"Charts and graphs are a method of organizing information for a unique purpose. The purpose may be to inform, to persuade, to obtain a clear understanding of certain facts, or to focus information and attention on a particular problem. The information contained in charts and graphs must, obviously, be relevant to the purpose. For decision-making purposes. information must be focused clearly on the issue or issues requiring attention. The need is not simply for 'information', but for structured information, clearly presented and narrowed to fit a distinctive decision-making context. An advantage of having a 'formula' or 'model' appropriate to a given situation is that the formula indicates what kind of information is needed to obtain a solution or answer to a specific problem." (Cecil H Meyers, "Handbook of Basic Graphs: A modern approach", 1970)
"Dashboards and visualization are cognitive tools that improve your 'span of control' over a lot of business data. These tools help people visually identify trends, patterns and anomalies, reason about what they see and help guide them toward effective decisions. As such, these tools need to leverage people's visual capabilities. With the prevalence of scorecards, dashboards and other visualization tools now widely available for business users to review their data, the issue of visual information design is more important than ever." (Richard Brath & Michael Peters, "Dashboard Design: Why Design is Important," DM Direct, 2004)
"[…] dirt and stains are more noticeable on white or light-colored clothing. In the same way, dirty data and data quality issues have existed for a long time. But due to the inherent nature of operational data these issues have not been as visible or immense enough to affect the bottom line. Just as dark clothing hides spills and stains, dirty data have been hidden or ignored in operational data for decades." (Margaret Y Chu, "Blissful Data", 2004)
"Gauging the quality of the operational data becomes an important first step in predicting potential dirty data issues for an organization. But many organizations are reluctant to commit the time and expense to assess their data. Some organizations wait until dirty data issues blow up in their faces. The greater the pain being experienced, the bigger the commitment to improving data quality."
"Visualization is an issue at the heart of good dashboard software. Good visualization can be the difference between information overload and information insight. Commonly used graphs (charts) are one example of visualization. However, present-day technology has raised the bar of visualization beyond commonplace charts and data widgets. The three key characteristics requiring evaluation within the area of visualization are: (1) Visual intelligence ( 2) Geographic mapping (3) Screen resolution." (Shadan Malik, "Enterprise Dashboards: Design and best practices for IT", 2005)
"Data governance is about putting people in charge of fixing and preventing data issues and using technology to help aid the process. Any time data is synchronized, merged, and exchanged, there have to be ground rules guiding this. Data governance serves as the method to organize the people, processes, and technologies for data-driven programs like data quality; they are a necessary part of any data quality effort." (Neera Bhansali, "Data Governance: Creating Value from Information Assets", 2014)
"Although performance measurement is often linked to tools such as scorecards, dashboards, performance targets, indicators and information systems, it would be naïve to consider the measurement of performance as just a technical issue. Indeed, measurement is often used as a way of attempting to bring clarity to complex and confusing situations." (Dina Gray et al, "Measurement Madness: Recognizing and avoiding the pitfalls of performance measurement", 2015)
"Data governance presents a clear shift in approach, signals a dedicated focus on data management, distinctly identifies accountability for data, and improves communication through a known escalation path for data questions and issues. In fact, data governance is central to data management in that it touches on essentially every other data management function. In so doing, organizational change will be brought to a group is newly - and seriously - engaging in any aspect of data management." (Mike Fleckenstein & Lorraine Fellows, "Modern Data Strategy", 2018)
"Data is owned by the enterprise, not by systems or individuals. The enterprise should recognize and formalize the responsibilities of roles, such as data stewards, with specific accountabilities for managing data. A data governance framework and guidelines must be developed to allow data stewards to coordinate with their peers and to communicate and escalate issues when needed. Data should be governed cooperatively to ensure that the interests of data stewards and users are represented and also that value to the enterprise is maximized." (Mike Fleckenstein & Lorraine Fellows, "Modern Data Strategy", 2018)
"The desire to collect as much data as possible must be balanced with an approximation of which data sources are useful to address a business issue. It is worth mentioning that often the value of internal data is high. Most internal data has been cleansed and transformed to suit the mission. It should not be overlooked simply because of the excitement of so much other available data." (Mike Fleckenstein & Lorraine Fellows, "Modern Data Strategy", 2018)
"Any change in the reporting requirement had to go through a long-winded process of data model changes, ETL code changes, and respective changes to the reporting system. Often, the ETL process was a specialized skill and became a bottleneck for reducing data to insight turnover time. The nature of analytics is unique. The more you see the output, the more you demand. Many EDW projects were deemed a failure. The failure was not from a technical perspective, but from a business perspective. Operationally, the design changes required to cater to these fast-evolving requirements were too difficult to handle." (Pradeep Menon, "Data Lakehouse in Action", 2022)
"It is often said that data scientists and data analysts spend only 20% of their time doing data analysis work, with 80% consumed by data 'issues'. The bulk of their time is spent finding, evaluating, understanding, and preparing data before analysis can begin. A data catalog inverts this principle by enabling data analysts and data scientists to spend 20% of their time looking for data and 80% performing analysis." (Fadi Maali & Jason Lim, "Implementing a Modern Data Catalog to Power Data Intelligence: Make Trustworthy Data Central to Your Organization", 2022)
"The main challenges include relentlessly chasing data issues that include schema and quality changes (data drift). Sometimes, fixing these issues can cause outages and delays to existing jobs. This is tied tightly to the underlying infrastructure, process, and technology and can be vulnerable to any changes there. For example, a temporary glitch in the cloud ecosystem will result in a failure of the data pipeline." (Anindita Mahapatra, "Simplifying Data Engineering and Analytics with Delta", 2022)
"Consumability is a very important requirement because it will directly affect the experience domain consumers will have in a streaming data mesh. If other domains cannot easily consume streaming data products, then they may opt out of the streaming data mesh and decide to build their own integrations by hand, bypassing any issues they encounter with the data mesh. Some factors to consider when ingesting data derivatives that will affect the consumability of other domains are as follows: (*) Lack of scalability (*) Lack of interoperability" (Hubert Dulay & Stephen Mooney, "Streaming Data Mesh", 2023)
"Choosing the right data ingestion strategy is a significant business decision that partially determines how well your organization can leverage its data for business decision making and operations. The stakes are high; the wrong strategy can lead to poor data quality, performance issues, increased costs, and even regulatory compliance breaches." (James Serra, "Deciphering Data Architectures", 2024)
"The transformation phase represents the most resource-intensive stage of most data projects, often consuming 60-80% of total project time and effort. This significant investment stems from the inherent complexity of converting raw, inconsistent data into clean, structured, and enriched information ready for business use. Every data quality issue must be identified and resolved, every business rule must be correctly implemented, and every integration point must be properly validated. This meticulous work serves as the essential bridge between raw data ingestion and meaningful business insights." (Christopher Maneu et al, "The Definitive Guide to Microsoft Fabric From discovery to building a unified, secure, and scalable data platform", 2025)
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