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

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Copyright © 2011 Robert S. Seiner – KIK Consulting & Educational Services / TDAN.comCopyright © 2011 Robert S. Seiner – KIK Consulting & Educational Services / TDAN.com

““Non-Invasive Data Governance”Non-Invasive Data Governance”™ ™ is a registered trademark of Robert S. Seiner & KIK Consulting is a registered trademark of Robert S. Seiner & KIK Consulting

What You What You ShouldShould & & Should NotShould NotTell Your Management About Data Governance Tell Your Management About Data Governance

In Association withIn Association with

The Data Governance Winter Conference 2011The Data Governance Winter Conference 2011Fort Lauderdale, Florida – November 16-18, 2011Fort Lauderdale, Florida – November 16-18, 2011

&& DataVersity.Net DataVersity.Net

Webinar Date – Wednesday, October 5, 2011Webinar Date – Wednesday, October 5, 2011

Robert S. SeinerRobert S. SeinerKIK Consulting & Educational Services, LLC – KIKconsulting.comKIK Consulting & Educational Services, LLC – KIKconsulting.com

The Data Administration Newsletter, LLC – TDAN.comThe Data Administration Newsletter, LLC – TDAN.com

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• Robert S. SeinerRobert S. Seiner– KIK Consulting & Educational Services, LLC (“KIK Consulting & Educational Services, LLC (“KKnowledge nowledge IIs s KKing”)ing”)

– Recent Clients include:Recent Clients include:• Department of Fisheries & Oceans, Coast Guard (Canada)Department of Fisheries & Oceans, Coast Guard (Canada)• Corning Cable SystemsCorning Cable Systems• United Overseas Bank (Singapore)United Overseas Bank (Singapore)• University of MinnesotaUniversity of Minnesota• Southern California EdisonSouthern California Edison• State Farm Insurance and BankState Farm Insurance and Bank• State of Florida Department of EducationState of Florida Department of Education• Nike, Inc.Nike, Inc.• The Vanguard GroupThe Vanguard Group• PNC Financial ServicesPNC Financial Services• SunTrust BankSunTrust Bank• Walt Disney WorldWalt Disney World• PepsiCo International (Mexico)PepsiCo International (Mexico)• the States of Florida, Pennsylvania, Iowa, …the States of Florida, Pennsylvania, Iowa, …• the CIA, the FAA, the US Air Force, … many more.the CIA, the FAA, the US Air Force, … many more.

Messages for ManagementMessages for ManagementIntroductionIntroduction

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• Robert S. SeinerRobert S. Seiner– Speaker, Specialist, Author on Data Governance, Stewardship, Meta-DataSpeaker, Specialist, Author on Data Governance, Stewardship, Meta-Data

– Publisher of The Data Administration Newsletter – TDAN.comPublisher of The Data Administration Newsletter – TDAN.com

– Recognized for the “Non-Invasive Data Governance”™ Approach Recognized for the “Non-Invasive Data Governance”™ Approach

Messages for ManagementMessages for ManagementIntroductionIntroduction

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• Webinar Abstract:Webinar Abstract:– Most organizations agree that Most organizations agree that communications plays a large role in Data communications plays a large role in Data

Governance successGovernance success. . – An increasing number of organizations are hiring or An increasing number of organizations are hiring or taking advantage of internal taking advantage of internal

communications specialistscommunications specialists to help them refine and share their messages about to help them refine and share their messages about Data Governance. Management is an important audience where that Data Governance. Management is an important audience where that communications must be focused.communications must be focused.

– In this one hour webinar, Robert S. Seiner will share In this one hour webinar, Robert S. Seiner will share specific messages that specific messages that SHOULD and SHOULD NOT be communicated with the management of your SHOULD and SHOULD NOT be communicated with the management of your organizationorganization. .

– Management must know the facts about Management must know the facts about what it will take to govern datawhat it will take to govern data and the and the value Data Governance will bring to the business. At the same time, how those value Data Governance will bring to the business. At the same time, how those messages are crafted and communicated can be a key determinant in Program messages are crafted and communicated can be a key determinant in Program success. success.

– To celebrate the month of October, Bob will To celebrate the month of October, Bob will share some tricks and treats in the share some tricks and treats in the form of targeted messagesform of targeted messages that you can deliver to Management to raise their level that you can deliver to Management to raise their level of support, sponsorship and understanding of Data Governance and your Data of support, sponsorship and understanding of Data Governance and your Data Governance Program.Governance Program.

Messages for ManagementMessages for ManagementAbstractAbstract

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Messages for ManagementMessages for ManagementDefinitionsDefinitions

• Data GovernanceData Governance– Data Governance is the Execution and Enforcement of Authority Data Governance is the Execution and Enforcement of Authority

Over the Management of Data and Data-Related Resources.Over the Management of Data and Data-Related Resources.Robert S. SeinerRobert S. Seiner

• Data StewardshipData Stewardship– Data Stewardship is the Formalization of AccountabilityData Stewardship is the Formalization of Accountability

Over the Management of Data and Data-Related Resources.Over the Management of Data and Data-Related Resources.Robert S. SeinerRobert S. Seiner

Recent Client DefinitionsRecent Client Definitions

Formalizing behavior around the definition, production and Formalizing behavior around the definition, production and usage of data to manage risk and improve quality and usability usage of data to manage risk and improve quality and usability of selected data.of selected data.

Formalizing and guiding the behavior over the definition, Formalizing and guiding the behavior over the definition, production and use of information and information related production and use of information and information related assets.assets.

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• Non-Invasive Data Governance™Non-Invasive Data Governance™– The practice of:The practice of:

• applying formal accountability & behavior applying formal accountability & behavior • through non-invasive roles & responsibilitiesthrough non-invasive roles & responsibilities• to existing and / or new processesto existing and / or new processes• to assure that the definition, production & usage of datato assure that the definition, production & usage of data• assures regulatory compliance, security, privacy, protection & quality.assures regulatory compliance, security, privacy, protection & quality.

– Non-Invasive describes how governance is applied to assureNon-Invasive describes how governance is applied to assurenon-threatening management of valuable data assets.non-threatening management of valuable data assets.

– The goal is to beThe goal is to be transparent, supportive, collaborative. transparent, supportive, collaborative.

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• With Non-Invasive Data Governance:With Non-Invasive Data Governance:

– Stewards are Stewards are identified and recognized, formalized and engagedidentified and recognized, formalized and engaged according to according to their existing responsibility rather than being assigned as more work.their existing responsibility rather than being assigned as more work.

– Governance is Governance is applied to existing applied to existing policies, standard operating procedures, policies, standard operating procedures, practices, and methodologies … rather than being introduced or emphasized as practices, and methodologies … rather than being introduced or emphasized as new processes or methods.new processes or methods.

– Governance Governance augments and supportsaugments and supports data integration, risk management, business data integration, risk management, business intelligence and master data management activities rather than imposing intelligence and master data management activities rather than imposing inconsistent rigor to these initiatives.inconsistent rigor to these initiatives.

– Attention is paid to Attention is paid to assuring senior management’s understanding assuring senior management’s understanding of Data of Data Governance, to mediate ownership and promote stewarding of data as a cross-Governance, to mediate ownership and promote stewarding of data as a cross-organization asset, rather than the traditional method of “you will do this”.organization asset, rather than the traditional method of “you will do this”.


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• [to] [to] gov·ern gov·ern [data][data]

v.v. gov·erned, gov·ern·ing, gov·erns gov·erned, gov·ern·ing, gov·erns – To make and administer the public policy and affairs To make and administer the public policy and affairs [of data][of data]– To exercise sovereign authority To exercise sovereign authority [in data][in data]– To control the speed or magnitude To control the speed or magnitude [of data][of data]– To regulateTo regulate [data] [data] – To control the actions or behavior To control the actions or behavior [of data] [of data] – To keep under control To keep under control [data][data];; to restrain to restrain [data] [data] – To exercise a deciding or determining influence To exercise a deciding or determining influence [on data] [on data] – To exercise political authority To exercise political authority [over data] [over data] – To have or exercise a determining influence To have or exercise a determining influence [over data] [over data]

FreeDictionary.com FreeDictionary.com [Bob Seiner][Bob Seiner]


TTrriicckkSS or T or TrreeaattSS ? ?

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Messages for ManagementMessages for ManagementCore MessagesCore Messages

• What We What We ShouldShould Tell Management About Data Governance Tell Management About Data Governance

– We ARE already governing data (but we are doing it informally). We ARE already governing data (but we are doing it informally).

– We CAN formalize how we govern data by putting structure around We CAN formalize how we govern data by putting structure around what we are presently doing.what we are presently doing.

– We CAN Improve.We CAN Improve.

– We DO NOT Have to Spend A Lot of Money.We DO NOT Have to Spend A Lot of Money.

– We NEED structure.We NEED structure.

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Messages for ManagementMessages for ManagementCore MessagesCore Messages

• What We What We Should Not Should Not Tell Management About Data GovernanceTell Management About Data Governance

– Do NOT Sell Data Governance as being A HUGE CHALLENGE.Do NOT Sell Data Governance as being A HUGE CHALLENGE.

– Emphasize that Data Governance is NOT A TECHNICAL SOLUTION.Emphasize that Data Governance is NOT A TECHNICAL SOLUTION.

– Emphasize again that PEOPLE BEHAVIOR IS GOVERNED, Not Data.Emphasize again that PEOPLE BEHAVIOR IS GOVERNED, Not Data.

– Emphasize that Data Governance is an EVOLUTION, NOT Emphasize that Data Governance is an EVOLUTION, NOT REVOLUTION.REVOLUTION.

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1.1. We ARE already governing data (but we are doing it informally). We ARE already governing data (but we are doing it informally). – There are already people in the organization that have responsibility for data.There are already people in the organization that have responsibility for data.– We should inventory who does what with the data and provide an operating We should inventory who does what with the data and provide an operating

model of roles and responsibilities that best suits our organization.model of roles and responsibilities that best suits our organization.– At some level, there will need to be somebody that has an enterprise view and At some level, there will need to be somebody that has an enterprise view and

responsibility for data that cuts across the silos and manage data as a shared responsibility for data that cuts across the silos and manage data as a shared resource. resource.

– This will be our biggest challenge because it is not natural for us to manage data This will be our biggest challenge because it is not natural for us to manage data as a shared and enterprise resource.as a shared and enterprise resource.

– A challenge but a "do-able" challenge nonetheless.A challenge but a "do-able" challenge nonetheless.

Messages for ManagementMessages for ManagementWhat We What We ShouldShould Tell Management Tell Management

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2.2. We CAN formalize how we govern data by putting structure around what We CAN formalize how we govern data by putting structure around what we are presently doing.we are presently doing.

– There are people in our organization in operational, tactical, strategic and There are people in our organization in operational, tactical, strategic and support roles around data. support roles around data.

– We need to know who they are and put formal structure around who is We need to know who they are and put formal structure around who is responsible, accountable, consulted and informed about the business rules and responsible, accountable, consulted and informed about the business rules and regulations associated with the data they define, produce and use.regulations associated with the data they define, produce and use.

Messages for ManagementMessages for ManagementWhat We What We ShouldShould Tell ManagementTell Management

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3.3. We CAN Improve.We CAN Improve.– Our Data Governance efforts can help us to improve how we Our Data Governance efforts can help us to improve how we manage risksmanage risks

associated with compliance, classification, security, business rules ... of our data.associated with compliance, classification, security, business rules ... of our data.– People of our organization potentially put us at risk every day when they are not People of our organization potentially put us at risk every day when they are not

assured of knowing the rules associated with the handling of data.assured of knowing the rules associated with the handling of data.– Our efforts to Our efforts to improve the qualityimprove the quality of data must be of data must be coordinated and cooperativecoordinated and cooperative

across business units using the formal structure mentioned above.across business units using the formal structure mentioned above.– Quality assurance requires that operational and tactical staff have the ability to Quality assurance requires that operational and tactical staff have the ability to

record, track and resolve known data quality issues.record, track and resolve known data quality issues.– Our organization can immediately Our organization can immediately improve how we communicate about dataimprove how we communicate about data

through recording and sharing information about who does what with data.through recording and sharing information about who does what with data.


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4.4. We DO NOT Have to Spend A Lot of Money.We DO NOT Have to Spend A Lot of Money.– Data Governance is not a costly endeavor.Data Governance is not a costly endeavor.– Depending on the approach we take, Data Governance should only cost the time Depending on the approach we take, Data Governance should only cost the time

we put into it.we put into it.– Certainly Data Governance will require that an individual(s) spend the time Certainly Data Governance will require that an individual(s) spend the time

defining and administering the Program, but there is large misconception that defining and administering the Program, but there is large misconception that Data Governance must be over-and-above the existing work efforts of the Data Governance must be over-and-above the existing work efforts of the organization.organization.

– We should avoid calling things "Data Governance processes" because that gives We should avoid calling things "Data Governance processes" because that gives people the impression that formal behavior around data definition, production people the impression that formal behavior around data definition, production and usage of data is the fault of data governance rather than the glue that and usage of data is the fault of data governance rather than the glue that assures these behaviors are handled properly.assures these behaviors are handled properly.


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5.5. We NEED structure.We NEED structure.– We should consider the “Non-Invasive Data Governance”™ Approach.We should consider the “Non-Invasive Data Governance”™ Approach.– We must follow a proven approach to Data Governance that is not threatening We must follow a proven approach to Data Governance that is not threatening

to the people of our organization that will participate in the program.to the people of our organization that will participate in the program.– Data Governance will require that both the business and the technology areas of Data Governance will require that both the business and the technology areas of

the organization take formal and shared accountability for how data is governed.the organization take formal and shared accountability for how data is governed.– The participants in the Data Governance Program already have "day jobs" and The participants in the Data Governance Program already have "day jobs" and

we must add value, not interfere, with what they do as their daily jobs.we 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 The goal of "Non-Invasive Data Governance"™ is to be transparent, supportive

and collaborative.and collaborative.– These concepts lie at the heart of the implementation of the "Non-Invasive Data These concepts lie at the heart of the implementation of the "Non-Invasive Data

Governance"™ approach. Governance"™ approach.


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6.6. Do NOT Sell Data Governance as being A HUGE CHALLENGE.Do NOT Sell Data Governance as being A HUGE CHALLENGE.– If your management already thinks that Data Governance will be a big 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 Governance try to calm their nerves by referring to the first five messages. Data Governance can be implemented in a non-threatening, non-interfering, non-culture changing can be implemented in a non-threatening, non-interfering, non-culture changing … dare I say – “Non-Invasive” way that will reduce the challenge significantly.… 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, most Data Governance doesn’t have to be implemented all at once. In fact, most successful organizations (data governance-wise) implement their programs successful organizations (data governance-wise) implement their programs incrementally – incrementally in 1) the scope of the data that is governed incrementally – incrementally in 1) the scope of the data that is governed (domain-wise and organizationally) and/or 2) the level of governance (formal (domain-wise and organizationally) and/or 2) the level of governance (formal behavior) that is applied to that data. See #9 for further thoughts on this.behavior) that is applied to that data. See #9 for further thoughts on this.

Messages for ManagementMessages for ManagementWhat We What We Should NotShould Not Tell ManagementTell Management

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7.7. Emphasize that Data Governance is NOT A TECHNICAL SOLUTION.Emphasize that Data Governance is NOT A TECHNICAL SOLUTION.– There will likely be a technical component to your Data Governance program. 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 purchase But then again, there might not be. Most people agree that you cannot purchase software or hardware that will BE your Data Governance solution. And most software or hardware that will BE your Data Governance solution. And most people will agree that simple tools can be developed (i.e., the KIK's Common people will agree that simple tools can be developed (i.e., the KIK's Common Data Matrix) internally to help organizations govern people's behaviors (see #8).Data Matrix) internally to help organizations govern people's behaviors (see #8).

– Technology can assist in formalizing people’s behavior. Data only behaves the Technology can assist in formalizing people’s behavior. Data only behaves the way people behave. Therefore, technology may help you to govern the behaviors way people behave. Therefore, technology may help you to govern the behaviors of people, but it won’t – by itself – govern the data.of people, but it won’t – by itself – govern the data.


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8.8. Emphasize again that PEOPLE BEHAVIOR IS GOVERNED, Not Data.Emphasize again that PEOPLE BEHAVIOR IS GOVERNED, Not Data.– Data Governance is typically about formalizing the behavior of people for the Data Governance is typically about formalizing the behavior of people for the

definition, production and usage of data. Formalizing people’s behavior, not definition, production and usage of data. Formalizing people’s behavior, not data. Data only behaves the way people behave. Therefore, technology may help data. Data only behaves the way people behave. Therefore, technology may help you to govern the behaviors of people, but the data does what it’s told.you 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 Data Since it is people's behavior that is governed, many organizations consider Data Governance to be a process-driven discipline. That is partially true. Getting Governance to be a process-driven discipline. That is partially true. Getting people to do the right thing at the right time is a big part of governance; people 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" however, organizations that "sell" data governance as all new "governance" processes struggle because of the inherent (viewed) invasiveness of that processes struggle because of the inherent (viewed) invasiveness of that approach. Governance should formalize behavior around existing processes first, approach. Governance should formalize behavior around existing processes first, and only add to people's workloads as a last resort. and only add to people's workloads as a last resort.


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9.9. Emphasize that Data Governance is an EVOLUTION, NOT REVOLUTION.Emphasize that Data Governance is an EVOLUTION, NOT REVOLUTION.– As was stated earlier, Data Governance will not be completed all at one time. 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 a There are a few different ways that organizations transition themselves into a Data Governance state. Some organizations focus early on specific domains or Data Governance state. Some organizations focus early on specific domains or subject areas of data. Some organizations focus on specific business areas, subject areas of data. Some organizations focus on specific business areas, divisions, units, applications, rather than implementing all across the divisions, units, applications, rather than implementing all across the organization at once. Some organizations focus on a combination of the two or organization at once. Some organizations focus on a combination of the two or three, specific domains within specific business units using specific applications. three, specific domains within specific business units using specific applications. There is no single correct way to evolve into your company. But I can almost There is no single correct way to evolve into your company. But I can almost assure you that if you treat it as a revolution, there will be a revolt.assure you that if you treat it as a revolution, there will be a revolt.


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Appendix B – [COMPANY] Data Governance Business Area Value StatementAppendix B – [COMPANY] Data Governance Business Area Value Statement

[COMPANY] will take a non-invasive approach to Data Governance.[COMPANY] will take a non-invasive approach to Data Governance.Non-invasive means four things:Non-invasive means four things:

1. Roles & responsibilities will be formalized rather than being handed to individuals as new work.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.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.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.4. The impact of change management on daily operations decisions will be formally managed.

For the purpose of these Business Value Statements,For the purpose of these Business Value Statements,FORMALIZE ACCOUNTABILITYFORMALIZE ACCOUNTABILITY

will mean thatwill mean thatRESPONSIBILITIES WILL BE EXTENDED AND INSTITUTIONALIZEDRESPONSIBILITIES WILL BE EXTENDED AND INSTITUTIONALIZED..

For this approach to succeed, the Business Value of [COMPANY] Data Governance (DG) will 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 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 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 examples were identified during interviews to provide background in support of the Data Governance Practice:Governance Practice:

Messages for ManagementMessages for ManagementBusiness Area Value StatementsBusiness Area Value Statements

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Deal Changes – Data Locked or Not Locked (xxx)Deal Changes – Data Locked or Not Locked (xxx) DG should formalize accountability for monitoring and tracing the impact of deal 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 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 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 changes include changes to volumes, deals being cancelled or called off, all forcing the need for someone to trace changes back through processing to 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 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 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 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 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 rework and investigatory work that leads to inefficient and ineffective use of resources. Data Governance will formalize the responsibility to document and resources. Data Governance will formalize the responsibility to document and record deal changes that lead to educated decision being made during the record deal changes that lead to educated decision being made during the Settlement process.Settlement process.


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Work Arounds (xxx)Work Arounds (xxx) DG should formalize accountability to identify, review and resolve daily DG should formalize accountability to identify, review and resolve daily operational issues that require undocumented “work arounds” to complete a operational issues that require undocumented “work arounds” to complete a process. It was reported that 99% of all disputes come from processes that were 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 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 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 future processes operate effectively. It was also reported that these “work arounds” only become apparent when the [BUSINESS AREA] cannot settle which arounds” only become apparent when the [BUSINESS AREA] cannot settle which only represents a small percentage of all settlement activity. The present actions only represents a small percentage of all settlement activity. The present actions of [BUSINESS AREA] demonstrate that in absence of somebody owning this of [BUSINESS AREA] demonstrate that in absence of somebody owning this problem, there will never be a solution. Data Governance will formalize the use 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”. of resources to attack this issue and prevent long-term use of “work arounds”.


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Wrap UpWrap Up& Discussion& Discussion

• Final SummaryFinal Summary– DefinitionsDefinitions– What You What You ShouldShould Tell Management (Messages 1-5) Tell Management (Messages 1-5)– What You What You Should Not Should Not Tell Management (Messages 6-9)Tell Management (Messages 6-9)– Business Value StatementsBusiness Value Statements

• Questions & AnswersQuestions & Answers

• Thank you!Thank you!

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ContactContactInformationInformation

• Robert S. SeinerRobert S. SeinerKIK Consulting & Educational Services, LLC – KIKconsulting.comKIK Consulting & Educational Services, LLC – KIKconsulting.comThe Data Administration Newsletter, LLC – TDAN.comThe Data Administration Newsletter, LLC – TDAN.comPost Office Box 112571, Upper St. Clair, Pennsylvania 15241Post Office Box 112571, Upper St. Clair, Pennsylvania 15241412.220.9643, 412.220.9644 (Fax)412.220.9643, 412.220.9644 (Fax)[email protected]@[email protected]@tdan.com@RSeiner@RSeiner

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

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