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132 CHAPTER 11 Governing framework design

Sample Output

Figure 11-7 represents a sample of results from the RACI analysis. The shaded columns are data
governance functions. The rest are IM functions.
Figure 11-8 shows a federation example of a multinational, multibrand company.
Tips for Success

The basic RACI exercise performed here needs to be focused and the right people need to be in the
room. If there are SMEs required, please make sure they are scheduled in advance and not subject to
interruptions. If the SME starts to say that they need to check with the boss to see if this is okay, then it
is the wrong SME. Get their boss in the room. There will be significant discussion on many of the
functions. Inevitably, you will start to evolve an “organizational” view of the operating framework.
(Remember, the term “organization chart” is to be avoided.)
If review of the chart turns into a set of tedious tweaking sessions, think about presenting each
column of the RACI as a general position description.
Lastly, you will be constantly reviewing what RACI means. It gets confusing. Be patient with the
attendees. Again, smaller groups are more effective. Do not schedule more than an hour at a time and
have multiple sessions, if necessary.
Since the DG team is very familiar with the required functions and processes, we advise the first
pass at the RACI be filled in by the DG team. It is not a good idea to do this as a “blank sheet” exercise.
Then, various participants can either approve or modify the RACI.
Activity: Complete Roles and Responsibility Identification

This activity addresses the placing of names (officially) with DG roles. The specific roles of the new
DG participants will be defined, along with any type of administrative tasks.
It may be disappointing (or at minimum, boring), but when you alter responsibilities and activities,
you need to tell people what they will be doing and make sure it is approved by the human capital
functions in your business.
Some of the roles and faces you will need to define are:
• CouncildMembers of the primary monitoring and issue resolution body will need to understand
their role. Individuals in this position must not be shy about making decisions. In larger
organizations, this group will not be made up of the highest-level executives, but of staff that are
well regarded by leadership.
• CommitteedIf there is an executive committee (i.e., without the heavy lifting required of the
council), their advisory role will require appointing individuals who understand DG and IAM.
• ForumsdThese subunits that are topically focused require the same considerations as council
and stewardship members. They are subsets of councils but must be willing to dig into a specific issue.
• Accountable Stewards/OwnersdThese appointees need to understand that they are information
executives, and they must take the role seriously. They will be ensuring that IAM as a mindset
actually starts to “stick.” If the information area for which they are accountable goes awry, they
must be the right person to accept accountability, push an issue up to a council, or take action
with subordinates when policies require enforcement.
• Non-accountable Stewards/Custodians/OwnersdThe stewards or custodians who are responsible
but not accountable also need to accept a role that requires them to point out standards