sas information management, transforming an analytics culture - irmac presentation -final.pdf ·...

Copyr i g ht © 2012, SAS Ins t i tu t e Inc . A l l r ights reser ve d . Copyright © 2012, SAS Institute Inc. All rights reserved.

IRMACSAS INFORMATION MANAGEMENT, TRANSFORMING AN

ANALYTICS CULTURE


ABOUT THE

PRESENTER

Marc has been with SAS for 10 years and leads the

information management practice for canada. Marc’s area of specialty is in building enterprise architecture and information management strategies for large businesses.

Marc has been in the information management and

business analytics space for 20 years and he has

experience developing and applying his knowledge in several industries in several provinces across Canada –

including banking, insurance, communication, retail,

federal and provincial government, healthcare, pharmaceutical, utilities, oil and gas, and mining.

[email protected]@canmjs

Copyr i g ht © 2012, SAS Ins t i tu t e Inc . A l l r ights reser ve d . Copyright © 2012, SAS Institute Inc. All rights reserved.Copyright © 2012, SAS Institute Inc. All rights reserved.

3

Copyr i g ht © 2012, SAS Ins t i tu t e Inc . A l l r ights reser ve d .

THE CONTEXT BUILDING AN ANALYTICAL CULTURE

• Facts, evidence, analysis as the primary way of deciding

• Pervasive “test and learn” emphasis where there aren’t facts

• Free pass for push backs—”Where’s your data?”

• Still room for intuition based on experience

• A focus on action after analysis

• Monitor and adjust - never resting on your analytical laurels

Thomas Davenport, Analytics at Work


Analytical Culture

And Business

Processes

ANALYTICS AT

WORK THE BIG PICTURE

Data

Enterprise

Leadership

Targets

Analysts

Better

Decisions!

Systematic Review

Analytical Capability Organizational Context Desired Result



DATA


• It’s not what you report with, it’s what you report on

• The prerequisite for everything analytical

• Clean, consistent, accurate, common, integrated,

accessible

• Needs to be centralized and governed

• Analytical environment ties to it, but extendable -

measuring something new and important


Source: The Current State of Business Analytics: Where Do We Go From Here?

Prepared by Bloomberg Businessweek Research Services, 2011

EXTERNAL

VIEWPOINTCHALLENGES IN ANALYTICS ADOPTION


Elevating data to a core business asset

Enables competitive differentiation

Analytics as a key Information Management processes

Fast time to intelligence with optimal resources

Apply analytics pervasively to a broader range of decisions

Manage data as a strategic information

asset for business value

Optimize decision making to gain

competitive advantage

KEY OBJECTIVES TOP OF MIND FOR INFORMATION MANAGEMENT


DATA GOVERNANCE

MATURITY MODELIS YOUR DATA TREATED AS AN ASSET?

LOW HIGH

HIGH LOW

People, Policies, Technology Adoption

Undisciplined

Technology projects driven by IT only

Duplicate, inconsistent data

Inability to adapt to business changes

Reactive

Line of business influences IT projects

Redundant information foils cross-functional

efforts

High cost to maintain multiple applications

Proactive

IT and business groups collaborate

Enterprise views of master data

Data and business processes remain separate, slowing

innovation

Governed

Business requirements drive

all IT efforts

Repeatable, automated business processes

Personalized customer relationships and

an optimized supply chain


WHAT DATA

GOVERNANCE DOES

Establishes

business

stakeholders as

information owners.

Aligns data quality

with business

measures and

acceptance.

Invites new rigor

around monitoring

and measurement.

Removes IT from

business decision

making.

Clearly defined

decision rights for

appropriate

definition and

appropriate use.

Ensures data is

managed

separately from

applications.

Positions

enterprise data

issues as cross-

functional.


COMMON

CORPORATE

DRIVERS

CRM

ERP

BI/DW

Valuations

Monitoring Dashboards

Privacy Policy

OSFI

FINTRAC

Terms Glossary

Fraud Detection

Security Policy

PCI

SOX

Regulatory ComplianceRegulatory Compliance

Data QualityData Quality

Risk Management

Risk Management

Enterprise InitiativesEnterprise Initiatives

Data Governance

Data Governance

Data Stewards

Policy hub

MDM

What’s the highest-profile business need that can benefit from

data governance?

What additional strategies or initiatives

can leverage data governance?

Could individual projects or

organizations benefit from data

governance?


12

DATA GOVERNANCE PROGRAM ROLES


DATA GOVERNANCE

FRAMEWORKCorporate

Drivers

Business

Framework

Process

& Policy

Data

Management

Data

Governance

Execution

Process

P

R

O

G

R

A

M

O

V

E

R

V

S

I

G

H

T

Data

Governance

Charter

Guiding

Principles

Decision-

making

Bodies

Decision

Rights

Strategic Priorities: Voice of the

Customer; Compliance Mandates,

Mergers & Acquisitions

Business Drivers: At-Risk Projects: Data

Quality Improvement; Operational

Efficiencies

Data Stewardship Roles & Tasks

Mechanisms: Stewardship Dashboards,

Workflow Automation, Data Profiling Tools

People: Council, Stakeholders, Meeting Agendas

Process: Metrics Definition, Workflow, Council By-Laws

Data

Requirement

Data

Architecture

Data

Administration

Metadata

Management

Data

Quality

Security &

Access

Rights


INSTITUTING DATA

GOVERNANCEDO YOU HAVE A TOP-DOWN PROBLEM?

• There is a large or pending corporate initiative that will hinge on decisions about the

use of information across organizations.

• Managers and staff across lines of business consistently complain about the same data

issues.

• An executive or decision maker with authority has begun using the term “data as an

asset.”

• There is consensus across organizations about the need to assign data ownership.

• Tiebreaking among organizations is needed for:

• Data definitions

• Business rules

• Data usage policies

• Security and privacy rules


TOP-DOWN APPROACH

Initial

VisionAssemble Core Team Create

Guiding Principles

Apply Process

Identify Decision-

Making Bodies

Assign Decision Rights

Determine DG Stake-holders


INSTITUTING DATA

GOVERNANCEDO YOU HAVE A BOTTOM-UP PROBLEM?

• A specific project is hindered by the lack of data policies or decision making.

• A team on the business side needs help for a specific initiative and doesn’t know where

to start.

• There is a key project that could benefit from tactical data improvements, like metadata

services or

• The poor quality of data is widely acknowledged for a particular:

• Source system

• Business application

• Data subject area (e.g., product)

• Business process (e.g., target marketing)


BOTTOM-UP APPROACH

Choose Target Scope

Capability Gaps

Benefit Analysis

Engage Sponsors &

Stakeholders

Exploration

Data Profiling

Data Correction

Additional Data


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SAS / DataFlux provides unified data management

capabilities that include data governance, data integration,

data quality and MDM

SAS provides complete analytics management that includes model management, deployment, monitoring and governance of the analytics information asset

SAS provides decision services that include business rules and workflow

that facilitates integration of the information services into the business

systems

Capabilities

Strategy STRATEGY & IMPLEMENTATION SUPPORT

DATA MANAGEMENT

DECISIONMANAGEMENT

ANALYTICS MANAGEMENT

Governance INFORMATION GOVERNANCE

SASINFORMATION MANAGEMENT

SUPPORT FOR ENTIRE INFORMATION MANAGEMENT CONTINUUM

INFORMATION MANAGEMENT


19

IDENTIFY /

FORMULATE

PROBLEM

DATA

PREPARATION

DATA

EXPLORATION

TRANSFORM

& SELECT

BUILD

MODEL

VALIDATE

MODEL

DEPLOY

MODEL

EVALUATE /

MONITOR

RESULTSDomain ExpertMakes DecisionsEvaluates Processes and ROI

BUSINESSMANAGER

Model ValidationModel DeploymentModel Monitoring Data Preparation

IT SYSTEMS /MANAGEMENT

Data ExplorationData Visualization

DATA SCIENTIST

Exploratory AnalysisDescriptive SegmentationPredictive Modeling

DATA MINER /STATISTICIAN

How can you create a strategic advantage?

THE ANALYTICS LIFECYCLE


20

SAS INFORMATION MANAGEMENT

UNDERPINS THE BUSINESS ANALYTICS FRAMEWORK


ANALYTICS MANAGEMENT


BUSINESSINTELLIGENCE

AN

ALY

TIC

S DATA MANAGEMENT

DECISION MANAGEMENT

Data

Trusted Information

Data

Data

Data

Data Comprehensive quality, relevance,

governance

Complete lifecycle

management

BUSINESS SOLUTIONS

Driving the decision cycle: bringing

analytics to the point of contact


21

DATA SERVICES

Analytics Management

Data Management

INFORMATION SERVICES

INFORMATION GOVERNANCE & COLLABORATION

DATA

INTEGRATION

ENTERPRISE DATA ACCESS

Infrastructure Support

INFRASTRUCTURE SUPPORT:Text & Unstructured Data Support, Security, Meta-data & Lineage, Monitoring & Deployment

DATA

QUALITY

MASTER DATA

MANAGEMENT

DECISION

MANAGEMENT

Events,

Workflow &

Business Rules

MODEL

MANAGEMENT

&

MONITORING

MODEL

DEPLOYMENT

&

INTEGRATION

SASINFORMATION MANAGEMENT

CAPABILITY VIEW



22

VOLUME

VARIETY

VELOCITY

VALUE

TODAY THE FUTURE

DA

TA

SIZ

E

THE CHALLENGE?

Copyright © 2012, SAS Institute Inc. All rights reserved.

Data Acquisition

Data Transformations

Data Normalization

Queries

SystemsUsers

Relevance is traditionally determined at query time . . .

“Acquire, Store, Analyze”

A Big Data Analytics strategy requires a new approach . . . “Stream it, Score it, Store it”

DATACopyright © 2012, SAS Institute Inc. All rights reserved.

HOW DO WE MANAGE INFORMATION IN THE IT WORLD?


25


DECISIONS / ACTIONS / DATA

RAW RELEVANT DATA

LOW COST STORAGE

ENTERPRISE

STREAM IT, SCORE IT, STORE IT


26

REQUIRES ENTERPRISE ARCHITECTURE APPROACH

BIG DATA ANALYTICS

MARKETING

IN-MEMORY

EDW

ADW

SALES

FINANCE

SUPPLY

CHAIN

RISK

HR


27

• Ultimately it’s about making better decisions faster than your competitors…

• Integrated information and analytic services directly in the operational applications

• Ability to process events & support workflow and case management

• Closed loop cycle that feeds the result of the information and analytic service back into the process

Analytics at the

Point of Decision


…IF THE DATA IS NOT ACCURATE, RELIABLE AND

COMPLETE…

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