Having trouble making your information management (IM)/data governance (DG) changes stick? How many times have you gone through this process? Successful data governance means changes to your information management culture. Changing that culture means that you are asking people to think and behave differently about how data is created, accessed and used. If the results are to be sustainable, successful IM/DG change requires an organized and systematic way to manage those changes. In preparation for their EDW15 tutorial, Kelle O’Neal and Pam Thomas will discuss the most significant obstacles to successful IM/DG change, and the key factors to working through those obstacles to achieve business benefit.

1. Managing Change to Ensure Data
Governance Success
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2. Why We’re Here
Purpose:
Understand key factors for successful Data Governance
implementation
Outcome:
 Understanding how Data Governance drives change in an organization
 Understanding how to manage Data Governance changes
 Practical knowledge that can be implemented immediately
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3. Agenda
 Quick terminology review
 Obstacles to successful data
governance change
 Organizational Change Management
 4 Key factors for successful DG
change
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4. TERMINOLOGY
Level setting
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5. Data Governance Definition
Data Governance is the organizing
framework for establishing strategy,
objectives and policy for effectively
managing corporate data.
It consists of the processes, policies,
organization and technologies required to
manage and ensure the availability, usability,
integrity, consistency, audit ability and
security of your data.
Communication &
Metrics
Data
Strategy
Data Policies and
Processes
Data
Standards
and
Modeling
A Data Governance Program consists of the
inter-workings of strategy, standards,
policies and communication.
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6. Organizational Change Management
 Successful OCM is
– A structured, organized means to address the people side of change
– Helping people through change quickly and successfully so that business value is
achieved
 Proactively identifying and dealing with change issues will allow the
data governance team to
– Address risk areas
– Increase the speed of change adoption
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7. DATA GOVERNANCE IMPACT
What changes does Data Governance drive?
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8. Obstacles to Data Governance Change
 Competing priorities and lack of resources
 Data Ownership and other territorial issues
 Lack of cross-business unit coordination
 Lack of data governance understanding
 Resistance to change or transformation
 Lack of executive sponsorship and buy-in
 Resistance to accountability
 Lack of business justification
 Inexperience with cross-functional
initiatives
 Change of personnel
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9. Obstacles
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10. Why is Data Governance Important?
Internal pressures:
 Desire to understand customer at
any time from any channel
 Data Quality issues are persistent
 Balance of old mainframe
systems with new technologies
 Movement to the cloud and
losing control of data
 Data Volumes are increasing
 Mobile apps enabling data to be
created and accessed anywhere
 Project oriented approach to
addressing issues/opportunities
External pressures:
 Greater amounts of new
regulations
 Increasing Customer Demands –
my information anywhere at any
time
 Technology and market changes
outpacing ability to respond
Ensures the right people are involved in
determining standards, usage and integration
of data across projects, subject areas and lines
of business
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11. 10
Success Factors for Sustainable
Governance
 Clear understanding of the business drivers
– Motivation
– Metrics
 Clear business case for DG AND DG change
management
 Proactive, realistic change management
 Effective organization
– Clear definition of ownership and accountability
– Strong leadership
– Sponsorship from key executives
 Project management
– Development and implementation of Information
Management and Data Governance
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12. 11
Data Governance Means Change
 Successful DG means a change to your
information management culture,
processes and policies
 Changing that culture means that you are
asking people to think and behave
differently about how data is accessed and
used
 You need an organized and systematic way
to manage and sustain those changes – or
there is marginal likelihood of success
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13. SOME CHANGE MANAGEMENT
BASICS
Why do people resist change?
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14. 13
Two Sides to Change ManagementSITUATIONAL
WHO? WHAT? WHEN? WHERE? WHY?
 Something old stops, and something new starts
 Relatively easy to plan for and anticipate
PSYCHOLOGICAL
REORIENTATION PEOPLE GO THROUGH AS THEY COME
TO TERMS WITH THEIR NEW SITUATION
 It’s important to help affected individuals let go of the old
situation and get comfortable with the new way
 Everyone processes at a different rate and are rarely aligned
with the milestones of the implementation plan
For change to be successful, BOTH sides need to be addressed
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15. Communication Framework for DG Leaders
Explain why
we’re doing what
we’re doing - the
purpose behind
the outcome
What is/was the
problem?
Who said so and
on what
evidence?
What could
occur if no one
acts to solve it?
What could
happen if that
occurs?
Purpose Picture Plan Participation
 Paint the
picture of how
the future will
look and feel
once DG is
implemented.
 How are
people going
to get their
work done and
interact with
each other?
 How will a day
be organized?
 Lay out the plan for
achieving the
future state - the
steps and timeline
in which people
will receive
information,
training, and the
support they need
to transition to the
future
 Get managers
oriented to tell
employees how
and when their
worlds are going to
change
 Start with where
people are and
work forward
 Establish each
person’s part in
both the future
state and the plan
to get there
 Show associates
their roles and
relationships to
each other in the
future
 Show associates
what part they
play in achieving
the future and the
transition process
to get there
 All this helps them
let go of the past
and focus on the
futureCourtesy of William Bridges, Managing Transitions
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16. Change Management Phases
Implementing
/ Sustaining
Change
Managing
Change
Planning
for
Change
 Organizational alignment implemented
 Structure
 Jobs/people
 Policies/procedures
 Incentives
 Performance management
 Change integration/adoption assessment
 Communication plan execution
 Training development and delivery
 Feedback and analysis of results
 Leadership alignment checkpoint
 Measurement approach & metrics
 Organizational impact analysis
 Resistance management
 Implementation checklist development
 Information gathering and analysis
 Stakeholder Analysis
 Sponsorship development
 Change plan development
 Leadership alignment checkpoint
 Communications planning
 Training needs assessment and planning
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17. Meet with
Program/Project
Manager, and lay
out CM Approach
for the
Program/Project
Monitor & RefineExtend
Change Management Alignment to
Data Governance Phases
****Communication Launch
Information Gathering and Analysis
Stakeholder Analysis/Loss Analysis
Change Readiness Assessment
Leadership Alignment
Sponsorship Development: Assessment
and Road Map
Detailed Change Planning
Communication Plan
OperationalizeImplementStrategize & PlanAssess & Align
Project
Initiation
Planning for Change
****Collect, Analyze and Report on Feedback
Implementation Checklist
More Leadership Alignment
Metrics and measurement
Org Impact Analysis: structure, jobs, training, policies
Managing Change
****Lesson Learned Assessment
Organizational Alignment Action Plan
Change Integration Checklist
Transitioning to the Business
Implementing/ Sustaining Change
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18. FOUR KEY FACTORS TO BUILDING A
SUCCESSFUL DG CHANGE MANAGEMENT
PLAN
Implementing Data Governance
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19. Four Key Factors for DG Success
 Executive Sponsorship
 Aligned leadership
 Clear communication (early and often)
 Stakeholder Engagement
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20. Executive Sponsorship
 Has been the #1 success factor for successful
change in the Prosci studies since the late
1990s
 Determine the sponsor’s level of comfort with
leading change and provide coaching on role
as needed
 Develop a “roadmap” of events and
communications to keep the sponsor engaged
in the data governance effort
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21. A Sponsorship “Roadmap”
 Key activities and responsibilities of the project
sponsor in support of DG changes.
 One key role: engage other leaders in support of
the changes
 Roadmap helps clarifies roles of the project
sponsor throughout the project life cycle
– Helps identify the actions needed to build successful
sponsorship of the changes across all leadership levels
– Identifies the actions needed to demonstrate active
and visible participation throughout the entire project
 Review the roadmap often: in light of DG
progress, what needs to be added or changed?
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22. Sponsorship Roadmap Template
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23. Leadership Alignment
 Why do it?
– Alignment a critical success factor
validated by the Prosci best
practices studies
– Essential to take the time to assess
alignment and address any
disconnects
– When leaders are not aligned,
change is derailed
– Provides the opportunity for
sponsoring senior executive to
reinforce the expectation for
support and commitment
 Repeat at reasonable intervals
throughout the initiative
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24. Leadership Alignment Example
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25. Communication
 Start your communication process
early
 Create an identity for your DG
initiative that the organization can
grab onto
 Build repeatable key messages around
it
– Be prepared to repeat those messages
often
 Remember to customize your
messages by the stakeholder groups
impacted; different groups may
require different messages
 Test periodically to make sure that
your messages are getting out there
and that awareness and
understanding are building
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26. Communication Plan Example
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27. Stakeholder Analysis
 Early on, identify who will be impacted by the
DG program
 Determine what is needed from each of them,
how they are likely to react to data
governance changes, and what sorts of
issues/ concerns they are likely to have
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28. • Engagement Strategy:
• Focused effort must be
given to high priority
groups
• Provide sufficient level of
information to less
influential groups to
ensure buy-in
• Move people and or
groups to the right by
trying to increase their
level of interest
• Forms the foundation of
your engagement /
communication strategy
Stakeholder Engagement Strategy
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Meet
Their Needs
Key
Player
Least
Important
Show
Consideration
Stakeholder
Influence
StakeholderInfluence
Stakeholder Interest
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29. Engage your Stakeholders
Data Governance Steering Committee
Data Governance Office
Data Governance Working Group
Business Stakeholders IT Enablement
Data Governance Organization
Key Players
Key Players,
Interested
Stakeholders
Key Players
Influence,Accountability,Enforcement
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30. THANK YOU!
Questions?
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