2. Be Certain, Be Trillium Certain
Solving the 4 most-asked questions in
Data Governance
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3. Overview
Background
Challenges with perceptions of data governance
Using LEAN thinking
Making it relevant
Practical approaches to the 4 most asked questions in Data
Governance
1. How and where do I start?
2. How do I define standards and business rules?
3. How do I get the business to be engaged and supportive?
4. How do we demonstrate the business value of our efforts?
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4. The Data Governance “Black Hole”
There are many reasons why data governance programmes
struggle to gain traction
Perception is..
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Lack of understanding across the organisation
Failure to link to business processes
6. Challenges with Data Governance perception
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Extra work
No link to
business value
Fear (of any
repercussions)
7. “LEAN” thinking can help…
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..identify the “hidden factory” in your organisation
8. Known process but activity is hidden or not understood
Multiple hidden factories can exist within a business
Growth
Efficiency
Transparency
Impact
Money
Time
Resource
Waste
What is a Hidden Factory?
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9. BUT HOW?
A Data Governance Programme must be seen to be:
Relevant
Measureable (in terms of impact)
Beneficial to business
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A change in perception is required?
11. 1. How/Where do I start
Structures are needed but are NOT
the first step
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Understand the
“why”
Locate the
“hidden factories”
Map data problems to business
processes
Understand who is involved
12. 12
1. How/where do I start?
Review the process, data flows & stakeholders
Map out the data flows for key processes,
Data domain Originators Modifiers Responsible exec Data Steward (s) Consumers
Organisation Sales Sales, Finance Head of CRM Sales (super users) Sales, Marketing
Finance, Legal, BI/IT
Contact
Candidate
Product/service
Location
Then understand the stakeholders,
Stakeholder group for data domain
Will be subject to
process change
Accountable for
DQ improvements
& monitoring
Involved in
agreeing data
standards
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13. 1 - How to define where to start?
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Build case to proceed – Pilot – gain buy in and
momentum
Understand the hidden factories or pains of the
stakeholders in terms of Risk/Cost/Efficiency
Identify & engage stakeholders
Understand key data elements
& link to critical business processes
14. 2 - How do I define standards and business rules?
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Asking business
stakeholders to document
their rules will NOT work
Need to enter into a
dialogue with the data
stakeholders
Take data anomalies to
business stakeholders
Determine impact on process
15. 15
2 - How do I define standards and business rules?
Involve stakeholders in a dialogue regarding their needs
1. Baseline profiling
2. Custom profiling
3. Dashboards
Baseline data &
identify anomalies
Explore issues with
SMEs
Determine impact &
priority
Define need &
corrective action
For an agreed set of key data elements driving a particular business process…
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16. 3 - How do I get the business to be engaged and supportive?
Make the Governance outcome relevant to the business
process that the stakeholder actually cares about
Quantify impact on the business process
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Debt recovery
ratio
Lead conversion rate
Service delivery failures
(STP)
Translation is required
Regulatory &
legal compliance
17. 17
3 - How do I get the business to be engaged and supportive?
Build the business case strands
To ensure executive sponsorship and business
participation a “robust” business case is key
Input will be required from multiple
departments
Risk
Management
Cost
reduction
Increase
revenue or
profit
Data Domain Consumer Tangible &
Measured
Type Description
Organisation
Data
Finance Y Revenue/
Cash flow
Invoices “bounced” as customer name not legal entity
Marketing N Brand & lead
gen
Email undelivered for promotional campaigns
Legal Y Risk -
compliance
Unable to confirm compliance due to missing
attributes
Sales* N Cost – sales
efficiency
Duplicates affecting targeting and call completion rates
IT Y Cost Additional storage required for duplicate organisation
entries
Example – Business case map
Tangible
Tangible
Tangible
Supporting
Supporting
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18. 4 - How do we demonstrate the business value of our efforts?
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Communicate success
Gain advocates and create internal case studies
Measure any improvements in business term
based on risk/cost/efficiency
Define and conduct “Pilot”
Policy&governanceStandards&measurementPeopleandcommunctions
19. 4 - How do we demonstrate the business value of our efforts?
Understand where the benefits lie and measure
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Culture change, cross functional buy-in needed
Senior cross functional sponsorship avoids “silos”
Sales owned IT owned Mixed usage
Data governance burden Data governance benefit
Benefit to DG participant
Benefit to others
20. 2020
Establishing business value – three questions
The following questions must be satisfied to give any Data Governance effort
direction and purpose
Target data governance on business pains
Map the process & data in question
Understand the stakeholders and their drivers/KPI
Define a prioritization method based on business need
Articulate relative importance to avoid stalemate
Ensure executive level support to re-enforce
Set measurement criteria (i.e. time, money, risk)
Establish measurement capability & reports
Communicate results to drive activity and buy-in
Why are we doing this?
How do we know what to fix?
How will we evidence our success?
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23. 23
Thank you
Jon Asprey - VP, Strategic Consulting
jon_asprey@trilliumsoftware.com
Twitter: @jon_asprey
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24. Synopsis – For reference only [Remove at end]
Solutions to the 4 most-asked questions in Data Governance
Data Governance continues to gain prominence in organisations across the world however the successful
implementation of effective data governance structures and processes is still a challenge to many. In this
session, using our LEAN approach, we will demonstrate practical solutions to the 4 most-asked questions we
see from organisations either beginning or evolving their data governance initiatives:
How/Where do I start?
How do I define standards and business rules?
How do I get the business to be engaged and supportive?
How do we demonstrate the business value of our efforts?
The session will use real world examples to illustrate how a pragmatic approach will remove the main barriers
and accelerate your governance programme to deliver real value.
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Alternative title is: Solving the 4 most-asked questions in Data Governance
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