Data Governance Blog

Practical Data Governance – Getting to Action

Four Steps to Action

Two things many of my readers are searching for are a good definition for data steward, and a practical path to actionable data governance. This entry addresses the latter. While there is no silver bullet, here are four steps you can take after you get your senior management support.

1: Map the Prime Information Flow

In an earlier post I described what to govern. Knowing what you intend to target with your efforts is essential to limit scope and keep you focused on the prime data in your organization. Mapping out a high level information flow diagram and identifying the associated data stewards is essential to stakeholder analysis. The components of your prime information flow will be the subject of your audit activity in step four.

2: Choose an External Standard

There is no need to reinvent the wheel when it comes to data governance and management. In fact, you can end up spinning yours if you try to define a standard from scratch.  Over the last several years some very bright minds have developed excellent external standards to use including COBIT and ISO38500. There are also industry specific standards you should include those in your list of external references. Using external references adds credibility to your program, can help reduce (not eliminate) internal conflicts, and speed up program development.

3: Create a Local Data Integrity Standard

Adopt applicable portions of the external standard using a less-is-more approach to create your own Data Integrity Standard (DIS). This is very important to constraining scope. You are setting the baseline for your data governance maturity model.  You need enough requirements to meet the need without going overboard and alienating staff. Remember, just because you are in the buffet line doesn’t mean take one of everything. The same applies to implementing a local standard. A successful program sets a good foundation with simple core requirements.

Suggested minimum components of the internal DIS are:

• Stewardship – roles and responsibilities are defined
• Fundamental data management practices (data model management, metadata management, MDM practices, etc…)
• Change control fundamentals are defined
• Issue resolution requirements are defined

4: Conduct Baseline Audit

Audit your information flow against the standard, grade each DIS requirements against each component of the information flow. Use a simple grading scale of 1-5 then create a heat map (bottom right of graphic below). Be reasonable in this audit and look for opportunities to acknowledge during the audit, the good practices already in place.

Also be alert for good examples of how data governance is already working in your organization to build your catalog of best practices. Keep in mind that while you are conducting the baseline audit, you are also communicating expectations to your data stewards. They will be paying attention and learning from this audit.

Practical Data Governance

Actions

Now it is time for making and showing improvements. After completion of the baseline audit, you rank the components of your information flow and the requirements of the DIS based on the cumulative scores. This identifies the business controls and information system functions that are being governed successfully, or need improvement. Then you can apply a Raise and Praise strategy.

1: Raise the Bottom Tier

Target the bottom third of information flow components and audit requirements for process improvement. Be mindful this is not a punitive action. If you were transparent with the audit results, the stewards are already feeling under the gun. Use the opportunity to coach and develop the stewardship function. The goal is to raise the bar and position your data stewards and your organization for future success. If you are punitive, you will create fear and resentment of the program and doom it to failure from the outset.

2: Praise the Top Tier

Publicly praise the stewards of the top scoring components of the information flow. Nothing you can do is more important than this step. By appealing to the basic human need for acceptance and recognition, you will light a fire under the other stewards in the organization and propel your data governance effort forward.