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 Data
Products
Starburst Special Edition

by Vishal Singh,
Ryo Komatsuzaki, and
Andrew Mott, MBA

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 Data Products For Dummies®, Starburst Special Edition

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 IN THIS CHAPTER
»» Applying product management principles
to data

»» Elevating the business through the data

product approach

Chapter 1
Defining Data Products

M
aximizing value from data is a persistent business chal-
lenge. Among the latest contributions to the field of data
is the concept of data mesh — a decentralized, distributed
approach to enterprise data management — which brings the
concept of the data product into the mainstream. In this chapter,
we lift the lid on the idea of a data product and what it can do to
modernize your data analytics strategy.

So, What is a Data Product?

A quick search of the internet results in two related, but different,
terms in this area:

»» Data as a product is the concept of applying product manage-

ment principles to data to enhance its use and value.
»» Data product is a combination of a curated, reusable dataset,
engineered to deliver trusted data for downstream data
consumers, with associated metadata to make this data easy
to find and consume. A data product is the result of applying
data as a product thinking to data for a specific purpose.

The contents of a data product can take on a number of forms,

such as a schema of tables in a relational database, a piece of code
that outputs data, a SQL view, an embedded recommendation
engine, or a fraud detection model.

CHAPTER 1 Defining Data Products 1

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 Looking at Data Products and Data Mesh
The data mesh perspective provides a more precise definition
of a data product. Within this framework, a data product is a
self-­contained entity composed of code responsible for data­
collection, transformation, metadata definition, and infrastruc-
ture required to run the code, with the output being a dataset that
is valuable in and of itself. While not every organization is mature
enough or has the immediate need to adopt a data mesh approach,
the concept of treating data as a product remains essential.

To make data products as useful and frictionless as p

­ ossible, you
need to consider the importance of certain attributes, including
discoverability, addressability, trustworthiness, self-describing
interoperability, and security.

Data mesh also advocates for application development teams

to take ownership of the entire data product life cycle from incep-
tion through development and management to retirement. For
example, the sales operations department, which manages the
sales data system, would be responsible for serving sales data
to the rest of the organization as a data product. Having lines of
business responsible for data products ultimately increases the
agility of the overall organization, because it avoids the bottleneck
of relying on a central data team to provision and manage data.

Embracing all aspects required to adopt the data mesh data

­management philosophy, such as implementing new technolo-
gies and making significant organizational and cultural changes,
is a major undertaking. But even without data mesh, by adopting
a mindset of treating data as a product, organizations will pri-
oritize stakeholder needs and value delivery, ensuring that data
products are tailored to meet specific requirements.

Organizations can shorten the path between data and business

value through the data product approach, which prioritizes deliv-
ering value as defined by stakeholders and linking data products
to key performance indicators. Data product producers continu-
ously and proactively iterate and refine data products towards
the needs of the data product consumers. This iterative process
enables data products to meet stakeholder needs and deliver
organizational value both at the outset and as the corporate
environment evolves, either through external competition or
internal organizational change.

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 IN THIS CHAPTER
»» Designing for value and usability

»» Scaling data products

»» Seeing the future of data products and

large language models

Chapter 2
Creating, Managing,
and Optimizing Data
Products

I
n this chapter, we focus on key areas for your successful data
product program: design, usability, scalability, and technology.
Dive in!

Designing Data Products for Value

When establishing a data product initiative, know that the more
visible organizational win will come from the business value pro-
vided by your initial data products. As your program expands,
actively think of a plan for scalability and consistency across the
organization. Here, we share a set of data product requirements
that augment value and transcend specific business requirements.

Discoverability
Design data products in such a way as to promote data discover-
ability, ensuring that users can find and access the data they need
easily:

CHAPTER 2 Creating, Managing, and Optimizing Data Products 3

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 »» Metadata: Data products that include information about the
data help users to understand its contents, context and find
more easily. This metadata might include information about
the data source, the date it was collected, business relevance,
and other details that aid in comprehension.
»» Search functionality: Use keywords and descriptions that
are commonly used across your organization that can be
indexed and searched via tools of your choice. If your
organization utilizes a business glossary, applying the terms
will help ensure consistent discovery. Many data products
enable users to find specific data sets or topics. Optimize this
search functionality to provide relevant results quickly and
make it easier for users to find the needed data.
»» Data categorization: Tag data with standard categories and
subcategories such as domains and subject matter that are
familiar across your organization to enable quick filtration and
drilling down to data of relevance. Organize data products
into categories and subcategories, such as topic, data source,
date, or other relevant factors, making it easier for users to
browse the available data sets and find their needs.
»» User feedback: Collect user feedback about their experiences
using the product so that developers can continuously
improve the discoverability of data products.

Self-service and usability

Design data products to support self-service data exploration and
analysis, making it easier for nontechnical users to work with
data and gain insights. Here’s how to promote self-service data
product consumption:

»» User-friendly interface: Provide a well-designed self-service,

user-friendly interface that makes it easy for nontechnical
users to work with data products independently.
»» Data accessibility: Design data products so that they are
easy and simple for users to access reliably, regardless of
immediate or long-term business needs.
»» Documentation: Generate documentation and user guides
on data products that provide clear instructions on using the
data. This might include providing definitions of data fields,
explanations of data sources and limitations, or examples of
how the data can be used to provide value to the business.

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 »» Data consumption: Add charts, code snippets, and
examples of consumption and output that can help the
consumer reduce time to utilization.
»» Collaboration and sharing: Inspire a data products culture
by enabling users to collaborate on analysis and share
insights. This might include features such as commenting,
sharing, and publishing.
»» Training and support: Provide training and support for data
products to help users get up to speed with the product and
learn how to use it effectively. This might include online
tutorials, help documentation, and user forums.

Scaling Data Products

Every data product initiative needs a technology platform where
users can easily design, manage, and govern all data products
across all domains.

Building on the foundation

Data products are the foundational data building blocks for data
insights and can be used independently, or combined downstream
to create further ordinal data products. Secondary data products
are derived from existing data products and add value by combin-
ing or transforming data to provide new insights. Tertiary data
products combine secondary data with other sources or external
data to provide even deeper insights or create new data products.
This can help organizations become more competitive, agile, and
responsive to changing market conditions.

Data products serve as building blocks for secondary and tertiary

data products in several ways:

»» Standardization: By standardizing data products, organizations

can ensure that all secondary and tertiary data products built on
top of them use the same definitions and formats. This makes
combining data from different sources easier and ensures
consistency across different products.
»» Interoperability: Data products designed to be interoper-
able can be easily combined with other data products to
create new insights or applications. For example, a data

CHAPTER 2 Creating, Managing, and Optimizing Data Products 5

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 product that provides weather data could be combined with
a data product that provides traffic data to create a new
application that helps users plan their routes based on
weather and traffic conditions.
»» Programmatic Access (API): Data products that offer
Application Programming Interfaces (APIs) can be easily
integrated with other data products to provide new insights or
create new applications. For example, an organization could
create a custom application that combines data from multiple
data products to provide a unique customer experience.

Governing at scale
Platforms to manage data products help administrators by pro-
viding a common framework to centrally manage and automate
various data governance processes, improve data quality, and
enable security and compliance across the organization. Here are
some ways in which these platforms assist data admins in gov-
erning data products at scale:

»» Metadata management: This enables admins to maintain a

comprehensive and accurate inventory of data assets,
including data lineage, quality, and usage information, to
ensure that data is appropriately classified, tagged, and
tracked across different systems and applications.
»» Data quality management: Automated data quality checks
and alerts enable admins to identify and address data
quality issues promptly to improve data accuracy and
consistency across the organization.
»» Access and security management: Admins can control access
to data assets, set data access policies, and monitor data access
and usage to ensure that data is accessed and used in compli-
ance with data privacy regulations and security policies.
»» Data integration and automation: Admins can automate
data processing workflows and streamline data integration
processes, reducing the time and effort required to integrate
data from different sources and ensuring that data is
consistent and up to date.
»» Analytics and reporting: Data admins can monitor and
track data governance processes and performance metrics.
This identifies areas for improvement and optimizes data
governance processes at scale.

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 Reducing the cost of ownership
Data products reduce the total cost of ownership (TCO) of data
management by improving data efficiency, reducing manual
work, and streamlining processes, which helps organizations to
save time and money while improving overall business perfor-
mance. Here are some ways in which data products can assist in
reducing the TCO:

»» Automated data management: Data products automate

various data management processes, including data
integration, data quality, and data governance, reducing the
need for manual intervention and increasing efficiency. This
reduces operational costs and frees up resources to focus
on strategic initiatives.
»» Improved data quality: Data products provide automated data
quality checks and alerts, improving data accuracy and consis-
tency across the organization. This reduces the time and effort
required to validate and correct data, leading to cost savings.
»» Self-service analytics: Data products enable users to access
and analyze data independently without relying on IT or data
teams. This can reduce the burden on IT and data teams and
free up resources to focus on other initiatives.
»» Scalable infrastructure: Data products can exploit a scalable
infrastructure and can grow with the organization’s needs,
reducing the cost of maintaining and upgrading infrastructure
while ensuring that the organization can handle growing
volumes of data.
»» Data-driven decision-making: Data products can provide
insights and analytics that help drive data-driven decision-making
across the organization, helping to reduce the cost of making
wrong decisions and improving overall business performance.

THE FUTURE OF DATA PRODUCTS

With the rise and adoption of generative AI and large language models
(LLM), organizations will reduce the barrier to entry for users who may
not have technical expertise or familiarity with complex interfaces.
By leveraging LLM’s natural language processing capabilities and

(continued)

CHAPTER 2 Creating, Managing, and Optimizing Data Products 7

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 (continued)

user-centric design, organizations can provide a more intuitive and

user-friendly experience around data products.

Here’s how LLMs will empower organizations for wider adoption of

data products:

• Democratizing data access: LLM’s natural language processing

capabilities make data products more accessible to a wider audi-
ence. Users can interact with data products, eliminating the need
for deep data expertise. Additionally, users who find data products
easy to use and understand are more likely to engage with them
and promote their use.
• Data exploration and discovery: LLMs can assist users in explor-
ing and discovering insights from trusted data products. Users can
ask questions, request specific analyses, or seek guidance, and
LLMs can provide relevant responses and recommendations. This
interactive data exploration facilitated by the LLM encourages
users to explore and adopt data products as they gain valuable
insights and make data-driven decisions.
• Personalization and recommendations: LLM’s personalized rec-
ommendations based on user preferences and historical behavior
create a more tailored experience for users. By suggesting rele-
vant data products, or insights, the LLM increases user engage-
ment and satisfaction, making users more likely to explore and
promote data products to others.
• Automation and efficiency: LLMs automate data analysis tasks,
such as data preprocessing, anomaly detection, or predictive mod-
eling, saving users time and effort, enabling them to focus on
deriving insights and value. The increased efficiency and produc-
tivity gained through LLM’s automation features can contribute to
the popularity of data products.

While LLMs drive the adoption of data products, factors such as the
usefulness of the data products, value proposition, effective commu-
nication strategies, and addressing data privacy concerns also play
significant roles. LLMs enhance the accessibility, usability, and user
experience of data products, thereby promoting their adoption.

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 IN THIS CHAPTER
»» Meeting engineers, product managers,
and analysts

»» Fostering consumption with the data

product platform

Chapter 3
People and Processes

D
ata products serve as the units of exchange between the data
producers and data consumers. In this chapter, we explore
the crucial people involved: data platform ­engineers, data
product producers, and data consumers. Data products need to be
built atop a data product creation and exchange platform managed
by a data platform engineering team, which we also cover.

Building Your Data Teams

Here, we explain the brainy bods you need on your data teams.

Data platform engineer

The data platform engineer is responsible for building and
maintaining the infrastructure for the overall data ecosystem,
­
including the data product platform, ensuring that data ­storage
and compute capabilities meet the needs of data management
and consumption. Oftentimes, this role is also responsible for
providing the capabilities necessary to establish centralized
governance policies to prevent the “Wild, Wild West” of data. The
data platform engineer enables both the data product program
and teams responsible for data products to be successful.

Additionally, the data platform engineer provides enforce-

able guardrails for data teams producing data products to freely

CHAPTER 3 People and Processes 9

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 operate within. These may include treatment of personally iden-
tifiable information (PII) data, API standards, and data product
templates and design standards.

The data product producer: Data

product manager and data engineer
While multiple roles are responsible for the successful creation
and consumption of a data product, the two key roles responsible
for the success of a data product are the data product manager
and the data engineer. In some organizations, the data product
manager may be responsible for managing the strategy for the
full data product life cycle, and in a separate role, the data prod-
uct owner may be responsible for the day-to-day management of
the data product. For a hybrid approach, we recommend a single
role that spans the full responsibility of strategic-to-tactical data
product execution and maintenance.

Having an understanding of the business needs of the data prod-

uct is critical to the success of the data product initiative in its
nascent stages. The data product manager and the data engineer
must have a strong collaborative spirit to ensure that critical
business needs are understood and being met, including:

»» Collaboration: The data product manager defines the

requirements based on the business needs of the data
consumers, while the data engineer provides guidance on
the technical feasibility and implementation design.
»» Prioritization: The data product manager can provide
guidance on the business value of different data engineering
initiatives, and the data engineer can provide input on the
technical complexity and feasibility of each project. Multi-
domain data products may require engagement with
different domain subject matter experts based on their
potential impact and the available resources.
»» Technical implementation: The data engineer is responsi­
­ le for the technical implementation of the data product,
b
encompassing the pipeline and the output of the pipeline.
Understandability of the data product falls to both the data
engineer and the data product manager. The data product
manager is responsible for proactively obtaining feedback
from the intended audience to ensure that the final data
product output provides business value.

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 »» Continuous process improvement: The two roles need to
work together to identify areas for improvement in data
product processes.

The data consumers: Data analysts

and data scientists
Data consumers are the customers of the data product program
and are responsible for consuming and transforming data into
business value. The output of this group includes, but isn’t lim-
ited to, dashboards, data and machine-learning (ML) models,
reports, and much more. Often, their output is used for critical
decision making.

As such, it’s important to ensure that data consumers aren’t in

a strict “consumption-only” model. Rather, providing feed-
back after consuming data products is critical in providing the
data product producers with actionable insights for continuous
improvement of the data product.

Putting it All Together: Data

Product Platform
Since a core goal of data products is to realize business value from
data, fostering consumption is key.

Addressing the need for a data catalog

A vast majority of businesses still contend with the problem of
only a handful of highly tenured data staff having knowledge
about the data that isn’t codified and gated.

This puts an undue burden on them to support a large number of

employees with tasks that generally fall outside of their original
responsibility, diverting time away from critical tasks to maintain
data pipelines, data quality, and data infrastructure. Further, this
type of arrangement risks business continuity when these “living
data catalogs” leave the organization.

A successful data product initiative places the data consumers as

the customers of the data team’s output, and focuses on central-
ized governance and infrastructure to provide a high degree of
discoverability and accessibility to data products.

CHAPTER 3 People and Processes 11

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 Having centralized policies with
decentralized governance
It stands to reason that data products are often an output of mul-
tiple data sources abstracted via a centralized data infrastructure.
While data lakes and warehouses may constitute a single source
of truth, this is, more often than not, an amalgamation of analyti-
cal data from multiple data sources. However, when considering
agility, the various domain data teams either need to be empow-
ered to manage their own corner of a centralized data infrastruc-
ture and the satellite operational and analytical data sources, or
they need to have the ability to manage via a centralized data gov-
ernance layer.

For the ultimate agility, we recommend hosting a centralized data

product governance platform on top of or within a centralized
data governance function. This is a layer that sits atop all of an
organization’s data sources and provides centralized governance
around the following:

»» Metadata management
»» Data discovery
»» Data integration
»» Data delivery
»» Security and access control
Modern solutions have started to realize the ability for centralized
governance across a decentralized data ecosystem. Built around
federated query engines, they realize the ability to create innova-
tive federated data products, while dramatically decreasing the
need for data movement and eliminating the need for centralized
data infrastructure. The need to repetitively implement data gov-
ernance across each data source and compute resources in each
cloud region in each cloud vendor, compounded by each tool in
the data stack, is starting to become a story of the past.

Further, with the ability to connect to a decentralized ecosystem

that doesn’t require data movement, this opens up opportuni-
ties that have traditionally been off limits: data products feder-
ated across the operational and analytical data planes. The main
limitations become reduced to the types of data sources that are
being used and the availability of the connectors with your solu-
tion of choice.

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 Chapter 4
Ten Tips for Adopting
Data Products

T ake inspiration from the following ten tips for smoothly and
successfully adopting data products:

»» Focus on business values: Ensure that technology is an

enabler in reducing the cognitive load of data product
developers (DPDs) so that they’re able to focus on data and
its related business context.
»» Link data products to key performance indicators (KPIs):
Leading KPIs provide a quantifiable framework to evaluate
the impact and effectiveness of data products, ensuring their
ongoing relevance and value within the organization, and
driving continuous improvement.
»» Focus on user metrics and total cost of ownership (TCO)
of data products: By doing so, data products enable
organizations to optimize their data strategies and invest-
ments, provide valuable insights into user behavior, drive
user adoption, and help streamline resource allocation. As
a result, organizations can make data-driven decisions that
maximize the value and impact of their data assets while
controlling costs and ensuring compliance.
»» Ensure governance by business role and responsibility: By
focusing on business governance, organizations establish trust
in their data assets, mitigate risks, and ensure compliance.
They promote accountability, data integrity, and ethical data

CHAPTER 4 Ten Tips for Adopting Data Products 13

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 practices. With robust governance in place, businesses can
make confident decisions based on reliable data, fostering a
culture of data-driven decision-making across the organization.
»» Design for use — with consumers in mind: The design of
data products for customers should be based on a deep
understanding of their unique needs, preferences, and
workflows, resulting in maximum value and fostering user
adoption and engagement.
»» Reuse the same data products without making copies:
Data products that prioritize reuse without making multiple
copies offer significant advantages in terms of cost savings,
data consistency, and improved productivity. By leveraging
technologies like data virtualization, data lakes, and data
APIs, organizations can unlock the full potential of their data
assets without the need for redundant copies.
»» Incentivize production and usage for data producers and
data consumers — avoid shadow IT: By aligning data products
with user needs, providing adequate support and education,
and ensuring the security and usability of authorized solutions,
organizations can minimize the risks associated with shadow IT
while maximizing the benefits of data-driven decision-making.
»» Invest in Data Product Owner/Manager Role: The data
product owner/manager is crucial in overseeing the entire
life cycle of a data product. They act as the primary point of
contact and advocate for optimizing the product, ensuring
alignment between business objectives and product develop-
ment. The data product owner collaborates with stakeholders
to gather requirements, prioritize features, and make
data-driven decisions.
»» Remember that iteration is key: Through continuous
feedback and iterative development around refinement,
user-centric design, adaptation, testing, risk mitigation,
continuous learning, and user adoption, data products can
evolve, improve, and remain aligned with user needs and
changing requirements, ultimately driving their effectiveness
and value within the organization.
»» Invest in your organization’s culture: Adopting a data product
mindset can build a culture of informed decision-making and
continuous growth in your organization by promoting data-
driven decision-making, increasing transparency, encouraging
experimentation and innovation, facilitating collaboration,
enabling self-service analytics, celebrating successes, and
fostering continuous learning and improvement.

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