IN200M1_Part2_Katie Monroe
docx
keyboard_arrow_up
School
Purdue Global University *
*We aren’t endorsed by this school
Course
200
Subject
Information Systems
Date
Dec 6, 2023
Type
docx
Pages
6
Uploaded by AmbassadorFrog3399
Data Governance Roles
IN200M1 Part 2
Dr. Sheikh Shamsuddin
By: Katie Monroe
As previously discussed, a data governance operating model is comprised of four layers;
operational, tactical, strategic, and executive. In this paper, we will discuss the final two;
strategic and executive.
At the strategic level lies the data governance council. Strategic decisions require people
with the appropriate knowledge to help make the right decisions (Steiner, 2014, pg. 89). The data
governance council is made up of people from senior management of each business unit and
members of the IT team (Schwab, 2022). These individuals set the data policies and provide
strategic direction for data observations and challenges at the operational level. Data stewards
relay the data to the data coordinators. The coordinators and data domain stewards analyze the
information and present it to the data governance council. They are responsible for finalizing the
tools for the data governance framework and setting timelines for phased-out goals and
implementation of processes (Schwab, 2022). At this level, the council is represented by
divisional representatives such as Human Resources, Finance, Risk Management, Operations,
etc. Typically, the decision-making stops at the strategic layer. Most of the time the decisions are
made at the tactical level but in instances where escalation is required, the small percentage of
data-related decisions are filtered up to the Data Governance council (Seiner, 2014, pg. 90). The
Data governance council is vital to making the tough decisions where the enterprise is
concerned. They execute and enforce the authority over the management of data and data-related
assets (Steiner, 2014, pg. 91).
Lastly, the executive level consists of data governance partners. This level includes the
sponsors and the senior-most management of the organization. These are individuals who are far
removed from the daily operations. Typically, the executive level houses the steering committee
who ensure the team at the strategic level are equipped to play their roles as the data governance
council, they set clear expectations of the goals needed to be achieved and finalize initiatives
across data domains and business functions (Schwab, 2022). The data governance chair
administers and oversees the data governance program and coordinate with the data governance
council to ensure they are communication with the other levels to ensure smooth functionality of
the program and report challenges faced. The data governance partners are responsible for
designing the enterprise’s data governance framework (Schwab, 2022). The executive layer is
there to offer support, sponsorship, and understanding of data governance. It has no other
specific function (Steiner, 2014, pg. 96). In support of the operational and tactical layers, the
Data Governance partners are the liaisons of data related incidents or products and assure timely
completion of data related requirements (Steiner, 2014, pg. 98). Further support comes from the
Data Governance Team. These are already employed individuals who have their time allotted to
work on the definition, development, and deployment of data governance within the enterprise
(Steiner, 2014, pg. 99). Some additional responsibilities they have are reviewing and
documenting appropriate data governance best practices, roles, and responsibilities,
communications and awareness plans, and delivery of the data governance program. They help
facilitate the data governance council meetings and develop educational awareness and
mentoring materials for data governance (Steiner, 2014, pg. 100). Depending on the level of
involvement of the business and IT units in the implantation of the data governance program, the
complexity and knowledge of the existing data management program, and the speed at which the
organization will deploy a new program determines the number of individuals on the Data
Governance team.
The communication matrix of a data governance operation model is to provide
documentation of the production, use, and definition of data domains across an organization, and
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
defines and documents domains, roles, and responsibilities. Communications of data governance
can be broken down into 3 levels: orientation communication, onboarding communication, and
ongoing communication (Steiner, 2014, pg. 121). Orientation communication starts when an
individual or group joins the organization or gets promoted to a new position. Most companies
have some sort of orientation which is comprised of enterprise information including data
security, privacy, compliance, employee ID information, facilities, and other policies (Steiner,
2014, pg. 122). Data governance should be discussed during orientation. It could be addressed
through a sidebar to an existing informational category. At this level, it’s important to set the
stage for the enterprises to focus on governing their data and explaining what data governance is.
Furthermore, the orientations should include an explanation of the function of data governance
within the organization, and the why, how, and when to contact someone regarding data (Steiner,
2014, pg. 123). Onboarding communications is the second level in communication. This refers to
what it takes to get someone “onboard” the data governance ship, so to speak (Steiner, 2014, pg.
123). This communication should include policy, guidelines, of data governance in the
organization, best practices and assessment of present versus desired state of data governance,
roles and responsibilities with the program, specific, role-based activities associated with the
individual’s role, and samples of processes where data governance is being applied, tools and
how to use the tools to assist in their jobs (Steiner, 2014, pg. 123). Data onboarding starts with
understanding the purpose of the data. Next is the assessment of the data quality, then ends with
the combination of multiple data sources into a consistent view for analysis
(Sridharan, 2023).
Onboarding basically is providing individuals the tools necessary to perform their jobs (Steiner,
2014, pg. 124). Finally, Ongoing communications lies at the core of the data governance
programs. It’s imperative to keep data governance on everyone’s mind as they perform their day-
to-day duties (Steiner, 2014, pg. 124). Some examples include triggered vents of occurrences that
require data governance, introductions and changes to tools available, refreshers, performance
metrics of the effectiveness, changes and updates to regulatory, compliance, and business rules
(Steiner, 2014, pg. 124). When creating your communication matrix or plan, you want to ensure
you have clear objectives towards key audiences with a chart on the communication style, target
audience, purpose, frequency, and how the information will be presented. You will want to make
sure you convey how data governance helps the respective audience in their day-to-day jobs. It’s
important to include who individuals can contact when they encounter issues or questions
regarding data or data governance. It’s recommended to store the data governance-related
content in a central location where it is easily accessible (Walery, 2020). The data governance
can be communicated throughout all layers of the operating model; however, as previously
stated, it’s important to identify your audience. The way you communicate differs between each
group. Within your audience, you will need to determine if the communication is for internal or
external use and towards which organizational unit such as departments, districts, sections,
programs, projects, etc. And look at the roles whether that’s managers, stewards, etc. (Steiner,
2014, pg. 126). Determine what your message is going to be and what the desired action is by
clarifying what you want the audience to take away from the communication and what action
they need to take and how long you need to present the information (Steiner, 2014, pg. 126).
Data governance helps to ensure that data is accessible, usable, and protectable. Data can
be used to identify trends, cost savings, behaviors, and so much more. Having a data governance
program with the right roles and responsibilities outlined leads to better data analytics which
leads to better decision making and improved operations.
References
Seiner, R. S. (2014).
Non-invasive data governance: The path of least resistance and greatest
success
(First). Technics Publications, LLC.
Schwab, J. (2022, September 1).
What are the roles and responsibilities in data governance? and
why are they important?
. To Increase. https://www.to-increase.com/master-data-
management/blog/what-roles-responsibilities-data-governance-strategy#:~:text=The
%20Operational%20Level,data%20for%20their%20business%20unit.
Sridharan, M. A. (2023, April 21).
Data onboarding
. Think Insights.
https://thinkinsights.net/data/data-onboarding/#:~:text=Data%20onboarding%20begins
%20with%20understanding,import%20into%20your%20business%20applications.
Walery, J. (2020, December 8).
Have Data Governance Communication Plan
. IData Insights
Blog. https://blog.idatainc.com/dg-communication-plan
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help