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Optimal Data Governance Organisation

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The Optimal Data Governance Organisation' is directly aligned with our Enterprise Views of Application Development, Information Development and Infrastructure Development and in enabling the SAFE Architecture.



The Optimal Data Governance Organisation provides an ideal model for deliver information value completely across the Enterprise. It builds on the characteristics of a Managed Data Governance Organisation by focusing on Continuous Improvement, Ongoing Monitoring and Root Cause Analysis.

From a technology perspective, it is mature in its use of Services Oriented Architectures, Real-Time Integration and provides a holistic approach to managing structured and unstructured information. It also applies a collaborative approach to data governance.


This approach has several advantages over the minimum set of capabilities that are introduced in the prior models, by introducing a model that supports:

  • Architecture Balance The organisational model of Application, Infrastructure and Information put the proper focus on the areas of growing importance in contemporary organisations.
  • End-to-End Data StewardshipAs opposed to having individual data stewards on the project team, this is an area that becomes defined in each of the roles. Stewardship becomes implied and is a responsibility across the team.
  • Integration Reuse This organisational structure complements delivery of a Services Oriented Architecture of reusable Information and Integration assets through a centralized Centre of Excellence for building these capabilities.
  • Data Management Services The Services Oriented Architecture is extended to the Data Management environment to bring out these reusable capabilities for the enterprise. This organisational model supports delivery of this approach.
  • Active Metadata Management Most organisations talk about a metadata-driven approach but fail to see it through. In this organisational model, there is a group that is responsible for managing data at rest, data in motion and data in use and enforcing its use across the organisation.
  • e-WoX Enterprise Whole of X (Customer, Products) is a goal that is often difficult to achieve in existing organisations. This organisation model * provides the team structure to support the project initiatives in this area.
  • Information Evangelists The business doesn’t always know what information it has available to it. The Information Deployment Managers and MIS Business Development Managers play this role in this organisation model.

Mission Statement

The Visionfor the Information Development team is to formulate an Enterprise program for Information Management (starting with a specific project) and facilitate its ongoing implementation. To realize this approach, the team would move to a new organizational model which is known as an Information Development Center of Excellence.


The to be successful, the initiative need to be sponsored and support at the highest levels of IT management and within the initiating program. The approach will concentrate on using a relatively small core of senior staff to leverage the ongoing work across the enterprise. There is no intention to assume that the architectural content and detail can be done centrally. The core staff will facilitate, synthesize, mentor, communicate and create where appropriate and necessary.

Overall Team Structure

Organizational Model

The Organisational Model for the Optimal Data Governance Organisation uses a “balance of power” across architecture, delivery and management whilst providing enablers to:

  • Align Business and Technology Strategy
  • Align Strategic and Tactical Objectives
  • Technology procurement efficiencies
  • Justify spend based on business case
  • Balance risk with speed of delivery
  • A common set of technology standards and policies
  • Reuse at an enterprise level

The key team members across the areas must actively collaborate through formal and informal reporting relationships to guide a strategic idea to its realization.

This has shown to be a very successful model for contemporary IT organizations and complements a centralized approach for the Technology Backplane. It is a model focused on providing solutions for the Business, driven by the needs of the Business.

Organisational Structure

The Optimal Data Governance Organisation has a similar structure to the Managed Data Governance Organisation. There is however, typically more sophistication in the following areas:

An Optimal Information Development Organisation
  • The Leadership Team is very knowledgeable on the importance of information management. Individuals including senior executives are encouraged to make Information Development a strategic priority.
  • The Architecture Team includes representation across the business, infrastructure and information in a balanced fashion. Architects are guided by an overall strategic vision for implementation and are execution-focused.

Leadership Team

The failure to account for this skill profile in staffing the leadership of an Information Development project has proven to be a recipe for problems and delays - and in some cases project cancellation.

Technical / Functional Expertise by possessesing up-to-date knowledge in the profession and industry; is regarded as an expert in the technical / functional area information management; accesses and uses other expert resources when appropriate

  • Is looked to for technical expertise based upon past experiences of success
  • Keeps up to date on professional / technical developments
  • Presents technical information in easily understood terms
Skill profile required by senior sponsor

Organizational Leadership Expertise by possessesing in-depth understanding of organizations and how to ‘get work done’ by working within and through the organization.

  • Knowledge of Organisational Roles and Responsibilities
  • Has experience enough to work through defects in the organisation
  • Knowledge of the workings of the informal organization / key initiatives
  • Knowledge of the functional framework overlaying the enterprise.

Business Knowledge Expertise by possessesing up-to-date knowledge in the profession and industry; is regarded as an expert in the functional Business areas; accesses and uses other expert resources when appropriate.

  • Is looked to for reconciling Information Development / MIS Business Development with key business drivers
  • Keep up to date on professional / business trends and developments across the industry
  • Present business information in easily understood terms at multiple levels of granularity.

Strategic Thinking Expertise by possessesing the ability to think through all aspects of the business and is able to understand consequences of today’s actions on where the industry is going and the enterprises business model within the industry.

  • Can balance strategic thinking with tactical activities and spending
  • Formulates creative ways to leverage ongoing work across the enterprise
  • Is able to manage to a roadmap or blueprint without letting the ‘crisis of the day’ preclude progress

Relationship Management Expertise by possessesing up-to-date knowledge on relationship management. Is able to determine the context for mentoring, mediation, direction setting and ‘just let them do the work’. Does not substitute Relationship Management for having plans with explicit roles and responsibilities.

  • Creates solutions not barriers
  • Practices active listening behavior
  • Practices asking the ‘right’ questions to foster valid communications and understanding.

Strategic Architecture Team

Strategic Architecture Team

In moving from the Blueprint there are a number of key responsibilities which must be fulfilled. The responsibilities do not literally translate into Responsibilities in-so-far as multiple responsibilities may be fulfilled by a single person (depending on the size of the programme).

There are, however, six distinct areas which do suggest six roles that need to be filled.

  • Chief Architect, responsible for the overall architecture that brings together applications, infrastructure and information
  • Business Architect, responsible for business function and process, application capabilities and calculations
  • Infrastructure Architect, responsible for integration and technology infrastructure such as hardware, platforms and security
  • Information Architect, responsible for data modelling, analysis, re-engineering, metadata management and businses intelligence
  • XBR Process Manager, responsible for the overall strategy
  • Programme Manager, overall delivery

Not all of these roles are critical for every project. Unless the project involves the implementation of an operational application, the Business Architect is generally not required (as MIS Application Development sits within Information Development Architect’s responsibility). Unless it is a very large programme, the Blueprint and Roadmap implementation lead is generally not required. These six Responsibilities focus on aligning technology efforts with business priorities while translating strategic thinking (e.g., direction setting) into Programmes of work within each of the Business Pillars.

Each of the areas has a stakeholder group with which to coordinate efforts and validate direction As a group they coordinate with each of the Domain experts within the Business Pillars.

Delivery Teams

Delivery Teams are typically shared across the Enterprise an Information Development Organisation. Examples of key resources may include:

An Optimal Information Development Organisation
  • MIS Development Manager
  • Information Integration Standards Manager
  • Information Repository Development Manager
  • Information Process Development Manager
  • Information Quality Development Manager
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