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EDW Webinar: Managing Change for Successful Data Governance

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Having trouble making your information management (IM)/data governance (DG) changes stick? How many times have you gone through this process?

Successful data governance means changes to your information management culture. Changing that culture means that you are asking people to think and behave differently about how data is created, accessed and used. If the results are to be sustainable, successful IM/DG change requires an organized and systematic way to manage those changes.

In preparation for their EDW15 tutorial, Kelle O’Neal and Pam Thomas will discuss the most significant obstacles to successful IM/DG change, and the key factors to working through those obstacles to achieve business benefit.

Publié dans : Business
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EDW Webinar: Managing Change for Successful Data Governance

  1. 1. Managing Change to Ensure Data Governance Success Proprietary and Confidential First San Francisco Partners, and IMCue Solutions
  2. 2. Why We’re Here Purpose: Understand key factors for successful Data Governance implementation Outcome:  Understanding how Data Governance drives change in an organization  Understanding how to manage Data Governance changes  Practical knowledge that can be implemented immediately Proprietary and Confidential First San Francisco Partners, and IMCue Solutions 1
  3. 3. Agenda  Quick terminology review  Obstacles to successful data governance change  Organizational Change Management  4 Key factors for successful DG change 2 Proprietary and Confidential First San Francisco Partners, and IMCue Solutions
  4. 4. TERMINOLOGY Level setting 3 Proprietary and Confidential First San Francisco Partners, and IMCue Solutions
  5. 5. Data Governance Definition Data Governance is the organizing framework for establishing strategy, objectives and policy for effectively managing corporate data. It consists of the processes, policies, organization and technologies required to manage and ensure the availability, usability, integrity, consistency, audit ability and security of your data. Communication & Metrics Data Strategy Data Policies and Processes Data Standards and Modeling A Data Governance Program consists of the inter-workings of strategy, standards, policies and communication. Proprietary and Confidential First San Francisco Partners, and IMCue Solutions 4
  6. 6. Organizational Change Management  Successful OCM is – A structured, organized means to address the people side of change – Helping people through change quickly and successfully so that business value is achieved  Proactively identifying and dealing with change issues will allow the data governance team to – Address risk areas – Increase the speed of change adoption 5 Proprietary and Confidential First San Francisco Partners, and IMCue Solutions
  7. 7. DATA GOVERNANCE IMPACT What changes does Data Governance drive? 6 Proprietary and Confidential First San Francisco Partners, and IMCue Solutions
  8. 8. Obstacles to Data Governance Change  Competing priorities and lack of resources  Data Ownership and other territorial issues  Lack of cross-business unit coordination  Lack of data governance understanding  Resistance to change or transformation  Lack of executive sponsorship and buy-in  Resistance to accountability  Lack of business justification  Inexperience with cross-functional initiatives  Change of personnel Proprietary and Confidential First San Francisco Partners, and IMCue Solutions 7
  9. 9. Obstacles 8 Proprietary and Confidential First San Francisco Partners, and IMCue Solutions
  10. 10. Why is Data Governance Important? Internal pressures:  Desire to understand customer at any time from any channel  Data Quality issues are persistent  Balance of old mainframe systems with new technologies  Movement to the cloud and losing control of data  Data Volumes are increasing  Mobile apps enabling data to be created and accessed anywhere  Project oriented approach to addressing issues/opportunities External pressures:  Greater amounts of new regulations  Increasing Customer Demands – my information anywhere at any time  Technology and market changes outpacing ability to respond Ensures the right people are involved in determining standards, usage and integration of data across projects, subject areas and lines of business Proprietary and Confidential First San Francisco Partners, and IMCue Solutions 9
  11. 11. 10 Success Factors for Sustainable Governance  Clear understanding of the business drivers – Motivation – Metrics  Clear business case for DG AND DG change management  Proactive, realistic change management  Effective organization – Clear definition of ownership and accountability – Strong leadership – Sponsorship from key executives  Project management – Development and implementation of Information Management and Data Governance Proprietary and Confidential First San Francisco Partners, and IMCue Solutions
  12. 12. 11 Data Governance Means Change  Successful DG means a change to your information management culture, processes and policies  Changing that culture means that you are asking people to think and behave differently about how data is accessed and used  You need an organized and systematic way to manage and sustain those changes – or there is marginal likelihood of success Proprietary and Confidential First San Francisco Partners, and IMCue Solutions
  13. 13. SOME CHANGE MANAGEMENT BASICS Why do people resist change? 12 Proprietary and Confidential First San Francisco Partners, and IMCue Solutions
  14. 14. 13 Two Sides to Change ManagementSITUATIONAL WHO? WHAT? WHEN? WHERE? WHY?  Something old stops, and something new starts  Relatively easy to plan for and anticipate PSYCHOLOGICAL REORIENTATION PEOPLE GO THROUGH AS THEY COME TO TERMS WITH THEIR NEW SITUATION  It’s important to help affected individuals let go of the old situation and get comfortable with the new way  Everyone processes at a different rate and are rarely aligned with the milestones of the implementation plan For change to be successful, BOTH sides need to be addressed Proprietary and Confidential First San Francisco Partners, and IMCue Solutions
  15. 15. Communication Framework for DG Leaders Explain why we’re doing what we’re doing - the purpose behind the outcome What is/was the problem? Who said so and on what evidence? What could occur if no one acts to solve it? What could happen if that occurs? Purpose Picture Plan Participation  Paint the picture of how the future will look and feel once DG is implemented.  How are people going to get their work done and interact with each other?  How will a day be organized?  Lay out the plan for achieving the future state - the steps and timeline in which people will receive information, training, and the support they need to transition to the future  Get managers oriented to tell employees how and when their worlds are going to change  Start with where people are and work forward  Establish each person’s part in both the future state and the plan to get there  Show associates their roles and relationships to each other in the future  Show associates what part they play in achieving the future and the transition process to get there  All this helps them let go of the past and focus on the futureCourtesy of William Bridges, Managing Transitions 14 Proprietary and Confidential First San Francisco Partners, and IMCue Solutions
  16. 16. Change Management Phases Implementing / Sustaining Change Managing Change Planning for Change  Organizational alignment implemented  Structure  Jobs/people  Policies/procedures  Incentives  Performance management  Change integration/adoption assessment  Communication plan execution  Training development and delivery  Feedback and analysis of results  Leadership alignment checkpoint  Measurement approach & metrics  Organizational impact analysis  Resistance management  Implementation checklist development  Information gathering and analysis  Stakeholder Analysis  Sponsorship development  Change plan development  Leadership alignment checkpoint  Communications planning  Training needs assessment and planning 15 Proprietary and Confidential First San Francisco Partners, and IMCue Solutions
  17. 17. Meet with Program/Project Manager, and lay out CM Approach for the Program/Project Monitor & RefineExtend Change Management Alignment to Data Governance Phases ****Communication Launch Information Gathering and Analysis Stakeholder Analysis/Loss Analysis Change Readiness Assessment Leadership Alignment Sponsorship Development: Assessment and Road Map Detailed Change Planning Communication Plan OperationalizeImplementStrategize & PlanAssess & Align Project Initiation Planning for Change ****Collect, Analyze and Report on Feedback Implementation Checklist More Leadership Alignment Metrics and measurement Org Impact Analysis: structure, jobs, training, policies Managing Change ****Lesson Learned Assessment Organizational Alignment Action Plan Change Integration Checklist Transitioning to the Business Implementing/ Sustaining Change 16 Proprietary and Confidential First San Francisco Partners, and IMCue Solutions
  18. 18. FOUR KEY FACTORS TO BUILDING A SUCCESSFUL DG CHANGE MANAGEMENT PLAN Implementing Data Governance 17 Proprietary and Confidential First San Francisco Partners, and IMCue Solutions
  19. 19. Four Key Factors for DG Success  Executive Sponsorship  Aligned leadership  Clear communication (early and often)  Stakeholder Engagement 18 Proprietary and Confidential First San Francisco Partners, and IMCue Solutions
  20. 20. Executive Sponsorship  Has been the #1 success factor for successful change in the Prosci studies since the late 1990s  Determine the sponsor’s level of comfort with leading change and provide coaching on role as needed  Develop a “roadmap” of events and communications to keep the sponsor engaged in the data governance effort 19 Proprietary and Confidential First San Francisco Partners, and IMCue Solutions
  21. 21. A Sponsorship “Roadmap”  Key activities and responsibilities of the project sponsor in support of DG changes.  One key role: engage other leaders in support of the changes  Roadmap helps clarifies roles of the project sponsor throughout the project life cycle – Helps identify the actions needed to build successful sponsorship of the changes across all leadership levels – Identifies the actions needed to demonstrate active and visible participation throughout the entire project  Review the roadmap often: in light of DG progress, what needs to be added or changed? Proprietary and Confidential First San Francisco Partners, and IMCue Solutions 20
  22. 22. Sponsorship Roadmap Template Proprietary and Confidential First San Francisco Partners, and IMCue Solutions 21
  23. 23. Leadership Alignment  Why do it? – Alignment a critical success factor validated by the Prosci best practices studies – Essential to take the time to assess alignment and address any disconnects – When leaders are not aligned, change is derailed – Provides the opportunity for sponsoring senior executive to reinforce the expectation for support and commitment  Repeat at reasonable intervals throughout the initiative Proprietary and Confidential First San Francisco Partners, and IMCue Solutions 22
  24. 24. Leadership Alignment Example Proprietary and Confidential First San Francisco Partners, and IMCue Solutions 23
  25. 25. Communication  Start your communication process early  Create an identity for your DG initiative that the organization can grab onto  Build repeatable key messages around it – Be prepared to repeat those messages often  Remember to customize your messages by the stakeholder groups impacted; different groups may require different messages  Test periodically to make sure that your messages are getting out there and that awareness and understanding are building 24 Proprietary and Confidential First San Francisco Partners, and IMCue Solutions
  26. 26. Communication Plan Example 25 Proprietary and Confidential First San Francisco Partners, and IMCue Solutions
  27. 27. Stakeholder Analysis  Early on, identify who will be impacted by the DG program  Determine what is needed from each of them, how they are likely to react to data governance changes, and what sorts of issues/ concerns they are likely to have 26 Proprietary and Confidential First San Francisco Partners, and IMCue Solutions
  28. 28. • Engagement Strategy: • Focused effort must be given to high priority groups • Provide sufficient level of information to less influential groups to ensure buy-in • Move people and or groups to the right by trying to increase their level of interest • Forms the foundation of your engagement / communication strategy Stakeholder Engagement Strategy Proprietary and Confidential First San Francisco Partners, and IMCue Solutions Meet Their Needs Key Player Least Important Show Consideration Stakeholder Influence StakeholderInfluence Stakeholder Interest 27
  29. 29. Engage your Stakeholders Data Governance Steering Committee Data Governance Office Data Governance Working Group Business Stakeholders IT Enablement Data Governance Organization Key Players Key Players, Interested Stakeholders Key Players Influence,Accountability,Enforcement 28 Proprietary and Confidential First San Francisco Partners, and IMCue Solutions
  30. 30. THANK YOU! Questions? 29 Proprietary and Confidential First San Francisco Partners, and IMCue Solutions

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