Data Governance Roles as the Backbone of Your Program

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Copyright © 2021 Robert S. Seiner – KIK Consulting & EducationalServices / TDAN.com
Non-InvasiveData Governance™ is a trademark of Robert S. Seiner & KIK Consulting
#RWDG @RSeiner
Real-World Data Governance
Data Governance Roles
as the Backbone of Your Program
Monthly Webinar Series Hosted by DATAVERSITY
Robert S. Seiner – KIK Consulting / TDAN.com
June 17, 2021 – 11:00 a.m. PT / 2:00 p.m. ET

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#RWDG @RSeiner
DG Roles as the Program Backbone
Introduction – Bob Seiner
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Home of Non-Invasive Data Governance™
Carnegie Mellon University (CMU)
Adjunct Faculty – Heinz College CDataO Program

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• In the webinar, I will share:
– An Operating Model of DG Roles as the Program Backbone
– How to Customize the Model to Mimic Your Existing Structure
– The Meaning Behind the Oft-Used “Roles Pyramid”
– Detailed Responsibilities at Each Level of the Organization
– Using the Model to Influence Data Governance Acceptance
Abstract

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• The Backbone
– the strongest part of something
– firm and resolute character
– thing which other things depend on
– differentiates forms of life
• These all hold true for
Roles as the Backbone
of data governance.
An Operating Model of DG Roles as the Program Backbone

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• Roles As an Integral Part of Data Governance
– Bill of “Rights”
• Getting the “Right” People
• Involved in the “Right” Activity
• At the “Right” Time
• Using the “Right” Data
• In the “Right” Way
• To Reach the “Right” Decision
• … At least most of the time

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• Roles As an Integral Part of Data Governance
– The Role of Roles in:
• Data – The data that matters to people at different levels.
• Authority – Formal accountability for definition, production, use.
• Process – The processes that matter to people at different levels.
• Communications – Targeted messaging and onboarding of roles.
• Metrics – Measurements that matter at the different levels.
• Tools – Templates and technology for the different roles.

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EXECUTIVE
STRATEGIC
TACTICAL
OPERATIONAL
SUPPORT
Copyright © 2019 – Robert S. Seiner and KIK Consulting & Educational Services, LLC
Levels
Components
ROLES
COMMUNICATIONS
TOOLS
METRICS
PROCESSES
DATA GOVERNANCE FRAMEWORK
DATA
LEVELS
EXECUTIVE – SENIOR LEADERSHIP TEAM
STRATEGIC – BUSINESS & TECHNOLOGY MGMT
TACTICAL – SUBJECT MATTER EXPERTISE
OPERATIONAL – DAILY JOB FUNCTION
SUPPORT – FUNCTIONAL MANAGEMENT
COMPONENTS
DATA – ASSETS BEING GOVERNED
ROLES – FORMAL ACCOUNTABILITY
PROCESSES – APPLICATION / ENFORCEMENT
COMMUNICATIONS – EDUC, TRN, AWARENESS
METRICS – MEASUREMENTS and KPIs
TOOLS – ARTIFACTS PURCHASED / DEVELOPED

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EXECUTIVE
STRATEGIC
TACTICAL
OPERATIONAL
SUPPORT
Levels
Components
ROLES
COMMUNICATIONS
TOOLS
METRICS
PROCESSES
DATA
LEVELS
COMPONENTS
LEVELS
COMPONENTS

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EXECUTIVE
STRATEGIC
TACTICAL
OPERATIONAL
SUPPORT
Levels
Components
ROLES
COMMUNICATIONS
TOOLS
METRICS
PROCESSES
DATA
LEVELS
COMPONENTS
Endorse
Enforce
Authorize
Direct
Approve
Prioritize
Resolve
EXECUTIVE
STRATEGIC
TACTICAL
OPERATIONAL
SUPPORT
Facilitate
Mediate
Promote
Operate
Manage
Handle
Formalize
Adhere
Enforce
Approve
Act
Acceptance
Participation
Performance
Subject
Quality
Metrics
Accountability
Efficiency
Effectiveness
Collect
Report
Policy
Directive
Audit
Charter
Best Practices
Guidelines
Roadmap
Standards
Requirements
Workflows
Glossary
Dictionary
Catalog
Repository
DG Tools
Metadata Tools
KIK Artifacts
Support
Sponsor
Understand
Status
Evaluate
Commend
Standards
Subject Area
Project
Orientation
Onboard
Ongoing
Plan
Develop
Deliver
Leadership
Steering
Committee
Preside
DG Program
DG Council
Domain Stewards
Data Owners
SMEs
Operational
Data Stewards
Users
Prog Mgmt
Admin
Work Groups
Partners
Levels
Components
ROLES
COMMUNICATIONS
TOOLS
METRICS
PROCESSES
NON-INVASIVE DATA GOVERNANCE™ FRAMEWORK
Leadership
Dashboard
KPIs
Enterprise
Performance
Subject Area
X-Business Unit
Business Unit
Function
Accountability
Inventory
Metadata
DATA
LEVELS
COMPONENTS

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• What to Name the Levels
– Executive Level – Sr Leadership, C-Level, Leadership Perspective
– Strategic Level – Enterprise Perspective
– Tactical Level – Cross-Business Function Perspective
– Operational Level – Business Function Perspective
– Support Level – Governing Function Perspective
How to Customize an Operating Model to Fit Your Organization

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• What to Name the Roles
– Executive Level – Steering Committee, Leadership
– Strategic Level – Data Governance Council, Committee, Advisory Group
– Tactical Level – Data Domain Stewards, Owners, Subject Matter Experts
– Operational Level – Data Stewards, Data Consumers, Stakeholders
– Support Level – Administration, Manager, Leader, Office

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• Description of Who Participates at Each Level
– Executive Level – People at the Top of the Organization
– Strategic Level – Committee Accountable for Program and Value
– Tactical Level – Subject Matter Experts Across the Business
– Operational Level – People That Define, Produce and Use Data
– Support Level – Program Leadership, Existing Functions, Teams
Often this
information is
captured on the
diagram.

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• Expectations of the People That Participate at Each Level
– How Much of Their Time
– How Often Will They Meet
– Group or Individual Role
– Who the Role Reports To
– Who the Role Coordinates With

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• Detailed Responsibilities of the Specific Role
– Specific to the Role
– Details of the Role Involvement Solo or on Working Teams
– Details of the Documentation Resulting From Activating the Role
– Validate the Detailed Responsibilities With the People in the Roles

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• Space in the Levels
– Space at each level represents percentage of decisions made.
– Space in the tower at the top of pyramid.
– Business Unit to Cross-Business Unit to Organization to Enterprise
– Formality to breaking down silos.
– Consistency in colors.
The Meaning Behind the Oft-Used “Roles Pyramid”

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• Meaning of the Borders & Escalation Path
– Sections bordering represents coordination and cooperation.
– Data Governance Office administers with everybody.
– DGO facilitates working teams.
– Working teams made up of SMEs and Data Stewards,

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• Qualifiers to Reduce Complexity
– Associated with each level.
– Minimize the bureaucracy and fear factor.
– Highlights non-invasive aspect of Data Governance.
– Important communications element.
– Language appropriate to the organization.
New
Leverage
Exists
Exists
New
Leverage
Exists

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Detailed Responsibilities for Each Level

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• Executive Responsibilities
– Data Governance Steering Committee
• Identify people in their part of the organization for Data
Governance Council.
• No specific day-to-day or monthly data governance activities
… except to be reported to
• Support, Sponsorship and Understanding of Data Governance
• Data Governance / Council becomes an agenda item at meetings

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• Strategic Responsibilities
– Data Governance Council
• Become educated in what Data Governance means, how it can and
will work for the organization and what it means to embrace Data
Governance and activate Data Domain Stewards.
• Approve things that need to be approved – i.e., Data Policy, Data
Role Framework, methods, priorities, tools, …
• Push Data Governance into their areas by actively promoting
improved data governance practices.

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• Strategic Responsibilities
– Data Governance Council
• Make decisions at a strategic level in a timely manner given the
appropriate knowledge to make that decision.
• Meet regularly (or send alternate), read minutes to stay informed of
Data Governance Program activities.
• Identify and approve of pivotal data governance roles including
cross-enterprise domain stewards and coordinators.
• Advise the Data Governance Council Owner in applying data
governance to Risk Management, Compliance, Business Unit-
specific governance interests.

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• Tactical Responsibilities
– Data Domain Stewards
• Responsible for ‘enterprise’ management of a domain of data.
• Identified by position (or person) as part of a single business unit or
functional area.
• When acting in role of data domain steward, affiliation to business
unit becomes secondary.
• Involved/facilitator in cross business unit resolution of data
definition, production and usage issues.
• May or not be the authority (decision maker). Depends on position
in the organization.

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– Data Domain Stewards
• Responsible for escalating well-documented issues to the strategic
level with or without recommendation.
• Responsible for documenting data classification rules, compliance
rules, business rules for data in their domain (may delegate this).
• Responsible for making certain the rules are communicated to all
stakeholders of data in that domain (may delegate).
• Responsible for participating in tactical groups (with other domain
stewards, steward coordinators, and operational stewards) for finite
periods of time to address specific issues and projects related to
their domain and business unit.

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– Data Domain Stewards Traits
• Vision of what the future of data as an asset looks like
• Looking for ways to improve the status quo
• Ability to motivate the organization
• Set an example of data-related behavior
• Team players
• Diplomatic
• Personal interest, intuitive ability and communication skills
to facilitate issue resolution to achieve a “win-win.”

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– Data Steward Coordinators
• Act as the point communications person for distributing rules and
regulations per domain of data to the operational stewards in their
business unit (and making certain that the operational data
stewards understand the rules & risks).
• Act as the point communications person for their business unit to
document and communicate issues pertaining to specific domains
of data to the proper data domain steward.
• Act as the point person in the Common Data Matrix (or data
steward repository) regular change control process.

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– Data Steward Coordinators
• Identify the operational stewards of data per domain for their
business unit.
• Work alongside the Data Domain Stewards and operational data
stewards on specific Tactical Data Steward teams that are set up for
the duration of issue resolution or project focused task.
• Typically have no decision-making authority but plays a pivotal role in
data governance and data stewardship success.

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• Operational Responsibilities
– Data Stewards
• Participate in creating/reviewing data definitions
• Participate in the integrity and quality of data definition
• Producing, creating, updating, deleting, retiring, archiving data.
• Integrity and quality of the data created/updated in dept or process.
• Following rules associated w/identifying & classifying data access levels

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– Data Stewards
• Identifying and documenting regulatory and legal/risk issues
• Supporting/sharing knowledge w/ other stewards
• Communicating new/changed business requirements to individuals who
may be impacted and can influence change
• Communicating concerns, issues and problems with data to the
individuals that can influence change

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– Data Stewards
• Defining the data that will be used by the organization, how that
data will be used, and how that data will be managed. (Data Definers)
• Producing, creating, updating, deleting, retiring, archiving the data
that will be managed. (Data Producers)
• Using data to perform their job and processes.
• Integrity of data usage. (Data Users)

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• Support Responsibilities
– Data Governance Planning / Office / Administrator
• Planning Team evolves into the Program Team
• Participate in Data Governance Program Development
• Architect Solution & Framework
• Assist in Administering the Program
• Facilitate the Data Governance Council meetings

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• Participate in the Development & Delivery of Education, Awareness
& Mentoring Materials
• Report Results to Data Governance Council
• Participate in the Development & Delivery of Data Governance
Policies, Standards, Guidelines, and Procedures

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• Assist in Defining Data Quality Metrics for Periodic Release
• Support Data Quality Issue Analysis/Remediation for “Strategic” Data
• Conduct Audits to Ensure Components in Place for Improving Program

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– Data Governance Partners
• Examples Include Security, HR, Legal, Audit, Communications, PMO
• Focus on Consistent Protection of Data through Classification
• Responsible for Technical Data Handling to Meet Data Classification
• Secure Infrastructure On Behalf of the Business Units
• Managing Projects to assure appropriate Data Governance

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• Responsible for championing the integration of data governance
within the standard project methodology.
• Ensure that policies, procedures and metrics are in place for
maintaining & improving data quality and the creation, capture and
maintenance of metadata.
• Ensure that all “strategic” data is modeled, named, and defined
consistently.
• Ensure that projects source and utilize data from the designated
system of record.

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• Provide technical support for ensuring data quality.
• Provide technical support for data governance and data cleansing.
• Ensure that metadata critical to Data Governance is included and
accessible.

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• Emphasize Non-Invasive Nature of the Approach
– The Path of Least Resistance and Greatest Success
– Premise That We Are Already Governing Data
– Highlight the Roles That Resemble Being Something New
– Introduce the Operating Model During Onboarding
– Get People to Recognize Themselves into the Roles in the Model
Using the Model to Influence Data Governance Acceptance

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• Overlay the Operating Model Over Your Present Organization(s)
– Executive Level – Expand Responsibilities of an Existing Committee
– Strategic Level – Representation of Each Business Function
– Tactical Level – Recognize Existing Subject Matter Experts or Owners
– Operational Level – Everybody in the Organization
– Support Level – Recognize Existing Governing Functions

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• Activate Roles to Influence Acceptance
– Through Opportunity-Focused Working Groups
– Through Catalog-Focused Activities
• Associated with the Definition of Data
• Associated with the Production of Data
• Associated with the Usage of Data
– Through Application to Existing Projects and Programs
– Through Auditable Protection of Sensitive Data

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• Communicate Effectively With All Levels of the Model
– Orientation
• Messages Tailored to the Level
• Introduction to the Program
• Why the Program is Necessary
• The Level of Program Support
• Introduction to Governance and Stewardship
• Introduction to Terminology
• Relationship to Change Management

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– Onboarding
• How They Were Recognized Into the Role
• Roles-Based Responsibilities and Accountabilities
• Responsibility Expectations
• Availability of Job-Aids and Tools
• Gamification of Data Governance
• Policy Requirements (if they exist)

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– Ongoing
• Role-Based Successes
• Program Status
• Program Activities
• Program Value
• Measurements

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#RWDG @RSeiner
• In the webinar, I shared:
– An Operating Model of DG Roles as the Program Backbone
– How to Customize the Model to Mimic Your Existing Structure
– The Meaning Behind the Oft-Used “Roles Pyramid”
– Detailed Responsibilities at Each Level of the Organization
– Using the Model to Influence Data Governance Acceptance
Summary

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Questions and Answers

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#RWDG @RSeiner
• Robert S. Seiner
KIK Consulting & Educational Services – KIKconsulting.com
The Data Administration Newsletter – TDAN.com
rseiner@tdan.com @RSeiner
Contact Information

Data Governance Roles as the Backbone of Your Program

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