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Hopes and dreams for the Cornell Office of Data Architecture & Analytics (ODAA)

Hopes and dreams for the Cornell Office of Data Architecture & Analytics (ODAA). Current state of data usability at Cornell : (How bad is it??).

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Hopes and dreams for the Cornell Office of Data Architecture & Analytics (ODAA)

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  1. Hopes and dreams for the Cornell Office of Data Architecture & Analytics(ODAA)

  2. Current state of data usability at Cornell:(How bad is it??) As an analogy, ponder a library system with hundreds of libraries, each with unique catalog systems (if any), each requiring esoteric knowledge about how to access information, each dependent on specialists—none of whom speak to other specialists across campus, and each library having varying and unpublished rules about who is allowed in.

  3. Traditional “BI” • Traditional central IT role is as a creator of reports – “BI” as a specific response to an *administrative* reporting need • Aging data governance

  4. ODAA Formed to support Cornell’s mission bymaximizing the value of data resources • Act as a catalyst / focal point to enable access to teaching, research andadministrative data • Acknowledge limited resources – cannot and will not attempt to forge a monolithic structured “library” but will attempt to maximize value from existing resources…”

  5. Governance and Collaborative Strategy • Rethink governance: access as the norm, restrictions only as needed? • Broad campus involvement in data management – “freeing” of structured / unstructured data • Stop arguing over tools: OBIEE vs Tableau, etc. • Form user groups” - get the analysts talking

  6. Service Strategy • Expand Institutional Intelligence initiative: create focused value from a select corpus of administrative data • (metadata, data provenance, governance, and sustainable funding) • Cost recovered reporting and analytics services • User groups • Consultants • Catalog and promulgate administrative and research data resources

  7. Resource Strategy • Infrastructure (IaaS) • Applications (P/SaaS) • Reallocate savings • Skilled data & analytics professionals (direct and contracted resources) • Modest investment in legacy tool refresh (ETL tools, etc.)

  8. Measures of Success • ODAA becomes a known and trusted resource • Cultural evolution – open not insular • Data becomes, actionable, self-service • Broad campus involvement in data management – “freeing” of data • Continued success of legacy services

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