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166 CHAPTER 13 Rollout and sustain

Tips for Success

The various programs or projects based on EIM subdisciplines must always make sure they are
reporting progress and success. The value of IAM has to be reported continuously until it is woven
into and accepted by the culture. Reporting early successes and progress is essential to gaining
acceptance. Everyone wants to be part of a success story. You may have the best DG program in world,
but if you don’t tell anyone, it won’t go anywhere. Do not underestimate the value of “tooting your own
horn.”

SUMMARY

The essence of the Rollout and Sustain activity is the execution of change management and DG
management, and making sure both are working properly. “Changes of any sortdeven though they
may be justified in economic or technological termsdfinally succeed or fail on the basis of whether the
1
people affected do things differently.”
The change management tasks address the emotional element of adopting discipline that has been
nonexistent. “More than any other single finding, we discovered in this . project that people changed
less because of facts or data that shifted their thinking than because compelling experiences changed
their feelings. This emotional component was always present in the most successful change stories and
was usually missing in the least successful. Too many people were working on the mind without
2
paying sufficient attention to the heart.”
DG needs to be applied to various programs and projects. This means integrating DG with these
efforts. A PMO is very helpful as the vehicle for DG. If none exists, then the DG council(s) needs to
make sure that individual efforts are using data governance oversight.
Lastly, the various programs and projects being governed need to be monitored for the effectiveness
of the DG processes. Frequent collection of metrics and successes of the EIM-related projects are
essential.

1
William Bridges, Managing Transitions (Cambridge, MA: Perseus Books Group), 2003.
2
John P. Kotter and Dan S. Cohen, The Heart of Change: Real-Life Stories of How People Change Their Organizations
(Boston: Harvard Business School Publishing, 2002), Kindle edition.