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144 CHAPTER 12 Road map

Of course, this is also a point where any potential resistance (which is guaranteed to happen) will
become very evident. The OCM material developed in this activity will need to be brought to bear.
Approach Considerations

The projects that DG interacts with need to be visible but, if possible, not politically charged. It goes
without saying that a project where careers are at stake is not going to be open to external governance.
Many times, however, we see that DG is built into these high-visibility efforts, and it is a matter of
leverage and coordination as opposed to additional oversight. Large SAP or other ERP efforts
frequently have a DG program built in by the systems integrator that has been hired. In fact, your best
friend may be the integrator who is overseeing a large program or project. Most large integrators (e.g.,
Accenture, Deloitte, etc.) bring DG, in some form, to every program they run.
If you have an EIM program and DG is being initiated within a formal EIM office, make sure you
keep EIM leadership informed and adjust the various DG area charters to ensure the selected project
and programs can fit into the charter for DG.
Each project or program selected will require identification of the accountable and responsible
parties for DG (i.e., the stewards and custodians). They should get a good review session on why they
were picked, and you can start to make sure they are amenable to the training and communications plans.
Lastly, develop the road map by showing the affected projects as well as the various DG efforts.
Sample Output

See Figure 12-12 below for a sample of how a program interacts with DG. Here, Figure 12-4 shows
a typical road map that intertwines governed projects with the DG rollout.

FIGURE 12-4
Typical EIM Road Map with Data Governance.