Serial Killers and Killer Data

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I confess. I am absolutely obsessed with the showtime television show Dexter, which stars Michael C. Hall as the Miami Beach police blood splatter expert who just happens to also be a serial killer with a veeeery interesting set of rituals.

The show has a lot of cool data-related scenes; that guy knows how to work a database to research his victims. Also, on the show, it’s clear that his department’s data access controls are lacking. But it’s the character development that’s so arresting - plus the great outdoor shots of Miami.

So this week I’m working not too many miles from those locations. I look out the window at the palm trees and can imagine myself in one of the show’s plot lines. Where is the killer hiding? I want to know.

In real life, however, the killer is in the building with me, lodged inside a database. Killer data - bad or missing information that has the capacity to kill a business, an industry, or even an economy. 

Aahh, the work of we investigators who search it out, put in controls to avert crises, and implement governance to make sure that all the citizens of this real-life world play according to the rules. I like this work.

Now if only it had a sexy soundtrack and better set designers…

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Data Governance and Pornography

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It’s happened again. I’ve had yet another conversation with a data stakeholder in which I tried to get this person to describe what the right amount of Data Governance and Stewardship would look like.

How much is enough governance? How much is too much? Where should governance be applied? What areas should it stay away from? What would “perfect” Data Governance do for you? How would it make your life better? How would you prefer that the program be defined?

Once again, another data stakeholder couldn’t describe what they wanted. Once again, the conclusion was that they’d “know it when they saw it.”

And once again, I was reminded of the late Potter Stewart, Associate Justice of the United States Supreme Court, who is possibly best known for his opinion in an obscenity case where he acknowledged that hard-core pornography was hard to define, but that “I know it when I see it.”

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Glamorous Lives and Data Governance Principles

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When I was a young girl, I couldn’t wait for my girl cousins to come for a visit. I liked their company, of course, and it was fun to hear family stories and gossip from a different perspective. But there was also the added attraction of what they brought with them… magazines!

 They were allowed to read - and even own - copies of Teen Beat magazine and a host of other rags that chronicled the glamorous lives of musicians, movie stars, and other celebrities. We’d take tall glasses of grape koolaid and stacks of magazines down to the lake and sit on the dock with our toes in the water, oohing and aahing at clothes, fancy parties, and exotic lifestyles.

“Someday I’m going to be a jet-setter!” my cousin announced, and I quickly said “Me too!” even though I couldn’t really imagine what it would be like to own more than one suitcase, or to look down on clouds from the window of a jet plane,  or to order room service, or to talk on the phone long distance for more than a few minutes. No matter what the magazines said, that was too much glamour for me to imagine.

I still can’t imagine it - the glamour, I mean. These days I’m on planes several times per month, going back and forth to client sites and speaking engagements. Trust me - it’s not glamorous. Still, I kinda like it. Especially when I consider the alternative: driving.

Which brings me to this morning. I woke up at 5:30 in Orlando (where I live - in the actual city, not at Disney World). Had to be at a client site at 12:30 in Miami, and I was driving. Meanwhile, I was scheduled to lead a Knowledge Exchange on Data Governance Principles for the Data Governance and Stewardship Community of Practice at 11 AM - something I needed both phone and web connectivity for.

So I got on the road a bit after 6:30, fought my way out of the city and onto the Turnpike, and started the long, boring, boring, boring drive south. This time was nicer than most - for about a half hour I drove past cow pastures that were dusted with low-lying fog that looked like frost. By about 9 AM I was getting anxious to check email to make sure the morning’s schedule was still on, but I was stuck in a huge South Florida dead zone.

Finally I made it to where I was going, and I set up for the Knowledge Exchange. No dice - I was relying on my Sierra card for my laptop, and the building I was in blocked the signal. And that is how this glamourous twenty first century jetsetter found herself sitting in her car outside of a Burger King in Miami Shores, squinting at her laptop that was squished against the dashboard, conferencing with a group of other frequent fliers on our cell phones for over an hour about guiding principles for Data Governance programs.

By the way, the discussion was fascinating. We had program leaders from a variety of verticals weighing in. We had experienced leaders of mature programs as well as newbies, managers of small groups and multinationals, those who feel they are meeting their goals, and some who wanted to share lessons learned. We have a follow-on call scheduled for tomorrow, a little earlier so our friends in Europe can join us. We’re compiling a list of principles, which we’ll share in a come-one-come-all session next month.

Meanwhile, I’m in my hotel room, my laptop on my actual lap, my medium-sized suitcase flung on the other bed, and room service dishes stacked neatly on the desk. And right now, I’m fulfilling my other childhood dream of being a writer. Life is good.

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More From Berlin

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I promised an update from the MDM event in Berlin last month. We tried something different with this event, and I’m very excited by it.

 Here’s what we did: Yes, it was set up as a standard, two-day event with a series of case studies on various topics. But instead of a series of disconnected presentations, we turned it into a two-day conversation. How?

  • Before most of our presentations, we took a minute to put it into context of what had been presented thus far. We highlighted themes: the focus of the program, the role of technologies, organizational structures that had been employed, and program “configuration choices.”
  • We asked the audience whether there were aspects of the case study that they wanted highlighted.
  • We interrupted sessions to do quick ”compare-and-contrast” with what had been  presented earlier.
  • We stopped and polled the audience when appropriate to see whether the circumstances being discussed would apply to them.
  • We polled the audience to see which options they might choose from the ones that the presenting company considered.
  • And we left lots of time for one-on-one and small-group discussions.

As a result, it seems like the attendees (about 70, from 16 countries) really got a taste of the “art” as well as the science of setting up a cross-functional program. And I, for one, felt blessed to have the opportunity to see what was working in so many different cultures and environments.

Of course, there was a downside to this approach. (Isn’t there always?) As chair and facilitator, I spent two days sitting up front where everyone could see me. So there was no way to hide it when the jet lag and heavy lunch kicked in the first afternoon. Don’t you just hate it when your eyelids get heavy even though you desparately want to give something your highest attention? Thank goodness for the strong coffee that came at the next break. And, as at least 5 or 6 people volunteered to me, they hadn’t noticed a thing…

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Data Governance is Back in the Saddle

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OK, so I was in Berlin, chairing a pan-European MDM event. And I said I’d get back with results. Then this little glitch in the financial markets really jumped into high gear… maybe some of you have heard about it.

And my agenda - just like many of yours, probably - changed a bit temporarily. But now, as far as this blog is concerned, I’m back in the saddle again. And as for the discipline of Data Governance - and the value it brings to organizations (and it turns out, the world…), you could say we’re back in the saddle again, too. The whole world wants to know what went wrong, and why, and how we can avoid future crises. One of the themes that has emerged is that corporate leaders didn’t have the data they needed to accurately assess the risk of their lending practices, their portfolios, and their policies toward buying & selling packaged-up loans.

Oh, they had information, all right. Lots of it. But sometimes they were missing critical pieces of information (such as whether a loan was sub-prime), and sometimes the data was not accurate. Clearly, the information sets that leaders used to make business-critical decisions was not GOVERNED as well as it should be.  And going forward, smart organizations want to make sure that some group within the organization - a group with nothing to gain by pushing bad data through - is in place to help set standards, monitor adherence to standards, and provide checks-and-balances for groups (such as sales) that have inherent incentives to overlook data issues.

It seems like EVERYONE has decided that now is the time for their Data Governance programs to step up and help address strategic needs. So here’s a list of some of the things I’ve been doing this last month. I’ll bet many of you have been similarly occupied…

  •  I went behind doors with a bank that wanted to update their Operational Data Governance to meet more strategic needs. We’re fast tracking a program to certify data within warehouse and source system environments so that financial analysts who need to create ad-hoc reports can make intelligent choices about how to source their queries. Also, we’ll be providing a succinct certification level for standard reports so the users have a clear understanding of how mature governance processes are for the specific data feeding specific fields in the report.
  • Commisserated with some folks who got caught in the middle with the crisis, helping identify lessons learned and best practices they could take on to their next opportunity.
  • Touched base with a group I helped get off the ground a couple years ago - another financial institution whose internal auditors have now congratulated them for employing governance practices that kept them out of trouble. The auditors’ conclusion: keep doing this, but do lots more of it. Looks like that manager just might get the additional staff they need…
  • Spent a few days in Las Vegas at the  DataFlux IDEAS event. I taught a little session on how to calculate ROI for Data Governance and Data Quality projects, and I got a chance to hear the latest from DataFlux leaders as well as industry experts Mike Ferguson, Jill Dyche, David Loshin, and Frank Dravis, to meet new people, and to touch base again with program leaders from BP, Sun Microsystems, LexisNexis, Bristol-Myers Squibb, and others.
  • Worked with a current client who needs to decide how to go forward if budgets get cut drastically but the need for results stays the same.
  • Popped up to Minneapolis to spend the day with the DAMA-MN chapter of the Data Management Association International, hosted by Cargill. (Thanks Andrea Thomsen for the invite, the squiring about, and arranging for all that beautiful fall foliage!). Spoke on “A Step-By-Step Approach to Data Governance & Aligning with Other Data Mgmt and Architecture Efforts,” learned about Cargill, and got to spend time with about 70 people who have dedicated data mindsets.  Smart folks that I’ve really enjoyed spending time with over the years.
  • Helped set agendas for a series of Knowledge Exchanges at the Data Governance and Stewardship Community of Practice - ’cause there’s a real cry for small group exchanges like the ones I’ve been able to have. Let us know if you want to be involved in discussions…
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