DAMA Data Governance 90 Min PDF

EWSolutions
Data Governance &

Stewardship
By David Marco
President
EWSolutions
www.EWSolutions.com
Contact us at info@EWSolutions.com Strategic Partner & Systems Integrator
© 2014 Enterprise Warehousing Solutions, Inc. (EWSolutions) – 1 Intelligent Business Intelligencesm
EWSolutions’ Background
EWSolutions is a Chicago-headquartered strategic partner and full life-cycle systems
integrator providing both award winning strategic consulting and full-service
implementation services. This combination affords our clients a full range of services
for any size enterprise information management, meta data management, data
governance and data warehouse/business intelligence initiative. Our notable client
projects have been featured in the Chicago Tribune, Federal Computer Weekly, Journal
of the American Medical Informatics Association (JAMIA), Crain’s Chicago Business,
and won the 2004 Intelligent Enterprise’s RealWare award, 2007 Excellence in
Information Integrity Award nomination and DM Review’s 2005 World Class Solutions
award.
2007 Excellence in Information

Integrity Award Nomination
Best Business Intelligence Application World Class

Information Integration Solutions Award
Client: Department of Defense Data Management
For more information on our Strategic Consulting Services, Implementation Services,

or World-Class Training, email us at info@EWSolutions.com or call at 630.920.0005
www.EWSolutions.com
© 2014 Enterprise Warehousing Solutions, Inc. (EWSolutions) – 2
Strategic Partner & Systems
Intelligent Business Intelligencesm
EWSolutions’ Partial Client List
AFLAC Federal Aviation Administration Physicians Mutual Insurance
Arizona Supreme Court Federal Bureau of Investigation (FBI) Pillsbury
Bank of Montreal Fidelity Information Services Quintiles
BankUnited Ford Motor Company Sallie Mae
Basic American Foods GlaxoSmithKline Schneider National
Becton, Dickinson and Company Harbor Funds Secretary of Defense/Logistics
Blue Cross Blue Shield companies Harris Bank Singapore Defense Science & Technology
Booz Allen Hamilton The Hartford Agency
Branch Banking & Trust (BB&T) Harvard Pilgrim HealthCare Social Security Administration
British Petroleum (BP) Health Care Services Corporation South Orange County Community College
California DMV Hewitt Associates SunTrust Bank
California State Fund HP (Hewlett-Packard) Target Corporation
Canadian National Railway Information Resources Inc. The Regence Group
Capella University International Paper Thomson Multimedia (RCA)
Cigna Janus Mutual Funds United Health Group
College Board Johnson Controls United Nations
Comcast Key Bank United States Air Force
Corning Cable Systems LiquidNet United States Army
Countrywide Financial Loyola Medical Center United States Department of State
Defense Logistics Agency (DLA) Manulife Financial United States Navy
Delta Dental Mayo Clinic United States Transportation Command
Department of Defense (DoD) McDonalds University of Michigan
Driehaus Capital Management Microsoft University of Wisconsin Health
Eli Lilly and Company MoneyGram USAA
Environment Protection Agency NASA US Cellular
Farmers Insurance Group National City Bank Waste Management
Nationwide Wells Fargo
Neighborhood Health Plan Wisconsin Department of Transportation
NORC Zurich Cantonal Bank
For more information on our Strategic Consulting Services,
Implementation Services, or World-Class Training email us at
www.EWSolutions.com
Contact us at info@EWSolutions.com
Info@EWSolutions.com Strategic Partner & Systems Integrator
David Marco – Professional Profile
Best known as the world’s foremost authority on meta data management and the father of the
Managed Meta Data Environment, he is an internationally recognized expert in the fields of data
governance, big data, data warehousing, master data management and enterprise information
management (Data Management). In 2004 David Marco was named the “Melvil Dewey of
Metadata” by Crain’s Chicago Business as he was selected to their very prestigious “Top 40
Under 40” list. David Marco has authored several books including the widely acclaimed “Universal
Meta Data Models” (Wiley, 2004) and the classic “Building and Managing the Meta Data
Repository: A Full Life-Cycle Guide” (Wiley, 2000).
 2014 EWSolutions was inducted into the Hinsdale business Hall-of-Fame after 6
consecutive years of receiving “Best of” awards in Enterprise Information
Management
 Selected to the prestigious 2004 Crain’s Chicago Business “Top 40 Under 40”
 2008 DAMA Data Management Hall of Fame (Professional Achievement Award)
 2007 DePaul University named him one of their “Top 14 Alumni Under 40”
 Presented hundreds of keynotes/seminars across four continents
 Published hundreds of articles on information technology
 Author of several best selling information technology books
 Taught at the University of Chicago and DePaul University
 Holds both a CDMP and a CBIP certification
Email: DMarco@EWSolutions.com
www.EWSolutions.com
Agenda
 Enterprise Information Management’s (EIM)
Role in Data Governance
 Data Governance Return on Investment
(ROI)
 Introduction to Data Governance
 Introduction to Data Stewardship
 Data Governance Framework
 Top 10 Reasons for Failure
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Your Data Governance Program
 No two governance and stewardship
programs are the same – each is unique
 Adopt as many of the best practices
presented here as possible
 Tailor them to your organization, recognize
the uniqueness in the nuances of your
program while keeping the direction of your
governance approach true
 The best approaches to governance
maintain the enterprise focus while
implementing iteratively
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Data Governance
Background &
Fundamentals
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Data Governance Defined
 Data Governance: defines the people,
processes, framework and organization
necessary to ensure that an organization’s
information assets (data and meta data) are
formally, properly, proactively and efficiently
managed throughout the enterprise to secure its
trust, accountability, meaning and accuracy
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Meta Data vs. Data
 Meta Data: Meta data contains the knowledge
that a 1) field is called “Customer_Name”, is 40
characters in length, and exists in systems A, B,
and C; 2) that our company has 3 systems which
contain customer master data. These systems
are…
 Data: Data would be a specific instance of
“Customer_Name” equaling “John Doe”
 Information: Data that is meaningful to a
business user. They understand it and they know
what to do with it
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Data Governance Fundamentals
(content) (context)
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 Enterprise Information Management (EIM): The
systematic processes and governance procedures for
applications, processes, data, and technology at a holistic
enterprise perspective
 The purpose of enterprise information management is to
bring enterprise order, purpose, structure, efficiency, and
performance to applications, processes, data, meta data
and technology
 EIM is not a single technology or component, but a
coordinated framework of disciplines for managing data,
meta data and information assets throughout the
organization
 Data Does Not Manage Itself!!
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What Does All This Have To Do
With Data Governance?
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 Let’s look at the definition for EIM again:
 Enterprise Information Management (EIM): The systematic
processes and governance procedures for applications,
processes, data, and technology at a holistic enterprise
perspective
 EIM is not a single technology or component, but a coordinated
framework of disciplines for managing data, meta data and
information assets throughout the organization
 EIM is impossible to accomplish without data
governance
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DAMA DMBOK
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EIM Knowledge Areas
Enterprise
Information Management
Data Management is
Process Management
Information Quality
Master Data Management

the foundation for all
Data Architecture
IT Portfolio Management
Information Security
Information Delivery
of the other EIM
focus areas.
Regardless of which
focus area you target
first, you will need to
do Data
Management
Data Management
Data Governance Meta Data Management
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Common Data Governance Activities
Common Data Governance Activities/Goals
 Data identification and definition
 Effective use of meta data
 Data quality metrics definitions and rules
 Brings order, purpose, form, efficiency, performance
 The capture, store, protect and ensure the integrity of the
information assets
 Many others!!
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How Do You Manage Information Assets?
This is all Data
Governance
You cannot manage what you do not measure
You cannot measure what you do not understand
You do not understand…….
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Data Governance ROI
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Current State of Data Governance
 EIM goes by many names:
 Data Governance
 Data Stewardship
 Data Management
 Enterprise Data Management
 Centers of Excellence
 Information Management
 Information Asset Management
 I don’t care which name you use as long as you do it
successfully
 Many companies are now pursuing this activity at an
enterprise level
 Almost all companies are doing some level of data
governance; however, the majority do it piecemeal
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What Does One Process Look
Like for a Large Company?
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Fortune 100 – One Process
Sa le s Re q u e s t
W e b / EDI
W e b / Em a il/ F a x W e b / EDI Commer ci G EM
Cor por at e EDI O r der
Sa le s Re q u e s t
al Consumer
Relat ionships Kio s k O r der
s / Micr o
Commer cial
W eb / Em a il/ Fa x
T e le / W e b
Reseller s SMB
Cu s to m e rs
W eb / EDI
Sales For ce LJ Call
Call Cent er s - Agent s
Business Cent er -
Rockvile, Ret ailer US Af f ilat es
Par t s Repair Ent er pr ises PC,
Fied
l Rosevile,
Te le / W e b
Sa le s Re qu e s t
Ser ver s,
Cust om er s
Te le / W e b
Adm in
W eb / EDI
Cuper t ino, Consum
and Par t ner s Channel T e le / W e b
Kio s k O r d e r
O nt ar io er Call
Descar t es
Links Cent er -
Kio s k O r d e r
Sa le s Re qu e s t
Act ive Cust omer
CPL - Cat alog Fast - Web Part ner EDI EDI / XM L Kiosk -
Answer s G lobal Biz Link Reseller Kylor ( AA) - Advant age e-
Q MS AQ S - Pr od. &
Rack Pr ocur em ent - & Pt nr Dir ect - G at eway - G at eway - NA/ AP CPQ
Ast r o - ( Ext r anet s) - Web - HP eProcurement -
Sh o p p i n g / - NA -
Pr ic e
Assis t ant CG BX - NA - CPQ Pr im e - CPQ NA - CPQ - HP Biz-St ore Pack - HP
NA - Sie bel NA - CPQ CPQ CPQ CPQ - HP At Home Shopping
Qu o ti n g HP eChannel - CPQ
BPS - CPQ
ePrim e - HP eCAT - CPQ
Pr of iler Cust om er
PWEB I TRC - SUM - NA G olden CEI 's
- HP - HP O m aha Cust omer Advant age SAP - Kiosk - Vir t ual Sales
- US - Eggs - Ext r anet s -
Call Cent er , Advant age XRS - I PC HP Rep - HP
CPQ CSN - CPQ - HP
or Lit t let on Dir ect Plus -
Explor er 4 Pr oduct LSO - NA - eSt or es
SBW Remedy Rack Builder CPQ
- CPQ HP Vendor CPN - CPQ CAFE - - CPQ
Advisor US - HP ESN - - CPQ
- HP VI SA - WW eM ar ket CPQ SAP - CPQ
CPQ O LS - Pr ophecy - US - I PC D7 -
Comcat - Place -
Sa le s Re qu e s t
Cybr ant Siebel Call CPQ G am e DB -

Q uick Cent er 2000 CPQ
Q uot e - - HP
I PS O n ly
- US - CPQ I PS O n ly e- St or e -
Canada - Fact or y
Suppor t Cham eleon - HP
Wat son - SW Depot - CDAT - G EMS - O ut let -
CPQ Com paq
Pr icing Shopping - HP B2B I nt eg NA -
HP Dir ect
Tool - SVR / CEI 's CPQ
Les Web Svr - Buysit e
NCAS - Business EDR -
W eb - Q L - Q uot er s
Advant age - CPQ & Mar ket
CO PE/ BET CPQ CPQ W B - CPQ Sit e. com CPQ
CPQ
SRS - ePar t s
Ord e r CPQ ePO - NA Resour ce
CPSA/ MSS Syst em Conr ad - HP
M anagem ent T - CPQ - HP Mar ket place
- CPQ
G PSY - NA - HP
CPL - SAP - XRS -
CCSU Mat l - HP Compucom - I CO N - SAP 3. 1 - EPH -
Pear s - NA SCA - NA HP
SBS - OM HP O M - CPQ Roset t aNet
- CPQ - HP
ACS - SAP - Port al - HP
SM ART
CPQ db - CaLado -
SAM -
CPQ WWPAK O M - HP
SAP - Fusion - NA - O M - WW CI SYS - WWO MS NA - HP
SAP - - HP Pr im us FO CUS Earl -
HP
STO
HP Canada - HP - NA - G O LD ( 252) -
XRS - WWO MS US - HP - CPQ Fir eman HP
Cor e - CPQ CPQ
CPQ - NA - DAC SAP - Consumer
E- Eur eka - Dir ect SV - O M -
Eclipse - NA - HP
HP NCAS Legacy Par t s - eTracking - HP
SAP - HPS - NA - ePar t s
- NA - SW CMG - NA O M - HP
O M - HP CPQ - HP Alegr o -
PPS - Depot - - HP Vist a - O M - CPQ
FO CUS CPQ NA - HP O SS - HP
O M - HP
- CPQ
SAP - Replenishment D7 - O M - HP
SSI M SAP - HPS
- HP - NA -
Upf r ont -
Legacy O M
SO RDS - Finance -
Tiger - - NA - CPQ HP
NA - HP Vist a - HP Cyber S Financial
Fin an c e HPFO Legacy
Finance - Services
CTO
CPQ HP Shopping
SAP - HPS - NA - TI M - SACS - Financial
p r od u c t s
O M Finance - HP HP NA - HP I nst it ut ion SAP -
Hear t - HP Consumer
Ar mada
SI S - Dir ect SV -
- NA - Smar t Cube
CPQ MAT - Plus - Finance - HP
SAP - HPFO - HP
NA - HP NA -
WWFTP - PM Tools - NA - HP
HP
HP - HP
SW Depot - eFLS - ASM - PRO MI S

Su p p l y Clear Fulf ilm ent - RM S - CPQ Power - CPQ I OM -
SFDM - NA -
Ch a i n Cont r act - HP CPQ CPQ NA - HP HP
( M 1/ M 2) - SWAT - HP Legacy Par t s -
CPQ M icr osof t
SAP - HPS - NA - CPQ SC - HP
Vir t ual Sour cing - SAP 3. 1 - EPH O RS - SPD -
CPQ
Xelus
HP - Finance - SAP - CaLado - NA -
Plan -
MAXCI M Fast -
CPQ SAP - Replenishment D7 - Fulf ilm ent - HP HP
Fulf ilm ent - HP NA -
- HP CPQ HP
CCDB - NA -
HP G DS - Nor m -
Plat o -
NA - HP NA - HP Compucom NA -
O M Ser ver
HP
- NA - HP SAP 3. 1 -
FAI - NA - HP SAP 4. 6 - SW APO G EE - APO G EE/ SHI P
Clarif y - SAP - Fusion - NA US - Ser vices - EPH -
Supply Chain St or age - HP Vist a - Fulf ilm ent - CPQ
Pulse - - Fulf ilm ent - HP HP Fulf ilm ent -
CPQ - HP
CPQ
EI A - NA - HP
Ent it lement - Knight

Backplane/ Shopf loor -
NA - HP - CPQ
NA - HP SAP -
Ryder
Consumer
Auror a Mgr - DAC MM300
SAP - AUE - WWSNRS - Dir ect SV -
Educat ion - NA - HP Clarif y - WFM - Fulf ilm ent 0 - HP
NA - HP CPQ Fulf ilm ent -
CDO - NA - NA - HP RCM - HP NA - HP
HP
HP
FI C Q -r un
Tijuana LJ SCI - HP 3PO
MSL Q uant a Complet ion Alabama
CPQ Print er CQ Dir ect Ryder
Rosevile Hit achi Supplier s - HP Vent ur e & Supplies
Symnex Fact or y Woodland I J O nt ar io LJ I r ish
Memphis I J DC
Houst on Complet ion Complet ion Expr ess
Menlo Complet ion SCI Sandst on Compal Power O HL
M1/ M2 & Supplies & Supplies
I ngr am Micro Logist ics & Supplies LJ Comp. & - HP Packaging Memphi
AG S Houst on M5 CPQ Project or DC DC
Richmond DC Supplies s DC
Daisy Tech CQ 3PO Supplier
Supplies Tat ung DC
Complet ion G enco Comm.
Tech Dat a & DC Reseller s
Fr emont CQ Aliance
Part ners
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What Do Our Current IT
Systems Look Like?
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Islands of Data
Operational Islands of End User

Applications Data Reporting
Systems
ES-9000 Medical
TOPPS Bulletin Board System (BBS) Groups
RX42
HPE-980 Pentium PC Financial
Standard
Analysis
VAX Cluster Healthchex
Adhoc
AMRS-Advanced Medical AST 486 server
MHUM - Mental Health
Record System
RIS- Radiology Information Utilization Management
System
MS SQL Server Pharmacy
Standard
LAB/LIS- Laboratory ASAP - Actuarial System
Adhoc
Information System Analysis Program
VAX(Burlington) ES-9000
IPS- Inter Practice System
HPE-980 GL
PSIMED GMIS-Claim Check Claims
Standard
North E/B SAS , SAS screens, Adhoc

AS/400 Viewpoint
DB2 and SAS dataset
MGD Claims Decision Analyzer
Query Actuarial SAS dataset Health & Medical
AS/400 Standard
Pharmacare (outside vendor) HP937 Services (CQM, HSA)
NED Datawarehouse Adhoc
Pharmaview (outside vendor)
HSA dept. Lan Server
HP-992 NEDClinical Computer
NED E/B NED Multiview GL and AP Utilization
Standard
ACPS- Automatic Claims PHC Multi-view GL. Adhoc
Processing
PASS System
- Patient Appointment PHC JV Finance Server
Scheduling System
ENCOUNTER PHC Network Development Server Actuarial & Underwriting
FFS - Fee For Service Standard
REF - Referrals MAMSYS/PAPSYS Analysis
Adhoc
Pharmacy DB
Provider Master (14) Foxpro Applications
HP (9 series) Sales & Mktg /
PHC Medical Services Server Standard
MARS Network Development
AMISYS PHC Actuarial Analysis Server Adhoc
•Hospital Summary
•Quality Assurance Request Dec Alpha
•Network & Medical Request Quantum Membership/Enrollment &
•Actuarial End User Request
•Claims Analytic Database Standard
Billing
Prov DB Adhoc
Drug DB PHC Pharmacy Server
Legend Multiple colors indicate the system is
HCD MGD NED PHC used by multiple divisions.
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The Cost of Redundancy
 Large healthcare insurance company
 Has a $1.6 billion IT budget
 They estimate it costs them $2 per month to store
each gigabytes of data
 $8 per month if you add in services and
maintenance
 They estimate that they have 1.6 petabytes of
redundant data
 What does this cost them yearly? Simple math
 $8 x 12 months x 1,000,000 (1.6 petabytes) =
$153,600,000
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Data Governance Metrics
 Defined “hard” and “soft” dollar savings and earnings
 Testimonials from participating areas (lines-of-business, divisions,
etc.)
 Improvements in process and data performance (limiting redundancy,
increasing reuse, improving performance, etc.)
 Documented improvements in information quality
 Number of times meta data is read/updated/added/deleted from the
MME
 Number of participating Data Stewards
 Number of defined Subject Areas
 Number of entities, attributes and relationships actively managed
 Number of entities, attributes and relationships with corresponding
meta data
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Data Governance
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Data Governance
 Data is one of the most important assets in
a corporation
 Data has value when it is delivered timely,
properly formatted, concise, accurate and
understood
 Business ownership of the data and active
participation are critical
 The role of the data steward has grown
considerably over the years
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Data Governance
 Data Stewardship: The process of having data
stewards work with the data and meta data of an
organization to ensure its quality, accuracy,
formats, domain values, and that it is properly
defined and understood across the enterprise
 Data Stewardship’s role is to ensure
organizational data and meta data meet quality,
accuracy, format and value criteria; ensuring that
data is properly defined and understood
(standardized) across the enterprise
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Data Stewardship
 Data Steward: A person(s) responsible for working with the
data and meta data. There are different types of data stewards
 Involved in defining subject area boundaries
 Collects feedback and enhancements for specific subject area
 Resolves data integration issues
 Acts as the conduit between business and IT
 Serves as quality control point for the subject area
 Note: one data steward can be responsible for multiple subject
areas
 The data steward acts as the conduit between IT and the
business. The data steward (often not just one person, but a
collection of people) aligns the IT systems (both decision
support and operational) with the business’ requirements. The
data steward has the challenge of guaranteeing that one of the
corporation's most critical assets--its data--is used to its fullest
capacity
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Understanding Data Governance
Data
Misunderstood
Inaccurate
Misleading
Data Governance
Policies, Procedures, Consensus,
Knowledge, Information, Data, Meta Data
T D I
Data Stewards r a n Data Stewards
a t f
n a o
s r
f I m
Understood o n a
r t t
Accurate m o i
o
Consistent n
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Actionable Information
 Data steward acts as the conduit between IT and
the business
 Align the IT systems (both decision support and
operational) with the business’ requirements
 Every company has data stewards…they may not
have the official designation but they exist
 No two data stewardship groups are exactly the
same
 The task of being a data steward is typically not a
full-time assignment
 There are different types of data stewards
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Introduction to Data
Governance
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Data Governance Components
 Thought Ware: Mission/Core Values, Goals/Objectives,
Charters/Principles, Critical Success Factors, Plans,
Documents/Policies, Communication Plan (messages and
vehicles), Roles/Functions and Responsibilities
Definitions, Accountability Matrix, Organizational
Interdependencies, Workflow
 People Ware: Structures, Organizations, Committees,
Teams/Groups, People
 Work Ware: Managed Meta Data Environment, Software,
Training and Education, References, Templates,
Standards
 Artifacts: Meta Data, Data Rules and Definitions, Decision
Rights, Accountabilities, Controls
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Illustration of the Four Components
The true tangible
value/measure of
data governance –
Thought Ware when the artifacts
are used
successfully
Guides
People Ware Work Results
Assists Artifacts
Work Ware Kept in Tools
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Governance and Strategy
 Data governance is the method for

connecting information management and
the corporate business strategy
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Data Governance
Organization
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Data Governance Organization
 Every organization forms their data governance
organization a little differently
 Some have a more or less complex organization
 What is critical is that the organization:
 is actively using the MME
 has clear lines of communication
 has a defined and well understood decision making
process
 well defined feedback loop
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Subject Area
 A logical grouping of items of interest to the
enterprise, or areas of interest within the
company
 About 8 – 20 Subject Areas in an organization
 The “nouns of an entity. Examples:
 Legal Entity
 Location
 Account
 Product
 Customer/Party
 Sale/Transaction
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Data Governance Organization
Requirements
Data
Subject Area Enterprise
Stewardship
Groups Oversight
Coordination
Subject
Group
Area
User Program Manager
Group #1 Chief Stewards
• Chief Steward Data Governance

• Business Steward(s) EIM Focus Area/ Council
• Technical Steward(s) Project #1
Recommendations
• Interested Parties
Steward Team Members:
•Executive Sponsor (s)
Subject •Program Manager
Area EIM Focus Area/ •Chief Stewards
User Project #2 •CIO
Group #2 Steward Team •Key business staff
• Chief Steward
•Key IT staff
• Business Steward(s) EIM Focus Area/
• Technical Steward(s) Policies,
Project #3
Procedures,
Steward Team
Standards, etc.
Subject
Area
User
Group #3
Managed Meta Data Environment
• Chief Steward
• Business Steward(s) Information Technology
• Technical Steward(s) Data Technical
• Interested Parties Custodian Team Stewards
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Subject Area Groups
Subject Area
Groups
 Subject Area Groups utilize Subject

Area
User
business stewards for business Group #1

• Chief Steward
• Business Steward(s)
related subject areas (e.g. attribute • Technical Steward(s)

definitions) and technical stewards Subject

Area
User
for technical related subject areas Group #2
• Chief Steward
(e.g. data transformations) • Business Steward(s)

• Technical Steward(s)
 A Subject Area Group will likely Subject

Area
User
(definitely) interact with multiple Group #3
• Chief Steward
EIM Focus Areas
Subject Area Data Enterprise Oversight
Groups Stewardship
Coordination
Group
Subject
Area Data Governance
User Program Director
Group #1
• Chief Steward
EIM Focus
• Technical Steward(s) Data Governance
Area #1
• Interested Parties Council
Steward Team
Members:
•Executive Sponsor
mmen
dation
Reco
EIM Focus •Chief Steward
s
Subject
Area #2 •Business Mgrs
Area
User
Steward Team •CIO
Group #2 •Key business staff
•Key IT staff
• Chief Steward
• Technical Steward(s) EIM Focus
• Interested Parties Area #3
Steward Team
Policies,
Procedures,
Standards, etc.
Subject
Area
User
Group #3
• Chief Steward
• Business Steward(s) Managed Meta Data Environment
Information Technology
Data
Custodian Team
Techni
cal
Stewar
ds
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Subject Area Groups
Subject Area
Groups
 Each Subject Area Group can be Subject

Area
User
comprised of: Group #1
• Chief Steward
 Business Steward(s) • Business Steward(s)

 Technical Steward(s) Subject

Area
 Interested Parties User

Group #2
 Interested parties includes those

• Chief Steward
individuals or groups that have a Subject

Area
vested interest and ability to User
Group #3
contribute positively to the Subject • Chief Steward

Area User Group
Groups Stewardship
Coordination
Group
Subject
Group #1
• Chief Steward
EIM Focus Data Governance
Area #1 Council
Steward Team
Members:
mmen
dation
Reco
s
Subject
Area
User
Steward Team •CIO
•Key IT staff
• Chief Steward
Steward Team
Policies,
Procedures,
Standards, etc.
Subject
Area
User
Group #3
• Chief Steward
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Data
Custodian Team Techni
cal
Stewar
ds

Data Stewardship Coordination Group
 The Data Stewardship Coordination

Data
Stewardship
Coordination
Group
Group is the centralized organization Program Manager
Chief Stewards
that houses the EIM Focus Area EIM Focus Area/
Steward Teams Project #1

Steward Team
 It ensures that the meta data and EIM Focus Area/

Project #2
Steward Team
data being brought in by the Subject EIM Focus Area/
Area User Groups is being allocated Project #3

Steward Team
to the correct EIM Focus Subject Area

Groups
Subject
Area
User
Data
Stewardship
Coordination
Group
Data Governance
Program Director
Enterprise Oversight
Area/Project Steward Team

Group #1
• Chief Steward
EIM Focus
• Technical Steward(s) Data Governance
Area #1
• Interested Parties Council
Steward Team
Members:
mmen
dation
Reco
s
Subject
Area
User
Steward Team •CIO
•Key IT staff
• Chief Steward
Steward Team
Policies,
Procedures,
Standards, etc.
Subject
Area
User
Group #3
• Chief Steward
Data
cal
Stewar
ds
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Data Governance Council
 The Data Governance Council Enterprise

Oversight
oversees the data governance

organization Data Governance
 This group handles any serious Council
Members:
issues or questions that may arise •Executive Sponsor (s)
•Program Manager
 Approve/create policies,
•Chief Stewards
•CIO
•Key business staff
procedures and standards that the •Key IT staff
Data Stewardship Group & Subject Policies,

Procedures,
Standards, etc.
Area Groups
Groups Stewardship
Coordination
Group
Subject
Group #1
• Chief Steward
EIM Focus Data Governance
Area #1 Council
Steward Team
Members:
mmen
dation
Reco
s
Subject
Area
User
Steward Team •CIO
•Key IT staff
• Chief Steward
Steward Team
Policies,
Procedures,
Standards, etc.
Subject
Area
User
Group #3
• Chief Steward
www.EWSolutions.com
Data
cal
Stewar
ds

 Enterprise Oversight represents any
oversight committee that the Enterprise
Oversight
organization may have that looks
over the Data Governance
Executive Committee Data Governance
Council
 These groups go by many names Members:

•Executive Sponsor (s)
•Program Manager
including steering committees, •Chief Stewards

•CIO
•Key business staff
project management office, etc. •Key IT staff
 Larger companies may have such Policies,

Procedures,
Standards, etc.
an organization while medium-sized

organizations may not Subject Area
Groups
Subject
Area
User
Group #1
• Chief Steward
Data
Stewardship
Coordination
Group
Data Governance
Program Director
EIM Focus
Area #1
Steward Team
Data Governance
Council
Members:
mmen
dation
Reco
s
Subject
Area
User
Steward Team •CIO
•Key IT staff
• Chief Steward
Steward Team
Policies,
Procedures,
Standards, etc.
Subject
Area
User
Group #3
• Chief Steward
www.EWSolutions.com
Data
cal
Stewar
ds

Top 10 Reasons for Data
Governance Failures
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10 Keys To Success
 These are some of the basic stumbling
blocks that many data governance
programs have Theexperienced
Ten Keys To Success
 Feel free to ignore these keys…if you want
to have a failure on your hands
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Key #1: Overcoming Political Challenges
 Number #1 reason for failure in data

governance programs
 People want to do it “their way” instead of
the “organization’s way”
 Don’t want to make time for the data
stewardship tasks
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Key #2: Lack/Loss of Executive Support
 Executive support is vital as these

programs require coordination and
cooperation from across the enterprise
 Critical for leaping political hurdles
 Executive support keeps the program
funded
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Key #3: Balance Short-term & Long-Term Goals
 Strategic and tactical

 Very few organizations will wait more than a
year for results
 Must identify short-term tactical projects
that upon completion would benefit the
company but that ALSO move the strategic
(long-term) vision forward
 Keep the enterprise in mind
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Key #4: Build Iteratively
 Avoid the “Boiling the Ocean” approach to
data governance
 It takes years to fully build a world-class data
governance organization
 Your environment is always changing
 Use 3 – 6 month project cycles
 Government organizations can go to 6 – 12
month project cycles
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Key #5: 80/20 Rule
 Data exists all over the organization
 Some business users will be managing data on their
desktops
 It may be in very old and antiquated systems
 It may be housed in a remote location
 For large global entities it is almost impossible to
govern every scrap of data that may exist
 Govern the “key” data in your organization as this
will give you the vast majority of the value for your
efforts
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Key #6: Ensure Ongoing Adherence & Maintenance
 Many companies focus exclusively on the

initial construction of their Data Governance
program but neglect to address ongoing
adherence
 Tie your data stewards MBOs
(management by objectives) into their data
stewardship activities
 Make sure to keep your MME up-to-date
(automated)
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Key #7: Business Is Actively Involved
 Data governance is not a IT project. It is a

business program
 Business people must be actively involved
in data stewardship roles and oversight
 Without business’ help this task is almost
impossible
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Key #8: Inability to Measure Success
 Many data governance programs neglect to

define measureable metrics
 Most programs fail to take a baseline
measurement
 This prevents them from being able to
measure success
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Key #9: It’s a Program Not a Project
 Projects have end dates, programs do not
 This is program
 If properly built your data governance
structures will last for many years
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Key #10: It’s Not A Science Project
 These efforts are embarked on to provide
REAL value to an enterprise
 They are NOT “science projects”
 Make sure to define specifically the value
that data governance will provide
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In Conclusion
 Data governance programs are not easy
and take many years to truly develop
 There are NO MAGIC BULLETS
 You must ALWAYS understand your data
 Don’t cut corners and do it on the “cheap”
 Be smart, diligent and patient
 Never stop selling your program
 You will achieve GREAT results
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Questions
www.EWSolutions.com

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Operational Islands of End User

North E/B SAS , SAS screens, Adhoc

People Ware Work Results

Work Ware Kept in Tools

 Data governance is the method for

• Chief Steward Data Governance

 Subject Area Groups utilize Subject

business stewards for business Group #1

related subject areas (e.g. attribute • Technical Steward(s)

definitions) and technical stewards Subject

(e.g. data transformations) • Business Steward(s)

 A Subject Area Group will likely Subject

(definitely) interact with multiple Group #3

 Each Subject Area Group can be Subject

 Business Steward(s) • Business Steward(s)

 Technical Steward(s) Subject

 Interested Parties User

 Interested parties includes those

individuals or groups that have a Subject

contribute positively to the Subject • Chief Steward

Contact us at info@EWSolutions.com Strategic Partner & Systems Integrator

 The Data Stewardship Coordination

that houses the EIM Focus Area EIM Focus Area/

Steward Teams Project #1

 It ensures that the meta data and EIM Focus Area/

Area User Groups is being allocated Project #3

to the correct EIM Focus Subject Area

Area/Project Steward Team

 The Data Governance Council Enterprise

oversees the data governance

 This group handles any serious Council

Data Stewardship Group & Subject Policies,

Contact us at info@EWSolutions.com Strategic Partner & Systems Integrator

 These groups go by many names Members:

including steering committees, •Chief Stewards

 Larger companies may have such Policies,

an organization while medium-sized

Contact us at info@EWSolutions.com Strategic Partner & Systems Integrator

 Number #1 reason for failure in data

 Executive support is vital as these

 Strategic and tactical

 Many companies focus exclusively on the

 Data governance is not a IT project. It is a

 Many data governance programs neglect to

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