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48 CHAPTER 5 Process overview for deploying data governance

accepting the vision. One tactic that has worked with our clients is another more refined version of the
governance V, which we present in Chapter 8.

Activities

1. Define DG for your organizationdDraft a clear, brief definition of DG (see examples in Chapter 2)
as well as a brief statement of impact and considerations. Then get them approved.
2. Define preliminary DG requirementsdThe definition and considerations will allow you to organize
the first cut at what is going to be governed. Do not start with specific data sourcesdstart with what
business goals DG will help achieve. Then move into specific business events, requests, and
regulatory areas. If you are deploying DG as part of an MDM or similar program, these
elements should already be available. If they are not, then this is the opportunity to orient the
MDM effort because if an MDM program is talking only data sources as requirements, it is
derailed.
3. Develop representations of future DGdAssemble the requirements for DG in terms of where DG
will touch business processes. Also, a clear association of DG, business process, and how DG will
enable (versus get in the way of) business activity will be invaluable in gaining more understanding
of DG. Lastly, a one-page “day-in-the-life” slide is probably the most significant output of this
activity. Over the years, this work product has made the difference between proceeding with the
program versus bogging it down.

ALIGN AND BUSINESS VALUE

While the vision step helped move more stakeholders toward a greater level of understanding, this
phase more specifically develops the financial value statement and baseline for ongoing measurement
of the DG deployment. The DG team will examine (in more detail) the business strategy and goals, and
develop a link between DG and improving the organization in a financially recognizable way.

Considerations

Two aspects to this phase merit careful consideration. First, you need to consider what else is going on
in terms of managing information as an asset. If there is an overall EIM program, or sponsoring efforts
like MDM or data quality, then some of the effort described in this phase may have already been done.
You then need to consider that this is a mandatory step in deploying DG. It is good news if some or
all of it was performed as part of another effort. Even if there is an associated program (like data
quality or MDM), you need to take stock of how DG will support the business, even if it is indirectly
through the data quality or MDM efforts. You need to determine what the criteria are for DG success.
After all, you cannot manage what you do not measure. To that end, you need to perform this phase to
provide the baseline for determining DG performance metrics and measures of sustainability.

Activities

1. Leverage EIM or DQ business casedIf DG is associated with another effort, most likely there will
be some data available to leverage in forming a statement of business alignment. This activity