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54 CHAPTER 5 Process overview for deploying data governance

six months to go through this one activity. They were able to move on and begin to rollout DG, but
their story is more rule than exception.
4. Initiate DG socializationdApproval of structure and personnel is only the beginning. Now the new
stewards and their stakeholders must be oriented and be prepared for the new approach to managing
data assets. The leadership of DG, including executive and steering councils, needs to be
communicated with as to the nearness and details of the upcoming G activities. You may need
todin fact, you shoulddplan on one-on-one conversations with the members of your executive
teams. This task can be considered the beginning of the wholesale rollout of DG. One way to
view this activity is the initial pass of orientation and education.

ROAD MAP

This phase is the step where DG plans the details around the “go live” events of DG. The team will
define the events that take the organization from a non-governed to a governed state for its data assets.
In addition, the requirements and groundwork are laid to sustain the DG program (i.e., detailed
preparations to address the changes required by the DG program).

Considerations

Understand that the team may be creating a tactical plan that will take several years. This is not a light-
duty activity. Often the “road map” that is produced from this step integrates DG activity with other
projects and initiatives. In fact, most of the time you will need to “piggy back” DG on other efforts
(unless you are doing DG because of another effort).
Regardless of how the rollout phase is developed, make sure there are frequent checkpoints and
opportunity for feedback. Again, you will be changing behavior. Don’t let circumstances and lack of
attention create a situation where the organization can make an excuse to “defer” DG.
Perhaps the most important consideration of this activity is to make sure that output (communi-
cations and training plans as well as a road map) are all tuned to the organization’s culture. Too often
we see generic results from this step (i.e., a few newsletters, a mass “training class,” and a one-page
Gantt chart. Frankly, most of these will be overlooked. The DG team will receive a full-on response of
“been there, done that.” These tasks require some creativity.
Activities

1. Integrate DG with other effortsdDG needs to be woven into the fabric of everyday business. This
is where the DG team jumps on board with other efforts. Sometimes the DG committees, forums,
etc., need a little refinement or additional orientation, so don’t hesitate to go back and reorient. The
DG road map or detailed schedule is produced. Remember, if there is a program “sponsoring” DG,
like MDM, you need to integrate with that program’s plans.
2. Design DG metrics and reporting requirementsdIt is often said that you need to measure what you
manage. DG requires some sort of metric-based feedback to ensure its continuity. If you cannot
show demonstrable effect, it’s too easy for naysayers to slap the program down when the
changes start to take effect. Therefore, the DG team needs to define some solid progress metrics
and reports.