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What You Should & Shouldn't Tell Your Management about Data Governance

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The document provides guidance on what to communicate to management about data governance. It recommends emphasizing that data governance formalizes existing informal practices, can improve areas like risk management and data quality, and does not require large investments. It advises against positioning data governance as a huge challenge, technical solution, or revolution. Business value examples show how data governance could address issues like undocumented workarounds.

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What You Should & Should Not Tell Your Management About Data Governance In Association with The Data Governance Winter Conference 2011 Fort Lauderdale, Florida – November 16-18, 2011 & DataVersity.Net Webinar Date – Wednesday, October 5, 2011 Robert S. Seiner KIK Consulting & Educational Services, LLC – KIKconsulting.com The Data Administration Newsletter, LLC – TDAN.com
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[object Object],[object Object],[object Object],[object Object],Messages for Management Introduction
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Messages for Management Abstract
Messages for Management Definitions ,[object Object],[object Object],[object Object],[object Object],Recent Client Definitions Formalizing behavior around the definition, production and usage of data to manage risk and improve quality and usability of selected data. Formalizing and guiding the behavior over the definition, production and use of information and information related assets.
Messages for Management Definitions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],Messages for Management Definitions
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Messages for Management Definitions T r i c k S or T r e a t S ?
Messages for Management Core Messages ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Messages for Management Core Messages ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Messages for Management What We Should Tell Management
[object Object],[object Object],[object Object],Messages for Management What We Should Tell Management
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Messages for Management What We Should Tell Management
[object Object],[object Object],[object Object],[object Object],[object Object],Messages for Management What We Should Tell Management
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Messages for Management What We Should Tell Management
[object Object],[object Object],[object Object],Messages for Management What We Should Not Tell Management
[object Object],[object Object],[object Object],Messages for Management What We Should Not Tell Management
[object Object],[object Object],[object Object],Messages for Management What We Should Not Tell Management
[object Object],[object Object],Messages for Management What We Should Not Tell Management
Messages for Management Business Area Value Statements Appendix B – [COMPANY] Data Governance Business Area Value Statement [COMPANY] will take a non-invasive approach to Data Governance. Non-invasive means four things: 1. Roles & responsibilities will be formalized rather than being handed to individuals as new work. 2. Existing functions and processes will be formalized and documented rather than rewritten. 3. Individuals will be held formally accountable for following agreed upon functions and processes. 4. The impact of change management on daily operations decisions will be formally managed. For the purpose of these Business Value Statements, FORMALIZE ACCOUNTABILITY will mean that RESPONSIBILITIES WILL BE EXTENDED AND INSTITUTIONALIZED . For this approach to succeed, the Business Value of [COMPANY] Data Governance (DG) will be recorded and communicated effectively to the Practice participants. The following are examples in which a properly applied Data Governance Practice could mitigate issues. These examples were identified during interviews to provide background in support of the Data Governance Practice:
Messages for Management Business Area Value Statements Deal Changes – Data Locked or Not Locked (xxx)   DG should formalize accountability for monitoring and tracing the impact of deal and contract changes. It was reported that there are changes made to deal prices even though the data is assumed by the Finance area to be locked. These changes include changes to volumes, deals being cancelled or called off, all forcing the need for someone to trace changes back through processing to identify when and why the changes were made, and to determine if the changes were valid and/or overwritten. The bottom line is that Settlement must be completed in a timely manner even if that calls for the selection to use “any price” or the “best guess” price. The present actions of [BUSINESS AREA] cause rework and investigatory work that leads to inefficient and ineffective use of resources. Data Governance will formalize the responsibility to document and record deal changes that lead to educated decision being made during the Settlement process.
Messages for Management Business Area Value Statements Work Arounds (xxx)   DG should formalize accountability to identify, review and resolve daily operational issues that require undocumented “work arounds” to complete a process. It was reported that 99% of all disputes come from processes that were considered “work arounds” to accepted or standard processes. It was reported that “checks and balances must be put in place” to assure that present and future processes operate effectively. It was also reported that these “work arounds” only become apparent when the [BUSINESS AREA] cannot settle which only represents a small percentage of all settlement activity. The present actions of [BUSINESS AREA] demonstrate that in absence of somebody owning this problem, there will never be a solution. Data Governance will formalize the use of resources to attack this issue and prevent long-term use of “work arounds”.
Wrap Up & Discussion ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Contact Information ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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What You Should & Shouldn't Tell Your Management about Data Governance

  • 1. What You Should & Should Not Tell Your Management About Data Governance In Association with The Data Governance Winter Conference 2011 Fort Lauderdale, Florida – November 16-18, 2011 & DataVersity.Net Webinar Date – Wednesday, October 5, 2011 Robert S. Seiner KIK Consulting & Educational Services, LLC – KIKconsulting.com The Data Administration Newsletter, LLC – TDAN.com
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  • 20. Messages for Management Business Area Value Statements Appendix B – [COMPANY] Data Governance Business Area Value Statement [COMPANY] will take a non-invasive approach to Data Governance. Non-invasive means four things: 1. Roles & responsibilities will be formalized rather than being handed to individuals as new work. 2. Existing functions and processes will be formalized and documented rather than rewritten. 3. Individuals will be held formally accountable for following agreed upon functions and processes. 4. The impact of change management on daily operations decisions will be formally managed. For the purpose of these Business Value Statements, FORMALIZE ACCOUNTABILITY will mean that RESPONSIBILITIES WILL BE EXTENDED AND INSTITUTIONALIZED . For this approach to succeed, the Business Value of [COMPANY] Data Governance (DG) will be recorded and communicated effectively to the Practice participants. The following are examples in which a properly applied Data Governance Practice could mitigate issues. These examples were identified during interviews to provide background in support of the Data Governance Practice:
  • 21. Messages for Management Business Area Value Statements Deal Changes – Data Locked or Not Locked (xxx)   DG should formalize accountability for monitoring and tracing the impact of deal and contract changes. It was reported that there are changes made to deal prices even though the data is assumed by the Finance area to be locked. These changes include changes to volumes, deals being cancelled or called off, all forcing the need for someone to trace changes back through processing to identify when and why the changes were made, and to determine if the changes were valid and/or overwritten. The bottom line is that Settlement must be completed in a timely manner even if that calls for the selection to use “any price” or the “best guess” price. The present actions of [BUSINESS AREA] cause rework and investigatory work that leads to inefficient and ineffective use of resources. Data Governance will formalize the responsibility to document and record deal changes that lead to educated decision being made during the Settlement process.
  • 22. Messages for Management Business Area Value Statements Work Arounds (xxx)   DG should formalize accountability to identify, review and resolve daily operational issues that require undocumented “work arounds” to complete a process. It was reported that 99% of all disputes come from processes that were considered “work arounds” to accepted or standard processes. It was reported that “checks and balances must be put in place” to assure that present and future processes operate effectively. It was also reported that these “work arounds” only become apparent when the [BUSINESS AREA] cannot settle which only represents a small percentage of all settlement activity. The present actions of [BUSINESS AREA] demonstrate that in absence of somebody owning this problem, there will never be a solution. Data Governance will formalize the use of resources to attack this issue and prevent long-term use of “work arounds”.
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Editor's Notes

  1. Robert S. Seiner KIK Consulting & Educational Services, LLC The Data Administration Newsletter, LLC Post Office Box 112571 Upper St. Clair, Pennsylvania, USA 15241 412.220.9643 Office 412.220.9644 Fax
  翻译：