2004 Business Plan

1
Implementing Business Driven Information
Management Practices From Policy to Metadata
2
the trail ..

• Introduction
• Corporate Information Policy
• Business Information Management Framework
• Information Stewardship
• Business Information Standards
• Templates for Metadata Standards
• Pedigree Impact Analysis
• Moving Forward

3

• Introduction
• Corporate Information Policy
• Business Information Management Framework
• Information Stewardship
• Business Information Standards
• Templates for Metadata Standards
• Pedigree Impact Analysis
• Moving Forward

4
Who is Bank of Montreal Financial Group

• Founded in 1817, Canadas 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
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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

8
Information Lay of the Land ..
The climate we are operating in today a mix of
business growth, competition and risk BUT its
also a climate of increasing regulatory
requirements

• In todays business environment it is a given
  we must
• know who our customer is
• ensure our organizations 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
Information Stewardship, different to custodians
Planned and Coordinated Approach
Information Management
Usability
Information integrated with the planning cycles
Quality meeting the needs
Life-cycle Approach
Optimize the value of Information Assets
Planning, acquisition, creation, transformation,
storage, use, retention or destruction purging
Foundational, leveraging information, linked to
investments
Accessibility
Sharing, authorized access
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The Policy Framework - How Policy Fits In
High level definition Information Management
Policy, Privacy Policy, Information Security
Policy
Board Policy

• Corporate Policy
• Authority assigned by Board for TS and Business
  activities

Operating Directives
Defines the expected outcomes Directives on
Information Stewardship, Retention

• Accountabilities
• Role definitions
• Provides direction to procedural activities

Standards Guidelines
Procedural and how to Naming/Data Standards,
Information Classifications, XML Tags, Business
Definitions, Repository Metadata, ERwin,
Vignette, Model Management, Taxonomies
Preferred Practices
Supporting Tools
Operating Manuals
Standards
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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

• Identify your partners first
• Allow time for socialization
• Link the Policy to existing information
  management processes (security classifications,
  employee attestations, etc.)

• 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 11
  with all members before any major milestone or
  presentation
• 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

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Business Context for Information Management
Information Management
What Information?
Business Vision
Customer
Transactions
Financial
Policy Regulations
Offerings (eg. Products)
Market
Strategy
Business Directions
Resources (eg. Employee)
Contracts
Information Management
Information Management
Locations
Goals/Objectives
Measure/Monitor
Operational Model
In order for Information Management to be
effective, it needs to be linked to the goals and
objectives of the organization.
Operational Business Processes
Information Management
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Information Management Operational Framework
The Information Management (IM) Operational
Framework provides a means to position the Banks
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.

• 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
All information is assigned an Information
Steward. Accountability for the information
stewardship, custody and management of
information, is clearly defined.
Accountability
Information Valuation Strategic Planning
Roles Responsibilities
Classification
Incentives
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 - its 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

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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.
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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 PCCGs 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
• Reduce duplicate customer records
• Correct address/telephone information
• Simplify business process and close back doors

• Focus on key customer contact info
• Build awareness of issue in Frontline

Foundation for Change

• Information Management Corporate Policy Approved
• Customer Profile and core data definitions
  agreed to by PCCG
• Customer Information Stewardship established
  across PCCG

• Customer Information Strategy
• Approval
• Business Governance established

Data Technology Simplification

• Technology Plan approved by MBEC and funded
  through BMO Connect

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 gt Team Scorecard
Indicators Aligned To
Number of data elements that are standard in Book of Record Perfect customer record
Number of data elements certified in product systems Perfect customer record
Number of business instances that use standards Perfect customer record
Number of Backdoor closures completed Duplicate Customer Records
Number of duplicate customer records merged Duplicate Customer Records
Percentage reduction in invalid addresses Duplicate Customer Records
Certification process implemented Change / Behaviour
Data template and metadata process Change / Behaviour
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Information Stewardship - how we did it

• 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

• 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

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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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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
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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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Full Name - Personal Customer
Example Business Data Standard Template
Name is defined as a word or phrase that
constitutes the distinctive designation of a
person or entity
Implementation Requirements
Relationship Rules
Components, Definitions and Character Length
Mandatory one-to-one relationship 1. Within
Full Name Every Full Name should include,
at a minimum - First Name -
Last Name 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
Examples will be in a drop down menu
Spacing and Order
Canada Post Address standards highlight all
full name characters in capitals
Sources Subcommittee on Cultural and Demographic
Data, Government of British
Columbia Canada Post, Canadian
Addressing Guide
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

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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 Audit The need for support
audit trails where data came from, its source,
its target and the rules that acted on
it 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)
Target (Data Mart)
ETL Mapping
ETL Mapping
ERWIN data model
ERWIN data model
ERWIN data model
Metadata Repository
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ETL Metadata Change Management Process
Data Admin Synchronizes model with DBMS
Catalogue, IRM provides measures of
definitions, of good definitions
Metadata Repository
Logical/Physical Data Model (ERWin)
Comparison is done via an automated tool
that reads the Metadata Repository
QA team Compares Mapping Spreadsheet to Source
and Target Databases and the production ETL
code
ETL Mapping Spreadsheet (Excel)
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ETL Metadata Change Management - How we did it

• 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

• 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.

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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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(No Transcript)
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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
A Standard Definition (business name identified)
Click what fields or what columns, etc. to
see how other systems have it defined
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

52
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 [phone]
Ingrid . Bredin _at_ bmo .com Wayne Harrison,
Senior IRM Specialist [phone] Wayne .
Harrison _at_ bmo .com Information Resource
Management Technology and Solutions,
Corporate BMO Financial Group 120 Bloor Street
East, 5th Floor Toronto, Ontario Canada M4W 3X1