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EIM – Strategy to Pragmatic Delivery

EIM – Strategy to Pragmatic Delivery. Mark O’Gorman Director, Data Management, Global Technology Office, Manulife Financial November 17, 2010. About Manulife.

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EIM – Strategy to Pragmatic Delivery

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  1. EIM – Strategy to Pragmatic Delivery Mark O’GormanDirector, Data Management, Global Technology Office,Manulife Financial November 17, 2010

  2. About Manulife Manulife's VisionManulife Financial’s vision is to be the most professional financial services organization in the world, providing strong, reliable, trustworthy and forward-thinking solutions for our clients’ most significant financial decisions. Manulife Financial is a leading Canadian-based financial services group serving millions of clients in 22 countries and territories worldwide. The Company operates in Canada and Asia through the brand name “Manulife Financial” and in the United States primarily through the brand name “John Hancock“. 2

  3. Agenda Information Management Challenges EIM – Understanding the Beast Taking a Business View EIM – A Pragmatic Approach Lessons Learned – Good, Bad, Ugly

  4. Common Information Management Challenges • Increasing Business Demands for More Information • Complex or Incomplete Access to Information • Increasing Information Integrity Awareness • Increasing Information Governance Focus • Inconsistent or Informal Information Management Practices • Mixed levels of Business Engagement in Information Management • Limited Line of Sight to Information Assets • Various Levels of Information Management Understanding • Drive for Greater Information Management Efficiency • Various Degrees of Insight into Future Information Needs

  5. Enterprise Information Management (EIM) Information ArchitectureBusiness and IT Strategiesand Behaviors GovernanceBusiness and IT Policies and Standards Enterprise (Organization Structures & Culture) Enterprise Information Enterprise Management EIM Information (Asset) Management (Process & Technology) InformationManagement DeliveryBusiness and IT Accountabilities

  6. Enterprise Information Management (EIM) Organizational capabilities which transform data into trusted, actionable business assets to grow the business, reduce costs and mitigate risks.

  7. What is Information Management – Scope Information Management Metrics and KPI’s Service Oriented Architecture Information Delivery and Business Intelligence Mashups Information Quality Management Content and Document Management Data and Master Data Management Information Governance and Stewardship Records Management Metadata and TaxonomyManagement Collaboration

  8. Information Management– Changing the Conversation DiscoverableI know what information I need, but where is it? AccessibleDo I have access to all the information I need to do my job? Available and SecureIs my information protected? What happens if it gets damaged? Knowledge Sharing Accountability Visible What information do we have available? ClassifiedIs this information confidential? How long will this information be kept? Trusting Is this information accurate? CombinableIs the policy face amount from system A and B defined the same so that I can combine them to get an accurate total? Leveragable & Reusable Can I use the address information from the other system instead of building my own? Leveragable & Reusable Efficiency & Effectiveness ActionableWhat information do I need to take effective action? Traceable Where did this information come from? Who can update it? What updates were made and when? MeasurableHow do I know if the information is accurate or current enough for my needs? TimelyIs this information up-to-date? When was the last time it was updated?

  9. EIM – Building on Data Management Success EnterpriseKnowledgeManagement Strategy and Architecture Alignment MaximumBusiness Value InnovationInsight Customer Focus Understanding BusinessWisdom + Timely Use Stewardship and Governance GrowthVisibility Shared Knowledge + Applied Learning Business Value Productivity and EfficiencyMetrics + Information Agreed Meaning Risk Management Accountability + BusinessContext Data Data Information Knowledge Wisdom EIM Maturity

  10. Information Delivery as a Service Cross-functional Business Needs Tactical View Strategic View Enterprise Focus Business Drivers Silo Business Needs Information Capabilities Drive Increase Visibility and Reuse IM Solutions Operational Information Needs Operational Focus TransactionFocus Drive Increased Information Leverage InformationFocus

  11. Information Stewardship and Governance Reduced Silos – Increased Simplicity Information Stewardship Information Governance • Effective business engagement in • Efficient processes for managing information assets prioritizing and effectively resolving information issues • Incremental program for connecting • Value based governance of and aligning business needs across business information assets. departments and groups • Repeatable practices • Increase speed of resolution • Greater leverage • Reduced costs

  12. EIM Core Capabilities and Disciplines Business Objectives, KPI, Information Needs Alignment Strategy and Information Solution Alignment Information Management Accountabilities (Ownership, Stewardship, Custodianship) Information Governance Processes (Records Management, Privacy, Security, etc) Consistent Business and IT Definitions and Rules Information and Knowledge Management Disciplines (Information Quality, Information Delivery, Information Security)

  13. EIM Core Capabilities and Disciplines Key Business Drivers (Priorities and Metrics) Enterprise Records Management (ERM) Enterprise Information Architecture (Strategies, Models, Patterns) Information Management Metadata(Ontology's, Taxonomies, Definitions, Business Rules, Lineage, Usage) Information Quality Management Reference and Master Data Management Information Delivery Management Enterprise Content Management (ECM) Knowledge Management Organizational Accountabilities(Ownership, Stewardship, Management) Governance(Policies, Principles, Standards, Methodologies) E-mail Document WebContent Reporting BI Information Security & Privacy Management(Access, Classification, Auditing, Protection) Information Technology Management(Hardware, Software, Applications, Tools, Repositories Storage)

  14. Approach – Incremental Steps Information Quality Management Information Profile Management Information Quality Management Phase 2 Phase 1

  15. Data Management Capabilities Model - Building a Strong Foundation SOA Master Data Management Business Intelligence … etc Level 3 Leveraging Business Process Management Data Ownership InformationLifecycle Management Business Def’n & Rule Management Enterprise Data Model Level 2 Enabling Data Lineage Management Data Classification Data Governance Data Stewardship Data Architecture Data Lifecycle Management Data Model Management Change Management Data Custodianship Level 1 Foundational Data Inventory Management Data Quality Management Data Security Management Metadata Management Data Integration Data Principles & Standards Organizational Capabilities

  16. Identifying EIM Opportunities 1) Identified EIM Opportunity Value Characteristics Similarities 3 Initial EIM Hot Spots 1) Availability & Actionability 2) Discovery, Combinability and Reuse 3) Visibility and Integrity 2) Suggested Initial Opportunity Focus 3 Initial EIM Target Areas 1) Ownership and Stewardship 3) Identified Capability Activity Synergies 2) Consistent Business Definitions 3) Profile and Inventory

  17. Align Business Challenge & Benefit to Capabilities Information Management Capabilities Key Questions What are the commonly felt information challenges as articulated in stakeholder pain point statements? Business Challenges Insufficient Flexibility Disparate Sources Inefficiency What is the targeted set of information capabilities required to resolve the shared challenges? Information Profile Management EIM Capabilities Metadata Management Information Delivery How do the EIM capabilities contributed to the core organizational informational goals? IM Strategic Goal Improved Information Management Discipline Business Benefit Delivered What is the business translation of progress against IM strategic goals? Proficient Use of Information

  18. Incremental Capability Build Metadata Management Information Delivery Information Profile Management Information Stewardship Program Business Definitions and Rules Management Business Drivers and Metrics Management Business Unit 2 leverages BU 1’s investment and experience to incrementally build to target maturity through existing projects. Master Leveraging BU2 Maturing IM Capability Maturity Levels BU1 BU1 BU1 Developing BU2 BU2 BU2 BU1 Initiate BU1 BU1 BU2 Information Capabilities Enterprise Maturity Level

  19. Taking an Opportunistic Approach High Core Investment Opportunities Potential Investment Opportunities • Project 2 • Project 3 • Project 1 • Project 4 Incremental Business Value • Project 6 • Project 5 • Project 7 Insufficient Investment Justification Potential Investment Opportunities Low Low High Incremental Effort

  20. Information Management – Business Engagement (3) Rationalize Challenges (1) Sponsorship and Scope (2) Understand Business Challenges Sponsor engaged and scope set Interviewed - Key business stakeholders identify challenges, opportunities and priorities Working team - Consolidated interview feedback and devised workshop for setting strategy direction (6) Execution and Benefit Realization IM Strategy Value Proposition (4) Impact and Opportunity Assessment (5) Strategy Development EIM & IT Strategy IM Capability Identification Delivery - IM Capabilities and Business Initiatives - Roadmap, Value and Investment Workshop - Key stakeholders and project team introduced IM, validated challenges and prioritized business needs Principles and Best Practices IM Initiative Identification Strategy - Working team develop strategy and roadmap considering near-term and long-term business needs.

  21. Delivering Business Value – Picking the Right Spots Business Challenges Insufficient SME’s & Metadata Questionable Integrity Diffused Information Information Gaps Insufficient Granularity Inefficiency Insufficient Flexibility Disparate Sources Business IM Capabilities Information Stewardship Information Needs Alignment Information Use Proficiency Information Understanding and Integrity Information Aligned to Business Objectives Strategy and Solution Aligned to Business Information Needs Information Management Discipline IM Value Areas Information Stewardship Program Business Definitions and Rules Management Business Drivers and Metrics Mgmt Information Profile Management Metadata Management Information Delivery 1-3 Years Information Ownership Information Sharing Information Needs Management Information Management Architecture Information Quality Management Information Technology Management 3-5 Years

  22. Where to Start - IM Governance Information Steering Council Chief Information Steward (Chair) EIM Architect (Facilitator) Business Unit Leaders Chief Enterprise Architect Information Stewardship Group Coordinating Information Stewards Chief Information Steward (Chair) EIM Architect (Facilitator) Data Architects Business Unit Steward Teams Coordinating Information Steward (Chair) Data Architect (facilitator) Business SME • Governance Objectives • Establish accountabilities and mandate for setting IM governance levels. • Ensure existing policies and standards reflect Information Management governance needs. • Enhance existing processes to monitor, measure and report adherence to policy and delivery expected value information management. Built out as required to support Stewardship • Governance Drivers • Scope - Number of stewards and subject areas involved • Complexity – Number of different systems, project or groups impacted. • Risk - Degree of impact of decisions • Cost - Effectiveness of decisions made at the stewardship level. • EIM Program • Facilitated by Enterprise Architecture (EA) • Provides overall Information Management (IM) Capability consulting, monitoring, tracking, reporting • Oversees alignment to Enterprise Information Management (EIM) Strategy

  23. Lessons Learned – Good, Bad and Ugly Sponsorship – Need both business and IT executive champions Business engagement – Needs to be a priority with on-going engagement of business management / subject matter experts Sustainability – Needs to be considered a program, introducing a series of organizational capabilities, not just a project Investment – Involves investment in people, processes and technology within business and IT. Culture – Information Management is a journey which will require changes in how people work and think, therefore, it will take time Community – Leverage the strengths and knowledge of the internal teams by connecting common IM needs and challenges, facilitated through collaborative, social networking environments.

  24. Thank You Mark O’Gorman Director, Data Management, Global Technology Office Manulife Financial mark_o’gorman@manulife.com

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