Data Governance Scorecard 2009-10

Enterprise
Line-of-business or division
Corporate function
Departmental
Other (please specify)
Don't know

CEO/managing director
Chief customer officer (CCO)
Chief data officer (CDO)
Chief information officer (CIO)
Chief information security officer (CISO)
Chief privacy officer (CPO)
Chief risk officer (CRO)
Chief technology officer (CTO)
Data governance steering committee
Other (please specify)
Don't know

CEO/managing director
Chief customer officer (CCO)
Chief data officer (CDO)
Chief information officer (CIO)
Chief information security officer (CISO)
Chief privacy officer (CPO)
Chief risk officer (CRO)
Chief technology officer (CTO)
Data governance steering committee
Enterprise IT managers – e.g., enterprise architecture group, corporate data stewards
Line-of-business or division IT group managers
Departmental IT managers – e.g., business unit data stewards
CRM program management office
IT application integration
IT enterprise architecture
IT application development/support group (business intelligence, CRM, etc.)
IT data warehouse group
IT enterprise data architecture group
IT management of business unit
IT management at corporate level (corporate or group CIO)
IT management - center of excellence for enterprise integration
Strategic planning department
Other, please describe
Don't know

Corporate
Operational risk management
IT
Data
Other, please describe
Don't know

Data governance as a pilot program
Data governance as an initiative within IT organization
Data governance as a business initiative within overall operational risk and compliance
Data governance as a business initiative within overall corporate governance program
Other (please specify)
Don't know

Basic
Foundational
Advanced
Distinctive
Not currently doing anything in this area
Don't know

Building governance infrastructure, technology and supporting organization
Defining processes and business rules for ongoing governance
Developing standard metadata management, e.g., common, standard data domain definitions
Developing architecture best practices and standards
Monitoring to improve data quality
Consolidating audit data and reporting
Other, please describe
None of the above

Create value from integrated, high-quality information
Improve regulatory compliance agility
Create greater transparency into financial data and data transformation process
Increase marketing effectiveness (up-sell and cross-sell) via integrated customer info
Enable solutions that drive towards a “single version of the truth”
Reduce regulatory risk
Improve real-time business decision making capabilities through better information quality
Move towards an integrated solution that will better support the business
Enable consistent usage of data across the enterprise
Reduce infrastructure costs and redundant effort
Address management of security and privacy of sensitive customer or corporate data
Other, please describe
None of the above

Financial
Customer
Product
Supply Chain
3rd Party Reference Data
Other, please describe
None of the above

BEGINNING - Just defining the policy
INTERMEDIATE - Have defined policy and currently communicating
ADVANCED - Completed definition and communicated, begun implementation
IMPLEMENTED - Fully implemented with change management process
CANCELLED - Cancelled rollout to business users and IT departments
NOT CURRENTLY DOING ANYTHING in this area
DON'T KNOW
NOT APPLICABLE

Lack of business support – e.g., senior management does not support concept
Difficult to impose on our existing operating model – e.g., centralized vs. decentralized business strategies
Doesn't provide useful tools to operational managers
Don't feel we have a need
Lack of cost-justifiable business case (i.e., attainable ROI)
Viewed as bureaucratic overhead and unnecessary oversight
Other (please specify)
Other (please specify)
Don't know
Not applicable

CENTRALIZED - Executive committees for decision making, centralized processes, enterprise-wide IT investment and formally post-implementation assessments
DECENTRALIZED - Few, if any, governance mechanisms, often relying only on an investment process that identifies high-priority strategic projects and manages risk
Don't know
Not applicable

Total organizational & financial support
Strong organizational support but no funding
Conceptual support
No support

Big bang
Incremental
Project-initiated, i.e. compliance deadline
Pilot mode
Other - please specify
Don't know
Not applicable

Technical standards
Business process models
Organizational alignment
Combination of the above three
Access controls to data
Purely systems-driven initiative driving the right answers to the right time
Systems-driven plus centralization of tasks with data field ownership at business group-level
Other - please specify
Don't know
Not applicable

Yes
No
Don't know
Not applicable

Participation by C-level execs in Data Governance council instantiated as a "business initiative" rather than "technical initiative", i.e. OneYourCompanyNameHere
Corporate governance board or steering committee
Incremental project-level influence from business process view of future state
Other (please specify)
Other (please specify)
Don't know
Not applicable

Yes
No
Don't know
Not applicable

Centralized, i.e., corporate IT
Decentralized, i.e., IT within business function group
Other
Don't know
Not applicable

Industry-specific consultants/analysts
Internal
Systems integrator
Training classes
Don't know
Not applicable

Yes
No
Don't know
Not applicable

Yes
No
Don't know
Not applicable

Yes
No
Don't know
Not applicable

Inside business unit
Inside business-specific IT function
Inside corporate IT
Other
Don't know
Not applicable

An application
An enterprise role
Don't know
Not applicable

Business unit
IT organization - data warehouse group
IT organization - center of excellence for application integration
IT organization - DQ team
Don't know
Not applicable

Business unit
IT organization
Don't know
Not applicable
Don't know
Not applicable

Arbitrating the transformation rules
Approving new users
Master data integration project leader - technical or business
Exposure/risk identification
Contributing to definition and management of business metadata
Participating in corporate Data Governance committee
Supporting the user community regarding data quality (confidence, shelf life, etc.)
Verifying the data after load
Other (please specify)
Other (please specify)
Other (please specify)
Don't know
Not applicable

Compensation tied to DQ metrics
Recognition tied to DQ metrics, I.e., public awareness announcement, awards, exec-level personal kudos
Other (please specify)
Other (please specify)
Don't know
Not applicable

Yes
No
Don't know
Not applicable

3rd party data enrichment tool, i.e., Acxiom, D&B, Experian, or Harte-Hanks
Rules engine of enterprise CRM suite
Rules engine of legacy system
Rules engine of data integration tool, i.e., IBM WebSphere Customer Center, Siegel Universal Customer Master
User-originated master data update, i.e., sales rep, CSR or agent/broker
Don't know
Not applicable

Off-the-shelf, commercial tools
Custom-built by IT
Integral function within purchased applications
External service bureau
Don't know
Not applicable

Profile
Audit
Cleanse
Match
Enrich
Other (please specify)
Other (please specify)
Don't know
Not applicable

Yes
No
Don't know
Not applicable

At the application-level
At the enterprise/corporate IT systems level
3rd party/service bureau
Other (please specify)
Don't know
Not applicable

Yes
No
Don't know
Not applicable

No
Yes - somewhat
Yes - to a great extent
Don't know
Not applicable

	Most important		Least important
	1	2	3
Alignment
Compliance
Control

Yes
No
Don't know
Not applicable

Month-to-month scorecard/KPIs at business unit-level for accuracy/quality of specific data entities
Within specific business units best practice
Point-of-entry to master record degradation
Relative to snapshot in time
External audits, i.e. Acxiom OPTICX industry benchmark
Use of Data Quality tools, i.e.,IBM WebSphere QualityStage for data profiling
Other - please specify
Don't know
Not applicable

Ability to regulate demand and prioritize work
Accurate, timely reporting across programs and teams
Decision-making driven by business needs
Ease of tuning the process for continuous improvement
Predictable approach to managing projects
Other (please specify)
Other (please specify)
Don't know
Not applicable

Ability to achieve more accurate accounts and receivables by correcting data and billing errors upfront
Establish better customer service by increasing the efficiencies of CRM applications
Gains in operational efficiency through alignment of demand patterns with staffing and specific resource availability
Improving brand penetration by accurately identifying "real" sales opportunities
Lowering the cost of doing business by eliminating fraud and increasing productivity
Obtain postage savings with accuracy and proper sorting discounts
Reduction of (ad hoc) data correction by cleansing the incoming data prior to update
Other (please specify)
Other (please specify)
Other (please specify)
Don't know
Not applicable

Yes
No
Don't know
Not applicable

C-level executives
Business unit directors
Functional IT groups
Corporate IT
Don't know
Not applicable

First name
Last name
Telephone
Job title
Company name
Email address
Please confirm your email address

Communications/Telecommunications
Consumer Packaged Goods
Construction
Financial Services/Banking
Financial Services/Brokerage
Financial Services/Insurance (P/C/L)
Government
Healthcare/Payer
Healthcare/Provider
High Tech Manufacturing
Hospitality/Travel/Entertainment
Manufacturing Discrete/Process
Non-Profit
Pharmaceutical/Life Sciences
Retail
Transportation/Distribution
Utilities/Energy
Wholesale
Other (please specify)

250K - 999K
1 – 4.99 million
>= 5 million
>= 100 million
Don't know
Not applicable

	Most important		Least important
	1	2	3	4	5
Management consultants - e.g., BCG
Systems integrators - e.g., IBM BCS, IGS
Research advisory firms – e.g., MDM Institute, Gartner, Forrester
Technical trade publications, newsletters - e.g, DM Review, The Data Administrator Newsletter (TDAN)
Managerial publications, e.g., CIO Magazine