Forget Big Data. It's All About Smart Data

Forget Big Data.
It's All
About Smart Data
Alan McSweeney
http://ie.linkedin.com/in/alanmcsweeney
Smart Data, Not Big Data
Smart Data is about not getting mesmerised by the hype

around Big Data but being intelligent and rational about
the possibilities, benefits and requirements
January 18, 2017
Purpose And Objective
Proposes an initial framework and structure to allow the

nuggets of value contained in the deluge of largely
irrelevant and useless data to be isolated and extracted
Enables your organisation to ask the questions to

understand where it should be in terms of its data state
and profile and what it should do to achieve the desired
skills level across the competency areas of the framework
January 18, 2017
Organisational Data Landscape
January 18, 2017
Organisational Data Landscape
Every organisation operates within a data landscape with

multiple sources of data relating to its activities that is
acquired, transported, stored, processed, retained,
analysed and managed
Interactions across the data landscape generate primary

data
Multiple dimensions of data

Raw, primary data
Secondary, derived or generated data
Static data about data
Dynamic data about data
January 18, 2017
Organisational Data Landscape And Data

Interactions
When you extend the range of possible interactions

business processes outside the organisation you generate
a lot more data
January 18, 2017
Organisational Data Landscape Interaction

Dimensions
External Parties Participating in Data Interaction/

Collaboration Landscape who of the many parties in
your organisation landscape do you interact with digitally
Numbers and Types of Interactions/ Collaborations and

Business Processes Included in Data Interaction
Landscape which types of interactions and associated
business processes do you digitally implement
Channels Included in Data Interaction Landscape what

digital channels do you interact over
Combination of dimensions leads to a large number of

potential interactions and associated data
January 18, 2017
Data Explosion
From Lots Of
Different Sources
And Providers
Of
Different
Utility And
Value
Both
Internal And
External
In Many
Different
Formats
That
Changes
Constantly
With
Variable
Accuracy
And
Calibrations
With
Different
Content
With Different
Measurements
January 18, 2017
At Different Times
Generated At
Different
Rates
Primary And Secondary Data
Primary data is generally a record of what has happened in

the past an interaction, a transaction, an event, a usage,
a measurement
Primary data retention is concerned with recording and

control
Need to maintain a log of activity for audit purposes
Secondary data is largely derived from or generated by

analysis of primary data
Secondary data can generate insights through techniques

such as segmentation, propensity analysis
January 18, 2017
Date States - In Transit, At Rest, Being Processed
Data exist in multiple states through the many stages of its

multiple journeys
January 18, 2017
10
Primary source data and secondary processed/derived

data
Standard data such as that from direct dealings with entities customers, partners, suppliers or measurement of events
Data from external service providers
Not all primary data has the same value
Not all primary data can be easily obtained and processed
Not always necessary to store data centrally
So there is a need to be able to decide what data is useful,

how much automation is desirable or recommended in a
smart way
January 18, 2017
11

What Happened?
From
Primary
Data
Reporting
Insight/
Forecast
Monitoring
Analysis
What Is Currently
Happening?
January 18, 2017
Why Is Likely To Happen

In The Future?
To
Secondary
Data
Why It Happened?
12
Primary data is not a stage to better data
It is an essential foundation
January 18, 2017
13
Trailing/Lagging And Leading Indicators

Reporting
Report on Gathered Information On What Happened
To Understand Pinch Points, Quantify Effectiveness,
Measure Resource Usage And Success
Monitoring
Gather Information In Realtime To Understand
Activities, Respond And Make Reallocation Decisions
Trailing
Indicators
Analysis
Understand Reasons For Outcomes and Modify
Operation To Embed Improvements
Leading
Indicators
Insight and Forecast

Quantify Propensities, Forecast Likely Outcomes,
Identify Leading Indicators, Create Actionable
Intelligence
January 18, 2017
14
Every Organisation Needs An Effective Enterprise

Data Strategy
Reporting
Monitoring
Insight/
Forecast
Analysis
Data Architecture
Management
You Cannot
Have This ...
... Without
This
Data Governance
Data Warehousing and Business Intelligence
Management
Data Security Management
Reference and Master Data Management
Document and Content Management
Metadata Management
Solid
Data
Management
Foundation
and
Framework
Data Development
Data Quality Management

Data Operations Management
January 18, 2017
15
Primary And Secondary Data Framework Iceberg

To Do This ...
Be Able To Take
Action Based on
Reliable Information
Measure What is
Important
... You Need To

Do This ...
... Which
Requires This ...
... Which In Turn
Needs This ...
... And So On ...

...
Define
Measurements
Define Collection
Process
Know What Is
Important In Order
To Measure It
Define Data Tools

And Infrastructure
Collect Data
Report And Analyse

Stored Data
Define Consistent
Units of
Measurements
Define Data Storage

Model
Monitor Data
Collection
Define Reports
Define
Measurement
Processes
Define
Transformation And
Standardisation
Manage Data
Collection
Run And Distribute

Reports
Define Operational
Framework
Install Data
Collection Facilities
Validate And Store

Data
Define Analyses
Provide Realtime
Access To Collected
Data
...
...
Run And Distribute

Analyses
January 18, 2017
16
Smart Data Means Being
January 18, 2017
17
Smart Data Means Being
Smart in what data to collect, validate and transform

Smart in how data is stored, managed, operated and used
Smart in taking actions based on results of data analysis
including organisation structures, roles, devolution and
delegation of decision-making, processes and automation
Smart in being realistic, pragmatic and even sceptical about
what can be achieved and knowing what value can be derived
and how to maximise value obtained
Smart in defining an achievable, benefits-lead strategy
integrated with the needs business and in its implementation
Smart in selecting the channels and interactions to include
smart data use cases
January 18, 2017
18
Smart Means
More focussed investment in achieving better business

and organisation results
Greater confidence by the business and organisation in

justifying and approving investment and resource
allocation
Quicker delivery of results
What are your Smart Data use cases?
January 18, 2017
19
Smart Data Use Cases In The Organisational Data

Landscape
Use
Case
Use
Case
Use
Case
Use
Case
Use
Case
Use
Case
January 18, 2017
Use
Case
20
Business Model Canvass
Consider using the Business Model Canvas to analyse each use case
Divides business into nine elements in four groups
Infrastructure
Key Partners - the key partners and suppliers needed to achieve the business model
Key Activities - the most important activities the business must perform to ensure the
business model works
Key Resources - the most important assets to make the business model work
Offering
Value Propositions - the value, products and services provided to the customer
Customers
Customer Relationships - the customer relationships that need to be created
Channels - the channels through which the business reaches its customers
Customer Segments - the types of customers being targetted by the business model
Finances
Cost Structure - the most important costs incurred by the business model
Revenue Streams - the sources through which the business model gets revenue from
customers
January 18, 2017
21
Business Model Canvass

Key Partners
Key Activities
Value Propositions
Customer Relationships
Who are our key partners?

Who are our key suppliers?
What Key Resources do we acquire
from partners?
What Key Activities do partners
perform?
MOTIVATIONS FOR
PARTNERSHIPS
Optimisation and economy

Reduction of risk and uncertainty
Acquisition of resources and skills
What key activities do our value

propositions require
What are our distribution channels?
What are our customer relationships?
What are our revenue streams?
CATEGORIES
Production
Problem Solving
Platform/Network
Key Resources
What key resources are required by our
Value propositions Distribution channels
Customer relationships
Revenue streams
What value do we deliver to our

customers?
Which of our customers problems are
we helping to solve?
What bundles of products and
services do we offer to each customer
segment?
What type of relationship does each of our

customer segments expect us to establish
and maintain with them?
What ones have we already established?
How are they integrated into our business
model?
How much do they cost?
CHARACTERISTICS
EXAMPLES
Novelty
Performance
Customisation
Getting the Job Done
Design
Brand
Status
Cost Reduction
Risk Reduction
Accessibility
Convenience/Usability
Physical
Intellectual
Human
Financial
Personal assistance
Dedicated personal assistance
Self-service
Automated services
Communities
Co-creation
What value are customers really willing to pay for?

What are they currently paying for?
How are they currently paying?
How would they prefer to pay?
How much does each revenue stream contribute to overall revenue?
Cost Driven leanest cost structure, low price value proposition, maximum automation, extensive
outsourcing
Value Driven focussed on value creation, premium value proposition
SAMPLE CHARACTERISTICS
Fixed costs
Variable costs
Economies of loading
Economies of scale
January 18, 2017
Mass market
Niche market
Segmented
Diversified
Multi-sided platform
Awareness - How do we raise awareness

about our products and services
Evaluation How do we help customers
evaluate our value proposition?
Purchase How do we allow customers
purchase specific products and services?
Delivery How do we deliver a value
proposition to customers?
After Sales How do we provide postpurchase customer support?
Revenue Streams
For whom are we creating

value?
Wo are our most important
customers?
Through which channels do our customer

segments want to be reached?
How are we reaching them now?
How are our channels integrated?
Which ones are most cost-efficient?
How are we integrating them with customer
processes?
Cost Structure
CHANNEL PHASES
IS THE BUSINESS MORE:
Channels
TYPES OF RESOURCES
What are the most important costs inherent in the business model?
Which key resources are the most expensive?
Which key activities are the most expensive?
Customer
Segments
TYPES
Asset sale
Usage fee
Subscription fees
Lending/renting/leasing
Licensing
Brokerage fees
Advertising
FIXED PRICING
DYNAMIC PRICING
List price
Product feature dependent
Customer segment dependent

Volume dependent
Negotiation/bargaining
Yield management
Real-time market
22
Business Model Canvass And Use Case Identification
Locate each use case within the Business Model Canvass to

understand its context and potential contribution to the
business
This approach provides an understanding of the benefits of

implementing a use case and assists with their definition
January 18, 2017
23
Smart Means
Having a Chief Smart Data Officer and not just a Chief Data
Officer
January 18, 2017
24
Smart Data Competency Areas
Areas of smart data competencies that comprise a

complete set of required skills and abilities to design,
implement and operate an appropriate smart data
programme
Complete and generalised set of competencies that will be

more or less relevant to different organisation types
Enables your organisation develop an focussed data

strategy
January 18, 2017
25

Strategy, Management and Governance
Organisation and Structure
Data Infrastructure and Data Landscape

Operations
Data And Resource Asset Management
Smart Data
Smart Data Technology Planning and

Implementation
External Party Involvement and
Interaction
Smart Data Value Addition And Derivation
Smart Data Standards Contribution and
Development
January 18, 2017
26
Linkages Between Smart Data Competencies
Competencies do not
exist in isolation
Each competency area
is linked to the others
Improving skills in
competency area will
increase the
organisations skill and
ability in others
Organisation
And
Structure
Smart Data
Technology
Planning And
Implementation
Data
Infrastructure
And Data
Landscape
Operations
External Party
Involvement
And
Interaction
Data And
Resource
Asset
Management
External Party
Involvement
And
Interaction
January 18, 2017
Strategy,
Management
And
Governance
Smart Data
Standards
Contribution And
Development
27
Smart Data Competency Areas And Skill Levels
5
1
Strategy,
Management And
Governance
5
1
Organisation And
Structure
Smart Data
Technology
Planning and
Implementation
January 18, 2017
5
1
Data Infrastructure
And Data
Landscape
Operations
External Party
Involvement And
Interaction
Data And Resource

Asset Management
Smart Data Value

Addition And
Derivation
Smart Data
Standards
Contribution And
Development
28

Competency Areas
Coverage
Strategy, Management and

Governance
1.
2.
3.
4.
5.
6.
1.
Data Infrastructure and Data

Landscape Operations
Data And Resource Asset
Management
January 18, 2017
2.
3.
4.
5.
1.
2.
3.
4.
1.
2.
3.
Smart data strategy development and delivery

Governance procedures and processes
Establishment of management structures
Leadership
Communications management
Relationship management
Design and implement the required organisational structures including crossfunctional structures
Create delivery structures
Decision making
Design training
Knowledge acquisition, management and transfer
Reliable, cost-effective, secure and efficient data operations
Automation of data operations
Flexibility in data operations
Knowledge of the status and performance of data operations
Management of data assets and personnel resources
Capacity planning
Fault and error detection and correction
29

Competency Areas
Coverage
Smart Data Technology Planning
1.
2.
3.
4.

Interaction
1.
Smart Data Value Addition And

Derivation
1.
2.
3.
Smart Data Standards Contribution 1.
and Development
January 18, 2017
2.
3.
Effective strategic planning for smart data technology

Evaluation, selection, integration, and testing of new data technologies
Knowledge and application of relevant standards
Using the data platform to innovate and contribute to the success of the
organisation
Definition of strategy to involve external parties from data collection to providing
external parties with access to appropriate data and to interact with the
organisation
Creating the organisational capabilities to enable value to be derived from data to
achieve business goals
Enabling effective decision making
Enabling dynamic and real time analyses
Contribution to the wider smart data community and the development of smart
data standards
Development of reference implementations
Development of standards
30
Smart Data Competency Areas - Skill Levels
5
4
3
2
1
Innovate, Lead, Invent, Collaborate With Other Organisations And Wider Community
Embedding, Operationalising And Measuring Usage And Results
Extension And Linkage Of Completed Base Structures And

Delivery Of Results and Performance Improvements
Establishment Of Base Structures and Processes

For Deciding On And Progressing Initiatives
January 18, 2017
Foundational Skill Level

31
Skill Levels
Represent a progression of effort and investment in

competency areas
January 18, 2017
32
Smart Data Competency Areas Skill Levels

Cost And Time
Of Achieving
Skill Levels
Extent And Cost

Of
Implementation
And Operation
January 18, 2017
Likely Return
And Results That
Can Be Achieved
And Benefits
Obtained
33
Smart Data Competency Areas Skill Levels
Need to balance cost and time of achieving skill levels in

competency areas, extent and cost of implementation and
operation with likely return and results that can be
achieved from using smart data
January 18, 2017
34
Skill Level 1 - Foundational
Awareness of the need for a smart data strategy exists and

strategy being defined
Potential performance improvements identified
Programme of knowledge acquisition started
Investment requirements recognised and investment plans
being prepared
Metrics to assess performance improvements defined
Smart data implementation initiatives being defined
Renovation of data infrastructure started
Management commitment to analysis, investigation and
planning in place
January 18, 2017
35
Skill Level 2 - Establishment Of Base Structures and

Processes For Deciding On And Progressing Initiatives
Initial high-level strategy has been agreed
High-level integrated architecture that includes performance

and security has been defined
Initial value measurement framework has been defined
Data source inventory has been created
Organisation data model has been created
Investment plans, programme and schedule in place
Management commitment to initial implementations in place
Initial implementations have started and lessons are being

learned
January 18, 2017
36
Skill Level 3 - Extension And Linkage Of Completed Base

Structures And Delivery Of Results and Performance
Improvements
Initial implementations are being combined in the context of

the integrated architecture
Wider and deeper data implementations are in progress
Architecture has been refined an extended
Results are being delivered and value is being measurably

derived from data implementations
A value measurement framework is in place and operational
Processes to exploit data has been defined
The organisation structures needed to derive value from data

have been defined, agreed and are being implemented
January 18, 2017
37
Skill Level 4 - Embedding, Operationalising And

Measuring Usage And Results
An organisation-wide data architecture has been

implemented and is operational
The organisation-wide data implementation is being used

effectively across all business functions
Data-based actions and decision-making is operation
Data-based decision-making is automated as much as

possible
There is a data correction feedback process
Data use is extended outside the organisation to

appropriate external interacting partners
January 18, 2017
38
Skill Level 5 - Innovate, Lead, Invent, Collaborate

With Other Organisations And Wider Community
The organisation is contributing to the development of

data standards
The organisation is sharing its experiences with other

organisations
The organisation is developing and actively participating in

partnerships to develop and implementation data
standards, reference architectures and standard
implementations
January 18, 2017
39
Choosing The Most Suitable Skill Level

1
Foundational
Skill Level
Establishment
Of Base
Structures and
Processes For
Deciding On And
Progressing
Initiatives
Extension And
Linkage Of
Completed Base
Structures And
Delivery Of
Results and
Performance
Improvements
Embedding,
Operationalising
And Measuring
Usage And
Results
Innovate, Lead,
Invent,
Collaborate
With Other
Organisations
And Wider
Community
General
Characteristics
Of Skill Level
General
Characteristics
Of Skill Level
General
Characteristics
Of Skill Level
General
Characteristics
Of Skill Level
General
Characteristics
Of Skill Level
Specific
Competency
Area Actions
Specific
Competency
Area Actions
Specific
Competency
Area Actions
Specific
Competency
Area Actions
Specific
Competency
Area Actions
January 18, 2017
40
General
Characteristics
Of Skill Level
Specific
Competency
Area Actions
What the skill level

for the specific
competency area
looks like
What actions
should be taken
to be at the skill
level
January 18, 2017
41
Decision based on:

Importance of competency area to your organisation
Current skill level within the competency area
Optimum skill level to deliver greatest benefit
Benefit in achieving improvement
Use current levels of skills and importance of competency

areas to identify those areas at which getting better will
yield the greatest return
Targeted investment of resources
Get good at what matters to your organisation
Get the biggest return for your investment
January 18, 2017
42
Three-way balancing act

Current
And Target
Skill Level
Importance
Benefits
January 18, 2017
43
Profile will be different for each organisation
Not all areas have the same importance for everyone
You cannot get better at every competency at the same

time
January 18, 2017
44
Take A Planned And Systematic Approach To

Increasing Skills In Competencies
Assess Current Skill Levels Across Competencies
What Is The Desired Or Necessary Activity Skill Level
Agree Core Competency Levels
Set Prioritised Improvement Competency Areas
Define Improvement Programme
Deliver Improvement Programme

January 18, 2017
45

Foundational
Skill Level
Establishment Of Extension And

Base Structures and Linkage Of
Processes For
Completed Base
Deciding On And Structures And
Progressing
Delivery Of Results
Initiatives
and Performance
Improvements
Embedding,
Operationalising
And Measuring
Usage And Results
Innovate, Lead,
Invent,
Collaborate
With Other
Organisations
And Wider
Community
Strategy, Management and

Governance
Data Infrastructure and Data

Landscape Operations
Data And Resource Asset
Management
Smart Data Technology
Planning
Interaction
Derivation
Smart Data Standards
Contribution and Development
January 18, 2017
46
Competency Areas And Their Skill Levels
Each competency area can be at a different level
January 18, 2017
47
Strategy, Management and Governance

Capability Key Skills
Concerned with the having and being able to effectively use

underlying strategic capabilities
Concerned with the ability of your organisation to develop a
coherent smart data concept and design an effective strategy and
path to implementation
Ability to design management and organisation structures
Ability to design governance structures and processes
Ability to design communication and organisation change processes
Ability to manage the delivery of the strategy within the
organisations, articulate the vision, manage objections
Ability to identify and exploit business opportunities
Ability to recognise changes to existing products and services and
new products and services that can be enabled
January 18, 2017
48
Strategy, Management and Governance Foundational Skill Level

Characteristics
Develop an initial smart-data

high-level description and
articulate the substance and
benefits of this vision to the
objectives, management and
business functions of your
organisation
Allocate an initial budget for
smart data related strategy,
analysis and planning activities
Determine how similar
organisations have initiated or
implemented smart data
initiatives and programmes
January 18, 2017
Improvement Actions And Events
An initial smart-data high-level

vision has been defined that
targets operational improvement
Your organisation has allocated

resources and budgets to
prototypes and test
implementations
There is management recognition

of the importance of and support
for these initiatives within your
organisation
49
Strategy, Management and Governance Establishment Of Base Structures and Processes For
Deciding On And Progressing Initiatives
Characteristics
The initial smart-data high-level vision

has been extended to include business
units and functions
A leader or sponsor for the smart data
initiative has been agreed
Priorities have been assessed to allow
the implementation be structured
accordingly
Designated contacts in business
functions have been identified
Your organisation has started to
centralise smart data knowledge and
experience
standardise smart data related
processes
January 18, 2017
The initial smart data high-level vision and strategy has been
created and accepted by the management of your
organisation
The initial smart data high-level vision and strategy integrates
an individual business unit and function initiatives and
experiences
The smart data strategy includes all the core elements
The smart data strategy has security, privacy integration and
interoperability included from the start
The initial smart data high-level vision and strategy has been
understood and accepted by the organisation
Your organisation has agreed an investment programme that
is linked to the smart data high-level vision and strategy
Your organisation has allocated budgets to implement specific
initiatives within the context of the smart data high-level
vision and strategy
Your organisation has started to fund agreed smart data
prototypes to determine their viability
The smart data prototypes are aligned with the smart data
high-level vision and strategy
The smart data prototypes has been selected to achieve
defined goals in the context of the overall the smart data highlevel vision and strategy
50
Strategy, Management and Governance - Extension

And Linkage Of Completed Base Structures And Delivery
Of Results and Performance Improvements
Characteristics
The individual business unit and

function smart data vision and
strategy components are joined
up to create an organisation wide
design
Cross-functional smart data
processes have been defined that
link individual business unit and
function processes
achieve benefits from the
implementation and operation of
smart data initiatives
January 18, 2017
The funding for smart data initiatives has been defined and accepted and the
expected benefits have been quantified
Your organisations overall business strategy includes the achievement of the
specific smart data strategy
Your organisation has defined and agreed a governance structure that includes
decisions or new or changes to existing organisation structures, roles, processes
and selected systems and applications
Your organisation accepts that the defined governance structure will be used to
enable management to guide and lead the smart data implementation
programme
The operation of the governance structure and associated processes are
frequently assessed to determine the effectiveness and appropriate changes are
reviewed and agreed
Your organisation has appointed individuals, who have been given the required
permission, in business units or functions with responsibility for progressing smart
data initiatives in the context of the overall smart data strategy
Business unit or function management have approved the overall smart data
strategy and their role in its delivery
The involvement of appropriate external parties (data providers, data users) in
the delivery of the overall smart data strategy has been agreed and these parties
have agreed to be involved
Data infrastructure and data operations have been updated to reflect the needs
of an integrated, automated full-functional smart data solution
The data infrastructure is being used to deliver savings and innovations
The data infrastructure is being used interact with external parties (data
providers, data users)
Your organisation management is willing to invest further in data initiatives to
develop and use data assets to assist in the design and development of new
products and services and innovations
Your organisation is actively looking for ways to use its smart data infrastructure
51
Strategy, Management and Governance Embedding, Operationalising And Measuring

Usage And Results
Characteristics
Data infrastructure and data operations

have been updated to reflect the needs
of an integrated, automated fullfunctional smart data solution
The data infrastructure is being used to
deliver savings and innovations
The data infrastructure is being used
interact with external parties (data
providers, data users)
Your organisation management is willing
to invest further in data initiatives to
develop and use data assets to assist in
the design and development of new
products and services and innovations
Your organisation is actively looking for
ways to use its smart data infrastructure
January 18, 2017
The smart data strategy and data infrastructure is fully

integrated into your organisations business strategy
Your organisation continually invests appropriately in
smart data infrastructure and initiatives
Your organisation continually evaluates new smart
data technologies and engages in pilot
implementations regularly
Your organisation has a fully developed and
operational framework for smart data benefits
realisation
Your organisation has a fully developed and
operational smart data governance framework
Smart data is a central capability of all parts of your
organisation
Your organisation uses smart data at the earliest stage
of any initiative or engagement
Your organisations smart data strategy is constantly
updated to reflect new opportunities and capabilities
52
Strategy, Management and Governance Innovate, Lead, Invent, Collaborate With Other
Organisations And Wider Community
Characteristics
Your organisation pervasively and

extensively uses smart data to
guide and direct the operations of
the business and the
development of new products,
services and partnerships
Your organisation contributes to

the development of smart data
research and standards
January 18, 2017
Your organisation uses its smart data capabilities to

actively and continually identify new opportunities for
innovation, change, greater operational efficiencies
and new products, services and partnerships
Your organisations business strategy is both based on
past insights derived from smart data and is
structured to incorporate smart data into future
actions
Management have committed to continue to fund
existing smart data infrastructure and to grow and
expand it
Smart data investment and funding continues to be
justified on generating a return for the business
through cost savings or new revenue sources
Your organisation is able to identify new business
opportunities and partnerships based on the use of
and the insights gained from smart data
Your organisation is able to optimise its business
model based on the use of and the insights gained
from smart data
53
Organisation and Structure Capability

Key Skills
Concerned with the defining and implementing the structures and abilities that your
organisation needs to deliver and operate a smart data programme and smart data
initiatives and to derive the greatest benefits from them
Concerned with moving your organisation from siloed and vertical structures that are not
integrated to horizontal, integrated structures and processes
Concerned with integrating smart data into your organisations decision making and moving
to an evidence-based approach
Concerned with the ability of your organisation to recognise the need for change and then
define and realise those changes needed
Concerned with communications structures and their operation to articulate the need for,
the benefits of and the progress of a smart data programme and smart data initiatives
Concerned with defining and delivering an appropriate training programme at all levels to
define and then provide and develop the skills required
Concerned with managing smart data knowledge
Concerned with defining and implementing cross-functional structures and processes to
allow organisation wide design, development, implementation, use of and success of a
smart data programme and smart data initiatives
Concerned with incentivising, promoting and recognising work and achievements on smart
data programme and smart data initiatives
January 18, 2017
54
Organisation and Structure Foundational Skill Level

Characteristics
Your organisation realises and

accepts that there is a need to
develop a systematic and
organised approach to smart data
and to modernise existing data
capabilities
The organisation takes the first

steps to start building the
required skills, resources,
experience and capabilities,
supported by commitment and
resources
January 18, 2017
You have recognised and agreed the

need to create a smart data
competency and associated function
Your management and leadership
team have given a commitment to
implement a smart data
implementation, management and
operations function and have
allocated an appropriate budget,
resources and timescale
Your organisation has started on a
programme of activities to notify its
employees of the smart data
initiative and to extend the
knowledge and understanding of
employees in both smart data in
general and the planned actions in
particular
55
Organisation and Structure - Establishment Of Base

Structures and Processes For Deciding On And
Progressing Initiatives
Characteristics
Work has started with those

business areas involved in the agreed
scope of the smart data programme
The organisation changes required to
implement and operate a smart data
programme have been understood,
agreed and the changes are being
implemented
The smart data programme team has
started engaging with the
operational business functions that
will be involved in the
implementation, operation and use
of smart data infrastructures
January 18, 2017
The long-term view and idea of smart

data is starting to change the way data is
collected, managed and processed
Smart data operational processes have
been defined
Smart data applications and
implementations involve people from
the affected business functions.
Training and instruction on smart data
implementation, operation and use has
been complied and is readily accessible
to be taken by personnel
Processes for recognising the
performance and delivery of personnel
directly involved in smart data
implementation, operation and use
initiatives are defined and are active
56
Organisation and Structure - Extension And Linkage Of

Completed Base Structures And Delivery Of Results and
Performance Improvements
Characteristics
Smart data implementation,

operation and use is beginning to
be embedded in standard
activities of operational business
functions. The activities of these
business functions has changes to
take account of this
January 18, 2017
Operational business functions are changing to take

account of the long-term view of smart data
implementation, management and operations
Your organisation has developed a framework for
measuring smart data implementation, management
and operations. The measurement framework is
operational
Your organisation recognises achievements in smart
data implementation, management and operations in
the areas of successful initiatives by teams and
individuals, implementation of appropriate team
structures and business function performance
improvement due to use of smart data
The management of your organisation that is assigned
the task of achieving smart data implementation,
management and operations articulates and performs
the activity coherently
Your organisation is looking at smart data
implementation, management and operations crossfunctional views, processes, structures and linkages
that sit on top of operational processes
Your organisation has developed or acquired and
given training that relates to using smart data
effectively
57
Organisation and Structure - Embedding,

Operationalising And Measuring Usage And
Results
Characteristics
Your organisation has changed its

operational structures to
implement, operate and use
smart data and accomplish the
envisioned smart data strategy
The collection and management

of smart data is embedded in the
your organisation
The operational use of smart data

is embedded in the your
organisation
January 18, 2017
The structures and processes of your

organisation are able to use smart data to
understand the operation of the organisation
and the internal and external interactions
Your organisation has a complete view of the
operational smart data landscape. The business
functions of your organisation work together to
use smart data to improve operational
efficiency and effectiveness
Your organisation is able to make decisions and
take actions based on the insights derived from
smart data.
Your organisation has structured itself in terms
of roles and processes to make decisions and
take actions based on smart data
Smart data insights are automated to reduce
the manual effort and delays associated with
analysis
Smart data-based decision-making is immediate
and devolved to appropriate levels to allow for
faster action within your organisation
58
Organisation and Structure - Innovate, Lead,

Invent, Collaborate With Other Organisations
And Wider Community
Characteristics
Your organisation is devoting

resources to data-related
standards and concepts research
and development
You are developing data
innovations
January 18, 2017
You are working with organisations to

develop data-related standards
You are sharing data-related approaches
and insights with the wider community
Your organisation easily and quickly
accepts new data initiatives and
collaborations
Your organisation willingly pursues ideas
for new data-related business
opportunities
Your organisation has adopted a
structure that fosters, recognises and
compensates data-related innovation
among personnel
Data-related innovation in your
organisation is pervasive and reaches all
levels
59

Operations Capability Key Skills
Ability to implement and operate secure, reliable, available,

resilient, efficient, performing smart data infrastructure across
the entire landscape from data intake, data processing, data
analysis, reporting and presentation, data storage and data
administration, management and governance
Ability to implement and operate of service management
processes to manage the smart data infrastructure and its
operation and use
Ability to manage flexibility and scalability of the smart data
infrastructure
Ability to optimise and automate the operation of the smart
data infrastructure
Ability to manage cost of the acquisition and operation of the
smart data infrastructure
January 18, 2017
60

Operations - Foundational Skill Level
Characteristics
Your organisation is looking at the

operations management of a
smart data infrastructure as part
of an overall smart data strategy
January 18, 2017
Your organisation has created and approved some business

cases for investment in initial smart data infrastructure as part
of an overall smart data strategy and a larger and more
integrated smart data infrastructure
Your organisation may not have a centralised smart data
business case approval process
Your organisation is evaluating smart data infrastructure
equipment and options across elements of the technology
spectrum
Your organisation is conducting some research and
development into smart data technologies
Your organisation has developed and is using a structured
approach to performing smart data technology evaluations
Your organisation has implemented some initial smart datarelated technologies and systems in order to trial and evaluate
options
Your organisation is evaluating optimisation and automation
options in order to embed these characteristics into any smart
data technology
Your organisation considers integration and interoperation as
part of any smart data technology evaluations
Your organisation embeds security into any smart data
technology evaluations
61
Data Infrastructure and Data Landscape Operations Establishment Of Base Structures and Processes For
Characteristics

implement integrated smart data
technologies, connecting previous
implementations
January 18, 2017

introduce automation into smart
data infrastructure
Your organisation has introduced
service management processes into
smart data infrastructure
Your organisation introduces
monitoring of the operation and use
of the smart data infrastructure
Your organisation uses the
monitoring data collected the
improve the performance of and in
the planning of the smart data
infrastructure
62
Data Infrastructure and Data Landscape Operations Extension And Linkage Of Completed Base Structures
And Delivery Of Results and Performance Improvements
Characteristics
Your organisation has extended

monitoring and control of the
operation and use of the smart
data infrastructure within the
context of greater integration and
connection of the previous
individual implementations
January 18, 2017
Your organisation is obtaining and

using information on the
performance and use of the smart
data infrastructure to optimise its
performance and use
The performance and usage data is
being used to improve automated
operations, availability and usability
The performance data is being used
to integrate elements of the existing
smart data infrastructure into the
long-term target infrastructure
Your organisation is making planning
and investment decisions based on
smart data infrastructure operations
data collected and analysed
63

Operations - Embedding, Operationalising And
Measuring Usage And Results
Characteristics
Smart data infrastructure is being

integrated and optimised across
the entire landscape from data
intake, data processing, data
analysis, reporting and
presentation, data storage and
data administration, management
and governance
January 18, 2017
Smart data infrastructure is being integrated

and optimised across the entire landscape from
data intake, data processing, data analysis,
reporting and presentation, data storage and
data administration, management and
governance
Real time data is available and being used on
the operation and use of the smart data
infrastructure
Smart data infrastructure planning and service
management is being performed proactively
using real time data
The information being collected on the smart
data infrastructure is readily available to all the
relevant people in your organisation
Actions are automated based on the
information being collected on the operation
and use of the smart data infrastructure
64
Data Infrastructure and Data Landscape Operations Innovate, Lead, Invent, Collaborate With Other
Characteristics
Your organisation has complete

visibility of the operation and use of
the smart data infrastructure
Your organisation has real-time
control of the smart data
infrastructure
The smart data infrastructure is
completely reliable, available and
secure across the entire landscape
from data intake, data processing,
data analysis, reporting and
presentation, data storage and data
administration, management and
governance
January 18, 2017
Incident determination and resolution

within the smart data infrastructure is as
automated as possible
The smart data infrastructure is
designed to react to changes in demand
and usage across the entire landscape
from data intake, data processing, data
analysis, reporting and presentation,
data storage and data administration,
management and governance
The health and status of the smart data
infrastructure is fully visible across the
entire landscape
Real time provisioning decisions are
made in response to smart data
infrastructure status information
65
Data And Resource Asset Management

Ability to optimise operations, data assets soft data infrastructure such as data itself and data
sources, data about data and data about data usage, performance and operations, especially
external and third-party data sources - rather than the physical data infrastructure covered in the
Data Infrastructure and Data Landscape competency and resource and people allocation and use
across the entire data landscape from data intake, data processing, data analysis, reporting and
presentation, data storage and data administration, management and governance
Ability to optimise organisation structures to improve data operations
Ability to implement and operate capacity management to forecast resource requirements

accurately and quickly
Ability to understand and react effectively and quickly to resource forecasts and requirements
Ability to implement and operate the organisation structure and processes
Ability to drive pro-active and reactive maintenance and infrastructure upgrades and changes
Ability to install and configure new and reconfigure existing data
Ability to allocate resources effectively and efficiently to ensure the security, resilience,
availability and reliability of organisations structures and resources across the data landscape
Ability to move from reactive to proactive resource management
January 18, 2017
66
Data And Resource Asset Management Foundational Skill Level

Characteristics
Your organisation is investigating

options and alternatives to
improve data assets and resource
and people management across
the data landscape
Your organisation is developing a
comprehensive strategy for
resource and people
management
January 18, 2017
Resource improvement initiatives

and targets has been defined and
incorporated into business cases
Options for improving resource

management are being analysed
and plans developed
Tools and facilities to assist with

effective and efficient resource
management across the data
landscape are being assessed
67
Data And Resource Asset Management - Establishment

Of Base Structures and Processes For Deciding On And
Progressing Initiatives
Characteristics
Your organisation is investing in

implementing a data assets,
people and resource
management
Your organisation is enhancing
and expanding its data assets,
people and resource
management strategy
Your organisation is
implementing changes to data
assets, people and resource
management to achieve the longterm strategy
January 18, 2017
Your organisation is developing

an approach to data asset
management across the data
landscape
implementing views of data
assets to enable business
functions see the status of data
assets
an approach to the management
and optimisation of people
resources involved across the
data landscape
68
Data And Resource Asset Management - Extension And

Linkage Of Completed Base Structures And Delivery Of
Results and Performance Improvements
Characteristics
Your organisation is starting to

join data assets, data
Infrastructure and people
resources to create an integrated
view of all aspects of data to
enable your organisation start to
derive tangible results and value
Your organisation is using this

developing integrated view to
optimise operations to achieve
savings and efficiencies
January 18, 2017
Your organisation has started to have an integrated

view of data assets, operations and resources for
some sets of assets, infrastructure and resources
Your organisations is beginning to optimise its
interventions in and scheduled work on data assets
based on information on status, event and alert
information rather than unoptimised scheduled
interventions
The optimised interventions are integrated with
resource management based on factors such as
required skills
Your organisation is starting to identify and minimise
unnecessary scheduled work and use of resources
Your organisation has linked processes and tools to
automate the notification, scheduling and
management of resource allocation with data status
information
Your organisation has incorporated or is considering
the incorporation of ability, knowledge and
experience into any automation of management of
resource allocation
Your organisation has a database of data assets that is
used to track them and to store associated metadata
and usage, operations and performance data
69
Data And Resource Asset Management Embedding, Operationalising And Measuring

Usage And Results
Characteristics
Your organisation has a complete

integrated view of data assets,
operations and resources for
some sets of assets,
infrastructure and resources
Your organisations resource
management procedures and
optimised based on factors such
as skills required for interventions
and actions
January 18, 2017
Your organisations manages the

integration of data assets across the
entire data landscape
Your organisations asset contains

historical and lifecycle information as
well as current data about data
Your organisation has implemented

and operates processes to manage
data asset lifecycles

and operates processes to
proactively address data asset issues
based on status and need
70
Data And Resource Asset Management Innovate, Lead, Invent, Collaborate With Other
Characteristics
Your organisation has a complete view of data

assets and their status that is dynamically
updated in real-time
Your organisation has a complete view of data
resources, their activities and their status that is
dynamically updated in real-time
Your organisation have implemented and
operates procedures to operate, administer and
manage data assets and resource allocation
using this complete and real-time view
Your organisation has implemented and
operates procedures for identifying appropriate
external data suppliers with whom to share
data assets and which data assets to share
Your organisation has implemented appropriate
data asset sharing with relevant external data
suppliers``
January 18, 2017
Your organisation optimally uses

and manages data assets across
the entire data landscape and
across the data asset lifecycle
Your organisation shares data

assets with external data
suppliers
71

Implementation Capability Key Skills
Ability to plan for and develop effective data technology strategy across the technology lifecycle, data landscape and data
asset lifecycle
Ability to link the data strategy to the business strategy and to influence the business strategy by the capabilities and potential
defined in the data strategy
Ability to implement and deliver on the data technology strategy
Ability to address all aspects of data technology strategy that encompass identification, assessment, planning, evaluation,
acquisition, integration, testing, implementation, operation and service management and lifecycle management
Ability to address all components of data technology strategy that include security, flexibility, responsiveness, availability,
reliability, usability, operability, maintainability, performance and affordability
Ability to ensure that any strategy incorporates the identification, implementation and operation of the required
organisational change
Ability to ensure that any strategy incorporates the required data communications and integration infrastructure
Ability to ensure that any strategy incorporates the identification, implementation and operation of the required resources
and their management
Ability to ensure that any strategy incorporates the identification, implementation and operation of the required processes
and controls
Ability to ensure that any strategy includes and adheres to any applicable standards
Ability to ensure that any strategy includes the definition of the required organisation changes to ensure its effective
implementation and operation
Ability to ensure that any strategy includes the definition of the required training and education and to define a programme to
achieve this
Ability to ensure that any strategy includes security awareness
Ability to ensure that any strategy incorporates the achievement of defined business benefits and returns
Ability to ensure that any strategy incorporates the external data suppliers
Ability to ensure that any strategy incorporates the delivery of data-based value to external interacting parties
Ability to update the data strategy as appropriate in response to feedback, experience and lessons learned, internal and
external business changes and new technology possibilities
January 18, 2017
72

Implementation - Foundational Skill Level
Characteristics
Your organisation is exploring the

development of a data strategy
along all its dimensions
January 18, 2017
Your organisation is linking the data strategy to

the overall enterprise IT architecture
Your organisation is developing an
understanding of how the data strategy can
deliver on the operation and quality attributes
of security, flexibility, responsiveness,
availability, reliability, usability, operability,
maintainability, performance and affordability
Your organisation is developing an approach to
a phased implementation of the data strategy
Your organisation is putting in place processes
to achieve the organisational changes needed
to implement the strategy
The data strategy attempts to quantify the
benefits and improvements that can be derived
from the implementation and operation of the
data strategy
Your organisation have developed an approach
to evaluate technologies appropriate to the
implementation of the data strategy
73
Smart Data Technology Planning and Implementation Establishment Of Base Structures and Processes For
Characteristics
Your organisation has defined a

data strategy and an associated
investment programme
implement data technology in
specific business functions in the
context of the overall data
strategy and the associated
investment programme
January 18, 2017
The specific implementations that have been selected are

being performed within the context of the data strategy
and an associated investment
Your organisation has developed an investment plan from
the strategys investment programme
Your organisations enterprise IT architecture has been
update to take account of the data strategy
Your organisation has developed sets of standards to
achieve the implementation of the data strategy
The standards take account of wider industry standards
and developments
The evaluation process for data technologies is applied
consistently across all business units
Your organisation has started to implement the required
communications and integration infrastructure
Your organisation has started data technology pilots and
proofs of concept to validate the data strategy
Your organisation is committed to embedding security,
resilience and availability into the data strategy and data
technology pilots and proofs of concept
Your organisation embeds security awareness education
and training into any data technology pilots and proofs of
concept
74
Smart Data Technology Planning and Implementation Extension And Linkage Of Completed Base Structures
Characteristics
implementing the data
technology strategy and
integrating previous pilots and
proofs of concept into the overall
target framework
Your organisation is applying
common standards and
approaches to these
implementations
Your organisation seeks to use
commonly available tools and
systems in these implementations
January 18, 2017
Technologies, systems and processes related to

the smart data technology are aligned with and
comply with your organisations enterprise
architecture
Your organisation has a technology roadmap for
the implementation of smart data technologies
Specific implementations occur with the context of
this roadmap
The smart data technology implementations are
delivering improvements in performance both in
business functions and across the entire business
Your organisation is evaluating opportunities for
organisation-wide technology implementations
Your organisation implements technology
solutions to collect data from internal and external
data sources
Your organisation is developing an architecture for
organisation-wide data collection from internal
and external data sources including identification
of data sources and definition of the required data
communications infrastructure
75
Smart Data Technology Planning and Implementation Embedding, Operationalising And Measuring Usage And
Results
Characteristics
The internal and external smart data

technology infrastructure across the
data entire technology landscape
from data collection, data intake,
data processing, data analysis,
reporting and presentation, data
storage and data administration,
management and governance is
integrated and connected
The smart data technology
infrastructure is secure and complies
with privacy standards and
requirements
The smart data technology
infrastructure delivers the required
performance
January 18, 2017
Internally and externally data collection technology is

operating and data is being captured and processed
successfully to actualise the smart data technology
infrastructure
Data is available to the designated internal and external target
users
Linking the operation and use of smart data technology
infrastructure to your organisations overall enterprise
architecture ensures that execution is enhanced
Individual business function smart data technology
operational processes are optimised and integrated across
your organisation
The smart data technology infrastructure incorporates the
monitoring of activity and event and alert management across
the landscape to monitor the health of the infrastructure
Your organisation has processes in place and operating for
event and alert management.
Your organisation uses data collected on smart data
technology infrastructure to manage capacity and resources
and generate and action forecasts
Your organisation has appropriate tools and processes to
report on analyse data collected on smart data technology
infrastructure to manage capacity and resources and generate
and action forecasts
Your organisation uses data collected on smart data
technology infrastructure and insight derived from analyses of
this data to update the technology strategy
76
Smart Data Technology Planning and Implementation Innovate, Lead, Invent, Collaborate With Other
Characteristics
Your organisation identifies the need

for new smart data technology
infrastructure and works with
industry to develop new
technologies
Your organisation participates in the
development of standards in the
area of smart data technology
infrastructure
Your organisation is innovative in the
development, application and use of
smart data technology infrastructure
Your organisation demonstrates
leadership in the area of smart data
technology infrastructure
January 18, 2017
Your organisation pioneers the

use of automation and intelligent
approaches and technologies to
the operation and management
of smart data technology
infrastructure
Your organisation works to

develop and apply industry-wide
security standards to protect
smart data technology
infrastructure
77

Interaction Capability Key Skills
Ability to design, develop and implement a strategy for external party data interactions
Ability to ensure that external party data interactions are common across all channels and platforms
Ability to design and implement organisation structures and processes to operate external party data interactions
Ability to define technology requirements to operate external party data interactions that integrates with your organisations
enterprise architecture
Ability to prioritise data interactions and external parties for implementation to maximise returns and benefits
Ability to develop and manage an investment and funding plan to implement the strategy for external party data interactions
Ability to enable, drive and encourage external party data interactions and participation
Ability to monitor the status of external party data interactions, to identify and respond to problems and outages
Ability to design and deliver useful and usable data to external parties that provide value to external parties
Ability to deliver applications that enable external party data interactions
Ability to enable data-based interactions with external parties
Ability to use information on data interactions with external parties to deliver business benefits and improve organisation
performance
Ability to ensure that data interactions with external parties are secure and private
Ability to collect data from external sources on external parties
Ability to integrate internal and external data on external parties from multiple sources to create a single view of external
parties
Ability to extend organisation business processes to external parties
Ability to collect data on data interactions with external parties to optimise functionality
January 18, 2017
78

Interaction - Foundational Skill Level
Characteristics
Your organisation is developing a vision

and strategy for external party data
interactions
Your organisation is developing a plan to
implement the strategy
Your organisation is profiling the data
that is available to and can provide value
to external parties
Your organisation is designing
organisational structures and processes
to implement and operate external
party data interactions
technology plan for external party data
interactions
Your organisation is developing an
investment and funding plan for external
January 18, 2017
You are researching the available

technology options for external party
data interactions
Your organisation is surveying and
understanding the data interaction
requirements and needs of external
parties and communicating plans
with key external parties
Your organisation is benchmarking
its data interaction plans for external
parties with other similar
organisations
Your organisation is embedding
privacy and security into plans and
designs for external party data
interactions
79
External Party Involvement and Interaction Establishment Of Base Structures and Processes For
Characteristics

implement pilot and proof of
concept external party data
interactions systems and
processes within the context of
the overall strategy
January 18, 2017
Your organisation is deploying

technology solutions to enable and
support external party data
interactions
solutions to collect data on the
operation, usage, activity and
performance of external party data
interactions
Your organisation is analysing data
on the operation, usage, activity and
performance of external party data
interactions to understand how to
direct investment decisions
Your organisation is analysing the
options to enable additional external
80
External Party Involvement and Interaction - Extension

Characteristics
Your organisation is joining-up

the previously implemented
individual pilot and proof of
concept external party data
interactions systems and
processes
implementing an overarching
delivery and access framework to
allow individual implementations
be connected
Your organisation is enabling twoway interactions with external
parties
January 18, 2017
Your organisation is optimising external

party data interactions based on analysis
of operation, usage, activity and
performance data
Your organisation is achieving insights into
the needs of external parties
Your organisation is able to classify
external parties based on patterns of
operation, use and activity
Your organisation is able to identify and
respond to changes in patterns of external
Your organisation is able to monitor the
status of external party data interactions,
to identify and respond to problems and
outages
Your organisation is able to ensure that
external party data interactions are
common across all channels and platforms
81
External Party Involvement and Interaction Embedding, Operationalising And Measuring

Usage And Results
Characteristics
Your organisation has an

integrated system for all external
party data interactions systems
and processes
Your organisation has developed

new business processes and
models for external party data
interactions to deliver new
products and services
Your organisation receives and

actions feedback from external
January 18, 2017
Your organisation supports

external parties in the
interactions
Your organisation has automated

operational, service management
and support processes associated
with external party data
interactions
82
External Party Involvement and Interaction Innovate, Lead, Invent, Collaborate With Other
Characteristics
Your organisation develops industrywide innovations for external party

data interactions
Your organisation provides
leadership in the development of
industry-wide standards for privacy
and security
industry-wide standards for external
leadership in the identification of
new technologies and solutions for
external party data interactions
January 18, 2017
External parties can view the data being

collected from them and can control and
interact with this data
You collaborate on data extensively with
external parties
Collection of data from external parties
is resilient and reliable and issues are
automatically identified and resolved
The required infrastructure to support
external party interactions is fully
implemented and operational
You are contributing to and providing
technology standards for data
collaboration
You are contributing to the development
of security and privacy standards for
data collaboration
83
Smart Data Value Addition And Derivation

Ability to understand how smart data integration across entire landscape from
data intake, data processing, data analysis, reporting and presentation, data
storage and data administration, management and governance contributes to
the overall organisations value chain
Ability to identify external interacting parties the associated data value chains
of which should be prioritised for optimisation
Ability to understand the organisations data value chain and to identify valueadding and non-value-adding primary and supporting activities across both
physical and virtual value chains and across all external interacting parties
Ability to redefine and optimise data value chains
Ability to integrate real-time data into the organisations data value chain
Ability to develop and implement a smart data value-adding strategy
Ability to design and develop processes that support smart data value-adding
operational framework
Ability to automate the organisations data value chain primary and supporting
activities
Ability to manage investment in data value chain activities
January 18, 2017
84

Derivation - Foundational Skill Level
Characteristics
Your organisation is beginning to

understand how smart data
integration can assist in the
organisations value chain
operation and optimisation
strategy for utilising smart data to
enhance the organisations value
chain
January 18, 2017
Your organisation has identified the

data integration requirements to
ensure the smart data value chain is
being defined
Your organisation is planning to
implement data value chain
integration initiatives
Your organisation has identified the
relevant data sources that are
involved in primary and supporting
activities across both physical and
virtual value chains
Your organisation is embedding
security and privacy across primary
and supporting activities across both
physical and virtual value chains
85
Smart Data Value Addition And Derivation Establishment Of Base Structures and Processes For
Characteristics
Your organisation is making

investments in smart data
integration and data value chains
pilots and proofs of concept
January 18, 2017

data acquisition technologies as
part of data value chains
Your organisation is redefining

and optimising data value chains
86
Smart Data Value Addition And Derivation - Extension

Characteristics
Your organisation has integrated

the smart data integration and
data value chains pilots and
proofs of concept
implementations into a more
connected operational
framework
Your organisation is changing the
data value chains to optimise
operation and remove non-value
adding activities
January 18, 2017

new models for data value chains
Your organisation is integrating

real-time data into the
organisations data value chains
for specific external interacting
parties
Your organisation is monitoring

the operation of data value chains
and has developed processes to
take action in the event of
problems
87
Smart Data Value Addition And Derivation Embedding, Operationalising And Measuring
Usage And Results
Characteristics

and dynamic view of data flows
across optimised data value chains
and has processes in place to react
to feedback and to take appropriate
action
Your organisation has fully optimised
data value chains
Your organisation has fully
integrated real-time data into the
organisations data value chain
developed and implemented a smart
data value-adding strategy
January 18, 2017
Your organisation has fully designed

and developed processes that
support smart data value-adding
operational framework
Your organisation has partially
automated the organisations data
value chain primary and supporting
activities
Your organisation has integrated
data value chains with external
interacting parties
view of the operation of data value
chains
88
Smart Data Value Addition And Derivation Innovate, Lead, Invent, Collaborate With Other
Characteristics
Your organisation contributes to

the design of data value chain
standards
Your organisation works with

other similar organisations to
implement industry-wide data
value chains
January 18, 2017

automated the organisations
data value chain primary and
supporting activities
Your organisation has a defined

and operational approach to
allocating and managing
resources to address and resolve
issues with data value chain
processing
89

Development Capability Key Skills
Ability to contribute to the development of standards and reference architectures for optimised smart
data operations and use
Ability to define standards for secure, reliable, available, resilient, efficient, performing smart data
infrastructure across the entire data landscape from data intake, data processing, data analysis,
reporting and presentation, data storage and data administration, management and governance
Ability to contribute to the development of smart data privacy and security guidelines for smart data
Ability to create sets of differentiated and segmented smart data standards for different external
interacting parties and types of customer and user
Ability to assist with the development of successful reference implementation and operational models
for smart data value chains
Ability to contribute to the design and technology solutions and associated standards across the entire
data landscape from data intake, data processing, data analysis, reporting and presentation, data
storage and data administration, management and governance
Ability to work with external interacting party organisations and representation groups to develop
smart data standards
Ability to benchmark your organisations smart data performance with other organisations both in your
industry sector and with companies that excel in areas of competence your organisation requires or
demonstrates
Ability to define and agree a set of organisational targets and objectives for participation data
standards development
Ability to create training standards for smart data including possible certifications
January 18, 2017
90

Development - Foundational Skill Level
Characteristics
Your organisation is aware of the

need for data standards across all
aspects of the smart data
landscape
January 18, 2017
Your organisation is starting to develop

an approach to contributing to the
development of smart data standards
investment plans for a programme of
work to contribute to the development
of smart data standards
Your organisation is starting to promote
the need for industry-wide smart data
standards
Your organisation is starting to share its
smart data vision with the wider
community including external
interacting parties, other organisations
and standard development entities
91
Smart Data Standards Contribution and Development Establishment Of Base Structures and Processes For
Characteristics
Your organisation is engaged with

similar organisations in the
development of smart data
standards and reference
architectures
Your organisation has agreed an
investment plan for its
involvement in the development
of smart data standards and
reference architectures
January 18, 2017
Your organisation is working with

external interacting party
organisations and representation
groups to develop smart data
standards
work with technology providers to
define the requirements of smart
data enabling technology
Your organisation has started
participating in working groups for
smart data standards
Your organisation is involving
selected customers in consultations
on data standards across the data
landscape
92
Smart Data Standards Contribution and Development Extension And Linkage Of Completed Base Structures
Characteristics
Your organisation has formalised

its involvement with the
development of smart data
standards

the development of smart data
standards
January 18, 2017
Your organisation is measuring your

participation in and contribution to smart
data standards development
Your organisation has agreed a set of
targets and objectives for participation
data standards development
Your organisation is contributing to the
creation of reference architectures
Your organisation is benchmarking its
smart data performance against other
similar organisations
Your organisation has create sets of
differentiated and segmented smart data
standards for different external interacting
parties and types of customer and user
Your organisation welcomes the
participation by customers in the
development of smart data standards
93

Development - Embedding, Operationalising
And Measuring Usage And Results
Characteristics
Your organisation is regularly

contributing to smart data standards
development
Your organisation is regularly
contributing to the creation of smart
data reference architectures
technology providers in the design
and technology solutions and
associated standards across the
entire data landscape from data
intake, data processing, data
analysis, reporting and presentation,
data storage and data
administration, management and
governance
January 18, 2017
Your organisation has established or

have assisted with the establishment
of smart data standards groups and
regularly meets with external
interacting parties, other
organisations and standard
development entities
Your organisation regularly publishes
details on its participation in smart
data standards development and
groups
Your organisation regularly publishes
papers on data standards
development
94
Smart Data Standards Contribution and Development Innovate, Lead, Invent, Collaborate With Other
Characteristics
Your organisation is recognised as

a leader in smart data standards
development
Your organisation is contributing

to the design and technology
solutions and associated
standards across the entire data
landscape from data intake, data
processing, data analysis,
reporting and presentation, data
storage and data administration,
management and governance
January 18, 2017
Your organisation has fully aligned its

internal data standards with the
external smart data standards
development
Your organisation has developed a
portfolio of reference smart data
implementations that it has
published
external parties to implement a
secure, integrated and resilient
smart data framework
Your organisation has developed a
set of best practices for smart data
implementations and operations
that it has published
95
No all organisations need to have the same level of skills in

all competency areas
Skills levels depend
January 18, 2017
96
Indicative Data Reference Architecture - Core And

Extended
External Party Interaction Zones, Channels and Facilities
Platforms, Channels,
Data Sources
Data
Administration,
Management and
Governance
Security, Identity ,
Access and Profile
Management
Data Intake
Data Collection
Data Source
Management
Operational and
Business Systems
Data Storage
Data Import
Data Storage
Management and
Administration
Security, Privacy
and Compliance
Specific Applications
and Tools
Applications
Delivery and
Management Tools
and Frameworks
Data Processing
Data Quality/
Summary/ Filter/
Transformation
Data Aggregation
and Consolidation
Data Management,
Retention
Data Access
Data Analysis
Capacity Planning
and Management
January 18, 2017
Data Modelling
Use Case Triggering
Analysis and
Reporting
Physical Data Layer
97
Indicative Data Reference Architecture - Core And

Extended
Each component consists of a one or more technology

modules
Any data strategy has to be actualised by technology and

supported by processes and people
January 18, 2017
98
Additional Data Technology Layers

Actionable Information and Business Value
Skills and Resources
Business Processes
Data Strategy
January 18, 2017
99
Mapping Capability View To Technology View
Capability and technology

views must map to each
other
Strategy must
encompass this
mapping
January 18, 2017
100
Mapping Capability View To Technology View
Layer the Smart Data capability framework onto the

organisations data strategy and its associated
technologies, processes and people to identify the most
suitable and beneficial strategy
January 18, 2017
101
More Information
Alan McSweeney
http://ie.linkedin.com/in/alanmcsweeney
January 18, 2017
102

Forget Big Data. It&#39;s All About Smart Data

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Forget Big Data.

Smart Data, Not Big Data

Smart Data is about not getting mesmerised by the hype

January 18, 2017

Purpose And Objective

Proposes an initial framework and structure to allow the

Enables your organisation to ask the questions to

January 18, 2017

Organisational Data Landscape

January 18, 2017

Organisational Data Landscape

Every organisation operates within a data landscape with

Interactions across the data landscape generate primary

Multiple dimensions of data

Organisational Data Landscape And Data

When you extend the range of possible interactions

January 18, 2017

Organisational Data Landscape Interaction

External Parties Participating in Data Interaction/

Numbers and Types of Interactions/ Collaborations and

Channels Included in Data Interaction Landscape what

Combination of dimensions leads to a large number of

Primary And Secondary Data

Primary data is generally a record of what has happened in

Primary data retention is concerned with recording and

Need to maintain a log of activity for audit purposes

Secondary data is largely derived from or generated by

Secondary data can generate insights through techniques

Date States - In Transit, At Rest, Being Processed

Data exist in multiple states through the many stages of its

January 18, 2017

Primary And Secondary Data

Primary source data and secondary processed/derived

Not all primary data has the same value

Not all primary data can be easily obtained and processed

Not always necessary to store data centrally

So there is a need to be able to decide what data is useful,

Primary And Secondary Data

January 18, 2017

Why Is Likely To Happen

Primary And Secondary Data

Primary data is not a stage to better data

January 18, 2017

Trailing/Lagging And Leading Indicators

Insight and Forecast

Every Organisation Needs An Effective Enterprise

Data Quality Management

Primary And Secondary Data Framework Iceberg

... You Need To

... And So On ...

Define Data Tools

Report And Analyse

Define Data Storage

Run And Distribute

Validate And Store

Run And Distribute

Smart Data Means Being

January 18, 2017

Smart Data Means Being

Smart in what data to collect, validate and transform

More focussed investment in achieving better business

Greater confidence by the business and organisation in

Quicker delivery of results

What are your Smart Data use cases?

Forget Big Data. It's All About Smart Data

Forget Big Data. It's All About Smart Data