Annual Administraive Report 2015-16 - 0

Analytics Centre of
Excellence: Roles,
Responsibilities and
Challenges
Warwick Graco
Analytics Professional
Convenor of the Whole of Government Data
Analytics Centre of Excellence
1
Contents
 Changes to the Analytics Landscape

 Skill Requirements
 Competency Requirements
 Role and Responsibilities of a Centre of Excellence
2
Changes to Analytics Landscape
 Digital Disruption is being driven by:
 Cloud
 APPS
 Mobile Devices
 Internet of Things
 Robotics
 Big Data
 Analytics
 It is changing the way we live, work, learn and are

entertained
3
 Business is now Global, Online and 24*7
 The workplace is no longer an office, desktop and

telephone but is now a mobile device
 People can now work anywhere at anytime
 Digital Disruption is affecting all institutions such as

government, education, health, finance and defence
4
 There has been an explosion of data in the world
since the Year 2000 as a result of the
development of mobile devices, the rise of social
media and the introduction of the internet of
things
 This explosion has significantly changed the
analytics landscape
 The discipline has gone from being a back office
function to being a core function in most
organizations
5
 It is now being recognized that the future of
organizations lies in extracting knowledge from
data
 It is said that data is the new oil in the world
 The international currency is no longer finance but
knowledge
 Nations and organizations that will prosper in the
future will be those that make the best use of data
6
 My organization has established the Smarter Data program
and analytics has gone from approximately 40 to 300 staff
 Smarter Data also consists of the intelligence and risk

functions plus a project management office
 There are challenges with these changes including:

 What skills Smarter Data requires to support analytics
 Where is my organization and others are at in terms of their
maturity with the use of analytics
7
Skill Requirements
 There have been various estimates of numbers of
staff who can do analytics in the next three-to-five
years eg McKinsey estimate that there will be a
shortage of 140,000 to 190,000 data scientists by 2018
 These studies have the deficiency that they only

focus on the data-scientist issue
 The skills requirements are much more complicated

than this
8
Skill Requirements
 There are at least nine different skill streams required to
support the analytics function including:
 Service Analytics for using visual analytics and self-service
analytics to analyse data and produce results for management
 Data Science for mining and modelling
 Data Analytics for data wrangling
 Data Engineering for data required to support large-scale
production of data
 Model Management for managing deployed solutions such as
model fleet management
 Cognitive/Decision Science for determining what solutions
decision makers need to reach decisions
9
Skill Requirements
 Behavioural Science for selecting treatments to modify attitudes
and behaviours of target populations
 Programming to develop prototype capabilities when it comes to
profiling, analytics and decision support systems and tools
 Analytical Solution Architects and Engineers to produce analytics
packages consisting of models, treatments and reports
 We have not yet worked out numbers but it could be that

organizations are overestimating numbers required to do data
science but underestimating numbers to do service analytics
and data analytics
10
Skill Requirements
Service
Analytics
Stream
To do
routine
analytical
Data Analysts
tasks Data Engineers
Model Managers
Support Cognitive Scientists
Layer Behavioural Scientists
Analytical Solution Architects
and Engineers
Data Science
Stream 11
Issues
 There are challenges with the above skills requirements:
 One is tail-to-teeth ratios. One rule of thumb I use is that 3
data analysts should support every data scientist
 Up to 90 percent of project time is spent on data wrangling –
ie data prospecting, data harvesting and data preparation
 Demands on data analysts are increasing with the increasing
use of external data to enrich internal data
 The above data-analytics support would free data scientists to
focus on mining and modelling tasks rather than have their
time absorbed by data-wrangling
12
Issues
 A similar ratio of data analysts to service analytics staff may be
required because of the increasing appetite of organizations for data
 Whereas PhD and Masters graduates are required for many analytics
employments such as data scientists, undergraduate degrees may
suffice for model management, data analytics and service analytics
employments
 Skill requirements is one issue the Australian Government Data

Analytics Centre of Excellence is addressing to ascertain these
numbers across government departments and agencies
 This will assist with both workforce planning and learning and
development requirements 13
Analytics Maturity
 Another task my organization is doing is developing
comprehensive model to assess the level of maturity with
uptake and use of analytics
 There are a number of these models including the Gartner

one of descriptive, diagnostic, predictive and prescriptive
levels of analytics model development
 We are focused on identifying core components of an

organization that contribute to analytics maturity
 This includes issues such as strategy, practice, people,

outputs, data and technology
14
Analytics Maturity
 A simple example for Data Maturity is:

 Level 1 Infancy
 Level 2 Technical Adoption
 Level 3 Business Adoption
 Level 4 Enterprise Adoption
 Level 5 Data & Analytics as a Service
 This model when developed and agreed will be used to assess the level of
analytics maturity in other government departments and agencies
 The results will be employed to determine:

 The level of maturity for each component for each organization
 Where improvements are required
15
Centre of Excellence
 TheData Analytics Centre of Excellence is also
examining:
 Three-to-fiveYears Vision of where we want to be with
big data and analytics
 Challenges to sharing data across departments and
agencies
 How to share skills, tools, techniques etc
 This is being done against a background where the

Federal Government has established the Digital
Transformation Office to provide online government
services to citizens
16
 The Government is also supporting open sharing of data
and the move to cloud computing
 Italso sees big data and analytics assisting with

development of policy and the achievement of smaller
government
 Thisis an appropriate point to describe more fully what

a centre of excellence is and what roles and
responsibilities it can perform
17
A centre of excellence is not the following:
 It is not responsible for the delivery of capability
such as online services
 It is not a governance body with oversight of

programs and projects
 It is not a policy making organization though it can

make recommendations on strategy, policy, business
models, organizational structures and enterprise
architecture when it comes to big data and analytics
18
 What it is a forum for:
Keeping abreast of developments in artificial
intelligence, information technology and
analytics
identifying and analysing issues that impact on

the effective use of big data and analytics
the sharing of ideas, tools, skills, learnings and

solutions
19
 Thedevelopment of doctrine on use of big data and
analytics
 Thesetting of standards as they apply to big data

and analytics
 Determining
the skills requirements and training and
development for analytics staff
 Liaisingwith professional associations and academic

institutions on registration and educational
requirements for analytics professionals
20
 Thestructure of a centre of excellence can vary but
three recommended components include:
 Leadership Group to manage the responsibilities detailed
in the previous slides
 Community of Practice to inform members of
developments in tools, techniques and technology
 Innovation Space which includes a tool repository,
document space, question and answer site, wiki and
blogosphere to enable members to share
developments and help others that need assistance
with using big data and analytics
21

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Analytics Centre of

 Changes to the Analytics Landscape

 It is changing the way we live, work, learn and are

 Business is now Global, Online and 24*7

 The workplace is no longer an office, desktop and

 People can now work anywhere at anytime

 Digital Disruption is affecting all institutions such as

 Smarter Data also consists of the intelligence and risk

 There are challenges with these changes including:

 These studies have the deficiency that they only

 The skills requirements are much more complicated

 We have not yet worked out numbers but it could be that

 Skill requirements is one issue the Australian Government Data

 There are a number of these models including the Gartner

 We are focused on identifying core components of an

 This includes issues such as strategy, practice, people,

 A simple example for Data Maturity is:

 The results will be employed to determine:

 This is being done against a background where the

 Italso sees big data and analytics assisting with

 Thisis an appropriate point to describe more fully what

 It is not a governance body with oversight of

 It is not a policy making organization though it can

identifying and analysing issues that impact on

the sharing of ideas, tools, skills, learnings and

 Thesetting of standards as they apply to big data

 Liaisingwith professional associations and academic

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