THE BENEFITS OF A DATA TAXONOMY
The purpose of a "Data Taxonomy" is to classify data so it can be standardized,
shared and reused in multiple systems. This is a concept we first introduced
with the advent of the "PRIDE"-Data Base Engineering Methodology (DBEM)
in 1987.
The standardization of data definitions is a major problem in I.T. departments
around the world. Instead of defining the characteristics of a data element
one time and reusing it over and over again, most companies redefine data
with each application. Consequently, inconsistent results begin to emerge
(sometimes referred to as "Dirty Data"). For example, I know of one state
government who conservatively estimated "Net Pay" was defined over 100
different ways in their organization. Not only does this lead to inconsistencies
and erroneous information, it also inhibits the implementation of change.
Does anybody remember the Y2K problem a few years ago when teams of
developers tracked through voluminous program libraries to find and correct
dates? Had date-related data elements been properly defined and cataloged
to begin with, this would never have been a problem.
There are three reasons for redundant data definitions:
- The lack of an effective tool to define and cross-reference
data elements. This was the intent of the "Data Dictionary"
which was later referred to as "Encyclopedia" or "Repository"
(in "PRIDE" we call it the "Information Resource Manager").
Today, there are numerous interpretations of the Data
Dictionary, all providing basic support for cataloging
data elements and showing where each element is used
in records, files, and programs. If such tools are currently
available, why do we still have a problem? This leads us to #2.
- Companies lack the foresight or will to standardize on
data definitions. You may recall my telling of the story
from years ago when India had a serious problem with
famine. To help solve the problem, the Americans sent
tons of seed-grain to India for planting. Instead of planting
and harvesting the grain, the Indians ate the seeds. You
cannot harvest what you do not plant. The same is true in
defining data. The real benefits are long term in nature
and requires an upfront investment in time required to properly
define data elements. But once the data has been properly
defined, this intelligence can be used over and over again
in as many systems as you can imagine. The problems of
data sharing and systems integration as mentioned above
are eliminated; even better, application development time
is reduced as data definitions are reused.
The only problem here is that it requires management
vision and commitment to its implementation. The reality,
however, is most companies are shortsighted and content
with defining data over and over again with each application.
- The third reason is that people simply do not know how
to properly define data elements. Most application developers
only look at it through the programmer's eyes and rarely
consider data beyond its program label.
This is where we come in.
CLASSIFICATION
Sharing and reusing data doesn't happen by accident. There has
to be a premeditated and concerted effort introduced. In other words,
data must be defined in a consistent manner making data sharing not
only feasible, but a natural part of the development process. To do so,
management needs to create a standardized and methodical approach for defining
data elements and enforcing its use on a corporate basis. Fortunately,
there are some simple techniques to help in this regard.
The management of any resource requires the development of a classification
system. Financial resources are typically arranged according to a chart of
accounts; material and human resources are categorized by type. In science,
everything from chemical elements to the animal kingdom are organized
according to a class structure. There obviously is a purpose to uniquely
identify common elements; which is to provide for the ability to distinguish one
from another, and eliminate redundancy. In all instances, classification
is based on the inherent characteristics of the component.
To classify data elements, we must have an appreciation of data's logical
and physical properties. "Logical" properties refer to the business
purpose of the data and includes such things as a dictionary-like
definition, along with its "source" (for "primary" values, where it
originates from in the company; for "generated" values, the other
data elements used in its calculation); and "type" (how used for
Indicative, Descriptive, or Quantitative purposes). "Physical" properties
refers to how data is to be recorded, stored and presented to the user,
and includes such things as programming labels, length, validation/editing
rules, etc. Understand this, a data element has only one logical
definition but can have multiple physical expressions; e.g., how
dates and currencies are expressed, or different program labels for
COBOL, C++, etc. (more on this shortly).
DATA TAXONOMY
A Data Taxonomy is simply a hierarchical structure separating data into
specific classes of data based on common characteristics. The taxonomy
represents a convenient way to classify data to prove it is unique
and without redundancy. This includes both primary and generated data elements.
CLASSIFYING DATA
The objective is to eliminate redundancies
and promote sharing/integration
DOMAIN - Elements with similar characteristics
The lowest level in the classification hierarchy represents what is
commonly referred to as the "domain" of a collection of data elements,
one or more, with common characteristics. For example, "text" related
data elements would be in one domain, "weights" in another, "percentages"
in another, "monetary values" in another, etc.
The domain also defines the standard physical characteristics and values
the data may assume. For example, we could establish that all "location"
values are alphanumeric, left justified, with blank fill and void
characters. In other words, data elements such as "Address," "City,"
and "Country" should assume these physical characteristics for
consistency. If a data element does not have the standard logical and
physical characteristics, it must belong to another "domain."
In the situation where a data element has only one logical definition,
but multiple physical definitions, its primary physical definition must
first conform to the Domain standards before it can be deviated from in
an application record. In other words, the primary physical representation
of "Unit Cost" is expressed as an eight character numeric to conform to
the "currency" domain. However, in one application, a user desires the
data element be expressed as a ten character numeric. It is the same
logical data element with just another form of physical expression.
With a classification system in place, data elements can then be uniquely
and consistently defined. When this is done, we then have a basis for
checking data redundancy. Also, when a data element has been properly
specified in this manner, it becomes rather simple to locate it in
other applications.
GUIDANCE SYSTEM
To expedite data definition, developers should be provided a
"Guidance System" to prompt them through the proper classification of
a data element. This can be used to either define a new data element
or validate the integrity of an existing data definition. The
"Guidance System" follows the hierarchy of the Data Taxonomy which
records the characteristics of the data element until it finds
its domain. The result is a uniquely defined data element suitable
for sharing and use in multiple systems. At this point, the data
definition should be locked to prohibit changes from occurring
either accidentally of intentionally. For those of you considering
the purchase of a data dictionary/repository, this is a highly desirable feature.
ENFORCEMENT
Classifying data as described herein represents a discipline
which can be performed voluntarily by developers. However,
safeguards should be added to enforce proper usage. A couple of
suggestions come to mind: First, data definitions should be reviewed
and approved by a neutral party. Whereas system developers will
be charged with identifying the need for data elements, the Data
Resource Management department should inspect and approve all data
definitions. Second, get system developers out of the data base
design business and leave this to the Data Resource Management
department. After all, developers will only do what is necessary
for their specific application and not necessarily what is best
for the company overall. To enforce this, all file structures
should come from the Data Resource Management department and
nowhere else. As an example, years ago we enforced such a policy
over programmers by controlling the COBOL copybooks.
With an enforceable discipline in place, your chances for
success have increased radically.
CONCLUSION
Classifying data helps to fulfill one of the major objectives of
Data Resource Management: to eliminate redundancy and promote the reuse
of data in systems. The initial investment in documenting data
elements pales in comparison to the long-term benefits derived from
the effort. For example, integrated systems assures consistent results
("Clean Data") and simplifies maintenance and implementing changes;
and, ultimately leads to reduced time in systems development. But
make no mistake, the benefits of classifying data are long term in
nature, not short term.
But why stop at data elements? Why not classify and reuse all
information resources and put an end to the redundancy issue once and
for all? I can build a compelling argument for classifying records,
files, inputs, outputs, programs, modules, business processes, etc. From
this perspective, a "Data Taxonomy" should be superseded by a "Resource
Taxonomy" which considers all information resources, not just data. But
who am I kidding? This will only work if management wakes up and has
the foresight to develop a long-range plan to manage information
resources. Unfortunately, most will continue to think on a
short-term basis and continue to eat the seeds.
If you would like to discuss this with me in more depth, please do not hesitate
to send me an e-mail.
Keep the faith!
OUR BRYCE'S LAW OF THE WEEK therefore is...
"You must first plant the seeds in order to harvest the crop."
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MY "PET PEEVE OF THE WEEK" IS "IT'S A MAD, MAD, MAD, MAD, MAD WORLD"
Is it just me or does it seem there are more people pissed off these days?
There doesn't seem to be any more chuckles, no fun, no sense of achievement,
no conquests, just survival. I can't remember the last time I ran into someone
in business or socially who said, "Business is great, we're knocking them
dead!" or "Wow, good news, wait until you hear this!" And you have to remember that I know a lot of people in a lot of different businesses, in a lot of different places. No, there seems to be more doom and gloom these days. The excitement is gone, and we seem to be enveloped in a depressing dark cloud. Even the jokes I read on the Internet these days are stale and are more politically correct than funny. It makes you wonder if we have lost our sense of humor.
If my thesis is correct, you have to wonder what is causing us to change.
Is it generational or some sort of social change? If you look around
I guess there's not a lot to be cheerful about these days:
- Bankruptcies and foreclosures are up.
- The unemployment rate is up (and we still ship jobs overseas).
- Inflation is up and we're taking less home these days.
- Divorce is up, and interestingly the marriage rate is down.
- We're losing market share in several industrial sectors to foreign competition.
- The economy is sagging and we're rightfully worried about our portfolios.
- We're frustrated in the use of ever changing technology.
- We have a pending presidential election in the offing with candidates
that are more ho-hum than inspiring.
Bottom-line, nothing seems to be working for us lately. There also seems to
be less enthusiasm and positive thinking in the workplace. For example,
people are more apt to engage in callous arguments as opposed to rational
discourse. People commuting to work look more like the march of the zombies
as opposed to an invigorated workforce. Maybe its because they are being
micromanaged to death.
Then we hear about such things as road rage, sports rage, work rage, and
shootings in our schools and businesses. People seem to "snap" more readily
than in years past and some accept it as normal behavior. Sorry, it's not.
The fact we can't build prisons fast enough is indicative that being mad
seems to be contagious and has perhaps reached epidemic proportions. We
either need to start passing out the chill pills or find some outlets to
harmlessly vent our rage. For example, in Japan it is customary not to
be confrontational with your boss. Basically, you must "bite your tongue."
Realizing this might cause worker frustration, Japanese businesses may
have a small room where the employee can go into and beat the boss in effigy
with a bamboo stick, thereby releasing some steam. This may seem a little
strange, but it has proven to be effective.
As the producers of Monty Python's "Spamalot" said at the show's opening,
"We need silly." I tend to believe this. People are much too uptight
these days. A little sense of humor in this day and age can go a long
way to relieving tension. Even something as simple as a compliment can
help relieve stress, as well as a sincere, "Good morning; how are you?"
But for some reason we have forgotten these simple pleasantries which
promote cooperation and goodwill. I guess what I'm saying is that it
is time to unplug the iPods, close the cell phones, and learn to be
civil again. In other words, lighten up.
Such is my Pet Peeve of the Week.
Note: All trademarks both marked and unmarked belong to their respective companies.
"BRYCE'S PET PEEVE OF THE WEEK"
Folks, a couple of years ago I started to include my "Pet Peeve of the Week"
in these "Management Visions" podcasts. They have become so popular that I
now syndicate them through the Internet and they are available for republication
in other media. To this end, I have created a separate web page for my
writings which you can find at phmainstreet.com
Look for the section, "The Bryce is Right!"
Hope you enjoy them.
Also, if you happen to be in the Tampa Bay area of Florida, be sure to stop
by and check out our new Palm Harbor Business OASIS, a new business venue
offering local business people a place to meet, work, network, and relax.
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AND FINALLY...
I received the following e-mail regarding my article on
"Admitting a Mistake":
An E.B. in Phoenix, Arizona wrote...
"It is so hard to admit that you have made a mistake, and I think it is harder in
today's work scenarios. It also depends on your position, your co-workers, and the
type of company or service you provide. Some working with the public, couldn't care less,
and I wonder if their superiors know how they really do their job.
It is also just as hard to admit a an error in one's personal life. I agree it makes
things much better if one does own up to it. Nice article."
An E.A. in Midland, Michigan wrote...
"Good notes on making a mistake. I was fortunate not to make too many mistakes in my career
but did get in over my head a few times from volume of work. I must have been lucky since my
bosses never penalized me and it usually turned into a positive experience. And you are right
about letting the boss know before it is a crisis. All of my bosses and myself as a boss
appreciated the heads up that there was a problem and it was done timely enough that it could be managed.
Keep up the good work."
I received the following e-mails from my "Pet Peeve" entitled,
"Polls":
An M.O. in San Diego, California wrote...
"74.6% of Gather readers whose last names start with S and live
in Mississippi think you are correct! LOL
Your stuff is always interesting reading. Thanks."
An M.O. also responded to my essay on
"Recognizing the Peter Principle":
"In the Navy we saw the Peter priciple in action all the time... sadly I saw
it violated with terrible results each time. Thanks for the refresher course
on the Peter Principle."
Again, thanks for your comments. For these and other comments, please visit my "Bryce is Right!" web site.
Keep those cards and letters coming.
MBA is an international management consulting firm specializing
in Information Resource Management. We offer training, consulting,
and writing services in the areas of Enterprise Engineering, Systems
Engineering, Data Base Engineering, Project Management,
Methodologies and Repositories. For information, call us at
727/786-4567.
Our corporate web page is at:
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Management Visions is a presentation of M. Bryce & Associates,
a division of M&JB Investment Company of Palm Harbor, Florida, USA.
The program is produced on a weekly basis and updated on Sundays.
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Copyright © 2008 by M&JB Investment Company of Palm Harbor,
Florida, USA. All rights reserved. "PRIDE" is the
registered trademark of M&JB Investment Company.
This is Tim Bryce reporting.
Since 1971: "Software for the finest computer - the Mind."
END
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