What You Should & Shouldn't Tell Your Management about Data Governance
 

What You Should & Shouldn't Tell Your Management about Data Governance

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  • Robert S. Seiner KIK Consulting & Educational Services, LLC The Data Administration Newsletter, LLC Post Office Box 112571 Upper St. Clair, Pennsylvania, USA 15241 412.220.9643 Office 412.220.9644 Fax

What You Should & Shouldn't Tell Your Management about Data Governance What You Should & Shouldn't Tell Your Management about Data Governance Presentation Transcript

  • What You Should & Should Not Tell Your Management About Data Governance In Association with The Data Governance Winter Conference 2011 Fort Lauderdale, Florida – November 16-18, 2011 & DataVersity.Net Webinar Date – Wednesday, October 5, 2011 Robert S. Seiner KIK Consulting & Educational Services, LLC – KIKconsulting.com The Data Administration Newsletter, LLC – TDAN.com
    • Robert S. Seiner
      • KIK Consulting & Educational Services, LLC (“ K nowledge I s K ing”)
      • Recent Clients include:
        • Department of Fisheries & Oceans, Coast Guard (Canada)
        • Corning Cable Systems
        • United Overseas Bank (Singapore)
        • University of Minnesota
        • Southern California Edison
        • State Farm Insurance and Bank
        • State of Florida Department of Education
        • Nike, Inc.
        • The Vanguard Group
        • PNC Financial Services
        • SunTrust Bank
        • Walt Disney World
        • PepsiCo International (Mexico)
        • the States of Florida, Pennsylvania, Iowa, …
        • the CIA, the FAA, the US Air Force, … many more.
    Messages for Management Introduction
    • Robert S. Seiner
      • Speaker, Specialist, Author on Data Governance, Stewardship, Meta-Data
      • Publisher of The Data Administration Newsletter – TDAN.com
      • Recognized for the “Non-Invasive Data Governance”™ Approach
    Messages for Management Introduction
    • Webinar Abstract:
      • Most organizations agree that communications plays a large role in Data Governance success .
      • An increasing number of organizations are hiring or taking advantage of internal communications specialists to help them refine and share their messages about Data Governance. Management is an important audience where that communications must be focused.
      • In this one hour webinar, Robert S. Seiner will share specific messages that SHOULD and SHOULD NOT be communicated with the management of your organization .
      • Management must know the facts about what it will take to govern data and the value Data Governance will bring to the business. At the same time, how those messages are crafted and communicated can be a key determinant in Program success.
      • To celebrate the month of October, Bob will share some tricks and treats in the form of targeted messages that you can deliver to Management to raise their level of support, sponsorship and understanding of Data Governance and your Data Governance Program.
    Messages for Management Abstract
  • Messages for Management Definitions
    • Data Governance
      • Data Governance is the Execution and Enforcement of Authority Over the Management of Data and Data-Related Resources. Robert S. Seiner
    • Data Stewardship
      • Data Stewardship is the Formalization of Accountability Over the Management of Data and Data-Related Resources. Robert S. Seiner
    Recent Client Definitions Formalizing behavior around the definition, production and usage of data to manage risk and improve quality and usability of selected data. Formalizing and guiding the behavior over the definition, production and use of information and information related assets.
  • Messages for Management Definitions
    • Non-Invasive Data Governance™
      • The practice of:
        • applying formal accountability & behavior
        • through non-invasive roles & responsibilities
        • to existing and / or new processes
        • to assure that the definition, production & usage of data
        • assures regulatory compliance, security, privacy, protection & quality.
      • Non-Invasive describes how governance is applied to assure non-threatening management of valuable data assets.
      • The goal is to be transparent, supportive, collaborative.
    • With Non-Invasive Data Governance:
      • Stewards are identified and recognized, formalized and engaged according to their existing responsibility rather than being assigned as more work.
      • Governance is applied to existing policies, standard operating procedures, practices, and methodologies … rather than being introduced or emphasized as new processes or methods.
      • Governance augments and supports data integration, risk management, business intelligence and master data management activities rather than imposing inconsistent rigor to these initiatives.
      • Attention is paid to assuring senior management’s understanding of Data Governance, to mediate ownership and promote stewarding of data as a cross-organization asset, rather than the traditional method of “you will do this”.
    Messages for Management Definitions
    • [to] gov·ern [data]
    • v. gov·erned, gov·ern·ing, gov·erns
      • To make and administer the public policy and affairs [of data]
      • To exercise sovereign authority [in data]
      • To control the speed or magnitude [of data]
      • To regulate [data]
      • To control the actions or behavior [of data]
      • To keep under control [data] ; to restrain [data]
      • To exercise a deciding or determining influence [on data]
      • To exercise political authority [over data]
      • To have or exercise a determining influence [over data]
            • FreeDictionary.com [Bob Seiner]
    Messages for Management Definitions T r i c k S or T r e a t S ?
  • Messages for Management Core Messages
    • What We Should Tell Management About Data Governance
      • We ARE already governing data (but we are doing it informally). 
      • We CAN formalize how we govern data by putting structure around what we are presently doing.
      • We CAN Improve.
      • We DO NOT Have to Spend A Lot of Money.
      • We NEED structure.
  • Messages for Management Core Messages
    • What We Should Not Tell Management About Data Governance
      • Do NOT Sell Data Governance as being A HUGE CHALLENGE.
      • Emphasize that Data Governance is NOT A TECHNICAL SOLUTION.
      • Emphasize again that PEOPLE BEHAVIOR IS GOVERNED, Not Data.
      • Emphasize that Data Governance is an EVOLUTION, NOT REVOLUTION.
    • We ARE already governing data (but we are doing it informally). 
      • There are already people in the organization that have responsibility for data.
      • We should inventory who does what with the data and provide an operating model of roles and responsibilities that best suits our organization.
      • At some level, there will need to be somebody that has an enterprise view and responsibility for data that cuts across the silos and manage data as a shared resource. 
      • This will be our biggest challenge because it is not natural for us to manage data as a shared and enterprise resource.
      • A challenge but a "do-able" challenge nonetheless.
    Messages for Management What We Should Tell Management
    • We CAN formalize how we govern data by putting structure around what we are presently doing.
      • There are people in our organization in operational, tactical, strategic and support roles around data.
      • We need to know who they are and put formal structure around who is responsible, accountable, consulted and informed about the business rules and regulations associated with the data they define, produce and use.
    Messages for Management What We Should Tell Management
    • We CAN Improve.
      • Our Data Governance efforts can help us to improve how we manage risks associated with compliance, classification, security, business rules ... of our data.
      • People of our organization potentially put us at risk every day when they are not assured of knowing the rules associated with the handling of data.
      • Our efforts to improve the quality of data must be coordinated and cooperative across business units using the formal structure mentioned above.
      • Quality assurance requires that operational and tactical staff have the ability to record, track and resolve known data quality issues.
      • Our organization can immediately improve how we communicate about data through recording and sharing information about who does what with data.
    Messages for Management What We Should Tell Management
    • We DO NOT Have to Spend A Lot of Money.
      • Data Governance is not a costly endeavor.
      • Depending on the approach we take, Data Governance should only cost the time we put into it.
      • Certainly Data Governance will require that an individual(s) spend the time defining and administering the Program, but there is large misconception that Data Governance must be over-and-above the existing work efforts of the organization.
      • We should avoid calling things "Data Governance processes" because that gives people the impression that formal behavior around data definition, production and usage of data is the fault of data governance rather than the glue that assures these behaviors are handled properly.
    Messages for Management What We Should Tell Management
    • We NEED structure.
      • We should consider the “Non-Invasive Data Governance”™ Approach.
      • We must follow a proven approach to Data Governance that is not threatening to the people of our organization that will participate in the program.
      • Data Governance will require that both the business and the technology areas of the organization take formal and shared accountability for how data is governed.
      • The participants in the Data Governance Program already have "day jobs" and we must add value, not interfere, with what they do as their daily jobs.
      • The goal of "Non-Invasive Data Governance"™ is to be transparent, supportive and collaborative.
      • These concepts lie at the heart of the implementation of the "Non-Invasive Data Governance"™ approach. 
    Messages for Management What We Should Tell Management
    • Do NOT Sell Data Governance as being A HUGE CHALLENGE.
      • If your management already thinks that Data Governance will be a big challenge, try to calm their nerves by referring to the first five messages. Data Governance can be implemented in a non-threatening, non-interfering, non-culture changing … dare I say – “Non-Invasive” way that will reduce the challenge significantly.
      • Data Governance doesn’t have to be implemented all at once. In fact, most successful organizations (data governance-wise) implement their programs incrementally – incrementally in 1) the scope of the data that is governed (domain-wise and organizationally) and/or 2) the level of governance (formal behavior) that is applied to that data. See #9 for further thoughts on this.
    Messages for Management What We Should Not Tell Management
    • Emphasize that Data Governance is NOT A TECHNICAL SOLUTION.
      • There will likely be a technical component to your Data Governance program. But then again, there might not be. Most people agree that you cannot purchase software or hardware that will BE your Data Governance solution. And most people will agree that simple tools can be developed (i.e., the KIK's Common Data Matrix) internally to help organizations govern people's behaviors (see #8).
      • Technology can assist in formalizing people’s behavior. Data only behaves the way people behave. Therefore, technology may help you to govern the behaviors of people, but it won’t – by itself – govern the data.
    Messages for Management What We Should Not Tell Management
    • Emphasize again that PEOPLE BEHAVIOR IS GOVERNED, Not Data.
      • Data Governance is typically about formalizing the behavior of people for the definition, production and usage of data. Formalizing people’s behavior, not data. Data only behaves the way people behave. Therefore, technology may help you to govern the behaviors of people, but the data does what it’s told.
      • Since it is people's behavior that is governed, many organizations consider Data Governance to be a process-driven discipline. That is partially true. Getting people to do the right thing at the right time is a big part of governance; however, organizations that "sell" data governance as all new "governance" processes struggle because of the inherent (viewed) invasiveness of that approach. Governance should formalize behavior around existing processes first, and only add to people's workloads as a last resort.
    Messages for Management What We Should Not Tell Management
    • Emphasize that Data Governance is an EVOLUTION, NOT REVOLUTION.
      • As was stated earlier, Data Governance will not be completed all at one time. There are a few different ways that organizations transition themselves into a Data Governance state. Some organizations focus early on specific domains or subject areas of data. Some organizations focus on specific business areas, divisions, units, applications, rather than implementing all across the organization at once. Some organizations focus on a combination of the two or three, specific domains within specific business units using specific applications. There is no single correct way to evolve into your company. But I can almost assure you that if you treat it as a revolution, there will be a revolt.
    Messages for Management What We Should Not Tell Management
  • Messages for Management Business Area Value Statements Appendix B – [COMPANY] Data Governance Business Area Value Statement [COMPANY] will take a non-invasive approach to Data Governance. Non-invasive means four things: 1. Roles & responsibilities will be formalized rather than being handed to individuals as new work. 2. Existing functions and processes will be formalized and documented rather than rewritten. 3. Individuals will be held formally accountable for following agreed upon functions and processes. 4. The impact of change management on daily operations decisions will be formally managed. For the purpose of these Business Value Statements, FORMALIZE ACCOUNTABILITY will mean that RESPONSIBILITIES WILL BE EXTENDED AND INSTITUTIONALIZED . For this approach to succeed, the Business Value of [COMPANY] Data Governance (DG) will be recorded and communicated effectively to the Practice participants. The following are examples in which a properly applied Data Governance Practice could mitigate issues. These examples were identified during interviews to provide background in support of the Data Governance Practice:
  • Messages for Management Business Area Value Statements Deal Changes – Data Locked or Not Locked (xxx)   DG should formalize accountability for monitoring and tracing the impact of deal and contract changes. It was reported that there are changes made to deal prices even though the data is assumed by the Finance area to be locked. These changes include changes to volumes, deals being cancelled or called off, all forcing the need for someone to trace changes back through processing to identify when and why the changes were made, and to determine if the changes were valid and/or overwritten. The bottom line is that Settlement must be completed in a timely manner even if that calls for the selection to use “any price” or the “best guess” price. The present actions of [BUSINESS AREA] cause rework and investigatory work that leads to inefficient and ineffective use of resources. Data Governance will formalize the responsibility to document and record deal changes that lead to educated decision being made during the Settlement process.
  • Messages for Management Business Area Value Statements Work Arounds (xxx)   DG should formalize accountability to identify, review and resolve daily operational issues that require undocumented “work arounds” to complete a process. It was reported that 99% of all disputes come from processes that were considered “work arounds” to accepted or standard processes. It was reported that “checks and balances must be put in place” to assure that present and future processes operate effectively. It was also reported that these “work arounds” only become apparent when the [BUSINESS AREA] cannot settle which only represents a small percentage of all settlement activity. The present actions of [BUSINESS AREA] demonstrate that in absence of somebody owning this problem, there will never be a solution. Data Governance will formalize the use of resources to attack this issue and prevent long-term use of “work arounds”.
  • Wrap Up & Discussion
    • Final Summary
      • Definitions
      • What You Should Tell Management (Messages 1-5)
      • What You Should Not Tell Management (Messages 6-9)
      • Business Value Statements
    • Questions & Answers
    • Thank you!
  • Contact Information
    • Robert S. Seiner
      • KIK Consulting & Educational Services, LLC – KIKconsulting.com
      • The Data Administration Newsletter, LLC – TDAN.com
      • Post Office Box 112571, Upper St. Clair, Pennsylvania 15241
      • 412.220.9643, 412.220.9644 (Fax)
      • [email_address]
      • [email_address]
      • @RSeiner