Implementing Business Driven
Information Management Practices
From Policy to Metadata
the trail …..
Introduction
Corporate Information Policy
Business Information Management Framework
Information Stewardship
Business Information Standards
Templates for Metadata Standards
Pedigree & Impact Analysis
Moving Forward
Implementing Business Driven Information Management Practices
From Policy to Metadata
1
Introduction
Corporate Information Policy
Business Information Management Framework
Information Stewardship
Business Information Standards
Templates for Metadata Standards
Pedigree & Impact Analysis
Moving Forward
Implementing Business Driven Information Management Practices
From Policy to Metadata
2
Who is Bank of Montreal Financial Group
Founded in 1817, Canada’s first bank, made up of:
• Personal and Commercial Client Group
• 7.5 million personal and commercial
•
•
customers
1,100 branches
2,000 automated banking machines
• Private Client Group
• Investment Banking Group
• Assets $265 billion as of January 31, 2004
• 34,000 employees
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The Future Vision for BMO Financial Group
We want to be…
…the best financial services company, wherever we choose to
compete
We will get there by…
…being a top-performing transnational financial institution, operating
broadly in Canada and through significant focused franchises in the
U.S.
Our objective is…
…to maximize total return to BMO shareholders and generate, over
time, first-quartile total shareholder returns relative to our Canadian
and North American peer groups
Implementing Business Driven Information Management Practices
From Policy to Metadata
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Acknowledgements
Learning from Information Management Industry
Leaders ….. Influenced by Best Practices from
previous DAMA conferences …..
AERA (C.L. Yonke)
BearingPoint
CGI
Government of Alberta
IBM
Larry English
Peter Block
Thomas Davenport
William G. Smith & Associates
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Introduction
Corporate Information Policy
Business Information Management Framework
Information Stewardship
Business Information Standards
Templates for Metadata Standards
Pedigree & Impact Analysis
Moving Forward
Implementing Business Driven Information Management Practices
From Policy to Metadata
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Information Lay of the Land …..
The climate we are operating in today; a mix of business growth, competition
and risk BUT it’s also a climate of increasing regulatory requirements
In today’s business environment it is a given … we must:
• know who our customer is
• ensure our organization’s information enables us to make the right business
decisions
Emerging regulatory requirements are starting to shape the information management
requirements of all companies …
• Privacy & security safeguards on customer data, long-term storage of historical
records, stronger auditability
• LEGALLY accountable for the information
• in the wake of Enron, must be responsive to legislation such as the Patriot Act
Sarbanes-Oxley Act (audits& financial reporting) & others
Organizations to rigorously get a handle on their information, manage it to
ensure compliance AND leverage it for business advantage.
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Information, along with financial and
human resources, is a key resource in
managing any business.
As such, information needs to be managed
as an integrated business resource or
asset.
What type of Information ?
ALL Information …
Any information used by the business to fulfill its
mission and business objectives.
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Why Introduce a Policy ?
The Drivers …..
Business Strategies & Business Activities
Privacy
Customer Information Quality
Information Security
Retention of Information & Protection
Corporate Risk Management
Content Management
Regulatory Requirements
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Corporate Information Management: The Principles
These are common terms of reference for making decisions and
provide the basis for directives, developing processes, standards and
guidelines to manage information assets.
Accountability
Planned and
Coordinated
Approach
Information Stewardship,
different to custodians
Usability
Information integrated with
the planning cycles
Quality & meeting the needs
Information
Management
Optimize the value
of Information
Assets
Foundational, leveraging
information, linked to
investments
Accessibility
Life-cycle
Approach
Planning, acquisition,
creation, transformation,
storage, use, retention or
destruction & purging
Sharing, authorized
access
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The Policy Framework - How Policy Fits In
High level definition …
Board Policy
• Corporate Policy
•Authority assigned by
Board for T&S and
Business activities
Operating Directives
• Accountabilities
• Role definitions
• Provides direction to
procedural activities
Standards & Guidelines
Operating
Manuals
Preferred
Practices
Standards
Supporting
Tools
Information Management Policy, Privacy Policy, Information
Security Policy
Defines the expected outcomes …
Directives on Information Stewardship, Retention
Procedural and ‘how to’ …
Naming/Data Standards, Information Classifications,
XML Tags, Business Definitions, Repository Metadata,
ERwin, Vignette, Model Management, Taxonomies
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Impacts - What This Means to the Way We Work
The Corporate Information Management Policy
articulates the objectives and principles of well
managed information … throughout the entire
organization ….
Accountabilities
Clarity & Consistency
Ingrains Information Quality Practices
Supports Other Policies & Initiatives
Adds Formality & Rigor
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Information Policy – how we did it
Steps Leading to the establishment of the Policy
• led
by Information Resource Management (IRM) but
drafting prepared within a multi-disciplinary team
• early adopters from a handful of areas but we
‘advertised’ that heavily – early adopters included: Legal,
Privacy Office, Risk Management, Corporate Audit,
Personal & Commercial business areas, IT, Corporate
Risk and Information Security
• reviewed with many executives, influenced committees
and governing boards by working 1:1 with all members
before any major milestone or presentation
•Identify your
partners first
•Allow time for
socialization
•Link the Policy
to existing
information
management
processes
(security
classifications,
employee
attestations, etc.)
• journey took one year, got board level policy approval
Oct. 27, 2003, becomes effective May 2004
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Introduction
Corporate Information Policy
Business Information
Management Framework
Information Stewardship
Business Information Standards
Templates for Metadata Standards
Pedigree & Impact Analysis
Moving Forward
Implementing Business Driven Information Management Practices
From Policy to Metadata
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Business Context for Information Management
Information Management
Information Management
Information Management
Business Vision
Strategy
Goals/Objectives
Measure/Monitor
Operational Model
Operational Business Processes
Information Management
In order for Information
Management to be effective, it
needs to be linked to the goals
and objectives of the
organization.
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Information Management Operational Framework
The Information Management (IM) Operational Framework provides a means
to position the Bank’s current maturity level across “elements” of Information
Management. Elements describe what needs to be in place in order to put
the Corporate IM Policy Principles into practice across the organization.
IM elements are based on generally accepted best practices and industry
subject experts, and reflect the integration of capabilities required to effectively
implement Information Management across the organization.
Operationalizing Information Management
Strategy
People
Processes
Culture & Behaviors
Governance
Technology &
Architecture
Based on components of two industry
models:
 Davenport Information Ecology
Model
BearingPoint Information
Management Capacity Check
Methodology.
IM elements have been grouped by
these six operational perspectives.
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IM Operational Framework & the Corporate IM Policy
Principles
Putting the Corporate Information Management Policy principles into practice…
Accountability
All information is assigned an Information Steward.
Accountability for the information stewardship, custody
and management of information, is clearly defined.
How is the Steward’s role
integrated into the
planning process?
Information Valuation &
Strategic Planning
People
How are other roles
motivated to support
the Accountability
model?
Strategy
Processes
Roles &
Responsibilities
Technology &
Architecture
What are the “Buckets”
of information for which
Stewardship will be
established?
Classification
Culture & Behavior
How is the Steward’s role
integrated into the quality
program?
Incentives
Governance
Quality of Information
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The IM Framework – how we did it
- danger of IM being perceived as a ‘technology thing’
- needed framework to illustrate the breadth & scope of IM
- needed help to operationalize the IM policy and principles
- combined & customized industry best practice
frameworks to help us position IM
- discussed many of the IM elements with internal SMEs, at
the same time raising awareness for IM
- currently using the framework as context and ‘backdrop’
to describe our IM practices relative to the IM Policy
- it’s a ‘living’ framework, further refinement expected
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Introduction
Corporate Information Policy
Business Information Management Framework
Information Stewardship
Business Information Standards
Templates for Metadata Standards
Pedigree & Impact Analysis
Moving Forward
Implementing Business Driven Information Management Practices
From Policy to Metadata
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Information Stewardship – the Business Perspective
A response to information quality needs
Poor quality of information is a
“significant inhibitor to the
success of strategic business
initiatives and makes it difficult, if
not impossible, to generate
business value from any effort
requiring significant integration of
data”.
Areas within BMO, such as Personal
& Commercial Client Group (PCCG) and
Private Client Group (PCG), have been
working towards managing
information (specifically Customer
information) as a strategic asset,
focusing on the quality of the asset
and recognition that Stewardship will
enable this process more efficiently.
The Bank has begun to recognize Information as a strategic
asset which supports business strategies. The Steward role
is key to ensuring this key asset is of acceptable quality.
1.
Gartner Research, COM-19-3313, Feb 7, 2003. Implementing Business Driven Information Management Practices From Policy to Metadata
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Our Information Stewards are from the Business
Areas
Major Roles & Responsibilities :
Provide the meaning of the information, its business rules & contextual use.
Monitor quality of information for accuracy, timeliness, consistency, validity,
completeness, redundancy and impact across projects. For anomalies,
propose resolutions that may span multiple business areas.
Determine who may access information in accordance with privacy and
information security policies.
Provide direction for retention and deletion of information as per business
regulatory and legal requirements.
Ensure the information characteristics are available to a broad audience
through the Corporate Metadata Repository.
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The Customer Information Integrity Group
Mission:
“In support of PCCG’s business strategy of growing share of wallet with
our target customers and treating all customers as individuals, a
fundamental capability is to have quality customer information that
supports business strategy development and implementation accessible to
all business users.”
Goals:
To manage customer information as a strategic asset and to improve profitability
and competitive advantages of both our customers and ourselves.
Create customer information that is cost effective, dependable and easy to
understand so we can build trust with our customers.
Ensure business processes and technology support are aligned to maintain the
quality of customer information and reflect our ability to treat customers as
individuals.
To ensure all employees take ownership for the quality of our customer
information in the capturing, modifying
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Customer Information Integrity Plan
Data Remediation
Customer Contact Cleanup:
• Focus on key customer contact info
• Build awareness of issue in Frontline
• Correct address/telephone
information
Simplify business process and close
“back doors”
Foundation for Change
• Information Management Corporate
Policy Approved
• Customer Information Strategy
Approval
• Business Governance established
• Customer Profile and core data
definitions agreed to by PCCG
Data & Technology Simplification
• Technology Plan approved by
MBEC and funded through BMO
Connect
• Reduce duplicate customer records
• Customer Information Stewardship
established across PCCG
Retool of Data Infrastructure aligned
to support BMO Financial initiatives
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Key Performance Indicators for Customer Information
Exec Level
Percentage remaining duplicate customer records
Percentage increase of “perfect” customer records
Leading Indicators > Team Scorecard
Indicators
Aligned To
Number of data elements that are standard in Book of
Record
Number of data elements certified in product systems
Perfect customer record
Number of business instances that use standards
Number of “Backdoor” closures completed
Number of duplicate customer records merged
Duplicate Customer
Records
Percentage reduction in invalid addresses
Certification process implemented
Data template and metadata process
Change / Behaviour
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Information Stewardship - how we did it
•
focused on one key subject area first, CUSTOMER,
then learned from that experience
• results measured and promoted in year one, now in
3rd year of stewardship
• key lines of business jointly participated through
the Customer Information Integrity (CII) Working
Group and their executives govern through the CII
Leadership Committee
• IT (IRM, BPI) assisted in the preparation a process
for developing business information standards
• CII developed Business standards
• CII developed measures for tracking quality
• CII developing process for data certification
Outcome:
Stewardship practices starting up in four other
business areas
Implementing Business Driven Information Management Practices
•Allow time for
socialization!
•Stewardship
committee Involve
key business
stakeholders, where
the data is managed
by multiple
organizations
•Information
Technology
supports the
business. The
business is in
charge.
•Use a Repository
to house and publish
standards, and KPIs
From Policy to Metadata
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Introduction
Corporate Information Policy
Business Information Management Framework
Information Stewardship
Business Information Standards
Templates for Metadata Standards
Pedigree & Impact Analysis
Moving Forward
Implementing Business Driven Information Management Practices
From Policy to Metadata
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Business Standards for Customer Information
A data standards definition process was developed for the
Customer Information Integrity Group.
Today this process is for broad based use.
Embedded in Requirement Management curriculum.
Embedded in the BMO Information Modeling course (in progress).
Process has four stages: Initial Assessment, Definition and Approval, and
Socialization.
The Initial Assessment stage serves as the “gate” and helps determine
whether or not a candidate for standardization has been found
The Definition stage involves specific activities to define and test the quality
of a candidate standards
Approval of definitions is by the CII working group
Socialization: Publication via the Corporate Metadata Repository, and links
to key internal websites
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Flow Chart for Business Standards
Initial Assessment:
Definition and
Approval:
Do I need to follow the
Data Standards Definition process?
How do I define a standard?
Who needs to approve it?
Socialization:
Who needs to know of the new
data standard?
Activity 1
Determine how data
will be impacted within
your project (pg. 5)
Ask Yourself
Does my project
use or impact
data?
If Yes
Ask Yourself
Is the data I will
use, or will
impact, used by
more than I
business unit?
If No
If No
you are exempt
from the process
you are exempt
from the process
If Yes
Activity 2
Review requirements
to define a data
standard (pg. 6)
Activity 5
Identify key
stakeholders and
develop
communications plan
(pg. 9)
Activity 3
Conduct research and
develop standard
definition (pg. 7)
Activity 4
Review with Working
Team to obtain
approval (pg. 8)
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Example: Flow Chart for Initial Assessment Stage
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Introduction
Corporate Information Policy
Business Information Management Framework
Information Stewardship
Business Information Standards
Templates for Metadata
Standards
Pedigree & Impact Analysis
Moving Forward
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Metadata Templates for Business Standards
Several templates are layouts for Business information. The
templates guide Business and IT staff in collecting the minimum
required information. They also simplify the integration of
metadata in the Corporate Repository.
As part of the preparation of the standards, there are three ‘formats’ used
The CII Working Group Presentation template, used by the business team
to review, discuss and approve standards
“Proposed” Data Standards Request templates (MS Excel, MS Access)
used by IT teams to collect the information for deliver a requested standard
provided to the CII team
Standards Data Editor used by the CII team to directly maintain the
standard definition in the Corporate Metadata Repository
In addition, we have standard glossary templates for lists of standard terms in
areas outside of the Customer Integrity Team (wherever a less developed
standards exists)
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Example: Business Data Standard Template
Full Name - Personal Customer
Name is defined as a word or phrase that constitutes the distinctive designation of a person or entity
Components, Definitions and
Character Length
Component
Definition
Examples*
Name Prefix
Title preceding
name of
individual
JUDGE,
MR, MRS,
MS, MISS
REVEREND
SISTER
DOCTOR
SENATOR
SIR
FATHER
JOHN
First Name
Middle Initial
Last Name
Name Qualifier
Given legal
name
First letter of
second name
Surname
Qualifier
indicating a
person has
same name as
another family
member
Field
Length
10
30
H
1
SMITH
JUNIOR
SENIOR
III
30
10
Relationship
Rules
Implementation Requirements
Mandatory one-to-one relationship:
Consideration
Legal Name vs.
Nickname
1. Within Full Name
Every “Full Name” should include,
at a
minimum:
- First Name
- Last Name
Joint Accounts
2. With Other 18 Key Data Elements
Every “Full Name” should be
associated
with, at a minimum:
For prospects:
Full Address & Telephone Number
For existing customers:
Full Address, Telephone Number &
Customer Holdings Summary
Naming
conventions for
different cultures
In Trust and
Estate Accounts*
Advisor/Broker*
Account Authority*
Recommendation
Obtain legal name from customer and
include in Full Name field
Nickname is addressed in Key Data
Element 13. Preferences (Preferred
Contact Name)
Both legal names should be captured
and any reference to the joint account,
from a profile perspective, should list
both names.
Include capability to list names in both
English and French; names from other
nationalities will be captured using the
English alphabet (accents will not be
captured).
Obtain legal name of customer for
whom the account is held. Follow Full
Name standard.
Designation required for customers who
have products purchased on their
behalf by a third party. Follow Full
Name standard.
Individual who has the authority to deal
with the account (Power of Attorney).
Follow Full Name standard.
* At Account Level
* Examples will be in a drop down menu
Spacing and Order
Sources: Subcommittee on Cultural and Demographic
Data,
Government of British Columbia
Canada Post, Canadian Addressing Guide
Canada Post Address
standards highlight all full name
characters in capitals
3. Middle Initial
5. Name Qualifier
MR JOHN H SMITH III
1. Name
Prefix
2. First Name 4. Last Name
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Business Data Standard Editor
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A Standard Data Element: “Currency Code”
A Standard Definition
(standard business name
identified)
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Metadata Templates for Information Technology
Metadata has always been collected by project teams as part of the
SDLC. IRM devised a small series of templates (standard formats) for
commonly found components This enables us to construct tools to
extract metadata from these artifacts.
Examples:
ETL mapping (MS Excel) for ETL business rules
Screen Layouts (MS Excel, MS Access), map fields on screens
to standard (non-standard) data elements
Message Layouts (MS Excel, MS Access) map fields on
messages to standard (non-standard) date elements)
Metadata from CASE tools such as ERWin (Logical/Physical data
models) do not require templates, but do require standards for
naming conventions, and usage.
The metadata repository supports importing from programming
languages such as COBOL, Assembler, C, etc.
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Introduction
Corporate Information Policy
Business Information Management Framework
Information Stewardship
Business Information Standards
Templates for Metadata Standards
Pedigree & Impact Analysis
Moving Forward
Implementing Business Driven Information Management Practices
From Policy to Metadata
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Pedigree and Impact Analysis Needs
Regulatory requirement (ie Basel II Accord)
BMO must provide “consistent audit trails from calculated aggregated measures
back to the source transactions from which they were formed”.
Business owners express these as requirements:
The need for support audit trails; where data came from, it’s source, it’s
target and the rules that acted on it
Audit:
Reduction in time to find information: Making decisions based on information,
depends on knowing what information exists.
Risk control: through impact analysis, to fully understand the impact of changing or
touching a specific data item in one program, file or database, and manage the
downstream risks of impacting other things.
Knowledge transfer: the ability to retain information collected on an ongoing basis,
long after the project ends
Clarity of terms: The need to map and relate business terms from different business
areas, across different packages (e.g., from PeopleSoft or data marts), enterprise level
definitions or regulatory definitions
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Addressing the Need: The Warehouse View
Place cursor
over any part of
the diagram to
view details
(data model,
ETL mappings)
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Tracing a Data Element
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The Process for ETL Metadata
A ETL metadata change process has been established involving IRM,
the Data Warehouse Team, and project managers
The same process is applied for the central Warehouse and all data
marts
A standard format for ETL metadata capture has been adopted
Metadata is verified by Data Warehouse Quality Assurance. IRM
produces metrics
Source
Standard Staging (Warehouse)
ETL
Mapping
ERWIN data
model
ERWIN data
model
ETL
Mapping
Target (Data Mart)
ERWIN data
model
Metadata Repository
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ETL Metadata Change Management Process
Data Admin
Logical/Physical
Data Model
Synchronizes model with
DBMS Catalogue,
IRM provides measures
% of definitions,
% of ‘good’ definitions
(ERWin)
Metadata
Repository
Comparison is done via
an automated tool that reads
the Metadata Repository
QA team
ETL Mapping
Spreadsheet
(Excel)
Compares
Mapping Spreadsheet
to
Source and Target
Databases and the
production ETL code
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ETL Metadata Change Management - How we did it
• had strong IT executive support
• leveraged existing processes rather than attempting
to re-engineer the development process. The
existing process uses Excel Spreadsheets to
document ETL mappings
• partnered with the team in the Data Warehouse
group that needed help (QA originally verified
mappings by hand)
• delivered tools that verified the consistency of the
metadata and transformed it for use in the Metadata
Repository collecting the metadata
• established a tracking process to ensure the delivery
of metadata deliverables.
Implementing Business Driven Information Management Practices
•
High-end tools are
NOT required for
capturing integrated
ETL metadata (they
are desirable)
• Cross-functional
coordination can be
accomplished using
the Repository as a
QA reference (e.g.,
Data Models from one
team, ETL from
another
• Have scheduled
meetings with
project teams to
track the delivery of
Metadata
From Policy to Metadata
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Quick Tour from Business to Technical
Starting from a ‘business view’
Find a business standard, review the definitions
From a standard term, find the data elements that it comprises
From a data element find the technology uses
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List of Standard Terms related to customer
information … a business view
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What elements comprise the standard term
‘language’ … detailed business view
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From a data element, find out more ….
Business meets Technical
Data Stewards shows
accountability; Documents
show links to other sites
Click ‘what fields’ or ‘what
columns’, etc. to see how
other systems have it
defined
A Standard Definition
(business name identified)
Click to see the standard
values
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Stewardship for Official Language Code
Different roles may appear, in this
case, only one key role shown: the
Customer Information Integrity
Steward
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Where is official language code used?
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Introduction
Corporate Information Policy
Business Information Management Framework
Information Stewardship
Business Information Standards
Templates for Metadata Standards
Pedigree & Impact Analysis
Moving Forward
Implementing Business Driven Information Management Practices
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Moving Forward
IM Policy and Gap Study
• focus on the value proposition
• change management program & extending IM awareness
Information Stewards
• continue to roll out, will see strong linkages with info quality programs
• establishing job stream with guidance from HR
Processes
• integration of IM practices into planning and risk processes
• retention and disposition directive in progress
Metadata
• continue to refine and embed within existing processes
• metadata assessments on the rise
• tailored views of the repository web front end
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Contact Information
Ingrid Bredin, Senior Manager, IRM
(416) 513-5707 Ingrid . Bredin @ bmo .com
Wayne Harrison, Senior IRM Specialist
(416) 513-5196 Wayne . Harrison @ bmo .com
Information Resource Management
Technology and Solutions, Corporate
BMO Financial Group
120 Bloor Street East, 5th Floor
Toronto, Ontario
Canada M4W 3X1
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