My first session today was about Data Management and Integration (DM&I), which although is primarily related to the work i am doing for Socitm is actually a very interesting and relevant topic.
For local government to be effective and efficient the business systems which it relies on to meet its business objectives must interoperate and collaborate. In most organisations, these systems have evolved over a number of years, and in the majority of cases utilise a number of differing technologies, platforms and packages. To maximise business benefit and with the growing reliance on the internet as a mechanism for enabling customers, business and partners to access systems, interoperability between systems is becoming ever more important.
Recently I’ve seen DM&I as a conceptual model for intelligent and strategic commissioning in local government. I also see a huge relationship and cross over to Service Oriented Architecture (SOA) – SOA is an approach for aligning business needs with IT investment and then building distributed systems that deliver application functions as loosely coupled services. This provides a well-modeled and reusable basis for common business functions. SOA offers a standard way to represent and interact with application functions by building on open standards.
As Public Service pressures increase, IT constraints are also rising. The most fundamental question being asked by service managers is how to build business applications to support business change or how do i increase my business agility? In other words, how to take legacy systems that constrain business today and make them assets for the business. IT structures frequently hamper business agility, so it is imperative to understand how to break down IT barriers to flexibility and innovation.
Enough of the broad overview, now on to my notes and observations:
The session was provided by Gartner Analyst Mark Beyer who shared the following Strategic Planning Assumption: By 2015, data management governance strategies — which include metadata management, master data management and data quality capabilities — will more quickly absorb more data and data types, lowering data integration costs by as much as 20% annually.
The Key Priorities
- new data types
- extreme data volume
- data quality
- data integration
- master data management
- alternative strategies
- metadata management
One aspect which i think does not get enough attention and is critical Metadata management and this is critical for DM&I – Essentially metadata makes everything useful – which in turn informs what information/data assets look like and how to use and transform them
Competencies – organisations need to look at developing competencies in all aspects of DM&I, in particular Master Data Management, Service Oriented Architecture and Data Quality.
You also need to ensure that you have Data Stewards, whose responsibility is to understand when data crosses a domain.
Cloud and cloud based failures – In just over a one-week period during 2009, a number of Internet-based services experienced embarrassing failures that affected millions of people. A couple of examples.
- 31 January, ma.gnolia, a large provider of personal bookmarks, experienced a fatal data corruption.
- 1 February, Google’s Internet search capability became unavailable for up to 45 minutes.
The new types of information – Unstructured data types, social networks, video, audio etc will present challenges and opportunities within the DM&I area.
There were a set of do’s and don’t but i didn’t get a chance to capture what was on the slide.