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CHAPTER

Governing framework design

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The ability to convert ideas to things is the secret to outward success.
dHenry Ward Beecher

During the past few decades, as we started to make data governance an integral part of infor-
mation projects, we did not pay much attention to how the organization would operate after all the
new data, tools, and neat things were turned on. After all, how hard could it be? Appoint a few
stewards, give them power to enforce standards, and away we go. Reality soon hit us right
between the eyes and we realized there had to be additional formal treatment of how organiza-
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tions implement DG. There had to be some engineering to show people what it was they needed
to do, and then they had to be appointed to do it. This had to be done in a form that allowed us to
monitor it all. In other words, we had to design and staff an organization framework of sorts to
actually carry out DG.
Also, note that the term “organization framework” is used instead of “organization chart.” Because
the goal is to eventually blend in with ordinary day-to-day behavior, you will rarely develop a large
separate DG organization. As our experience in developing DG “organizations” matured, we stopped
using the term.
This phase entails identifying the stewardship/ownership/custodian population. We nail down
what will be done where and who will do it. The assumption is that there is a functional design of
DG for your organization, not just a list of “things” to do, but a true design. Other defined
processes for DG indicate identifying stewards much sooner. As stated earlier, we do not consider
this a good practice. Up to this point, any members of the DG team are part of the process to get
started. They may or may not be formal stewards over the long term. Think about it, if you have
defined stewards before you have a functional organization, you have given responsibility
without:
• “Air cover” of a defined process
• Formal means to monitor activity
• Training
• Organizational acceptance of one definition of “steward”

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Strange as it may seem, most human beings are not genetically disposed to be data stewards. There is no “data instinct”
from birth. Therefore, taking an approach of defining a few standards and a mandate to “go forth and govern” usually ends
in a bad way.
Data Governance. DOI: http://dx.doi.org/10.1016/B978-0-12-415829-0.00011-3 125
Copyright Ó 2012 Elsevier Inc. All rights reserved.