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136 CHAPTER 11 Governing framework design

FIGURE 11-10
Sample Data Governance Operating Staff List.

• Human capital (or HR) concerns on changing job descriptionsdConvene a meeting between your
executive sponsor and the head of HR. This is a core business issue requiring executive input.
• Fear that adding additional responsibilities will damage current productivitydThere is a learning
curve, so offering to backfill will help. Also, reinforce that the “extra time” is not permanent.
The one singular hint that the reader should take away is never accept a DG resource that is someone who
is willingly offered and is known to be a poor performer. Do not accept stewards who are people that
cannot get anything else done. Even if they would make good stewards, they will not have the required
respect from their peers. You do not want the DG program to be a dumping ground for unwanted staff.
The last important tip is to not short change what it takes to be in a custodial or stewardship
position. Being in a middle management position does not qualify an individual. Essential skills for
anyone embracing a stewardship role are:
• An understanding of organization needs and culture
• A commitment to organization success
• A desire to learn how to improve their organization
Activity: Review and Obtain Approval of DG Framework Design

Once the RACI exercise, roles, and names are identified, the obvious step is to present the list of
proposed players and functionality. Review and approval of the DG framework and participants is
more than one presentation to management. Typically, there will be some back and forth regarding
roles and the availability of higher-level resources.