How to Build & Implement “Non-Invasive©*”

Data Governance & Data Stewardship Programs

CDI-MDM Spring Summit – San Francisco – March 25, 2007

Robert S. Seiner
KIK Consulting & Educational Services, LLC - KIKconsulting.com
The Data Administration Newsletter, LLC - TDAN.com

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Non-Invasive Approach© to Data Governance
* The Non-
Copyright © 2007 Robert S. Seiner – KIK Consulting & Educational Services/TDAN.com
Getting Started

• Introductions
– Backgrounds
– Build a Program Rather Than a Project

• Terminology
– Data Governance
– Data Stewardship
– Master Data
– Meta-Data

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Non-Invasive Approach© to Data Governance
* The Non-
Copyright © 2007 Robert S. Seiner – KIK Consulting & Educational Services/TDAN.com
Workshop Agenda

• The Non-Invasive Approach© and 3-D Approach©

• Data Governance Key Concepts

• Data Governance Best Practices

• Non-Invasive*© Data Governance Organization

• Non-Invasive*© Data Governance Roles & Responsibilities

• Non-Invasive*© Data Governance Processes

• Twelve/Ten Steps to Build/Sell a Non-Invasive*© Program

• Data Stewardship Approach to Data Governance©

TDAN.com Article Series

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Non-Invasive Approach© to Data Governance
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Copyright © 2007 Robert S. Seiner – KIK Consulting & Educational Services/TDAN.com
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The Non-Invasive Approach©
& The 3-D Approach©

• This approach focuses on taking pragmatic & practical

steps to formalizing accountability for the management
of data assets.

• The Non-Invasive Approach© …

– Telling People What to Do Vs.
Getting Them to Do the Right Thing
– Assigning Data Stewards Vs.
Identifying Data Stewards

• The 3-D Approach© …

– De Facto
– Discipline
– Database
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Non-Invasive Approach© to Data Governance
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Copyright © 2007 Robert S. Seiner – KIK Consulting & Educational Services/TDAN.com
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Definitions

• Data Governance is …
“the exercise and enforcement of authority over the management of
data assets and the performance of data functions.”
Why is it important to define Data Governance in STRONG words?
What does it mean to govern something?
gov·ern
gov·
gov·erned, gov·
v. gov· gov·ern·
ern·ing, gov·
gov·erns

1. To make and administer the public policy and affairs of

2. To control the speed or magnitude of; regulate
3. To control the actions or behavior of
4. To keep under control; restrain
5. To exercise a deciding or determining influence on

1. To bring into conformity with rules or principles or usage

2. To direct or strongly influence the behavior of
3. To exercise authority over

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Non-Invasive Approach© to Data Governance
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Copyright © 2007 Robert S. Seiner – KIK Consulting & Educational Services/TDAN.com
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Definitions

• Data Stewardship is …
“formalizing accountability for the management of data resources.”

• Meta-Data is …
“management of data recorded in IT tools that improves business &
technical understanding of data & data-related processes.”

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Non-Invasive Approach© to Data Governance
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Copyright © 2007 Robert S. Seiner – KIK Consulting & Educational Services/TDAN.com
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Data Governance & Data Stewardship
Key Concepts

• Key Concept Overview

– Data Governance Programs are often perceived as being
“invasive” and “over-and-above” the existing work
culture of an organization.
– Follow the necessary steps to eliminate that perception.
– Take a “practical” and “pragmatic” approach to
implementing Data Governance and Data Stewardship that
follows several key concepts.
– Use the key concepts as a starting point and basis for
the “selling” and “understanding” of your
Data Governance and Data Stewardship programs.

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Non-Invasive Approach© to Data Governance
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Copyright © 2007 Robert S. Seiner – KIK Consulting & Educational Services/TDAN.com
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Data Governance & Data Stewardship
Key Concepts

• Sample KEY concepts of a Data Governance Program:

– Take a Non-Invasive Approach© to Data Governance.
– DO NOT give employees new job titles and recognize that the
majority of their present work will not change.
– Data Stewards are NOT hired.
Data Stewards ARE identified & engaged according to their
present responsibilities.
– A Data Steward is NOT a position.
Becoming a Data Steward IS an accountability for the
management of a subset of enterprise data.
– The Data Stewardship process will NOT create new tasks or
time commitments but instead will ensure that the
appropriate Data Stewards are identified and engaged in each
data related task.
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Non-Invasive Approach© to Data Governance
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Copyright © 2007 Robert S. Seiner – KIK Consulting & Educational Services/TDAN.com
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Data Governance & Data Stewardship
Key Concepts

• Sample KEY concepts of a Data Governance Program:

– Data Stewards WILL NOT be given additional work over and
above their present responsibilities.
– Present responsibilities related to data management WILL be
formalized & recorded to ensure consistent and complete
involvement of the appropriate data stewards.
– The time commitment of each Data Steward will depend on the
number of projects and data issues which impact their area
of expertise.
– Data Stewards will be provided the knowledge, tools, forums
and processes to become more effective and more
efficient data managers.

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Copyright © 2007 Robert S. Seiner – KIK Consulting & Educational Services/TDAN.com
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Data Governance & Data Stewardship
Key Concepts

• Sample KEY concepts of a Data Governance Program:

– Data Governance WILL require commitment to enforcing
behavioral improvements focused on maximizing the
effectiveness & efficiency in which data will be managed.
– Data Governance WILL formalize processes for providing
pro-active and reactive data issue escalation and resolution.
– Data Governance WILL become part of everyday work
process.

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Copyright © 2007 Robert S. Seiner – KIK Consulting & Educational Services/TDAN.com
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Data Governance & Data Stewardship
Best Practices

• Best Practice Overview

– Data Governance Best Practices are defined as the basis and
guideline for the execution of a Data Governance Program.
– Organizations that successfully implement Data Governance
Programs begin by defining a limited series of best practices
before assessing their present practices in comparison to the
best practices.
– Once the best practices are defined, a gap-risk assessment
can be completed to identify the differences (gap) between the
defined Data Governance Best Practices and the present
practices.
– This report should identify the risks (and potential risks)
associated with the gap prior to defining the action plan for
delivering the Data Governance Program.

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Non-Invasive Approach© to Data Governance
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Copyright © 2007 Robert S. Seiner – KIK Consulting & Educational Services/TDAN.com
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Data Governance & Data Stewardship
Best Practices

• Sample Best Practices:

– In order for Data Governance to be successful, there will need to
be a High-Level of Senior Management Support, Understanding
and Sponsorship of the activities of the Data Governance Program
Team.
– Senior Management must stand behind the activities of the Data
Governance Organization, Data Governance Council and
specifically the activities of the Data Governance Program Team.
– In order to obtain that level of support, Senior Management must
gain confidence and trust that the activities of the Team are
practical, pragmatic and focused on solving the issues that have
been defined and will be defined.
– Data Stewards responsibilities will be identified and recognized
rather than being handed to employees as “new” responsibilities.

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Non-Invasive Approach© to Data Governance
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Copyright © 2007 Robert S. Seiner – KIK Consulting & Educational Services/TDAN.com
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Data Governance & Data Stewardship
Best Practices

• Sample Best Practices:

– Data Governance should be considered a PROGRAM rather
than a PROJECT based on the fact that Governance is not a
temporary activity.
– A group of resources (A Data Governance Program Team or
otherwise named team) must be dedicated to the definition,
development, execution and sustainability of the Data
Governance Program on a continual basis (or for however
long your organization is interested in improving and
maintaining high quality data for the organization).
– Data Governance and the Stewarding of data must become
part of everyday business in order to develop and maintain a
high quality of data and information.
– Data Governance Policy will be required as the backbone of
making the action and assurance of governing data “not
optional”. The Data Governance Policy will be approved by
the Data Governance Council prior to gaining acceptance and 13
approval of the Steering Committee (Senior Management).
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Non-Invasive Approach© to Data Governance
* The Non-
Copyright © 2007 Robert S. Seiner – KIK Consulting & Educational Services/TDAN.com
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Data Governance & Data Stewardship
Best Practices

• Sample Best Practices:

– The goals, scope, expectations and measurements of success
of the Data Governance Program will be well defined and
communicated with the Business Units, the Functional Tracks
(Teams), the Project Teams and the Information Technology
areas of the company.
– Roles & Responsibilities of the individuals in the Information
Technology and Business Unit/Functional Areas must be
clearly defined, agreed upon and approved by Senior
Management (in many situations the Corporate CIO, CFO, …).
– Data Steward Roles & Responsibilities will be part of
individual’s job description but will not be the title (position
name) for these individuals.
– Individuals that are identified as filling the roles &
responsibilities will be evaluated (personnel) according to
their willingness, ability and capability of filling the obligations
of the roles.
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Non-Invasive Approach© to Data Governance
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Copyright © 2007 Robert S. Seiner – KIK Consulting & Educational Services/TDAN.com
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Data Governance & Data Stewardship
Best Practices

• Sample Best Practices:

– Accountability for the management of data definition,
production and usage will be the responsibility of every
individual that is identified in one or more of the Roles &
Responsibilities
– The Data Governance Program Team will be provided with the
responsibility and accountability for enabling the Data
Governance Program and Framework into the Business Units
and Functional Areas.
– Data Governance will be applied to business data, technical
data, master data and meta-data consistently across the
organization.
– Data Governance IS NOT a single process or methodology.
– Rather Data Governance IS authority, discipline and behavior
change around the management of data.
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Copyright © 2007 Robert S. Seiner – KIK Consulting & Educational Services/TDAN.com
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Data Governance & Data Stewardship
Covey: “Begin With End in Mind”
• Twelve Step Program to Set Up & Deliver
• Ten Step Program to Market & Communicate
• Best Practice Assessment & Actionable Work Plan
– Define Custom Best Practices from Industry Practices
– Assess Present Environment Vs. Best Practices
– Leverage Strengths of Environment
– Address Weaknesses / Opportunities to Improve
– [If Applicable] Perform Gap / Risk Assessment
– Develop Action Plan
– Develop Communications Plan
• Incrementally Deploy Data Governance Program

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Copyright © 2007 Robert S. Seiner – KIK Consulting & Educational Services/TDAN.com
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Dilbert on Data Management

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Non-Invasive Approach© to Data Governance
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Copyright © 2007 Robert S. Seiner – KIK Consulting & Educational Services/TDAN.com
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Framing & Selling Data Governance/Stewardship
Programs in a Corporate Context

• Do Not Start on Step 7 of the 12 Step Process

• Start by answering the questions –

– What do we mean by “Data”?
– What kind of data are we talking about?

• Be Practical – Start at the Beginning –

– Define Sponsorship & Management
– Define Scope
– Define Business & Technical Audience
– Define Goals & Objectives
– Define Communications Plan

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Defining Measurements &
Metrics of Program Success

• Business Value Measures

• Program Acceptability Measures

• Metrics Critical Success Factors:

– Willingness to consider longer-term value alongside the
immediately measurable acceptability benefits.
– Ability to attribute the improvements in information-based
capabilities to the action of the program.

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Defining Measurements &
Metrics of Program Success

• Business Value Measurements

– Increase Revenues and Profits
– Reduction of Duplicate Data
– Reduction of Human Resources
– Reduction in Application Development Costs
– Reduction in System Integration Costs
– Reduction in Time to Market
– Improvement in Data Quality
– Increase in Report-ability & Track-ability

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Defining Measurements &
Metrics of Program Success

• More Business Value Measurements

– Productivity Improvement
– Increase in Customer Intimacy
– Number of Core Data Mapped to
Corporate Data
– Increases in ROI from Other Projects
– Adherence to Audit & Corporate
Responsibility Issues

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Defining Measurements &
Metrics of Program Success

• Statements of quantifiable business value:

– “Within 1 years we will have the ability to evaluate the
compliance of the organization across business units rather
than by business unit as we do now.”

– “Within 2 years we will be able to evaluate property for

acquisition depending on state-wide standardized data.”

– “Within 3 years we would like to have the ability to make

customer-based decisions based on cross-departmental
program area standard customer data &
improved customer understanding.”

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Defining Measurements &
Metrics of Program Success

• Acceptability Measurements
– People Trained as Stewards
– People That Participate as Stewards
– Divisions or Locations or Offices
That Participate as Stewards
– Number of Accesses of
Stewardship Meta-Data
– Number of Applications or Business Areas
with Stewardship Meta-Data

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Copyright © 2007 Robert S. Seiner – KIK Consulting & Educational Services/TDAN.com
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Defining Measurements &
Metrics of Program Success

• More Acceptability Measurements

– Polling of Stewards &
Steward Meta-Data Users
– Positions with Stewardship Accountabilities
– Departments & Divisions that
Follow the Data Stewardship Program

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Copyright © 2007 Robert S. Seiner – KIK Consulting & Educational Services/TDAN.com
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Defining Measurements &
Metrics of Program Success

• Percentage / Number of:

– Business areas where a data standard (for a specific piece of
data or data element) is accepted and used
– Information systems data elements sharing a standard
– Business processes that utilize a data standard
– Production reports (outputs) that utilize data standard
– People that use data standard elements
– Integrated business processes

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Copyright © 2007 Robert S. Seiner – KIK Consulting & Educational Services/TDAN.com
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Data Stewardship Program Scorecard
Month: January, 2006
Metrics FY 2005 Monthly Actual Year-to-Date FY 2006 Goal
Actual
Stewardship Program
Business Process # Business Process Team Members Trained on Stewardship
# Business Processes With Stewardship Meta-Data Collected
# Projects Involving Stewards / Data Stewardship
Core Data # Business Process Elements Identified
# Business Process Elements Mapped to Impact Points
# Business Process Elements Mapped to Information Systems
Data Quality Issues # Data Quality Issues Identified through Stewardship
# Data Quality Issues Resolved using the Stewardship
$ Data Quality Issues Avoided through Stewardship
$ Revenue Opportunities Identified through Stewardship
$ Revenue Generated through Stewardship
Execution
Benefits Realized Data Stewardship Revenue
Data Stewardship Expense
Other Productivity Gain
Net Benefits
Unit Cost Stewardship Unit Cost/Business Process
Direct Expense/Business Process
Revenue Loss % of Revenue Loss Identified as Unnecessary
$ of Revenue Loss Identified as Unnecessary
Unnecessary Risk % of Risk Identified as Unnecessary
$ of Risk Identified as Unnecessary
Unnecessary Rework % of Rework Identified as Unnecessary
$ of Rework Identified as Unnecessary
Sustainability
Stewardship Training Business Process Owners
- # Business Process Owners Trained on Stewardship
- % Business Process Owners Trained on Stewardship
- % Non-Business Process Owners Trained on Stewardship
Data Stewards
- # Data Stewards Identified to be Trained
- % Data Stewards Trained
Total Data Stewards Trained
Projects # Projects Involving Stewards / Data Stewardship
# Projects Actively Engaged in Collecting Stewardship Meta-Data
Stewardship Training # Stewards to be Trained / Educated on Stewardship
# Stewards Trained / Educated
% Stewards to be Trained / Educated on Stewardship
% Stewards Trained / Educated 26

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Leveraging, Developing & Enforcing
Data Governance Policy

• Company Data Management Policy Information

– Does a data management/governance policy exist?
– Is it used? Is it accessible?
– Is it enforced? Who enforces it?
– Are staff recognized for adherence?
– Are data management roles & responsibilities
spelled out in job descriptions?

• Augment / Leverage Existing Policy

– Less Invasive Than Creating New Policy
– Enforce Existing Policy Through Data Governance

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Leveraging, Developing & Enforcing
Data Governance Policy

• The Data Governance Policy Establishes 2 Key Directives:

– The Data Governance Policy states a need for a Data Governance
Organization (consisting of Business Unit and Functional Area
representation) that maintains the authority and accountability to
make responsible decisions for the betterment and improvement of
data quality, data usefulness and data value.
– The Data Governance Policy establishes the need for a Data
Governance Team, separate from the Project Teams, that is
responsible for being the “data watch dog” or data-auditors for the
organization. This group will need to be staffed adequately to become
knowledgeable of the data management practices being followed in all
enterprise data integration, master data and meta-data related
activities.

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Leveraging, Developing & Enforcing
Data Governance Policy

• Establishes the Data Governance Organization

– The Data Governance Organization is responsible for establishing and
maintaining company-wide Data Governance policies, standards,
guidelines, and procedures.
– The Data Governance Organization is comprised of the Steering
Committee, the Data Governance Council, Data Steward Tactical
Teams, Business Unit Data Steward Coordinators, Data Domain
Stewards, Operational Data Stewards, Identified System Subject
Matter Experts and the Data Governance Program Team.
– The Data Governance Council, will be made up of Business Unit
Representation (for Strategic Decision Making), Functional Track
Leaders (for project-related Tactical Decision Making), Compliance &
Quality Assurance Representation.

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Leveraging, Developing & Enforcing
Data Governance Policy

• Establishes the Data Governance Program Team

– The management of the Data Governance Program is the responsibility of
the Data Governance Organization and supported by a dedicated Data
Governance Program Team.
– Data Governance is defined as:
• The execution and enforcement of authority over the management of
enterprise data and enterprise data processes.
• Data Governance requires the arrangement, utilization and balance of
people, process, and technology to enable an organization to manage
and leverage data as an enterprise asset.
• Data Stewardship is the formalization of accountability for the
management of definition, production and usage (i.e. Quality)
of enterprise data assets.

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Leveraging, Developing & Enforcing
Data Governance Policy

• Sample Governance Policy Verbiage:

– Purpose – This policy for Data Governance is designed to manage the
creation, transformation, and usage of data and related information
owned by or in the care of xxxxx and its subsidiaries and affiliates.
This policy will direct the development of common data definitions,
standards, requirements and processes; enforce lines of authority; and
assure that the governance framework is fully implemented.
– Policy – It is the policy of xxxxx to require that all data owned by or in
the care of xxxxx and its subsidiaries and affiliates be managed as a
corporate asset through defined Data Governance standards and
procedures.

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Copyright © 2007 Robert S. Seiner – KIK Consulting & Educational Services/TDAN.com
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Leveraging, Developing & Enforcing
Data Governance Policy

• Sample Governance Policy Verbiage:

– Scope – This policy applies to all xxxxx employees, contractors,
temporary employees, consultants, and authorized agents of the
Company. Throughout this policy, the word "users" will be used to
collectively refer to all such individuals. Adhering to the Data
Governance policies and standards is the corporate responsibility of
everyone within xxxxx. Throughout this policy, the word “xxxxx” will
be used to collectively refer to xxxxx and its subsidiaries and affiliates.
– Policy Violations – Data and information is a critical component of
xxxxx business. All users must maintain the quality and integrity of
these resources. Violations of this policy may be considered serious
breaches of trust, which can result in disciplinary action up to and
including termination of employment or contract and prosecution in
accordance with applicable federal, state, local laws.

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Suggestions for Contending With Organizational
(In) Tolerance for Change

• Clearly Define & Communicate the Purpose, Goals,

Measures of the Data Governance Program

• Clearly Communicate the Non-Invasive Approach©

• Clearly Define Organizational and Managerial Support

• Clearly Define Processes and Commitments Required

• Clearly Define Responsibilities and Identify

“De Facto” Data Stewards

• Recognize Why Earlier Attempts Failed

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Suggestions for Contending With Organizational
(In) Tolerance for Change

• Promote Through Reward and Recognition

• Effectively Transition Data Governance/Stewardship Into

the Environment

• Include Steward Responsibilities With Job Descriptions

• Automate Data Steward Processes Whenever Possible

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Data Governance Organization
Roles & Responsibilities

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Data Governance Organization
Intro to Roles & Responsibilities

• Business & IT Need to be Involved

– Coordination is Required – Program Team to Manage
– Cooperation is Required – Data Governance Not Optional

• IT Data Governance (IT)

• System Subject Matter Experts (Business/IT)

• Data Subject Matter Experts (Business/IT)

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Data Governance Organization
Introduction to Roles & Responsibilities

• Remember the Key Concepts

– Be Non-Invasive*© in Your Approach
– DO NOT give employees new job titles.
Help them to recognize that the majority of their work will not change.
– Data Stewards are NOT hired.
Data Stewards ARE identified & engaged according to their present
responsibilities.
– A Data Steward is NOT a position.
Becoming a Data Steward IS an accountability for the management of a
subset of enterprise data.

• Two Distinct Sets of Responsibilities

– Data Governance Program Roles – Not the Stewards!
– Data Governance Organization Roles – Stewards, Council, …
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Data Governance Organization
Roles & Responsibilities
• Data Governance Program Management
– Oversee Entire Program / Architect Solution & Framework
– Facilitate Governance Organization & Steward Involvement
Data Domain Stewards
(Cross LOB)

Steward Coordinator Steward Coordinator

(Per LOB) (Per LOB)

Data Definers Data Producers Data Users

(LOB) (LOB) (LOB)

– Develop and Deliver Education & Mentoring

– Quality Assurance – Oversight, Monitor, Report Results

• System Subject Matter Experts (SSME) or Data SMEs

– Plan & Implement Data Quality Activities at Application Level
– Build Governance & Stewardship Activities into Work Plans
– Collaborate with Stewards to Perform Data Quality Activities
Data Domain Stewards
(Cross LOB)

Steward Coordinator Steward Coordinator

(Per LOB) (Per LOB)

Data Definers Data Producers Data Users

(LOB) (LOB) (LOB)

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Data Governance Organization
Roles & Responsibilities
• Data Governance Steering Committee (Executive)
– Sponsor, Approve, Champion Strategic Plan & Policy
Data Definers
(LOB)
Steward Coordinator
(Per LOB)

Data Producers
(LOB)
Data Domain Stewards
(Cross LOB)

Data Users
(LOB)
Steward Coordinator
(Per LOB) – Communicate with LOBs Expectations & Requirements
– Identify & Prioritize Data Quality Initiatives

• Data Governance Council (Strategic)

– Provide Assurance of Enterprise Perspective & Approach
Data Definers
(LOB)
Steward Coordinator
(Per LOB)

Data Producers
(LOB)
Data Domain Stewards
(Cross LOB)

Data Users
(LOB)
Steward Coordinator
(Per LOB)
– Provide Strategic Direction for Data Stewardship Committee
– Resolve Escalated Problems at Strategic Level

• Tactical Data Stewards (Tactical)

– Data Domain Stewards & Data Stewards Coordinators
Data Definers
(LOB)
Steward Coordinator
(Per LOB)

Data Producers
(LOB)
Data Domain Stewards
(Cross LOB)

Data Users
(LOB)
Steward Coordinator
(Per LOB)
– Identify and Coordinate Operational Data Stewards
– Identify and Manage-To Domains of Data
– Resolve Escalated Problems at Tactical Level

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Data Governance Organization
Roles & Responsibilities
• Data Definer (Stewards) – Responsible for …
– Defining the data that will be used by the organization, how
that data will be used, and how that data will be managed.
Data Domain Stewards
(Cross LOB)

Steward Coordinator Steward Coordinator

(Per LOB) (Per LOB)

Data Definers Data Producers Data Users

(LOB) (LOB) (LOB)

– Creating/reviewing/approving data definitions

– Integrity and quality of data definition
– Identifying data quality standards
– Identifying and classifying data access levels
– Identifying and documenting regulatory and legal/risk issues
including data retention requirements
– Supporting/sharing knowledge w/other stewards
– Communicating new and changed business requirements to
individuals who may be impacted
– Communicating concerns, issues and problems with data to
the individuals that can influence change
– Meta-Data Definers (Stewards)

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Data Governance Organization
Roles & Responsibilities
• Data Producer (Stewards) – Responsible for …
– Producing, creating, updating, deleting, retiring, archiving the
Data Definers
(LOB)
Steward Coordinator
(Per LOB)

Data Producers
(LOB)
Data Domain Stewards
(Cross LOB)

Data Users
(LOB)
Steward Coordinator
(Per LOB)
data that will be managed.
– Integrity and quality of the data created or updated in their
department or process.
– Management and control of data creation.
– Completeness and timeliness of data.
– Communicating new and changed business production
requirements to individuals that may be impacted.
– Communicating concerns, issues, and problems with data
production to individuals that can influence change.
– Meta-Data Producers (Stewards)

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Data Governance Organization
Roles & Responsibilities
• Data User (Stewards) – Responsible for …
– Using data to perform their job and processes.
– Integrity of data usage.
Data Domain Stewards
(Cross LOB)

Steward Coordinator Steward Coordinator

(Per LOB) (Per LOB)

Data Definers Data Producers Data Users

(LOB) (LOB) (LOB)

– Communicating new and changed business data usage

requirements to individuals that may be impacted.
– Communicating concerns, issues, and problems with data
usage to individuals that can influence change.
– Meta-Data Users (Stewards)

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Tactical Stewards
Domain Definition

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Tactical Stewards
Domain Definition

• By Subject Matter
– Customer
– Vendor
– Material
– Product, …

• By Tier 1 & Tier 2 Systems

– Operational Systems (Tier-1)
– Integrated Data Sets (Tier-2)

• By Organization
– Line of Business / Business Unit
– Functional Area

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Operational Stewards
Criteria & Traits

• Data Stewards should have a vision of what the future of data integration
within the department can be and have the ability to get others to see the
vision and align all data-related activities with achieving the goals of the
organization.

• Data Stewards are rarely satisfied with the way data is managed. They
should constantly be looking for ways to improve the status quo of how
data is managed and as a result, constantly strive for improvements in
how data is defined, produced, and used.

• Data Stewards should have the ability to motivate the organization to

achieve data integration by including all parties that are interested (or
mandated) to integrate their data.

• Data Stewards should set an example of data-related behavior for the

department. They should exhibit the data-related behavior they want from
the department every day and in everything they do.

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Operational Stewards
Criteria & Traits

• Data Stewards should be team players. They must develop and help
achieve common goals and a shared sense of purpose regarding their
specific subject matter and its linkages with organizational goals. They
should be able to draw on their own strengths and look to others as a
resource, and hold one another accountable where they are
interdependent.

• Data Stewards should be diplomatic when dealing with other Stewards.

Conflict is an inevitable part of teamwork, as people are different from one
another and situations are frequently ambiguous where values may differ.
An inability to come to grips with conflict is a serious limitation to a team
player. Data Stewards must have the personal interest, intuitive ability
and communication skills to facilitate issue resolution to achieve a “win-
win.”

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Process Integration
A Key Component of Data Governance

• Stay “Non-Invasive©*” in Your Process Integration

• “Active” Data Governance

– Pro-Active Governance – Through Method/Process
– Re-Active Governance – Through Issue Resolution

• Overlay Roles & Responsibilities Over Existing

Methodology & Work-Flow

• Data Conflict Types & Engaging Stewards

• Data Stewardship Conflict Resolution Paths

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Pro-Active Data Governance
Integrating With Existing Methodology

• System Development Life Cycle (SDLC)

Application Development Life Cycle (ADLC)
Data Development Methodology (DDM)
DB Development Methodology (DbDM)
– Planning (Roles, Time Commitments, Tasks)
– Requirements
– Analysis
– Design
– Development
– Testing
– Implementation
– Maintenance
– Enhancement
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Pro-Active Data Governance
Integrating With Existing Methodology

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Pro-Active Data Governance
Integrating With Existing Methodology

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Pro-Active Data Governance
Integrating With Existing Methodology

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Re-Active Data Governance
Resolving Data Conflicts

• Reactive Data Governance Focuses On:

– Resolving Known Data Quality Issues
– Resolving Discrepancies in Data Definition
– Improving Data Integration
– Cleaning & Collecting Meta-Data

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Re-Active Data Governance
Resolving Data Conflicts

• Is a Data Conflict a Data Conflict?

– Are All Data Conflicts Created Equally?
– Resolved Equally?

• Data Conflicts Often Coincide with Steward Roles …

– Data Definition Conflicts
– Data Production Conflicts
– Data Usage Conflicts

• Re-Active Governance Through:

– Issue Resolution
– Data Quality Initiatives

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Re-Active Data Governance
Data Definition Conflicts

• Defining Data Definition Conflicts

A Data Definition Conflict is a divergence of business and/or technical
opinion about the definition or requirements for or about specific data that
will be used to support business activities.

• Defining Data Production Conflicts

A Data Production Conflict is a divergence of business and/or technical
opinion about the production of specific data that will be used to support
business activities.

• Defining Data Usage Conflicts

A Data Usage Conflict is a divergence of business and/or technical opinion
about the usage of specific data that will be used to support business
activities.

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Re-Active Data Governance
Resolving Conflicts

• Data Quality Methodology

– Qualify & Prioritize Data Issue
– Identify Affected Data Domain
– Identify Affected Data Stewards
– Conduct Data Systems & Data Resource Discovery
– Conduct Root Cause Analysis
– Conduct Cost-Benefit Analysis
– Analyze & Recommend Resolution
– Gain Approval, Funding, Resources
– Resolve Data Issue

• Cross Reference DQ Methodology & Resources

– Who does What and When?
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Re-Active Data Governance
Resolving Conflicts

• Invoking Roles & Responsibilities

– Who identifies the conflict?
– Who directs the formal resolution effort?
– Who engages the pertinent data stewards?
– What will be the decided upon outcome?

• Define Escalation Paths & Decision Making

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Conflict Resolution Paths
Pyramid Diagram

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Managing Data Governance Meta-Data
Conceptual Meta-Model
Business Unit Code (PK) Project Code (PK)
Business Unit Business Unit Name Project Name
Project Code IMS-IMS
Code
WAFR-WAFR
CHAZ-CHAZ
Person Id (PFK)
Position Code (PFK)
Business Unit Code (PFK)
Person Id (FK) Data Name (PFK) Data Name (PK)
Position Code (FK) Data Level Type Code (PFK) Data Level Type Code (PFK)
Business Unit Code (FK) Steward Type Code (PFK) Subject Matter Code (FK)

Position Link Steward Link Data Level

Person Data
(Relationship) (Relationship) Code

Person Id (PK) Data Level Code (PK)

Person Name Data Level Desc
Contact Info DM-Data Model
Include “Unassigned” ENT-Entity
ATR-Attribute
DB-Database
TBL-Table
Position Steward Subject COL-Column
Code Type Code Matter

Position Code (PK) Steward Type Code (PK) Subject Matter Code (PK)
Position Name Steward Type Desc Subject Matter Name
Position Grade DD-Data Definer
DP-Data Producer
DU-Data User
SS-System Steward

ISDM ISDM
Task Integration

ISDM Task Number (PK) ISDM Task Number (PK)

ISDM Task Desc Stewards Type Code (PFK)
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Managing Data Governance Meta-Data
Common Data Matrix / Data Sharing Matrix

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Developing an Action Plan to
Build a Data Governance/Stewardship Program

• Twelve-Step Action Plan

1. Define Data Governance & Best Practices
Define Drivers of, and Need for, Governance & Stewardship
2. Perform Assessment of Existing Practices Vs. Best Practices

3. Identify Strengths, Opportunities for Improvement

Communicate Gaps & Risks Associated with Gaps
Develop Data Governance Action Plan

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Developing an Action Plan to
Build a Data Governance/Stewardship Program

• Twelve-Step Action Plan (continued)

4. Frame & Sell the Data Governance/Stewardship Program
Define Key Concepts & Key Terms
Specify Goals, Objectives, Measures, Communications

5. Define, Identify & Document Data Governance Organization

Include Business & Technical Roles & Responsibilities
Include Time Commitments, Workflow Integration
Define Domains & Cross-LOB Coordination

6. Select Steward Meta-Data to Manage

Develop Data Governance Tools
Plan for Sourcing Steward Meta-Data

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Developing an Action Plan to
Build a Data Governance/Stewardship Program

• Twelve-Step Action Plan (continued)

7. Develop Data Governance/Stewardship Roll Out Plan,
Resource Plan and Communications Plan

8. Populate Steward Meta-Data Tool

Identify “De-Facto” Data Stewards Through Existing Initiatives

9. Identify & Educate Data Governance Organization

Attach to Meaningful Data Integration Efforts
Use Pro-Active & Reactive Data Governance Processes

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Developing an Action Plan to
Build a Data Governance/Stewardship Program

• Twelve-Step Action Plan (continued)

10. Engage Data Governance Council
Engage Data Domain Stewards & Operational Stewards
Turn Steward Meta-Data Over to Production

11. Enhance Data Governance/Stewardship Program

With New or Changed Requirements

12. Evaluate Data Governance/Stewardship Program

Monitor & Report Usage

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Developing an Action Plan to
Market Data Governance/Stewardship

• Ten-Step Marketing Action Plan

1. Select a Project or Projects for Data Governance & Data
Stewardship Program to Focus Initial Support

2. Develop Use Cases to Identify Ways That Data Governance

& Data Stewardship will be Used to Support the Project

3. Educate Project Teams on the Uses of the Data

Governance & Data Stewardship Program

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Developing an Action Plan to
Market Data Governance/Stewardship

• Ten-Step Marketing Action Plan (continued)

4. Educate Project Teams on Expectations, Skills, Tasks,
Tools

5. Measure and Report Results of Data Governance & Data

Stewardship Project to Project Teams

6. Promote Measurements and Successes Via Newsletters,

Emails, Memos, Announcements

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Developing an Action Plan to
Market Data Governance/Stewardship

• Ten-Step Marketing Action Plan (continued)

7. Provide On-Call Data Governance/Stewardship Program Hot-
Line and Support-Line

8. Provide On-Line, Portal Access and Support

9. Provide Classroom and/or Individual Education and Training

10. Provide Brown-Bag Lunches to Educate/Attract Potential Data

Governance/Stewardship Users

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Wrap Up
& Discussion

• Final Summary
– Keep Your Solution Practical & Pragmatic
– Consider the Key Concepts Suggested Earlier
– Stay Non-Invasive*© in Your Approach
– Remember the 3-D’s of Data Governance & Data Stewardship
– Emphasize the Use of Meta-Data to Support the Program

• Questions & Case Discussion (if time is available)

– Financial Company in Atlanta
– State Government in Florida
– Manufacturing & Retail Company in Mexico City

• Thank you for selecting this session.

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Contact
Information

• Robert S. Seiner
KIK Consulting & Educational Services, LLC – KIKconsulting.com
The Data Administration Newsletter, LLC - TDAN.com
Post Office Box 112571, Pittsburgh, Pennsylvania 15241
412.220.9643, 412.220.9644 (Fax)
[email protected]
[email protected]

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