This blog is a summary of an ASUG webcast presented by David Zanotta, of SAP’s Data Management Organization.
First, let’s start by defining information governance. It is a management process that provides oversight to ensure successful execution of your data iniatiatves by establishing policies, standards, and objectives. It can be applied to one project, can be started with one data type, and can AND SHOULD be extended to additional projects.
But how do you know which aspects of information should be governed?
Project management involvement
How do you get this done? Project management needs to get some education early on. Also, project management needs to building in information governance aspects (like process engineering workshops) into their project plans. Finally, Quality Gate reviews of project lifecycle phases needs to run by Information Review Boards.
The first step is to educate early and often. During Initiation, stakeholders should learn about objects and scope definition via a workshop. This workshop is when the stakeholders should be made aware of the information governance program and components. Capabilities include standards and rules that govern information, the process engineering that enhance the quality of data. For example, creating a new data field may require a Data Leader’s approval. Knowing the data standard for content of a particular data field also must be communicated.
At SAP, we have Data Leaders, Data Managers, Data Councils, and Process Leaders spread around the globe. The project stakeholders need to know they exist and plan for them. Specific attention to activities like data scope are critical.
The main components are summarized below:
Project teams need to understand that KPIs measure how well you are meeting a goal, where a benefit can many times be a financial measured outcome, based on KPIs.
Measurements and KPIs
In defining your KPIs and benefits, make sure to address the following items.
To identify KPIs, you’ll need a methodical thought process that are SMART. They also need to be classified.
Types of classification vary depending on what you are trying to achieve. If you are selling a product, you’ll use revenue KPIs, for example.
So how to ensure that you’ll meet the KPIs? First, meet with the project stakeholders to identify and categorize. Make sure you agree and obtain approval.
Then, make sure there is a system to measure the benefits against the KPIs.
Why is it important to get agreement? Without the project team support, you’ll be left wondering how to measure the benefits. Without project management ownership, it will be extremely hard to measure these benefits. Define the As-Is and To-be state, including documenting the assumptions going into the project.
Once all the details are ironed out, you need a formal agreement which includes the data KPIs and benefits. This helps you capture the benefits of the information governance program.
To do all of this, you need a measurement methodology. Will you use quantitative or qualitative measurements? Are the measurements attainable?
Once the project deploys, the project team should take initial measurements to capture any changes or modifications to the methodology or algorithms.
Once the Operational Run team takes over, the KPIs and benefits identified during the project need to be continually measured. This should be lead by the business process owner. Benefits can be realized for multiple years, so don’t just do it once.
Organizational Change Management (OCM)
There are 5 OCM activities that support information governance.
Use of the OCM methodology and deliverables in your project are key.
Quality Gates are also known as Q-Gates. They validate the expectations are met at key phases in the project. Integrate data questions into the Q-Gate checklist, like below.
Information Review Board
Whether formal or informal, this panel of data management experts is responsible for review and inspection of information governance activities.
To simplify inspection process, use questions like the ones below at each Q-Gate. The project manager has to fill these out at each Q-Gate, and the information governance experts review.
The overall intent is to ensure that project teams are following the policies and standards defined.
Thanks for sharing this great information, David! Are you using the Project Management Office to help further your information governance initiatives? Let us know, or ask David specific questions at david.zanotta@sap.com
Related blogs on SAP's Data Governance program:
Information Governance Maturity Models: Quick and Easy
How Project Management can Promote Information Governance in Companies
Information Governance Tips + Tricks from a Practitioner
Walking the Walk: SAP and Information Governance
Information Steward 4.2 in Practice: How SAP's Data Management Organization Uses Information Steward
SAP’s Internal Information Governance Program: Business Value Metrics Framework