When starting a Data Governance program, significant time, effort and bandwidth is typically spent selling the concept of data governance and telling people in your organization what data governance will do for them. This may not be the best strategy to take. We should focus on making Data Governance THEIR idea not ours.
Shouldn’t the strategy be that we get the business people from our organization to tell US why data governance is necessary and what data governance will do for them? If only we could get them to tell us these things? Maybe we can.
Join Bob Seiner and DATAVERSITY for this informative Real-World Data Governance webinar that will focus on getting THEM to tell US where data governance will add value. Seiner will review techniques for acquiring this information and will share information of where this information will add specific value to your data governance program. Some of those places may surprise you.
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
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• When starting a Data Governance program, significant time, effort andbandwidth is typically spent selling the concept of data governance andtelling people in your organization what data governance will do for them.
• This may not be the best strategy to take.
• We should focus on making Data Governance THEIR idea not ours.
Non-Invasive Data Governance™ is a trademark of Robert S. Seiner & KIK Consulting
44
#RWDG @RSeiner
• Shouldn’t the strategy be that we get the business people from ourorganization to tell US why data governance is necessary and what datagovernance will do for them?
• If only we could get them to tell us these things? Maybe we can.
• Join Bob Seiner and DATAVERSITY for this informative Real-World DataGovernance webinar that will focus on getting THEM to tell US where datagovernance will add value.
• Seiner will review techniques for acquiring this information and will shareinformation of where this information will add specific value to your datagovernance program. Some of those places may surprise you.
Non-Invasive Data Governance™ is a trademark of Robert S. Seiner & KIK Consulting
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• Setting Expectations Around Data Governance
With Data Governance in General:
– Many organizations view Data Governance as being over-and-above normalwork efforts and threatening to the existing work culture of the organization.
We should tell them – It does not have to be that way.
– Many organizations have a difficult time getting people to adopt DataGovernance best practices because of a common belief that Data Governance isabout command-and-control.
We should tell them – It does not have to be that way.
– While I firmly state that Data Governance is “the execution and enforcement ofauthority over the management of data”, nowhere in that definition does it saythat Data Governance has to be invasive or threatening to the work, people andculture of the organization.
We should tell them – It does not have to be that way.
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• Setting Expectations Around Data Governance
With Non-Invasive Data Governance™:
– Data steward responsibilities are identified and recognized, formalized andengaged according to their existing responsibility rather than being assigned orhanded to people as more work.
– The governance of data is applied to existing policies, standard operatingprocedures, practices, and methodologies … rather than being introduced oremphasized as new processes or methods.
– The governance of data augments and supports all data integration, riskmanagement, business intelligence and master data management activitiesrather than imposing inconsistent rigor to these initiatives.
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• Setting Expectations Around Data Governance
With Non-Invasive Data Governance™:
– Specific attention is paid to assuring senior management’s understanding of apractical and non-threatening yet effective approach to governing data that willbe taken to mediate ownership and promote stewarding of data as a cross-organization asset, rather than the traditional method of “you will do this”.
– Best practices and key concepts of the non-threatening approach arecommunicated effectively, compared to existing practices to identify andleverage strengths and enable the ability to address opportunities to improve.
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1. 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 operatingmodel of roles and responsibilities that best suits our organization.
– At some level, there will need to be somebody that has an enterprise view andresponsibility for data that cuts across the silos and manage data as a sharedresource.
– This will be our biggest challenge because it is not natural for us to manage dataas a shared and enterprise resource.
– A challenge but a "do-able" challenge nonetheless.
Data Governance ExpectationsMessages for Management
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2. We CAN formalize how we govern data by putting structure around whatwe are presently doing.
– There are people in our organization in operational, tactical, strategic andsupport roles around data.
– We need to know who they are and put formal structure around who isresponsible, accountable, consulted and informed about the business rules andregulations associated with the data they define, produce and use.
Data Governance ExpectationsMessages for Management
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3. We CAN Improve.
– Our Data Governance efforts can help us to improve how we manage risksassociated with compliance, classification, security, business rules ... of our data.
– People of our organization potentially put us at risk every day when they are notassured of knowing the rules associated with the handling of data.
– Our efforts to improve the quality of data must be coordinated and cooperativeacross business units using the formal structure mentioned above.
– Quality assurance requires that operational and tactical staff have the ability torecord, track and resolve known data quality issues.
– Our organization can immediately improve how we communicate about datathrough recording and sharing information about who does what with data.
Data Governance ExpectationsMessages for Management
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4. 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 timewe put into it.
– Certainly Data Governance will require that an individual(s) spend the timedefining and administering the Program, but there is large misconception thatData Governance must be over-and-above the existing work efforts of theorganization.
– We should avoid calling things "Data Governance processes" because that givespeople the impression that formal behavior around data definition, productionand usage of data is the fault of data governance rather than the glue thatassures these behaviors are handled properly.
Data Governance ExpectationsMessages for Management
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5. We NEED structure.
– We should consider the Non-Invasive Data Governance™ Approach.
– We must follow a proven approach to Data Governance that is not threateningto the people of our organization that will participate in the program.
– Data Governance will require that both the business and the technology areas ofthe organization take formal and shared accountability for how data is governed.
– The participants in the Data Governance Program already have "day jobs" andwe 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 andcollaborative.
– These concepts lie at the heart of the implementation of the Non-Invasive DataGovernance™ approach.
Data Governance ExpectationsMessages for Management
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6. 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 Governancecan 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, mostsuccessful organizations (data governance-wise) implement their programsincrementally – incrementally in 1) the scope of the data that is governed(domain-wise and organizationally) and/or 2) the level of governance (formalbehavior) that is applied to that data. See #9 for further thoughts on this.
Data Governance ExpectationsMessages for Management
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7. 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 purchasesoftware or hardware that will BE your Data Governance solution. And mostpeople will agree that simple tools can be developed (i.e., the KIK's CommonData Matrix) internally to help organizations govern people's behaviors (see #8).
– Technology can assist in formalizing people’s behavior. Data only behaves theway people behave. Therefore, technology may help you to govern thebehaviors of people, but it won’t – by itself – govern the data.
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8. Emphasize again that PEOPLE BEHAVIOR IS GOVERNED, Not Data.
– Data Governance is typically about formalizing the behavior of people for thedefinition, production and usage of data. Formalizing people’s behavior, notdata. Data only behaves the way people behave. Therefore, technology may helpyou 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 DataGovernance to be a process-driven discipline. That is partially true. Gettingpeople 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 thatapproach. Governance should formalize behavior around existing processes first,and only add to people's workloads as a last resort.
Data Governance ExpectationsMessages for Management
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9. 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 aData 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. Someorganizations focus on a combination of the two or three, specific domainswithin specific business units using specific applications. There is no singlecorrect way to evolve into your company. But I can almost assure you that if youtreat it as a revolution, there will be a revolt.
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• Inconsistencies in the definition, production and use of specific critical pieces of data across the company prevent the ability to:– Compare costs across regions
– Identify the best place to get alternate or substitute materials
– Provide sophisticated ad-hoc cross-company analysis
– Leverage capacity and material use
– Manage planning for supply chain and demand globally
– Reduce overall investment in capital improvements
– Target areas where cross-company comparisons will add the most value
– Formally decide the best approach to build consistency in that data
– Complete the process of building consistency in the data
– Compare raw material usage across regions, plants
– Fully plan for and leverage material use
– Identify where raw materials are used globally
– Identify which raw materials can be substituted forother raw materials
– Compare data across regions, plants, … for planning,development and delivery purposes
– Identify where to build new plants to address customerneeds
– Clearly define global data owners or those people withGlobal responsibilities
– Provide solid cost comparisons across the Company, byplant or by region
– Define, measure and report On-Time Delivery (OTD)
– Provide consistency in how to measure and what tomeasure in regards to production, shipping, requests
– Provide consistent analysis by regions, costs,allocations,
Data Governance ExpectationsWhere Should We Expect to See Benefit?
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• Data Governance provides a formal framework of roles and processes thatwill enable the company to:– Formally address accountability and ownership of that data
– Formally investigate and report the benefit and gain from consistency
in that data
– Formally investigate and report the cost associated with the benefit
and gain
– Formally identify the resources and time required to achieve the
– benefit and gain
– Complete the process of building consistency in the data
– Control and manage raw material substitution
– Identify and plan for where raw materials are used
– Compare material usage across plants
– Identify alternate and substitute raw materials
– Improve metrics around data – ability to count products, materials,
customers, …
– Analyze and measure time required to load data into system globally
– Provide faster innovation and redefinition in processes, products
– Formalize and implement data standards for the most critical data across BOMs, routings, costs
– Communicate efficiently and effectively regarding product changes
– Utilize cost and production data globally to Identify and retire products that are less profitable
– Prevent rework associated with product changes not formally communicated and rejected by customers
– Formalize responsibility for communications across the manufacturing business areas
– Standardize the approach to our product management by improving the understanding of cost
Data Governance ExpectationsWhere Should We Expect to See Benefit?