Most organizations that begin a formal Data Governance and Stewardship effort need a support team to facilitate and coordinate activities of councils, stewards, and stakeholders.

This support team may be individual contributors who have been doing this work informally and are willing to continue it. However, if your program is going to strive to make enterprise-wide changes, then it probably needs more formality. And those who facilitate it probably need a certain level of status within the organization and support from top leadership.

Many years ago, a project partner and I coined the term DGO to describe a Data Governance Office we were recommending to a client. In this case, we suggested that a DGO would be to data what a PMO (Project Management Office) is to projects. This function, which for this smallish organization was just one person, supported good practices and was the organization’s “go to” person for data-related projects.

Since then, other DGOs I’ve worked with have had broader scopes of responsibilities. You can see some of those responsibilities in the DGO component of the DGI Data Governance Framework.

Who should be included in a DGO? Of course the answer depends on what you’re trying to accomplish with your program. Most programs include a leader who can navigate politics, organize and facilitate meetings, work with participants behind the scenes, brief executive stakeholders, and make sure research and assignments coming out of council meetings are on track. This person may not be a data expert, but they need to be able to converse with all stakeholders and to understand data flows diagrams and data models.

Some organizations can’t find a DGO leader with all of the above skills. They opt for a leader who can manage politics and people, and assign a Data Architect and/or Metadata Manager as either full-time members or dotted-line members of the DGO.

When you’re first establishing your Data Governance Office, make sure that your staff have the communication skills and materials they need to work successfully with data stakeholders. After all, Data Governance can be politically tricky.

It’s essential that Data Governance and Stewardship program facilitators avoid being “caught up” in politics. It’s our jobs to acknowledge the realities of the situations we work with, while avoiding taking sides or engaging in behaviors that could be perceived as favoring one set of data stakeholders at the expense of others.

Starting a Data Governance Program

A successful Data Governance program does not begin with the design of the program! Before you start deciding who goes on what committee, you should be clear about your program’s value statement. You should have developed a roadmap to share with stakeholders. Those...

Data Governance Program Phases

As you perform the activities needed to gain support and funding, remember that your program may plan to address multiple focus areas. Each new effort should be introduced using the seven steps of the life cycle. Even specific governance-led projects, such as creating a set of data standards, will want to follow the Data Governance Life Cycle steps.

Assigning Data Ownership

One of the tenets of Data Governance is that enterprise data doesn’t “belong” to individuals. It is an asset that belongs to the enterprise. Still, it needs to be managed…

Governance and Decision-Making

Remember our (long) definition for Data Governance? “Data Governance is a system of decision rights and accountabilities for information-related processes, executed according to agreed-upon models which describe who can take what actions with what information, and...