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Unformatted text preview: he enterprise as a continuous
The goal of any enterprise data quality improvement program
should be to “operationalize” data quality by embedding it
into business operations, either implicitly through software automation running in the background, or explicitly by
prompting users to take a lead. This means two things: first,
the implementation of a methodology for embedding data
quality into key aspects of the corporate IT infrastructure, and
second, engendering broader business participation across
all levels of the organization in the data quality process.
It is critical for data quality projects to be monitored at
regular intervals. A common mistake is to view data
quality assessment as a one-time event. Projects should
perform iterative data quality assessments throughout the
development lifecycle. Designing a data quality scorecard
is a good way to demonstrate the value proposition and
justification for investing in and maintaining data quality
management as a continuous long-term enterprise goal. The
scorecard monitors and measures the performance of data
quality initiatives on an ongoing basis across all processing
streams, reflecting the effectiveness of the program and
efficiency of its staff. It can provide long-term justification for
continued funding and growth of data quality management.
The scorecard can also help identify additional areas with
an acute data quality improvement need that can help
support an organization’s survival during a recession. Most
importantly, it demonstrates the value of proactive data
quality management. Improving data quality is a paradox
There are many paradoxical angles that stem from the
broader information paradox that IT has led to an explosion
in availability of information yet there is less time available
to develop intelligence and create knowledge from it. This
is partly based on the “more-is-less” argument. Despite an
abundance of data at their fingertips, decision-makers often
feel ill-informed about customers, prospects, inventory,
suppliers, and products because information is incorrect
or outdated. At the same t...
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This document was uploaded on 12/31/2013.
- Fall '13