Financial Services

A Data Governance Maturity Model for Financial Services (Part 4 of 4)

Digital Account Openings

In my last blog post, I shared what a 360-degree view of data means when centered around data lineage principles. Today, in my final blog post of this data lineage series, I’ll discuss how Perficient’s Data Governance Maturity Model can help enhance your data programs.

Given the power of data lineage to augment and enforce an established enterprise data management program, it often helps to have an experienced partner on the team. Perficient’s Data Lineage Assessment and Strategic Roadmap evaluates how prepared an organization is for developing a data lineage program and creates a strategic and actionable implementation roadmap, from assessment through requirements definition and solution architecture.

As a precursor to the integration of data governance tools around data lineage, it may be prudent to assess the firm’s readiness for such an undertaking. The Perficient Data Governance Maturity Model can provide great insight into the overall state of a data governance program. Here too, Perficient’s experts can provide guidance and expertise in performing an independent, unbiased evaluation of the overall data program, revealing those aspects of governance requiring attention first.

Data Governance Maturity Model

 Level 1: ReactiveLevel 2: AwareLevel 3: ProactiveLevel 4: IntegratedLevel 5: Automated
CadenceNo defined policies, manual processes, and no visibilityDepartmental policies, project-specific processes, and no visibilityEnterprise policies, some cross-project processes, and some visibilityEnterprise policies and processes, some measurements, and visibilityComplete policy measurements and process visibility as well as continuous improvement
ProgramNo formal programInformal or ad-hoc programFormal or ad-hoc program with defined agendaFormal program with defined agenda and risk mitigation readinessSemi-automated and formal program with defined agenda and litigation readiness
Self Service (Data/BI)Costly, manual, and outsourcedDiscovery still costly, manual, and outsourcedDiscovery mostly manual with some IT supportData discovery and data lineage with profiling and analysis alongside business/IT collaborationFully automated, documented, and governed
PlatformNo platform, decisions stored on local/shared drives, email collaboration, and no automated assessment capabilityTeam-based governance, content stored on local/shared drives, shared drive collaboration, and user manual assessmentDepartmental governance, organizing content stored on shared drives, governance system, and departmental manual assessmentEnterprise governance, enterprise collaboration, and enterprise data architectureFully automated, self-learning enterprise governance, and enterprise data architecture
Data Remediation & LearningManual, ad-hoc, and reactive; no lessons learnedManual, ad-hoc but proactive; tacit lessons learnedMostly manual, limited proactiveness, briefly documented knowledge base, and random auditsAutomated, data catalog and glossary, as well as limited knowledge baseSelf-remediation, self-learning, and a documented knowledge base
Data LiteracyData governance is driven by IT and focused on technical side of executionWhile organizational change management (OCM) is a known topic of discussion, it has been “postponed” until laterThe business impact of DG is articulated. In addition, the training and communication plans have been outlined and definedOCM including communication and training are “tasks” for every project and are allocated hours and budgetOCM is centralized; business users are aligned with OCM policies and procedures across the enterprise

If you are interested in learning more about this topic, consider downloading our Supercharging Data Governance in Financial Services With Data Lineage guide.

If you have any questions about our data lineage capabilities or would like to discuss the topic directly with me, feel free to reach out at David.Willner@perficient.com.

About the Author

David Willner is a business-focused information technology executive in Perficient’s financial services practice. His specialty is in transformation and data strategy programs. Before Perficient, he served as a managing director at J.P. Morgan Chase, senior managing director and chief development officer at Bear Stearns, and chief information officer, corporate comptrollers, at AIG. When he is not improving our client’s operations, systems, and data, he can be found playing guitar in his blues/rock band.

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