RWDG Slides: Data Governance Roles and Responsibilities

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Copyright © 2020 Robert S. Seiner – KIK Consulting & Educational Services / TDAN.com
Non-Invasive Data Governance™ is a trademark of Robert S. Seiner & KIK Consulting
#RWDG @RSeiner
Real-World Data Governance
Data Governance Roles and Responsibilities
Monthly Webinar Series Hosted by DATAVERSITY
Robert S. Seiner – KIK Consulting / TDAN.com
August 20, 2020 – 11:00 a.m. PT / 2:00 p.m. ET

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#RWDG @RSeiner
Introduction
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• In the webinar I will share:
– Executive, Strategic, Tactical, Operational, and Support-level roles
– How to Customize an Operating Model to Fit Your Organization
– Detailed Responsibilities for Each Level
– Defining Who Participates at Each Level
– Using Working Teams to Implement Tactical Solutions
Abstract

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Executive, Strategic, Tactical, Operational and Support-Level Roles

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• Five Levels of the Data Governance Framework
– Executive – Senior Leadership – Enterprise Perspective
– Strategic – Senior Management – Organizational Perspective
– Tactical – Data Owners – Cross Business Unit Perspective
– Operational – Overseers – Business Unit Specific Perspective
– Support – Functions – Administration and Utility Perspective
Identify the appropriate number of levels
and ordering of levels.

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EXECUTIVE
STRATEGIC
TACTICAL
OPERATIONAL
SUPPORT
Copyright © 2019 – Robert S. Seiner and KIK Consulting & Educational Services, LLC
Levels
Components
ROLES
COMMUNICATIONS
TOOLS
METRICS
PROCESSES
DATA GOVERNANCE FRAMEWORK
DATA
LEVELS
EXECUTIVE – SENIOR LEADERSHIP TEAM
STRATEGIC – BUSINESS & TECHNOLOGY MGMT
TACTICAL – SUBJECT MATTER EXPERTISE
OPERATIONAL – DAILY JOB FUNCTION
SUPPORT – FUNCTIONAL MANAGEMENT
COMPONENTS
DATA – ASSETS BEING GOVERNED
ROLES – FORMAL ACCOUNTABILITY
PROCESSES – APPLICATION / ENFORCEMENT
COMMUNICATIONS – EDUC, TRN, AWARENESS
METRICS – MEASUREMENTS and KPIs
TOOLS – ARTIFACTS PURCHASED / DEVELOPED

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EXECUTIVE
STRATEGIC
TACTICAL
OPERATIONAL
SUPPORT
Copyright © 2019 – Robert S. Seiner and KIK Consulting & Educational Services, LLC
Levels
Components
ROLES
COMMUNICATIONS
TOOLS
METRICS
PROCESSES
DATA GOVERNANCE FRAMEWORK
DATA
LEVELS
COMPONENTS
LEVELS
COMPONENTS

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• What to Name the Levels
– Executive – Senior Leadership – DG Steering Committee
– Strategic – Senior Management – DG Council
– Tactical – Data Owners – Data Domain Stewards
– Operational – Overseers – Data Stewards
– Support – Functions – Already Named

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• Why Each Level is Important
– Without Senior Leadership support, sponsorship & understanding,
the Data Governance program is at risk. (Executive)
– Without Strategic Involvement, Data Governance will not become a
priority and agreement will be harder to come by. (Strategic)
– Without Owner (sic) and SME engagement, data will continue to be
a siloed and ungoverned asset. (Tactical)

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• Why Each Level is Important
– Without people being held accountable for their relationship to the
data they define, produce and use, governance will not happen.
(Operational)
– The supportive functions are already governing data and Data
Governance efforts need to recognize and leverage that fact.
(Support)

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• Space in the Levels
– Space at each level represents percentage of decisions made.
– Space in the tower at the top of pyramid.
– Business Unit to Cross-Business Unit to Organization to Enterprise
– Formality to breaking down silos.
– Consistency in colors.
How to Customize an Operating Model to Fit Your Organization

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• Meaning of the Borders & Escalation Path
– Sections bordering represents coordination and cooperation.
– Data Governance Office administers with everybody.
– DGO facilitates working teams.
– Working teams made up of SMEs and Data Stewards,

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• Qualifiers to Reduce Complexity
– Associated with each level.
– Minimize the bureaucracy and fear factor.
– Highlights non-invasive aspect of Data Governance.
– Important communications element.
– Language appropriate to the organization.
NewLeverageExists
ExistsNewLeverageExists

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Detailed Responsibilities for Each Level

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• Executive Responsibilities
– Data Governance Steering Committee
• Identify people in their part of the organization for Data
Governance Council.
• No specific day-to-day or monthly data governance activities
… except to be reported to
• Support, Sponsorship and Understanding of Data Governance
• Data Governance / Council becomes an agenda item at meetings

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• Strategic Responsibilities
– Data Governance Council
• Become educated in what Data Governance means, how it can and
will work for the organization and what it means to embrace Data
Governance and activate Data Domain Stewards.
• Approve things that need to be approved – i.e., Data Policy, Data
Role Framework, methods, priorities, tools, …
• Push Data Governance into their areas by actively promoting
improved data governance practices.

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• Strategic Responsibilities
• Make decisions at a strategic level in a timely manner given the
appropriate knowledge to make that decision.
• Meet regularly (or send alternate), read minutes to stay informed of
Data Governance Program activities.
• Identify and approve of pivotal data governance roles including
cross-enterprise domain stewards and coordinators.
• Advise the Data Governance Council Owner in applying data
governance to Risk Management, Compliance, Business Unit-
specific governance interests.

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• Tactical Responsibilities
– Data Domain Stewards
• Responsible for ‘enterprise’ management of a domain of data.
• Identified by position (or person) as part of a single business unit or
functional area.
• When acting in role of data domain steward, affiliation to business
unit becomes secondary.
• Involved/facilitator in cross business unit resolution of data
definition, production and usage issues.
• May or not be the authority (decision maker). Depends on position
in the organization.

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• Responsible for escalating well-documented issues to the strategic
level with or without recommendation.
• Responsible for documenting data classification rules, compliance
rules, business rules for data in their domain (may delegate this).
• Responsible for making certain the rules are communicated to all
stakeholders of data in that domain (may delegate).
• Responsible for participating in tactical groups (with other domain
stewards, steward coordinators, and operational stewards) for finite
periods of time to address specific issues and projects related to
their domain and business unit.

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– Data Domain Stewards Traits
• Vision of what the future of data as an asset looks like
• Looking for ways to improve the status quo
• Ability to motivate the organization
• Set an example of data-related behavior
• Team players
• Diplomatic
• Personal interest, intuitive ability and communication skills
to facilitate issue resolution to achieve a “win-win.”

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– Data Steward Coordinators
• Act as the point communications person for distributing rules and
regulations per domain of data to the operational stewards in their
business unit (and making certain that the operational data
stewards understand the rules & risks).
• Act as the point communications person for their business unit to
document and communicate issues pertaining to specific domains
of data to the proper data domain steward.
• Act as the point person in the Common Data Matrix (or data
steward repository) regular change control process.

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– Data Steward Coordinators
• Identify the operational stewards of data per domain for their
business unit.
• Work alongside the Data Domain Stewards and operational data
stewards on specific Tactical Data Steward teams that are set up for
the duration of issue resolution or project focused task.
• Typically have no decision-making authority but plays a pivotal role in
data governance and data stewardship success.

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• Operational Responsibilities
– Data Stewards
• Participate in creating/reviewing data definitions
• Participate in the integrity and quality of data definition
• Producing, creating, updating, deleting, retiring, archiving data.
• Integrity and quality of the data created/updated in dept or process.
• Following rules associated w/identifying & classifying data access levels

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– Data Stewards
• Identifying and documenting regulatory and legal/risk issues
• Supporting/sharing knowledge w/ other stewards
• Communicating new/changed business requirements to individuals who
may be impacted and can influence change
• Communicating concerns, issues and problems with data to the
individuals that can influence change

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– Data Stewards
• Defining the data that will be used by the organization, how that
data will be used, and how that data will be managed. (Data Definers)
• Producing, creating, updating, deleting, retiring, archiving the data
that will be managed. (Data Producers)
• Using data to perform their job and processes.
• Integrity of data usage. (Data Users)

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• Support Responsibilities
– Data Governance Planning / Office / Administrator
• Planning Team evolves into the Program Team
• Participate in Data Governance Program Development
• Architect Solution & Framework
• Assist in Administering the Program
• Facilitate the Data Governance Council meetings

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• Participate in the Development & Delivery of Education, Awareness
& Mentoring Materials
• Report Results to Data Governance Council
• Participate in the Development & Delivery of Data Governance
Policies, Standards, Guidelines, and Procedures

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• Assist in Defining Data Quality Metrics for Periodic Release
• Support Data Quality Issue Analysis/Remediation for “Strategic” Data
• Conduct Audits to Ensure Components in Place for Improving Program

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– Data Governance Partners
• Focus on Consistent Protection of Data through Classification
• Responsible for Technical Data Handling to Meet Data Classification
• Secure Infrastructure On Behalf of the Business Units
• Managing Projects to assure appropriate Data Governance
• Responsible for championing the integration of data governance
within the standard project methodology.

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• Ensure that policies, procedures and metrics are in place for
maintaining & improving data quality and the creation, capture and
maintenance of metadata.
• Ensure that all “strategic” data is modeled, named, and defined
consistently.
• Ensure that projects source and utilize data from the designated
system of record.

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• Provide technical support for ensuring data quality.
• Provide technical support for data governance and data cleansing.
• Ensure that metadata critical to Data Governance is included and
accessible.

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• Executive Participation
– Senior Management/Steering Committee
– Made up of C-level individuals (or similar)
– Committee may already exist
Defining Who Participates (and How Much Time) at Each Level

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• Strategic Participation
– Often aligned with, or assigned by, an Executive level member
– Direct accountability to Executive level
– Often an alternate will be identified as a ‘stand in’

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– The Data Governance Council Consists of Strategic
Representatives of Business Divisions & Information Technology.
– Why do we need a Data Governance Council?
• Coordination of Data Governance Activities Across Divisions
• Cooperation Assurance Across Divisions
• Communications Assurance Across Divisions
• Comprehensive Risk Management Across Divisions
• Consistency in Ability to Apply Discipline Across Divisions

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– How much of a time commitment is there for Council Members:
• Monthly Data Governance Council Meetings
Council Consists of Representatives from All Divisions
Meetings Scheduled by Council Owner
Meeting Agenda and Facilitation by DGPT
Meeting Time 60 to 90 minutes a month

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• Availability to Read/Review/Comment/Recommend/Approve …
Data Policy & Mandates
Operating Model of DG Roles
Pro-Active and Reactive Data Governance Activities
Time needed varies 60 to 90 minutes a month

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• Availability to Resolve Issues Escalated to the Strategic Level
~5-10% of Data Issues Get Escalated to this Level
Higher % Indicates Deficiency in Tactical Level
Issues Not Resolved at Council Meetings
Time commitment varies

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• Tactical Participation
• Calling Them “Owners” Implies Exactly the Wrong Thing
• Recognize the People That People Go to for Answers / Decisions
• Formalize Data Subject Matter Experts
• Positive Connotations Come With Recognition
Most Important Level of the Pyramid.
Where the Silos are Broken Down.

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• Tactical Participation
• Formalize Levels of Accountability and Responsibility
• Potentially Also Recognized by Policy
• Concept of Business Unit Domain Stewards
• Possibly the Most Difficult Role to Recognize.
• Potentially Recognized / Approved by the Strategic Level.
Most Important Level of the Pyramid.
Where the Silos are Broken Down.

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• Operational Participation
– Operational Data Stewards – people with relationship to data
• Business Data Stewards
• Data Definers
• Data Producers
• Data Users
– “Deputy” Data Stewards
– To get complete coverage …
Everybody is a Data Steward … Get over it!

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• Support Participation
– Data Governance Planning/Program Team/Office
• Information Technology
• Risk Management – Regulatory & Compliance
• Project Management Office
• Agile Project Teams
• Information Security
• Centers of Excellence/Working Teams

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• Role of the Working Team
– Represent stakeholders
– Gain appropriate participation
– Work a specific opportunity
– Not always to solve a “problem”
– Operationalize Data Governance
Using Working Teams to Implement Tactical Solutions

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• Role of the Working Team
– Improve Data Definitions/Standards for Critical Data Elements (CDE)
– Improve Data Production and Collection
– Improve Data Usage and Understanding of Business Data Rules
– Improve Data Quality through Data Documentation and Metadata
– Improve Data Protection by focusing on Business Unit by Business Unit
comparison of data handling to standards.

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• Operationalizing the Working Team
– Used to achieve results and business outcomes.
– The results and outcomes will not come without working teams.
– The data WILL NOT govern itself.
– The metadata WILL NOT govern itself.
– Data Governance adds little value unless operationalized.

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Summary

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#RWDG @RSeiner
• In the webinar I shared:
– Executive, Strategic, Tactical, Operational, and Support-level Roles
– How to Customize an Operating Model to Fit Your Organization
– Detailed Responsibilities for Each Level
– Defining Who Participates at Each Level
– Using Working Teams to Implement Tactical Solutions
Summary

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Questions and Answers
Meet me in the Dataversity Community
to continue the conversation.
https://community.dataversity.net/

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#RWDG @RSeiner
• Robert S. Seiner
KIK Consulting & Educational Services – KIKconsulting.com
The Data Administration Newsletter – TDAN.com
412.220.9643 rseiner@tdan.com @RSeiner
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RWDG Slides: Data Governance Roles and Responsibilities

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RWDG Slides: Data Governance Roles and Responsibilities