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158 CHAPTER 13 Rollout and sustain

Business Benefits and Ramifications

There may be a sense of “too much too fast” in this activity. However, these are a series of events that
need to happen, and the scheduling of these can be up to you and your organization.

Approach Considerations

Judging by the activity summary table (Figure 13-3), this is an enormous portion of DG, but the reality
is that these are not all one-time tasks. They represent the high points in starting to operate DG. Most of
the preparation work has been done prior to this. Remember, we have a very long list of functions and
processes as well. Ideally, we should list all of the possible functions of IM and DG here! (They are in
the appendices.)
Most of the time, you will need to be very creative in the definition and collection mechanisms of
DG metrics. We understand that much of the data you would like to use may not exist, so you will have
to utilize surveys or develop metrics based on the success of information solutions and business results
(e.g., gross income per knowledge worker).
Sample Output

Since you are running DG, there are many kinds of work products you will need to show. The most
significant example is that of the metrics to be reported. Figure 13-4 shows a list of metrics that can be
reported on data governance performance. This is the same list shown in Making EIM Work for
Business (Morgan Kaufmann, 2010), but it is modified slightly to be more specific to DG. We have
arranged the metrics by how they are used. We also list how they are collected, provide a more detailed
explanation (if required), and add remarks on deploying (if required). All of these metrics have been
field-tested. In many cases, we collect the data and develop metrics even if the enterprise is hesitant to
develop measures to assess the management of information assets.
DG Metrics Master List

In addition to designing metrics, there is a great deal of socialization required. Do not hesitate to
present the same material over and over and over again. It takes a lot of repetition (research says at
least six times, but it is probably more like ten) for people to get what you are trying to
communicate, especially if it represents change. An outline of what is mandatory in socialization is
shown next.

HELPFUL HINT
We have a few rules of thumb we apply regarding socialization and training. These are our own.
1. Many people will not “get it” right away. There are many concepts in information management (do you mean
data governance?) that seem foreign (mostly because they have been incorrectly presented, but that is where
we are). The DG implementers need to respect that and be patient.
2. Use language that is relevant to your audience. No one will be impressed by your display of EIM jargon.
3. Use relevant examples and stories from your organization as examples. Present DG in the context they
understand. They need to see how they fit into the future governed world before they start to change.