Twitter Tag: #briefr 7/10/12

(1)

(2)

(3)

Twitter Tag: #briefr

!  

Reveal the essential characteristics of enterprise

software, good and bad

!  

Provide a forum for detailed analysis of today s

innovative technologies

!  

Give vendors a chance to explain their product to

savvy analysts

!  

Allow audience members to pose serious questions...

and get answers!

(4)

!  

September: Integration

!  

October: Database

!  

November: Cloud

!  

December: Innovators

(5)

!  

Disruptive Innovation produces an unexpected new market and value network, and is usually geared toward a new set of customers.

!  

The consumer technology market teems with such game-changers: mp3 players, iPhone/iPads, portable storage devices, digital media, etc.

!  

While disruptive technologies often take a degree of time to obtain a foothold in the market, they can have a serious

impact on industry incumbents, who can be slow to innovate.

(6)

intelligence best practices and has written numerous books and papers on data

management, including the just-published “Practitioner’s Guide to Data Quality

Improvement.” David is a frequent invited speaker at conferences, web seminars, and sponsored web sites and channels including

www.b-eye-network.com. His best-selling book, “Master Data Management,” has been endorsed by data management industry

leaders, and his valuable MDM insights can be reviewed at www.mdmbook.com.

David can be reached at:

[email protected] or (301) 754-6350.

(7)

!  

Focuses on agility and flexibility for data governance

and standards

!  

Offers a core technology suite, DataStar, that

delivers data modeling, integration, aggregation and

automation.

(8)

technology consultant in advanced system capabilities for numerous Government

agencies and corporate clients. He has over thirty years of experience and is an expert in multiple fields including Nanotechnology, Knowledge Discovery and Dissemination, and Information Engineering. He founded and operated the technology consulting company TECHi2 prior to founding Phasic Systems Inc., where he is the CEO and CTO.

(9)

Bringing Agility and Flexibility to

Data Design and Integration

Phasic Systems Inc

Delivering Agile Data

(10)

Introduction to Phasic Systems Inc

• Bringing Agile capabilities to data lifecycle for business success

• Methods and tools tested and refined over years of in-depth

large-scale efforts

• Solve toughest data problems where traditional methods fail

• Based on extensive consulting lessons learned and real-world

results

• Began in 2005 to commercialize advanced Agile methods

(11)

Phasic Systems Inc Management

• Geoffrey Malafsky, Ph.D, Founder and CEO

▫

 

Research scientist

▫

 

Supported many organizations in their quest to access the right

information at the right time

• Tim Traverso, Sr VP Federal

▫

 

Technical Director, Navy Deputy CIO

• Marshall Maglothin, Sr VP HealthCare

▫

 

Sr. Executive multiple large health care systems

• Deborah Malafsky Sr VP Business Development

(12)

Our Agile Methods

• Why be Agile?

▫

 

Provide flexibility and adaptability to changing business needs while

maintaining accuracy and commonality

▫

 

Segmented approach is too slow, rigid, and costly

• How?

▫

 

Treat data lifecycle as one continuous operation from governance to

modeling to integration to warehouses to Business Intelligence

▫

 

Emphasize value produced at each step and overall coordination

▫

 

Seamlessly fit with existing organization, procedures, tools but add Agility,

commonality, flexibility, and reduced cost and time

• We are Agile and comprehensive

▫

 

Typical 60-90 day engagement

(13)

Methods and Tools

• DataStar Discovery

: Agile data governance, standards and design

▫

 

Add business and security context to data

▫

 

Flexible, common data definitions/ semantics, models

• DataStar Unifier

: Agile warehousing and aggregation

▫

 

Simplified, common semantics using Corporate NoSQL™

▫

 

Source to target mapping with flexibility, standardization

▫

 

Aggregate data using all use case and system variations simply and

easily into standard or NoSQL databases

(14)

“As a COO of a Wall Street firm and a former Vice Admiral in the United States Navy in charge of a large integrated organization of thousands of people and numerous IT systems, I have seen firsthand the critical role that high-quality enterprise data plays in day-to-day operations of an organization. Without

timely access to reliable and trusted data all of our operations were vulnerable to poor decision making, weak performance, and a failure to compete. With

Phasic Systems Inc.’s agile methodology and technology, we were finally able to solve our data challenges at a fraction of the time, cost, and organizational

turmoil that all the previous and more expensive, time-consuming approaches failed to do. Phasic Systems Inc. offers a new and much-needed approach to this important area of Business Intelligence.”

PSI Customer Testimonial

(15)

15

The Business Case

Today’s Response Timeline (15 to 27 Months)

Tomorrow’s Initial Response Timeline with PSI (Subsequent Response Timeline – Days)

IT Groups

• Develop Systems & Applications

• Physical Data Models

• Databases / Data Warehouse

• ETL controls • MDM Business Groups • Requirements • Conceptual/Logical Models • Data Quality • Business Rules • Standards BI Groups • BI Data Models • Reports • Dashboards Users • Capability Problems • New Capabilities • Missing Data

3 to 6 Months 6 to 9 Months 3 to 6 Months 3 to 6 Months

• Requirements

• Conceptual Data Model

• Logical Data Model

• Business Rules

• Standards

• BI Data Models

• Data Quality

• Develop Systems & Applications

• Physical Data Models

• Databases / Data Warehouse

• ETL controls

• MDM

(16)

Agile: Overcome Hurdles

• Group rivalry

▫

 

Embrace important business variations; recognize no valid reason

to force everyone to use only one view exclusively.

• Terminology confusion

▫

 

Use a guided framework of well-known concepts to rapidly identify,

and implement variations as related entities.

• Poor knowledge sharing

▫

 

Use integrated metadata where important products (business

models, data models, glossaries, code lists, and integration rules)

are visible, coordinated, and referenceable

• Inflexible designs

▫

 

Use a hybrid approach (Corporate NoSQL™) for Agile

warehousing and integration blending traditional tables and

NoSQL for its immense flexibility and inherent speed

(17)

Schema Are Not Enough

Must be agile in order to adapt quickly to new business needs

▫

 

Continuous change is norm: requirements, consolidation

▫

 

We must use all the important business variations of key terms (e.g.

account, client, policy) –

No such thing as single version for all!

Governance

Design _MDM Integration

?

Which Value? Whose?

?

My “customer” or your “customer”?

Sales, Accounting

CEO/CFO/CIO SAP/IBM/ORACLE

How is data used?

(18)

(19)

Unified Business Model™

19

(20)

Real Estate Listing Example

• Seems simple and well-defined

▫

 

Each house has a type, id, address, etc..

▫

 

Industry standards: OSCRE, RETS

• Yet, data systems are very different

▫

 

Data model tied tightly to business workflow

▫

 

Extensions and “make-it-work” changes added over time

• Similar to customer relationship mgmt, ERP, and many

(21)

Semantic Conflict in

Real Estate Models

21

NKY

HOMESEEKERS

NKY attribute ‘basement’ does not have a corollary in

(22)

Errors = Inconsistent,

Difficult to Merge,

Report, Analyze

Lot_dimensions: implied semantics for size data. Actually has all sorts of data

Semiannual_taxes: implied semantics for numeric data. Actually has all sorts of data

(23)

23

(24)

(25)

25

(26)

(27)

(28)

DataStar Corporate NoSQL™

• Large systems use NoSQL for its flexibility, performance,

and adaptability

▫

 

But, it is poorly suited for corporate use – lacks connection to

business

• DataStar Corporate NoSQL

TM

▫

 

Blends traditional techniques and NoSQL

▫

 

Entities come directly from Unified Business Model

▫

 

Object structure with simple tables

▫

 

Key-value pairs are basic repeating structure of all tables

▫

 

Business driven terminology

▫

 

Easily handles semantic variations & updates w/o changes to

logical or physical models

▫

 

Can be as ‘dimensional’ or ‘normalized’ as desired

Speed & Agility

(29)

Position Data Model

(30)

• Applied to production data:

▫

 

Fully cleaned & integrated data governance approved



 

Requirement: 500,000 records in 2 hrs on Sun E25K



 

Actual: 50 minutes on 3 year low-cost server

• Governance documents produced and approved

▫

 

Legacy data models – first time in ten years

▫

 

Common data model – directly derived from ontology.

Position-Resume model

• Standing governance board created with short

decision-making monthly meetings

▫

 

Position-Resume Governance Board

• Process approach and technology applied to new IT

(31)

Navy HR Data Analysis

• Groups “share” data and control only if they don’t lose

project control or funds

• Governance, business process, data engineers create

separate designs and don’t know how to coordinate

• Try hard to follow industry guidance but stuck

• Actual data is very different than policy, mgmt awareness

▫

 

Example 1: Multiple Rate/Rating entries. Person xxxxxx has 5

entries: 4 end on the same date, 2 have start dates after they

their end dates , 2 start and end on the same days but are

different

▫

 

Example 2: 30 different values used for RACE but only 6

allowed values in the Navy Military Personnel Manual derived

from DoD policy

(32)

(33)

Agile Warehousing and BI

33

(34)

(35)

Key-Value Vocabulary

35

(36)

(37)

(38)

David Loshin Knowledge Integrity, Inc. www.knowledge-integrity.com

www.knowledge-integrity.com (301) 754-6350

(39)

(40)

(41)

Business Metadata Interdependencies

Concept

Context

Process

Business

Policy

(42)

Business

Goals Business Policy Information Policy Metadata Business Rules

Data Rules

Operational governance integrates monitoring conformance to data rules

(43)

(44)

(45)

754-6350

(46)

(47)

754-6350

(48)

(49)

754-6350

(50)

p  What is a customer?

p  These are potentially

conflicting definitions

p  Representations and

underlying meanings from different business functions may differ

754-6350

50

Sales:

Someone who pays for our products or services

Support:

Someone who has a license for use of our product Finance Sales Marketing Customer Service Human Resources Legal Compliance “customer”

?

(51)

754-6350

51

Build from the Bottom Up

Concepts Business _Terms Definitions Semantics

Business Definitions Conceptual Domains Value Domains Reference Tables Mappings Reference Metadata Critical Data Elements Data Element

Definitions Data Formats Aliases/Synonyms

Data Elements

Entity Models Relational Tables _DirectoryDomain

Information Architecture Information Usage Information Quality Data Quality

SLAs Access Control

(52)

specific definition to refer to:

n  An action n  An entity

n  A characteristic

p  A business term may be used multiple times with different

definitions

754-6350

(53)

Example – Identifying Business Terms

p  Order Confirmation

If you do not receive a confirmation

number (in the form of a confirmation page or email) after submitting payment

information, or if you experience an error message or service interruption after

submitting payment information, it is your responsibility to confirm with FizzDizzle Customer Service whether or not your order has been placed.

754-6350

(54)

If you do not receive a confirmation number (in the form of a confirmation page or email) after submitting payment information, or if you experience an error message or service interruption after

© 2012 Knowledge Integrity, Inc. www.knowledge-integrity.com (301) 754-6350 54 •  You •  Confirmation number •  Confirmation page •  Confirmation email •  Payment information •  Error message •  Service interruption

•  FizzDizzle Customer Service

•  Order

(55)

754-6350

(56)

If you do not receive a confirmation

number (in the form of a confirmation page or email) after submitting payment

information, or if you experience an error message or service interruption after

(57)

Bring it All Together: The Chain of Definition

754-6350

(58)

to determine when:

n  Similarly-named data

elements refer to the same data element concept

n  Same-named data

elements refer to

different data element concepts

n  Consolidating when

possible and

n  Differentiating when

necessary

© 2011 Knowledge Integrity, Inc. www.knowledge-integrity.com (301) 754-6350 58 Data Element Type FirstName VARCHAR(35) LastName VARCHAR(40) SSN CHAR(11) Telephone VARCHAR(20) First VARCHAR(25) Middle VARCHAR(25) Last VARCHAR(30) SocialSec CHAR(9)

(59)

Impact Assessment

p  Use chain of definition

model to identify the instances that are

impacted as a result of harmonization

© 2012 Knowledge Integrity, Inc. www.knowledge-integrity.com (301) 754-6350 59 Data Element Type FirstName VARCHAR(35) LastName VARCHAR(40) SSN CHAR(11) Telephone VARCHAR(20) Data Element Type First VARCHAR(25) Middle VARCHAR(25) Last VARCHAR(30) SocialSec CHAR(9)

(60)

p  If you have questions, comments, or suggestions, please contact me

David Loshin 301-754-6350

[email protected]

(61)

!  

One of the common themes in the material you provided is the need for collaboration as part of the lifecycle management for the creation of a unified business model. To what extent is this collaboration driven by the software and how much requires processes designed around the software?

!  

What is your approach for transferring the knowledge for identifying semantic conflicts and resolving them within the organization?

!  

A lot of the slides suggest that the intent of the use of the technology is for developing data warehouse or business

intelligence models. Is the use limited to consuming data from existing systems, or can it be used for reengineering operational or transaction systems, and if so how, and if not, why?

(62)

governance tools is the need for ongoing maintenance of the content. How can the product be used to facilitate ongoing management and assurance of consistency of business

terminology?

!  

Presuming that I am now a data consumer (say a business analyst) within the organization, how would I use this technology to

clarify the definitions and lineage of business terms presented to me in a BI report?

(63)

!  

What is your approach for capturing the semantics of implicit business concepts? In your real estate example, one of the

columns for lot dimensions had implied semantics for size data, with an implication of measurement systems, units of measure, and even “topography” of the lot size. This implies the use of business concepts that are not explicit (acreage vs. square footage, transformations across frames of reference,

qualification of lot shape, presentation of dimensionality). How does the tool capture implicit semantic information?

!  

Going back to collaboration: What types of interactive

notifications are integrated into your environment to apprise

individuals of changes to business terms, data element concepts, data elements, value domains, etc.?

(64)

(65)

!  

July: Disruption

!  

August: Analytics

!  

September: Integration

!  

October: Database

!  

November: Cloud

!  

December: Innovators

(66)