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CHAPTER

Functional design

10

Our principles are the springs of our actions. Our actions, the springs of our happiness or misery.
Too much care, therefore, cannot be taken in forming our principles.
dRed Skelton

This chapter covers the process of designing the DG program from the standpoint of “the what” and
some of “the how.” The next phase addresses “who.” Some very significant program artifacts are
developed that will remain with, and be used by, the DG program for as long as it is in operation. The
DG deployment team will provide the list of processes that will occur on both sides of the “V.”
The focus on the V is important. Your team will be defining (or refining) information management
functions, in addition to the DG functions. As stated earlier, most organizations do some kind of infor-
mation management as well as governancedhowever, they are less disciplined than is desirable.
Therefore, what is reallyhappening in thisphaseis the formalization ofa functional modelfor DG andIM.
An obvious question might be, “Why should we build the DG program by identifying information
management activity?” The answer was stated in Chapter 2dyou have to govern something and
information management is the main subject. You need to specify what is governed. You also need to be
very clear about what the DG program has to do and who is accountable. Likewise, the same needs to be
done for IM (i.e., what functions are undertaken to do the hands-on management of information assets).
The eventual makeup of the DG operating framework depends on a clear result from these activities.
If DG is to be a “net zero” or minimal increase in cost, where does the oversight come from? If the
V is focused on separation of duties, don’t we need more people to handle oversight while others are
working on information projects? In reality, very few organizations can afford to add a 100-percent-
dedicated DG staff. (Those that can are unwilling.)
The answer is found in how you assign the various duties. For example, if a business leader is
sponsoring an MDM project, then obviously that person cannot be responsible for the data governance
of that project. Therefore, another business leader is given the duty to provide oversight. If there is
a governance council, then the members of the council participating in the project are recused. If the
business leader of another project requires DG, then perhaps the first business leader does the DG
activity. In other words, they take turns.

OVERVIEW

Activity: Determine Core Information Principles

This activity sets the tone and foundation for the entire DG program. Principles are statements of
values and philosophical beliefs that the organization wants to adopt. There are a few ways to look at
the benefits to be derived from development of the enterprise information principles.
Data Governance. DOI: http://dx.doi.org/10.1016/B978-0-12-415829-0.00010-1 107
Copyright Ó 2012 Elsevier Inc. All rights reserved.