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56 CHAPTER 5 Process overview for deploying data governance

ROLLOUT AND SUSTAIN

Earlier, we mentioned the need to ensure that DG was sustainable. This phase represents execution of
the activities related to sustainability. This phase is not really a phase with a distinct start and stop date.
In essence, once you have started to sustain DG, it never stops. Until DG is totally internalized, which
may take years, there will be the need to manage the transformation from non-governed data assets to
governed data assets.
Any material on sustainability provided in this book is really material based solely on the business
discipline of culture change management. In our practice, we have evolved to using the term “sustain”
simply because it’s more understandable and accepted than “culture change.”
During this phase, the DG team (actually the entire DG framework) works to ensure the DG
program remains effective and meets or exceeds expectations. At times, there will be reactive
responses to open resistance. There will be proactive tactics to head off resistance. The main emphasis
will be to ensure that there is on-going visible support for DG.
Considerations

DG is not self-sustaining. First and foremost, this must be accepted. While we stand by the statement
that the net cost of DG, over time, is zero, there must be the understanding that formal activity is
required to ensure you reach the zero-sum state. Remember that the eventual goal is to make DG
institutionalized and not a separate concept. This phase should also reflect periodic replanning, as
personnel and business needs will change. The DG program needs to adapt without losing focus.
The activities in this phase are not linear. Most of them will occur in parallel, or even intertwine.
They are presented next by topic to aid in understanding.
Activities

1. DG operating rolloutdAt last. The DG team, along with whatever the appropriate project teams
and DG forums are, actually start to “do governance.” Whatever initial groups have been
designated (via the road map) are indoctrinated into new processes. This means, of course,
training and communications. It also means publishing many of the artifacts that have been
developed (e.g., guidelines, principles, policies, etc.). The DG stewards and owners who are
responsible for reviews and audits start these activities as well.
2. Execute the DG change plandAll of the activity defined to address sustaining DG occurs here.
Communications, training, check points, data collection, etc. Any specific tasks to deal with
resistance can be placed here. Over time, training and educational material will require
updating. Additional staff will require orientation. Management will need to hear about the
bright spots and not-so-bright spots. All of these elements of the culture change can be listed in
this activity. Initially, the most effective tasks to be defined are the ones where resources need to
be involved in communicating, training, or addressing resistance.
3. Confirm operation and effectiveness of DG operationsdThe DG framework needs to be
scrutinized for effectiveness. A separate forum or a central DG group will carry this out if one
exists. Principles, policies, and incentives need to be reviewed for effectiveness. There is
a need to separate effectiveness of the framework (the federation of responsibilities and