The Data Governance Imperative

The Data Governance Imperative

STEVE SARSFIELD
Copyright Date: 2009
Published by: IT Governance Publishing
Pages: 161
https://www.jstor.org/stable/j.ctt5hh6sb
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  • Book Info
    The Data Governance Imperative
    Book Description:

    Attention to corporate information has never been more important than now. The ability to generate accurate business intelligence, accurate financial reports and to understand your business relies on better processes and personal commitment to clean data. Every byte of data that resides inside your company, and some that resides outside its walls, has the potential to make you stronger by giving you the agility, speed and intelligence that none of your competitors yet have. Data governance is the term given to changing the hearts and minds of your company to see the value of such information quality. The Data Governance Imperative is a business person’s view of data governance. This practical book covers both strategies and tactics around managing a data governance initiative.

    eISBN: 978-1-84928-013-6
    Subjects: Technology, Business

Table of Contents

  1. Front Matter
    (pp. 1-4)
  2. FOREWORD
    (pp. 5-7)

    Congratulations! By buying this book, you have realized the importance of corporate information. Every byte of data that resides inside your company, and some that resides outside its walls, has the potential to make you stronger by giving you the agility, speed and intelligence that none of your competitors yet have.

    With your pursuit of a data governance initiative, you have reached a level of corporate maturity that many others have not achieved. That maturity will set you apart from the competition today and will keep you competitive when data governance becomes a matter-of-fact component of corporate stewardship.

    With your...

  3. PREFACE
    (pp. 8-11)
  4. ABOUT THE AUTHOR
    (pp. 12-12)
  5. ACKNOWLEDGEMENTS
    (pp. 13-13)
  6. Table of Contents
    (pp. 14-16)
  7. CHAPTER 1: THE NEED FOR DATA GOVERNANCE
    (pp. 17-37)

    Today, most executives and business workers realize that their success is increasingly tied to the quality of their information. Companies rely on data to make significant decisions that can affect customer service, regulatory compliance, the supply chain and many other areas. As your company collects more and more data about customers, products, suppliers, transactions and billing, it becomes more difficult to accurately maintain that information without a centralized approach and a team devoted to the data management mission.

    Companies usually find themselves in need of data governance as a remedy for growing pains. In fact, analysts like Gartner Research and...

  8. CHAPTER 2: WHAT IS DATA GOVERNANCE?
    (pp. 38-47)

    To start with, data governance is a set of processes that ensures that important data assets are formally managed throughout the enterprise. Data governance guarantees that data can be trusted and that people can be made accountable for any adverse event that happens because of poor data quality. It is about putting people in charge of fixing and preventing issues with data, so that the enterprise can become more efficient.

    Data governance also describes an evolutionary process for a company, altering the company’s way of thinking and setting up the processes to handle information, so that it may give power...

  9. CHAPTER 3: DEFINING DATA GOVERNANCE SUCCESS
    (pp. 48-54)

    An important concept that must be defined early in a data governance process is how to exactly define success. Since we’ve defined data governance as process improvements to better manage data, success would dovetail into creating an organizational structure that oversees the corporate use of data and makes life better for everyone in the organization.

    However, every company is a little different. There will likely be generic success factors that almost every company will need to measure. There will also be very specific factors that only companies that share your industry or history will have in common with you.

    That’s...

  10. CHAPTER 4: GETTING FUNDED FOR IQ PROJECTS
    (pp. 55-74)

    Knowing all this about the value of data and the power of data governance, there are probably some of you nodding your heads and who are ready to take on making positive changes in your organization. If you are beginning to become enthusiastic about the power of data, you are discovering your inner data champion. That’s good, because the responsibility for getting funded and initiating data governance heavily falls on the shoulders of the data champion.

    You may just be a data governance champion if you’re ready to start right now on the data governance initiative. However, there is that...

  11. CHAPTER 5: PEOPLE – WHAT DOES A DATA GOVERNANCE TEAM LOOK LIKE?
    (pp. 75-83)

    By now, you may be thinking about the resources necessary to implement data governance. The data champion cannot do it alone. The most important aspect of implementing data governance is that people power must be used to improve the processes within an organization. Technology will have its place, but it’s most importantly the people who set up new processes who make the biggest impact.

    It’s important to remember that these are indeed roles, not necessarily job titles. If your company is small and still working on some of the first data governance projects, data governance and stewardship roles may only...

  12. CHAPTER 6: PAINTING THE PICTURE
    (pp. 84-111)

    Now that you’ve worked your way through the approval process and you’ve designated a team, it’s time to get to work planning and delivering projects. The planning process is made of a series of meetings that set the scope, the expectations of the team and highlight the challenges they will face in making the data fit for business use.

    The results of the meetings are usually integrated into a written document that can be viewed and edited by the team. Luckily, there are a number of modern-day communication vehicles available today to manage the team and communicate the plan.

    Every...

  13. CHAPTER 7: FIXING YOUR DATA
    (pp. 112-138)

    Armed with solid metrics on the status of information quality, you can now begin to fix the issues. It’s important to begin to establish policies for making changes to data. The data governance team needs to create new policies for data and leverage executive approval to help enforce their recommendations.

    Remember, these policies should be business focused, not technology focused. They should dictate how data is handled within systems. The team needs to decide the policies for all corporate data, while keeping in mind that data is likely to be cross-organizational. While individual projects may have unique data rules, the...

  14. CHAPTER 8: TECHNOLOGIES THAT SUPPORT DATA GOVERNANCE
    (pp. 139-152)

    Enter a Google search on “data governance” and you’ll find many companies who say they solve the data governance problem. Data quality vendors, data profiling tools, MDM platform vendors and even some of the mega vendors like Oracle and SAP will all claim to have data governance technology that makes everything so simple.

    The truth is, there is no magic technology that handles all encompassing data governance. That’s because data governance is about process improvements that are specific to your industry and your company. The technology is only there to assist you with certain pieces of the data governance process,...

  15. CHAPTER 9: THE AUDACITY OF DATA GOVERNANCE
    (pp. 153-154)

    We understand that like many things in life, data governance does not come easy. Data governance is earned with slow and incremental change by those who have the forethought to see the future and by those who know that success relies upon accurate corporate information.

    For companies, choosing whether to embark on data governance, it is a choice between chaos and order. Most companies want to own their market, meaning they want to be the top dog in their space – the Google, Toyota and Apple iPod of their worlds. But how can you own your market if all you...

  16. CHAPTER 10: CASE STUDY – BT
    (pp. 155-159)

    Perhaps one the most successful case studies in data governance and data quality improvement is that of British Telecommunications Group plc, also known as BT. One of the largest communication companies in the world, BT serves well over 20 million customers worldwide, most of them in Europe. From a data management perspective, BT is typical of a big and complex company, having grown over the decades through merger of government-controlled agencies, privatization, natural growth and acquisition. By 1997, BT’s growth and history had spawned over 700 operational systems organized around product lines.

    It was then that the team at BT...

  17. ITG RESOURCES
    (pp. 160-161)