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110 CHAPTER 10 Functional design

Activity Summary Table
Objective Determine core information principles.
Purpose Establish statements of enterprise-level beliefs regarding
data governance.
Inputs GAIP external examples, current organization belief
statements
Tasks 1. Use seed principle.
2. Apply GAIP.
3. Align with existing enterprise principles and policies.
4. Add rationale and implications for each principle.
5. Submit and approve principles to DG steering body.
Techniques GAIP application
Tools Microsoft Word
Outputs 1. Initial list of information principles
2. Verification of principles to GAIP
3. Adjusted and rationalized principles to reflect other
principles or policies
4. Draft enterprise information principles
5. Approved information principles
FIGURE 10-4
Activity Summary Table.

Business Benefits and Ramifications
Let’s reinforce the importance of the review and refinement of principles. This is best illustrated by
examining the results from two very different organizations (seen in Figures 10-5 and 10-6). Our
consulting practice has assisted many companies in the rollout of a DG program, but these two stand
out due to the marked differences.
As we worked with these companies to develop principles, we started at the same point. We used
a “seed list” (as described earlier) and the GAIP technique. We also made sure that the principles
clearly demonstrated alignment with business direction and philosophy. However, we came out with
two very different sets of principles. Both companies are in the same industry, but the names have been
altered due to nondisclosure requirements. Figure 10-6 is a large company. Figure 10-7 is a mid-sized
company. Note the difference in tone and granularity. Both sets of principles are effective. Both sets
had different ramifications for their respective organizations.

Approach Considerations

The duration of this phase depends entirely on the ability of the DG team to tune the principles to their
organization and get sincere and effective review from leadership. These activities can be a great
opportunity to build consensus and increase the internalization of DG, or they can drag out and dissolve
into a seemingly typical exercise of irrelevant meetings. If your organization starts to spend more time on
“wordsmithing” principles so as not to offend anyone, you have encountered one of two cultural issues.
1) The principles represent changes that are perceived as an admission that the organization is
deficient, or “bad,” which the sponsor needs to assuage.
2) The participants in the process fear being pointed at as instigators of bad things. The sponsor needs
to make sure the team knows it is covered and someone has their back.