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utilizes that data to tie DG requirements and vision to business needs. Additional details about
business goals and objectives are turned into specific value statements where DG enables
positive change. For example, the number one area where DG can assist most companies in the
BI and reporting areas is to ensure business alignment with BI initiatives and technology. So
there needs to be some clear business objectives associated with the BI efforts.
2. Align business needs to DGdIf there is no other source of an information management business
case, then the DG team needs to execute this activity. We have seen this scenario often when
the IT department starts an information-centered project. Most notable examples are stand-alone
MDM efforts where the CIO tried to integrate core data as a technology effort, or a data
warehouse designed as a cure to data quality issues. The DG team needs to fully understand
business needs and isolate those actions where correct and well-governed information will help
the organization achieve its desired results. This may not be a trivial effort where organizations
need to do a lot of things fast with data, or are undergoing multiple large projects. It will mean
doing an exercise to map strategies to information projects, an activity that is often met with
interrogation as to “why” or outright resistance.
3. Identify the business value of DGdThis activity is where the DG team identifies specific financial
numbers and determines what business metrics will indicate the success of DG. This is also a good
place to show the cost of non-governance, or continuing to use information in a poorly managed
fashion.

HELPFUL HINT
When you are around the vision or business case activities, you will undoubtedly encounter the first layer of
resistance to DG. You will attempt to present to an executive level and three things will happen:
1) A lower level will be told to deal with it. The executives will be too busy.
2) Your sponsors or business representatives will get cold feet when it is time to educate in an upward direction
and dilute the message.
3) The executive level will humor you and sit through a presentation, ask some good questions, and then forget you
ever met.
Sadly, all three represent a lack of leadership and understanding. Our experience has shown that the highest levels
of resistance are usually put forth by the organizations most in need of business alignment! However, repeated
education and reinforcement of the message, accompanied by some good metrics will start to open doors. You may
have to revisit and repeat vision and business case activities over a period of years as you penetrate more areas of
your company.

FUNCTIONAL DESIGN

This phase is where the DG program actually starts to be specified and further details are developed as
to how it will actually work. The chief outcomes from this activity are the principles, policies, and
process designs. These are the “things” that will occur under the auspices of DG. We use the term
“function” with deliberation, as the focus is on the “what” versus the “how.” You are now starting to
supply details to both sides of the governance V.