Whether you’re developing an enterprise-wide data governance framework or simply implementing a few best practices, the people in your team are the most important asset to your success. In fact, it’s your people—not your processes or technologies—that will ultimately determine the value of your data and your return on investment (ROI). To deliver a successful data governance program, you need to put the right people in place.
The first step in building a data governance team is defining the vision and business case. The vision spells out your broad strategic objectives, and the business case articulates your specific opportunity. This will help you decide what policies to implement that align your organization’s activities with these business goals.
Once you’ve established your vision and business case, the next step is to build a roadmap that specifies the actual people (roles), technology and processes that will support your governance initiatives. You’ll need a team of people that includes business and IT subject matter experts. These people should be able to translate how your data governance framework impacts business processes, decisions and interactions. Ideally, these stewards are IT-savvy and have some experience as business analysts.
These people can help you build a detailed plan that will ensure your data governance program is successful. They will be able to identify and address roadblocks, create a clear picture of your organization’s data landscape and provide insight into how you can leverage existing infrastructure to reduce costs. Additionally, they can develop and implement data quality standards to help you improve the quality of your data.
You’ll also need a team of people who can coordinate the tasks that these stewards perform, and who can help them communicate their decisions to other stakeholders in your organization. These individuals can also drive ongoing data audits and metrics that assess your program’s effectiveness and ROI. Additionally, they can serve as the primary point of escalation for issues that need to be escalated to executive sponsors and steering committees.
Finally, you’ll need a person who can develop and deploy a scalable process to manage your data governance activities. This person will be a leader who can guide the other members of your data governance team, and they’ll be responsible for the day-to-day execution of your data governance strategy.
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