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FIGURE 6-8
Typical Roles on the DG Team.

pose. You will start to run into politics, ignorance, and even resistance at this point. Here are some
symptoms that the team is not taken seriously:
• Viewing the DG team as the programmer “graveyard”dusually IT staff are the first members of the
DG team. Often, individuals will be submitted for membership because they do not fit anywhere
else. This means someone is not taking DG seriously. The DG deployment team needs to be
experienced in internal politics, know the players, and be able to think outside traditional
information-management functionality. Typical roles are shown in Figure 6-8.
• Getting a steering committee that immediately delegates attendance to non-decision makers. Again,
DG is not being taken seriously. More education is required, so add it to the plan.

Approach Considerations

There are two alternatives when the rollout team runs into obstacles. Note we said when, not if.
1. As part of an MDM or similar effort, the project sponsor discovers a brand-new issue that is related
to the DG program. (Normally, it is something along the lines of “No, you cannot use that resource
anymore.”) The DG team needs to submit an issue to the PMO or similar body over the MDM
project. This is one of those weird transitional things that happen, but it will certainly occur.