Non-Invasive Data Governance: The Path of Least Resistance and Greatest Success

Technics Publications
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Data-governance programs focus on authority and accountability for the management of data as a valued organizational asset. Data Governance should not be about command-and-control, yet at times could become invasive or threatening to the work, people and culture of an organization. Non-Invasive Data Governance™ focuses on formalizing existing accountability for the management of data and improving formal communications, protection, and quality efforts through effective stewarding of data resources. Non-Invasive Data Governance will provide you with a complete set of tools to help you deliver a successful data governance program. Learn how: • Steward responsibilities can be identified and recognized, formalized, and engaged according to their existing responsibility rather than being assigned or handed to people as more work. • Governance of information can be applied to existing policies, standard operating procedures, practices, and methodologies, rather than being introduced or emphasized as new processes or methods. • Governance of information can support all data integration, risk management, business intelligence and master data management activities rather than imposing inconsistent rigor to these initiatives. • A practical and non-threatening approach can be applied to governing information and promoting stewardship of data as a cross-organization asset. • Best practices and key concepts of this non-threatening approach can be communicated effectively to leverage strengths and address opportunities to improve.
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About the author

Bob Seiner is President and Principal Consultant of KIK Consulting & Educational Services. He is based in Pittsburgh, and is an internationally recognized consultant / educator in the field of data governance. Bob is also the publisher of The Data Administration Newsletter (TDAN.com), an award winning electronic publication since 1997, focused on sharing data management best practices. Bob has truly different and insightful views to share about how organizations can get more value from their data by moving from informal to formal data governance practices. He calls this practice Non-Invasive Data Governance™. Bob has worked extensively with clients in the educational, financial, healthcare, manufacturing, retail, and government industries locally, across the United States and around the globe.
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Additional Information

Publisher
Technics Publications
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Published on
Sep 1, 2014
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Pages
148
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ISBN
9781634620451
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Best For
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Language
English
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Genres
Computers / Computer Graphics
Computers / Information Technology
Computers / Information Theory
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Content Protection
This content is DRM protected.
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Winner of the Neumann Prize for the History of Mathematics

**Named a best book of the year by Bloomberg and Nature**

**'Best of 2017' by The Morning Sun**

"We owe Claude Shannon a lot, and Soni & Goodman’s book takes a big first step in paying that debt." —San Francisco Review of Books

"Soni and Goodman are at their best when they invoke the wonder an idea can instill. They summon the right level of awe while stopping short of hyperbole." —Financial Times

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"Soni and Goodman have done their research...A Mind at Play reveals the remarkable human behind some of the most important theoretical and practical contributions to the information age." —Nature

"A Mind at Play shows us that you don't need to be a genius to learn from a genius. Claude Shannon's inventive, vibrant life demonstrates how vital the act of play can be to making the most of work." —Inc.

“A charming account of one of the twentieth century’s most distinguished scientists…Readers will enjoy this portrait of a modern-day Da Vinci.” —Fortune

In their second collaboration, biographers Jimmy Soni and Rob Goodman present the story of Claude Shannon—one of the foremost intellects of the twentieth century and the architect of the Information Age, whose insights stand behind every computer built, email sent, video streamed, and webpage loaded. Claude Shannon was a groundbreaking polymath, a brilliant tinkerer, and a digital pioneer. He constructed the first wearable computer, outfoxed Vegas casinos, and built juggling robots. He also wrote the seminal text of the digital revolution, which has been called “the Magna Carta of the Information Age.” In this elegantly written, exhaustively researched biography, Soni and Goodman reveal Claude Shannon’s full story for the first time. With unique access to Shannon’s family and friends, A Mind at Play brings this singular innovator and always playful genius to life.
The Challenge
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

The Study
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

The Standards
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

The Comparisons
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?

Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.

The Findings
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:

Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”

Perhaps, but who can afford to ignore these findings?


Few books in computing have had as profound an influence on software management as Peopleware . The unique insight of this longtime best seller is that the major issues of software development are human, not technical. They’re not easy issues; but solve them, and you’ll maximize your chances of success.

“Peopleware has long been one of my two favorite books on software engineering. Its underlying strength is its base of immense real experience, much of it quantified. Many, many varied projects have been reflected on and distilled; but what we are given is not just lifeless distillate, but vivid examples from which we share the authors’ inductions. Their premise is right: most software project problems are sociological, not technological. The insights on team jelling and work environment have changed my thinking and teaching. The third edition adds strength to strength.”

— Frederick P. Brooks, Jr., Kenan Professor of Computer Science, University of North Carolina at Chapel Hill, Author of The Mythical Man-Month and The Design of Design


“Peopleware is the one book that everyone who runs a software team needs to read and reread once a year. In the quarter century since the first edition appeared, it has become more important, not less, to think about the social and human issues in software develop¿ment. This is the only way we’re going to make more humane, productive workplaces. Buy it, read it, and keep a stock on hand in the office supply closet.”

—Joel Spolsky, Co-founder, Stack Overflow


“When a book about a field as volatile as software design and use extends to a third edition, you can be sure that the authors write of deep principle, of the fundamental causes for what we readers experience, and not of the surface that everyone recognizes. And to bring people, actual human beings, into the mix! How excellent. How rare. The authors have made this third edition, with its additions, entirely terrific.”

—Lee Devin and Rob Austin, Co-authors of The Soul of Design and Artful Making

For this third edition, the authors have added six new chapters and updated the text throughout, bringing it in line with today’s development environments and challenges. For example, the book now discusses pathologies of leadership that hadn’t previously been judged to be pathological; an evolving culture of meetings; hybrid teams made up of people from seemingly incompatible generations; and a growing awareness that some of our most common tools are more like anchors than propellers. Anyone who needs to manage a software project or software organization will find invaluable advice throughout the book.

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