Identify Current Data Management Participants
When implementing the operating model, start with teams already engaged in data management activities. This will minimize the effect on the organization and will help to ensure that the focus of the team is data, not HR or politics.
Start by reviewing existing data management activities, such as who creates and manages data, who measures data quality, or even who has ‘data’ in their job title. Survey the organization to find out who may already be fulfilling needed roles and responsibilities. Such individuals may hold different titles. They are likely part of a distributed organization and not necessarily recognized by the enterprise. After compiling a list of ‘data people,’ identify gaps. What additional roles and skill sets are required to execute the data strategy? In many cases, people in other parts of the organization have analogous, transferrable skill sets. Remember, people already in the organization bring valuable knowledge and experience to a data management effort.
Once an inventory is complete, and people are assigned to the roles, review their compensation and align it with the expectations of data management. Likely, the Human Resources department will get involved to validate the titles, roles, compensation, and performance objectives. Ensure that the roles are assigned to the right people at the right level within the organization, so that when they are involved in decision making, they have the credibility to make decisions that stick.
Identify Committee Participants
No matter which operating model an organization chooses, some governance work will need to be done by a Data Governance Steering Committee and by working groups. It is important to get the right people on the Steering Committee and to use their time well. Keep them well informed and focused on the ways that improved data management will help them reach business objectives, including strategic goals.
Many organizations are reluctant to start yet another committee since there are so many already existing. It is often easier to take advantage of existing committees to advance data management topics than it is to start a new one. But take this route cautiously. The main risk in using an existing committee is that data management may not get the attention it requires, especially in the early stages. The process to staff either a senior steering committee or a more tactical working group requires conducting stakeholder analysis and, through that, identifying executive sponsors.
Client Here to Continue to: Build the Data Management Organization – Part 02
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