From MIKE2 Methodology
Activity: Initial Data Governance Organisation
Objective
This activity establishes the Initial Data Governance Organisation, setting up Data Stewards and the models for how they will communicate. Data stewardship involves managing the enterprise’s data assets in order to improve their usability, accessibility, and quality. Data stewards act as the conduit between IT and the business and accept accountability for data definition, data management process definition, and information quality levels for specific data subject areas. Data stewardship involves taking responsibility for data elements for their end-to-end usage across the enterprise. Data stewardship does not involve just a single role but includes a network of personnel with accountabilities for ensuring that all aspects of an effective Information Development program are being accomplished.
Major Deliverables
- Established Data Governance Council
- Assigned Roles and Responsibilities for Data Governance team
- Assigned Resources for Data Governance team
- Communications plan for Data Governance team
Tasks
Establish Data Governance Council
Objective:
This task initiates the formulation of the Data Governance Council, which will help develop and monitor the overall plan for improving Data Governance. Council members will be responsible for developing the overall strategic plan, acting as its sponsors for all related initiatives, tracking its progress over time and acting as the end-point of resolution for escalated issues.
This will be responsible for champing the concepts of Information Development across the organisation and for making sure that the strategic vision is meeting both the tactical and strategic needs of the business.
The initial Data Governance Council may be a tactical team primarily focused on improving Data Quality. Eventually, the Data Governance Council becomes the oversight group for the Information Development Organisation.
Input:
Output:
Assign Roles and Responsibilities for Data Governance
Objective:
In this task, the roles and responsibilities are clearly defined for the Data Governance organisation. At this point, roles and responsibilities are not directly related to an individual – the focus is on the work that needs to be done based on a general understanding as opposed to specifics. Roles and responsibilities will be re-factored as the scope of work becomes clearer.
Input:
Output:
Assign Individuals to Data Governance Organisation
Objective:
Individual are next assigned to roles and responsibilities for Data Governance. Once again, at this stage the scope of work is unclear so the scope of roles will typically need to be re-factored as more detail becomes available. Individuals do not need to relate 1:1 to roles.
Input:
Output:
- Data Governance Team Roles and Responsibilities and assigned team members
Define Communications Model
Objective:
In order to be effective, the strategy, policies, and standards developed by the enterprise need to be known by line, data entry, MIS, and IT personnel and management. Communication is more than simply explaining policy but also empowering employees to contribute to information maturity through training. Employees need to be aware that everyone is interdependent on each other for information. Employees need to be aware of exactly what to do when poor quality information is discovered.
Communications and Awareness involves the following steps:
- Definition of a Communications Plan for communicating at multiple levels
- Assembly of Data Governance standards, policies, and processes in a fashion that can be clearly understood
- Definition of a training plan and training materials around Data Governance
- Execution of training
- Alignment of employee goals and performance objectives with the Data Governance programme.
Communications and Awareness will need to be ongoing process with checkpoints to check progress and status.
Input:
Output:
Define Tracking Mechanism for Data Governance Issues
Objective:
Establish a tracking mechanism for recording Data Governance issues and tracking progress over time. Issue resolution will occur in multiple competency areas. However, a process will be established for members of the Data Governance team to track issues through to resolution and production deployment.
These issues should be tracked in a tool, with a historical view associated with the root causes of problems, how problems relate and their impact on the business in term of cost/value/risk.
Input:
Output:
Map Data Governance Strategy to Business Strategy
Objective:
The Data Governance Strategy must clearly show how it helps to deliver the overall Business Strategy. Key drivers should be aligned to the work that will be delivered by the Data Governance team helps the business meet its objectives. Cost of the Data Governance team and the value it provides should feed into the business case for its implementation.
Input:
Output:
- Changes to Data Governance approach
Core Supporting Assets
A number of underlying assets related to Organisational Models] and Role Definitions are best referenced as they link into the:
Yellow Flags
- Significant gaps in either business domain knowledge or technical skills required for Data Governance team
- Significant misalignment of Data Governance Strategy with Business Strategy
Key Resource Requirements
Potential Changes to this Activity
Governance definitions should be expanded to ensure they also cover unstructured content as well as structured data.
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