Guidance (cont.d)

• From Enterprise Architecture Plan (EAP)
  Principles
• Data Stewardship Principle
• Data is an asset and resource of the Enterprise
  and is managed accordingly
• Representation Principle
• Workers and organizations are represented in
  Enterprise-level information and technology
  management decisions
• Common Language Principle
• Data is defined. Data definitions are
  consistent across the Enterprise
• Architectural Framework (Zachman) Principle
• Information and technology decisions are
  consistent within an enterprise architectural
  framework that promotes adaptability by
  distinguishing levels of architectures and
  dimensions of knowledge

16
Vision Of Success - Information Quality
All Company workers can say
17
Information Quality Policy - Initial Dilemma
To
Issue?
- Or Not To Issue?
Provides business direction
Officially defines accountabilities
Establishes legitimacy
Promotes importance
Helps others to change
Positions Stewardship as a tool for control
Enables top down push
Reinforces PVV, EAP principles, etc..
Given this dilemma, we decided in late 2000 not
to issue an Information Quality Policy.
18
Outline

• Introduction
• The Context
• Stewardship Case for Action
• Defining Information Stewardship
• The Four Pillars of Information Stewardship
• Business Direction
• Program
• Implementation Practice
• Environment Culture
• Results Lessons Learned
• Results
• Critical Success Factors
• Leading Change
• Next Steps, Conclusion

19
Seven Stewardship Roles
Process Owner
Line Manager/ Supervisor
Supplier-Customer Relationship
Information Producer
Information Producer
Knowledge Workers
Data Loader
Information Product
Data
Data
Retrieve
Create
Create
Update
External Data
Data
Data Definer (Business Info. Steward)
Metadata Repository / Info Directory
Database
Technical Support Staff
Information definition and specification
Adapted from INFORMATION IMPACT International,
Inc.
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Seven Stewardship Roles

• Information Producer operational information
  steward
• Capture or create data as a part of their job
  function
• Accountable for integrity of data content
• Data Loader operational information steward
• Load data into electronic database
• Accountable for integrity of transcription of
  data from one form to another (e.g., from paper
  to electronic)
• In some instances, accountable for inspecting and
  correcting data prior to loading into an
  electronic database
• Knowledge Worker (data consumer) knowledge
  steward
• Require or use data to perform their job
  processes
• Accountable for integrity of data usage

21
Seven Stewardship Roles (cont.d)

• Manager or Supervisor (Unit Leader) managerial
  information steward
• Manage or supervise an asset, department, team,
  group or any other business unit
• Accountable for the quality of the data created,
  loaded within their unit, and the responsible
  use of that data
• Process Owner process steward
• Define, validate and manage core processes across
  the business units
• Accountable for integrity of the definition of a
  business process or business value chain, along
  with the relevant data requirements
• Technical Support Staff technical steward
• subject matter experts from all aspects of the
  information systems development and maintenance
  areas
• Accountable for the quality of the information
  resources and technical infrastructure, and for
  the proper deployment, training and support of
  projects that meet the information requirements
  of the business

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Seven Stewardship Roles (cont.d)

• Data Definer business information steward
• Define / validate data definition and business
  rules in their subject of expertise to meet
  knowledge worker and information producer needs
• Must have Enterprise view and appreciate the
  entire value chain
• Accountable for integrity of data definition and
  associated Business Rules

Business Information Steward (BIS)
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Additional BIS Responsibilities

• Engage Subject Matter Experts (SMEs) to balance
  constituency needs with Enterprise requirements
• Validate and approve Logical Data Models
• Validate and approve entities, attributes, domain
  values, and their definitions
• Validate and approve business rules, including
  legal or regulatory requirements
• Validate and approve formulas, transformation and
  summarization rules
• Validate approve data security and data
  retention specifications
• Define data quality measures
• Oversee data quality assessment monitoring
  activities, and coordinate response to findings
• Engage other Business Information Stewards to
  discuss concerns, issues, and opportunities with
  all of the above

24
Business Information Steward Skill Set

• Solid understanding of their business area
• Credibility / well respected in subject area
• Enterprise view, "systems thinking"
• Diplomat, consensus builder (seek win-win, not
  win-lose)
• Strong problem-solving and decision quality
  skills
• Excellent communication facilitation skills
• Objectivity, integrity
• Creativity
• Basic understanding of data modeling concepts
• Basic understanding of data warehousing concepts
• Technical writing

25
Initial Implementation

• Information Process Owners (IPO) were selected
  to lead the companys core processes
• Conceptual Data Model developed during the
  Enterprise Architecture Planning effort had
  identified 53 major subject areas
• IPO members assigned 30 individuals as Business
  Information Stewards for these 53 subject areas

26
Why Categorize by Data Family?

• The same data is used across functions,
  organizational units and business processes
• e.g. Person data appears in most systems
• e.g. Equipment data is important to maintenance
  management, operations, asset management,
  property tax, etc..
• Data is naturally associated with Data Types
• Data definition accomplished in one place - no
  duplication
• Compatible data structure across all systems
• Data belongs to the Enterprise, not to a system
  or to a business unit

27
Stewardship Roles Responsibilities of
Information Process Owners

• Support your BIS - (lead blocker, not
  cheerleader)
• Support/advocate information stewardship
• Provide input to data definitions and business
  rules
• First level of conflict resolution
• Approve enforce information stewardship
  practices
• Encourage attendance in data quality training
• Communicate data stewardship principles to
  organization
• Review data quality assessment findings, identify
  opportunities, then champion and participate in
  process improvements

28
Four Levels of Information Stewardship

• Strategic
• Accountable for corporate policies. Set business
  direction and ratify stewardship guidance
  elements. Sponsor IMT projects. Commit
  resources
• Senior Leadership Team
• Tactical
• Accountable for the definition of business data.
  Oversee IMT Projects
• Information Process Owners, and their appointed
  Business Information Stewards
• Operational
• Accountable for the business data content
• All workers, as information producers, knowledge
  workers, data loaders
• Technical
• Accountable for the information technology
• IMT staff and business staff who create and
  maintain own systems

29
Providing Alignment, Balance Perspective

• The four levels of stewardship provide focus and
  alignment through the organization chart.
• Information Process Owners represent horizontal
  business processes that cross functional areas
  and business units.
• Business Information Stewards are custodians of
  data elements that are used across business
  processes, functional areas and organizational
  units.
• This approach reinforces the concept of data as
  an Enterprise asset, managed to meet the needs of
  the entire Enterprise.

30
Outline

• Introduction
• The Context
• Stewardship Case for Action
• Defining Information Stewardship
• The Four Pillars of Information Stewardship
• Business Direction
• Program
• Implementation Practice
• Environment Culture
• Results Lessons Learned
• Results
• Critical Success Factors
• Leading Change
• Next Steps, Conclusion

31
Information Stewardship is Implemented Through a
Systematic Process

• 1) Identify the data of interest
• 2) Identify the data value stream and the
  relevant work processes
• 3) Identify the key stewardship roles
• 5) Establish role-specific Data Quality
  expectations accountabilities
• 6) Map each stewardship role to specific
  individuals
• 7) Communicate expectations accountabilities,
  and train all the players
• 8) Establish measures report data quality
  levels
• 9) Be available to help

32
Implementing Information Stewardship Throughout
the Enterprise

• Training
• CI Consultants as change agents

• Training
• SDLC methodology
• Enterprise Architecture Implementation

• Training
• Data Mgmt. Specialists
• Internal IQ Consultant

• Training
• Process Analysts
• Internal IQ Consultant

33
Business Intelligence Process

• Business Processes
• Activities, events
• Transactions
• Measurements

Transformed/Summarized Data
Transfor-mationProcess
Business Decisions

Information Products
Analysis Decision - Making
Manufacturing Process
Raw Data
Implementation
Feedback
34
The SIPOC Chart as a Stewardship Contract
(Supplier-Input-Process-Output-Customer)
Input Product/Service
Output Product/Service
Suppliers
Process
All Customers

4. What work do I do that creates or loads data?
6. What data do I use to do my work?
1. What data do I create or load?
2. Who uses the data I create or load?
7. Who provides me the data I need to do my work?
Requirements Expectations
Requirements Expectations
Supplier Results Measures
Customer Results Measures
Process Measures
Meas. Freq.
Measurement System
Who owns Measure- ment Process?
Consequences for not meeting specs?
Spec
Meas. Freq.
Measurement System
Who owns the Info?
Lagging Indicators
Leading Indicators
Spec
Meas. Freq.
Measurement System
Who owns the Info?
Spec
Lagging Indicators for the Supplier
8. What data quality specs have I given my data
suppliers (completeness, validity, accuracy,,
timeliness, etc.)?
5. How do I know if I am effective and efficient ?
3. Am I meeting my customers data quality
expectations (completeness, validity, accuracy,
timeliness, etc.)?
Supplier Boundary
Customer Boundary
35
Outline

• Introduction
• The Context
• Stewardship Case for Action
• Defining Information Stewardship
• The Four Pillars of Information Stewardship
• Business Direction
• Program
• Implementation Practice
• Environment Culture
• Results Lessons Learned
• Results
• Critical Success Factors
• Leading Change
• Next Steps, Conclusion

36
Environment Culture

• Training
• Leadership development
• Company newsletter
• Intranet site
• Road-shows
• Leadership meetings
• Job postings that include data quality
  expectations
• Information directory (meta-data repository)
• Rewards recognition
• Share of mind

37
Outline

• Introduction
• The Context
• Stewardship Case for Action
• Defining Information Stewardship
• The Four Pillars of Information Stewardship
• Business Direction
• Program
• Implementation Practice
• Environment Culture
• Results Lessons Learned
• Results
• Critical Success Factors
• Leading Change
• Next Steps, Conclusion

38
Results

• Number of duplicate records in GIS data set
  decreased by 90.
• Time spent reconciling and correcting data before
  making decisions decreased from 40 to 30
  between early 2000 and late 2001.
• In recent staff survey, 63 of respondents
  indicated that data quality is better now than it
  was two years before.
• Error rate in well log data decreased 60 from
  4.3 to 1.7 errors per log.
• In one business unit, cycle-time in collection of
  injection monitoring data cut by 76 from 184
  days to 44 days, then by 89, down to 5 days.
• Currently enjoying a 30 data entity re-use,
  reducing the overall costs and cycle-time of new
  systems development.
• Two thirds of leadership and management group,
  and half of all employees trained in IQ
  principles, methods and accountability.

39
Critical Success Factors for
Information Stewardship

• BISs must be at the appropriate organizational
  level and must be truly empowered
• BISs must work with each other, and must engage
  their subject matter experts
• Develop sound procedures to engage the BISs
• Commit appropriate resources (people, time,
  training)
• Pull, do not push
• Enlist first-line managers as partners
• Think globally, act locally (all in the context
  of all)
• Seize opportunities
• Partner with other corporate initiatives
• Include IMT in the transformation
• Communicate (seven times, seven different ways)
• Lead and manage the change

40
Understanding Real Change

• Lasting improvement does not take place by
  pronouncements or official programs.
• Change takes place slowly inside each of us and
  by the choices we think through in quiet wakeful
  moments lying in bed just before dawn
• The Empowered Manager - Peter Block

41
Lasting Change Requires High-Leverage Intervention
Adapted from Vision Deployment Matrix, by Kim
42
Adopting Change
The implementation of Information Stewardship
requires a very specific communication strategy
COMMITMENT TO CHANGE
TIME
43
Information Stewardship Diffusion Adoption

• Like any other innovation, Information
  Stewardship is being adopted progressively
  throughout the enterprise.
• The different roles and elements of the
  Stewardship program are experiencing different
  adoption rates.

Adapted From Diffusion of Innovations, by Rogers
44
The Endof the Beginning...
Plan
Act
Check
Do
45
Outline

• Introduction
• The Context
• Stewardship Case for Action
• Defining Information Stewardship
• The Four Pillars of Information Stewardship
• Business Direction
• Program
• Implementation Practice
• Environment Culture
• Results Lessons Learned
• Results
• Critical Success Factors
• Leading Change
• Next Steps, Conclusion

46
Next Steps

• Continue to engage Senior Leaders and the
  Information Process Owners
• Embrace and partner with system developers
  in business units (technical
  stewardship)
• Continue to engage Business Information Stewards
  (turn group into high-performing team)
• Increase usage of Metadata repository
• Remain tightly coupled with EAI. Continue to use
  EAI as the key implementation tool for
  Information Stewardship
• Expand internal consulting function
• Improve rewards and recognition for successful
  implementation of stewardship concepts
• Expand optimize data quality measurement and
  reporting
• Include stewardship of Documents (un-structured
  data)

47
Acknowledgements

• Many thanks to
• Larry English
• Information Impact International
• www.infoimpact.com
• Diana C. Young
• FAA, Office of System Safety
• Previously with Applied Information Strategies

48
Acronyms

• BIS Business Information Steward
• CI Continuous Improvement
• EAP Enterprise Architecture Plan
• EAI Enterprise Architecture Implementation
• GIS Geographic Information Systems
• IMT Information Management Technology
• IPO Information and Process Owners
• IQ Information Quality
• SDLC System Development Life Cycle
• SIPOC Supplier, Input, Process, Output, Customer

49
References

• Block, P., Stewardship Choosing Service Over
  Self-interest, Berrett- Koehler, 1993
• Brackett, M. H., Data Resource Quality Turning
  Bad Habits Into Good Practices, Addison-Wesley,
  2000
• Carlson, D., Data Stewardship in Action,
  dmreview.com, May 2002.
• English, L. P., Improving Data Warehouse and
  Business Information Quality,John Wiley Sons,
  1999
• Geiger, J.G., Information Connection Data
  Stewardship Using the Zachman Framework,
  dmreview.com, December 1997
• Huang, K.T., Lee, Y.W., Wang, R.Y., Quality
  Information and Knowledge, Prentice Hall, 1999
• Hutton, D. W., The Change Agents Handbook, ASQC
  Quality Press, 1994
• Imhoff, C., Data Stewardship Finally a Process
  for Achieving Data Integrity, dmreview.com, April
  1998

50
References (cont.d)

• Johnson, M. I., Understanding Data Integrity in
  the Data Warehouse Environment, Proceedings of
  the 2001 Information Quality Conference,
  Baltimore, MD
• Kim, D. H., Vision Deployment Matrix A
  Framework for Large-Scale Change, The Systems
  Thinker, vol. 6, number 1, Feb. 1995, p.5
• Liautaud, B., e-Business Intelligence,
  McGraw-Hill, 2001
• Parker, B. G., Data Stewardship The Why and How
  The Right Way and the Wrong Way, Proceedings of
  the 2000 DAMA International Symposium and
  Meta-Data Conference, Washington, DC
• Redman, T. C., Data Quality The Field Guide,
  Digital Press, 2001
• Rogers, E. M., Diffusion of Innovations, The Free
  Press, 1995
• Seiner, R. S., A Simplified Approach to
  Information Stewardship, TDAN.com
• Young, D. C., Data Stewardship Fact or Fiction,
  Proceedings of the 2001 DAMA International
  Symposium and Meta-Data Conference, Anaheim, CA

51
Contact Information

• C. Lwanga Yonke
• Manager, Data Architecture and Information
  Quality
• Information Management Technology
• Aera Energy LLC
• 10000 Ming Avenue
• Bakersfield, CA 93311
• www.aeraenergy.com
• Phone [phone]
• Fax [phone]
• e-mail clyonke_at_aeraenergy.com