UBC IT Integrated Reporting Governance Committee

UBC IT Integrated Reporting Governance Committee May 1st, 2012

Agenda Action Items from last meeting: Update on ISI Recruitment & Admission request Clarification on Budget functionality Program Status Data Governance: Data Governance Defined IAM, IR, & Person Master Data Management

Update on ISI Recruitment & Admission request: • Working committee recommended that option 3 to bring Admission data into Foundation R1 in FY12/13 • Value seen in bringing Admission forward • Estimated that additional $253K required to bring Admission scope forward

Update on Budget Functionality: • Budget data (e.g. ) from FMS will be integrated into the DW as part of Foundation R1 with the exception of Plan and Forecast data from Hyperion/Essbase is planned for Foundation R2 (FY13/14). • Further analysis around the right Budget & Planning reporting solution (Hyperion vs. OBIEE, user acceptance, change management, etc) needs to be further assessed in Foundation R2. • Cost/Benefit to bring in and report on planning in OBIEE, as it is usually out of date very shortly into the business cycle as the campus reflect their changes in the forecasts. • Funding for Budget functionality will be covered under $5M Comptroller large project funding.

Program Status

Program Schedule

People Process Technology IT vs. Data Governance Data Governance enables an enterprise to manage its data assets. It includes the rules, policies, procedures, roles and responsibilities that guide overall management of an enterprise’s data. IR Data Governance provides the guidance to ensure that data is accurate and consistent, complete, available, and secure. This enables data to be more efficiently and effectively turned into business insight. IT Governance • IT is the pipes that move the information (pumps, filters, tanks, switches, etc.) • IT Governance are decisions about the pipes (pumps, filters, tanks and switches). IR Data Governance • Data is the liquid that is flowing through the pipes • IR Governance directs decisions about the data; the liquid flowing through the IT systems (pipes) 9

Data Governance Defined

Data Governance Organization Options A range of options exist for data governance structures. At one extreme, decentralized models place all data decisions ‘locally’ or at the business unit or functional areas. At the other extreme all decisions are made centrally at the enterprise level. A hybrid, or federated model, puts some decisions at each level of the governance structure and supports broad representation. Business Units and Functional Areasoperate with complete autonomy, while attempting to maintain global standards to meet specific enterprise requirements. Federated Governance provides a single point of control at the enterprise level for decision making, as well as governance structures at the business unit level for decisions. Centralized Governance provides a single point of control at the enterprise level for decision making, with business units & functional areas having little or no responsibility. Limited Success for Enterprise Data Governance Effective for Enterprise Data Governance

Proposed Model for IR Program Governance Committee Working Committee • Provide campus wide governance to strategic decisions impacting the IR DW such as new subject areas, new data sources, new business problems solved with the DW Senior Executive Sponsorship • Business Data Owner • Understand data • Define rules • Identify errors • Set thresholds for acceptable levels of data quality • Oversee the organizations’ data stewardship, data administration and data quality programs Data Management Lead Data Owners (Business SMEs) Data Stewards Data Architects Database Administrators Change Management • Resolve data integration issues • Determine data security • Document data definitions, calculations and summarizations • Maintain/update business rules • Analyze and improve data quality • Define mandatory data elements that need to be measured • Define and review metrics for measuring data quality • Translate Business Rules into Data Models • Maintain Conceptual, Logical and Physical Data Models • Assist in Data Integration Resolution • Maintain Metadata Repository • Generate Physical Database Schema • Performance Database Tuning • Create Database Backups • Plan for Database Capacity • Implement Data Security Requirements • Provide education on the importance of data quality to the company • Communicate data quality improvements to all employees

Data Governance & Person Master Data • As we move in the Foundation phase of the program, we will need the IR Working and Governance committees to discuss governance of master data that are in the scope. • On IR, Student Biographical data is one of the first building blocks of Student Foundation R1; in the future other aspects of person including instructors, employee, alumni, donor, researcher will need to be considered. • IR and IAM Programs having been working together to determine how to leverage the Identity map created by IAM, and structure a solution to address Person MDM.

IAM Program Scope “Work with HR, IT, Student Information Management, Compliance, and Security to deliver Authentication, Authorization, Identity Management, Auditing, and User Lifecycle Management, and to Students, Employees, Faculty, Prospective Students, Retirees, Alumni, and Guests to provide the right access to the right information for the right people at the right time.”

Scope of Assessment • Reviewed existing identity sources and 13 mission-critical administrative applications… • ACMS • Ad Astra • Archibus • FMS • HRMS • Key Desk • Library/EZ Proxy • LMS/CT Connect • SEoT • SIS • UBCcard • UBC Directory • Analyzed 8 IAM processes during 16 sessions… • On-boarding • Termination • Authentication • Authorization • Group Management • Identity Data Management • Password Self-service • Access Recertification • For 7 User Types… • Students • Employees • Faculty • Prospective Students • Retirees • Alumni • Guests

IAM Program Drivers Adopt appropriate balance of technology, processes and procedures to mitigate internal and external threats, particularly to prevent fraud and sensitive data loss. Increase visibility on users’ access (i.e. “who has access to what” and “who should have access to what”), in adherence with industry best practices Increased Security Enhance end user (students, faculty/staff, alumni, etc.) experience in getting the appropriate access they require in a timely and seamless manner to allow fast, secure access to mission-critical administrative systems. Service Enablement Sustainably reduce university-wide costs by eliminating duplication and waste. Invest in engineering efficient processes and implementing cost-saving technologies. Optimize IAM organization and leverage strategic partners for non-core capabilities. Operational Efficiency

Identity Map Phase 1 of Identity Management: List Systems that should be connected to IdM Detail data flows between connected systems Agreement on identity attributes and processes the Identity Management Systems will take responsibility for managing Establish the “gold source” for each identity attribute

Identity Map Results HRMS and SIS are the Systems of Record for Active Faculty, Staff and Students All of the core administrative systems collect and store identity attribute data about people and create accounts HRMS and SIS receive Identity attribute data from applicants via ISIS, EZRecruit and PASBC using both paper and on-line processes. There are 134 identity attributes in the 13 core admin systems Recommendation: IAM systems manage/deliver 7 identity attributes (gold source for CWL login, password and PUID) OTHER HR SIS

IAMProgramExternalDependencies

UBC IT Integrated Reporting Governance Committee