Data Governance programs generally include ongoing efforts designed to help the company achieve one of three universal value mandates:
- Increase revenue and value
- Manage cost and complexity
- Ensure survival through attention to risk and vulnerabilities: compliance, security, privacy, etc.
These efforts can take many forms. Some are performed by members of the Data Governance Office (DGO). These include providing Stakeholder CARE (Communication, Access to information, Record-keeping, Education and Support); development of policies and standards; and working with project teams to assess the impact to Data Stakeholders of software modifications.
Typically, organizations choose one of five models for funding ongoing Data Governance and Stewardship efforts.
- Program funding (similar to funding a PMO)
- Line item in one or more projects
- Activities underwritten by stakeholder groups
- Charge-backs to stakeholder groups
- Data Governance included in IT / Data Management / Data Architecture efforts.
We won’t discuss these options in greater detail here; they follow the same general patterns as discussed in funding the design of a Data Governance Program. However, it is worth noting that making Data Governance dependent on projects can be problematic. Do services end when projects end? How are Data Stakeholders’ needs addressed between projects?
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