Trillium Consulting. Data Governance - Keep it Simple for Success. Organizational Alignment. (Part 4 in a 5-Part Series) February 4, 2010

Transcription

1 Trillium Consulting Data Governance - Keep it Simple for Success Organizational Alignment (Part 4 in a 5-Part Series) February 4, 2010 Jim Orr, Director Enterprise Data Strategy

2 Data Governance - Organizational Alignment Today's agenda 5 Areas requiring alignment and why 7 Common success factors to organizational alignment Trillium Consulting Solutions

3 5 areas requiring alignment Executives & business leaders Business operations Technologist Data stewards & data consumers Interest groups

4 Why align Executives & business leaders Perform heavy lifting Funding Certification High level Strategy Direction Scope Prioritization Issue resolution Awareness CxO, VP, Division Leaders

5 Why align Business operations Identify business opportunities, challenges, and risk Ensure cross functional success at the implementation layer Develop reusable, repeatable process and methodologies Raise the level of collaboration between business & IT Data standards Business rules Metadata Customer definitions Software selection Solution development Unit Managers, Supervisors, Leads, SML, SME

6 Why align Technologist Identify technical opportunities, challenges, and risk Raise the level of collaboration with the business Implement technical standards across systems, regions, and domains Architecture Data models Metadata Data standards Software Architects, Modelers, Database Administrators, Programmers, SW Administrators

7 Why align Data stewards & data consumers Identify, mitigate, document, and report data anomalies Trend data quality results Implement standards Policies, practices, methodologies, technologies Consolidate results across stewards & consumers Global view of data and information Data owners, analyst, custodians, data entry clerks, consumers of data

8 Why align Interest groups Pre-existing & new Leverage existing infrastructure where possible Align for operational and political purposes Technology committees Process improvement groups Integration teams Project teams Standards groups Task forces (M&A, etc.)

9 7 Common success factors to alignment Perceived value Education Stakeholder Structure Charter definition Communication plan Rules of order

10 Business Case - Why is this so important? The strength and staying power of your data governance program is directly proportional to the strength of your business case and your ability to communicate it. People will follow and support an initiative that demonstrates compelling value to the organization.

11 Education Educate, educate, educate Data governance How What is it? How does it work? What is the value to the organization? What do you need from me? One-on-one meetings Group presentations Workshops Collateral (Charter, etc.) Communication plans

12 Requirements for stakeholders Skills Business & technology Leadership & management Sales & marketing High end project management Position Communication Organization VP, director, or high level manager Access to people & groups across the organization Sanctioned authority & accountability CxO sponsored and clearly communicated Organization chart representation helpful

13 Structure Palatable for the organization Reflects small administrative footprint Reflects practicality vs. bureaucracy Makes organizational, political, and economic sense Reflects collaboration & accountability Organization, groups, sub groups, membership Scope & purpose Roles Responsibilities Functional accountability Authority CoE Shared service - size based on company s business & data environment blended model of centralized & decentralized resources Execs Execs CoE CoE Leadership Leadership Team Team Subject Matter Leaders Subject Matter Leaders (SML) around (SML) around governance domains, governance domains, disciplines & program disciplines & program initiatives initiatives CoE CoE Membership Membership Full time/near full time roles dedicated Full time/near full time roles dedicated to data quality and data management Functional to data quality and data management initiatives Responsibility initiatives to Council Data Governance Council Size TBD 8 or less is best to keep to a small admin footprint and drive actionable results Stewardship Extended Team Team Membership Part time or project based involvement in data quality/data management Part time or project based involvement in data quality/data management activities (decentralized) activities (decentralized) Functional Responsibility to COE

14 Charter Definition Purpose Business case Goals & objectives Structure Well documented Scope & purpose Roles, responsibilities, accountability, authority Milestones Critical success factors Communication plan Rules of order

15 Communication 4 Prong communication plan Discipline centric (groups/sub groups within DG) Intra data governance team Organization wide Executives & business leaders Formal & informal networks Incorporate plan into charter

16 Rules of Order Scope & prioritization Who, how, what Meeting management Targeted Small Infrequent as possible Action oriented Voting rights No consensus Proxy system if necessary Reporting requirements Progress & success Incorporate into charter

17 Data Governance Trillium Consulting Solutions Strategic partner vs. body shop Client enabling Practical vs. academic Modular/flexible design Low cost of entry and low total cost of ownership Accelerated rate on return of investment

18 Data Governance Trillium Consulting Solutions Phase Discovery & Awareness Strategy, Planning, & Program Development Implementation Solution Data Governance Assessment Business Value Assessment Data Quality Audit Data Governance Workshop (for stakeholders) Executive/Business Leader Support Services Program Development Strategy & planning Structure Roles & responsibilities Stewardship Communication plans Charters Program Management Services Organization/Functional Alignment Meeting Management Data Governance Workshop (for participants) Mentor & Advocacy Services

19 Data Governance Mark your calendar and join Trillium for this 5-part Keep it Simple for Success series Part 1 - Demonstrating Business Value (September 1, 2009) Part 2 - Mission Critical Strategies (October 22, 2009) Part 3 - Structure (December 8, 2009) Part 4 - Organizational Alignment (February 4, 2010) Part 5 - Implementation (April 8, 2010) Not able to attend? Go to e_pt1/index.html to listen to past webinar.

20 Questions? Ask now or contact: Jim Orr - Director, Enterprise Data Strategy (719) or james_orr@trilliumsoftware.com