DATA GOVERNANCE – A PRIMER

Dr. Braden J. Hosch

Asst. Vice President for Institutional Research, Planning & Effectiveness
November 4, 2018

1
 Overview
Data governance concepts and major aspects

Selling data governance to senior leadership

Characteristics of a data governance system

Maturity models

Change management in a college or university

Technological “solutions”

2
 Outcomes for workshop participants

Assess their campus

culture and organization
Define data governance Articulate challenges on
Describe major with a data governance
as an activity that centers their campus and how
components of data maturity model; select
on human behavior more data governance will
governance activities and modify a data
than data address these challenges
governance maturity
model for their campus

Identify characteristics of
a data governance Discuss how technology Explain principles of
system; analyze where may assist but not change management in Construct an action plan
their own institution has perform data higher education for next steps on their
gaps; and create an governance; describe institutions and how they own campus to advance
outline for how data major functions of data will enable development data governance
governance could fit into governance software of data governance on activities
existing organizational applications or “solutions” their campuses
structures

3
 What this workshop will not do

• Design your data governance system for you

• Promote specific technological solutions

• Prescribe specific functions, operations, or organization

• Identify how much money to spend

4
WHAT IS DATA GOVERNANCE?

5
 Data Governance Definitions (Generic)
• “the execution and enforcement of authority over the management of data
and data-related assets” - R. Seiner (2014)

• “specification of decision rights and an accountability framework to

ensure appropriate behavior in the valuation, creation, storage, use,
archiving and deletion of information” - Gartner IT Glossary

• “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 when, under what
circumstances, using what methods” – Data Governance Institute (2014)

6
 Data Governance Definitions from Universities

• “formalizes behavior around how data are defined, produced, used,

stored, and destroyed in order to enable and enhance organizational
effectiveness” – Stony Brook University (2016)

• “adds value to our administrative and academic data systems by the

establishment of standards that that promote data integrity and enables
strategic integrations of information systems” – Vanderbilt University

• “the discipline which provides all data management practices with the
necessary structure, strategy, and support needed to ensure that data are
managed and used as a critical University asset” – U of Rochester

7
 The 5-second elevator definition

• a set of guidelines
Data for how people
governance behave and make
is … decisions about data

8
 Master data management is often confused with data
governance

Master Data Management (MDM) Data Governance

• Comprehensive method to link • Formalized system for how
all critical data to a common people make decisions about
point of reference acquisition, production, storage,
• Example: distribution, and analysis of data
• All screens, documents and • Example:
systems showing a student’s • Group decides on a definition
address derive from a common for home address and agrees
location. on a common source field

9
 Important characteristics of DG definitions
Data governance IS Data Governance IS NOT
• More about people and • IT’s responsibility
behavior than data
• Solved by technology
• A system that requires and
promotes shared agreement • Equally applied across all
data assets
• Formal (i.e. written down)

• Adds value by supporting

institutional mission/goals

10
Activity 1 – What data governance features do you have?

Formal Informal
• List formal and informal structures you have for promoting
Policies/Practices data governance

Groups

Roles

Responsibilities

11
WHY DO WE NEED DATA GOVERNANCE?

12
 Justifications for Data Governance

Justify data governance on your campus

based on:

Value Cost Risk

13
 Justifications for Data Governance - Value

Educause identifies significant institutional value to

higher education institutions from data governance:
• Official vs. ad hoc data definitions
• Clear responsibilities
• Capacity for analytics
• Competitive advantage

Educause (2015). “The compelling case for data governance,” retrieved October 15, 2018 from
https://library.educause.edu/~/media/files/library/2015/3/ewg1501-pdf.pdf

14
 Justifications for Data Governance – Cost (1)

A third of Fortune 100

organizations will experience
“an information crisis, due to
their inability to effectively
value, govern and trust their
enterprise information.”

Gartner. (2014). “Why data governance matters to your online business,” retrieved August 1, 2016
from http://www.gartner.com/newsroom/id/1898914s-why-data-governance-matters-to-your-online-business/

15
 Justifications for Data Governance – Cost (2)

Poor data quality

costs the US $3.1
economy $3.1 Trillion
trillion every year

IBM. (n.d.). “Extracting business value from the 4 V's of big data,” retrieved October 1, 2018 from
https://www.ibmbigdatahub.com/infographic/extracting-business-value-4-vs-big-data

16
 Justifications for Data Governance – Cost (3)

The average financial impact of poor data quality

on businesses is $9.7 million per year.
Opportunity costs, loss of reputation and low
confidence in data may push these costs higher.

Forbes (2017). “Poor-quality data imposes costs and risks on businesses,” retrieved
October 22, 2018 from https://
www.forbes.com/sites/forbespr/2017/05/31/poor-quality-data-imposes-costs-and-risk
s-on-businesses-says-new-forbes-insights-report

17
 Justifications for Data Governance - Risks
Fines Imposed by Federal Student Aid

Fiscal Year Clery/Part 86 Imposed Fines IPEDS Imposed Fines Other Imposed Fines Total Imposed Fines

2010 $42,000 $225,000 $48,653,500 $48,920,500

2011 $195,000 $144,500 $4,868,500 $5,208,000
2012 $212,500 $158,500 $624,000 $995,000
2013 $812,000 $56,000 $5,204,137 $6,072,137
2014 $438,000 $111,250 $6,750 $556,000
2015 $500,000 $39,250 $14,130,000 $14,669,250
2016 $307,500 $57,000 $79,462,500 $79,827,000
2017 $2,542,500 $1,500 $382,500 $2,926,500
Source: Postsecondary Education Participants System (PEPS)

18
 Data as an Asset

• By 2020, Gartner predicts that 10% of organizations will have a

highly profitable business unit specifically for productizing and
commercializing their information assets.

• By 2021 companies will be valued on their information

portfolios: “Those in the business of valuing corporate
investments, including equity analysts, will be compelled to
consider a company’s wealth of information in properly valuing
the company itself.”

19
 Data as an Asset for Universities
Generic Example At Colleges & Universities

web sites grant access in exchange for Data are purchased

personal data (email address, etc.) – Names of prospective students
these data have value and can be Library databases
leveraged or even sold Various datasets (U.S. News,
Academic Analytics, etc.)
Data are sold
To vendors for discounts or services
Lost data carry costs
Data breaches

20
 Who owns the data?

• Consider carefully use of the word “ownership” with data

• Often represents assignment of responsibility
• Connotes individual control and property vs. caretaking of shared
resource

• Institutions own the data

• Individuals provide stewardship

21
 Activity 2 - Why do we need data governance?

• Identify institution-specific examples that help make the case

for data governance
• Value – what could you do that you can’t do now?

• Costs – what costs are you incurring because data are not well
governed?

• Risks – what risks are you taking because data are not well governed?

22
FEATURES OF DATA GOVERNANCE

23
 Key features of data governance systems

Documents Groups Individual roles

• Charter / framework • Senior leadership [buy- • Data stewards

• Principles & values in]
• Purpose & scope • Data custodians/ caretakers
• Roles & responsibilities • Policy council
• Data users
• Written & published policies • Data steward council(s)
• Data dictionaries
• Communication strategies • Information security
council/program

• Positions/office to
support DG

24
 Principles and values

Establishing principles and values for data

governance assists with:

Initial design Navigating

Answering Maintaining
and difficult
critics focus
implementation situations

25
 Principles of Data Governance (Generic)

Ownership and
Consistency of data in its
Quality which is accountability defined
sourcing and in its
proactively assessed and across the data lifecycle
vocabulary, definitions,
standards applied and recorded in the
and taxonomies
information asset register

Business alignment which

Access to relevant users,
ensures that data is
kept secure through Providing trusted insight
regarded and treated as a
access control
key business asset

Source: Carruthers, C. & Jackson, P. (2018). The chief data officer’s playbook, London: Facet, p. 145 26
 Principles and Values – Example
University of Wisconsin - Madison
Accountability Determining who is responsible for the management of data at UW Madison as well as
holding them to our outlined standards.

Agility All of our processes should adapt when necessary

Change Management New processes demand new and changing staff at UW. We’re committed to ensuring
smooth transitions and well informed decisions.

Consistency All decisions made will be applied consistently across campus.

Metrics Driven We monitor ourselves against measurable goals on a regular basis and use the results
to determine courses of action.

Stewardship Determine formal roles for those in charge of data. This does not mean that everyone on
campus is not responsible despite formal roles.

Transparency We will make it clear how and when decisions are made and when processes are
created. We also strive to ensure that decisions and processes are audited to
support compliance based requirements.

Source: https://data.wisc.edu/data-governance/#principles 27
 Principles and Values – Example
Stony Brook University
Values
Shared Assets Stewardship Quality Privacy &
Data and information Employees of Stony Brook University To ensure data Confidentiality
are shared have a responsibility for the curation retain value, Maintenance of individual
organizational of data. They serve as caretakers of quality of data privacy and confidentiality of
resources that data to ensure data are collected, is actively educational and personal
constitute valuable stored, and maintained under the monitored and records represent not only
assets. premise that others will access and maintained legal requirements but also
use them over time primary outcomes of data
management.

Principles for Data Governance

Organizational Transparency Communication Compliance
Effectiveness
Auditability Integrity Accountability Standards

Source: https://www.stonybrook.edu/commcms/irpe/about/_files/DataGovFramework.pdf 28
 Principles and Values – Example
Brown University
Guiding Principles of Data Governance at Brown

• Institutional data are valuable assets and must be treated as such

• Access to accurate and consistent data is essential to informed decision
making across the University
• Data usage and access rules will be articulated and followed
• Data standards can and should be defined and monitored
• The security of institutional data is essential, as is appropriate and
timely access
• The privacy of an individual's information will be protected

Source: https://www.brown.edu/about/administration/data-governance/introduction-data-governance-brown 29
 Connect Data Governance to Mission

• Data governance is a system to improve the effectiveness of the

organization, not an activity for its own sake

• Anchor data governance to mission when justifying need or

presenting structure

30
 Activity 3 - Distill university mission

• Data governance should be established to support the

institution’s mission and/or strategic goals. Colleges and
universities have notoriously lengthy mission and goal
statements, so it can be a challenge to distill them.

• Summarize the main points of your institution’s mission,

preferably so that it fits on a slide.

31
 Example
Stony Brook’s framework for data governance outlines a set of
principles, structures, roles, and responsibilities to improve the
data infrastructure and to advance institutional goals

• Stony Brook has a five-part mission to provide & carry-out:

• Highest quality comprehensive education
• Highest quality research and intellectual endeavors
• Leadership for economic growth, technology, and culture
• State-of-the-art innovative health care, with service to region and
traditionally underserved
• Diversity and positioning Stony Brook in global community

32
 Structure – Generic Example
Executive Steering Committee
• Authorized to change the organization
• Drives cultural change
• Supports the program enterprise-wide
• Provides funding for the Data Governance Program
Data Governance Board
• Made up of high-ranking representatives of data- owning business
functions who can make decisions about data for the company
• Assign members of the Data Stewardship Council
• Approve decisions of the Data Stewardship Council
• Approve data-related policies
Business Data Stewards
• Experts on use of their data domain data
• Able to reach out to SMEs to gather information and make
decisions
• Typically someone who others come to as the most knowledgeable
about the meaning of the data (and how it is calculated)
• Makes recommendations on data decisions and write data-related
procedures
Plotkin (2014). Data stewardship: An actionable guide to effective data management 33
Structure – University of Wisconsin-Madison
Data Governance Steering Committee
• provides executive level guidance to the program
• promotes Data Governance across UW-Madison
• allows for / facilitates data-driven decision making
• determines priority and budget of major data-
related projects.

Data Stewardship Council

• determines operational structure of the program
• drafts, communicates, and recommends approval
of data-related policies
• implements, budgets, and monitors data-related
programs across UW-Madison.

34
Structure – Stanford University
BI Competency Ctr. Steering Committee
• Cross-functional oversight & communicates
long-term value of BI program
• Achieves peer buy-in, and effects change in
business process and data quality
• DG adopters and champions
• Ensures alignment of DG with university goals
Data Governance Committee
• Sets & incorporates DG policies, standards,
procedures, roles & responsibilities
• Includes lead steward from each of the data
steward groups, plus reps from additional units
Data Stewardship Groups
• Provide metadata infrastructure to support
improved decision-making university-wide
• Ensure information integrity
• Build data knowledge
• Meet compliance requirements
• SMEs who define reporting terms and gather
metadata associated with their reporting
environment

35
 Structure – Stony Brook University
VP Council (Project 50 Forward SteerCo)
• Executive sponsors of project
• Establishes authority and purview of data
VP Council governance system

Data Governance Council

• Recommends and implements institutional
policy for data governance
Data Governance Council
• Sets priority for

Human
Finance Student
Resources

Data
Data Stewards Data Stewards
Stewards

Functional data governance committees

36
 Policy-Making Body - Data Governance Council

Prioritizes decisions Reviews, evaluates, Ensures that annual

Reviews and
regarding data to and reports on data performance
approves data
address most governance measures align with
governance policies
relevant needs of performance and data governance and
and goals
organization effectiveness business objectives

Ultimately is
accountable for Defines data strategy
business data use, Makes strategic and based on business
data quality, and tactical decisions strategy and
prioritization of requirements
issues

Plotkin (2014). Data stewardship: An actionable guide to effective data management 37

 Data Governance Council Membership
Examples
UW-Madison Stony Brook
Chief Data Officer Chief Institutional Research Officer
Director of Univ. Communications Analytics and Enterprise Data Officer
VP for Teaching & Learning University Controller
VP for Diversity Chief Enrollment Management Officer
AVC Business Services University Registrar
AVC Legal Affairs Chief Financial Aid Officer
Assoc. Dean Biomedical Informatics Provost’s Office designee
VP Libraries VP Student Affairs designee
CISO VP Administration designee
Campus Records Officer VP Human Resources designee
Assoc. Dean Education VP Information Technology designee
Faculty/Dean Representation VP Research designee
SVP Health Sciences Designee
University Senate designee
Chairs & Vice Chairs of FDGCs (6 people)

38
 Data Stewardship Definitions
• Data stewardship is the most common label to describe accountability and
responsibility for data and processes that ensure effective control and use of data
assets. – Knight (2017)

• Data stewardship is the operational aspect of an overall Data Governance program,

where the actual day-to-day work of governing the enterprise’s data gets done. –
Plotkin (2014)

• Data Stewardship is concerned with taking care of data assets that do not belong to
the stewards themselves. Data Stewards represent the concerns of others. Some
may represent the needs of the entire organization. Others may be tasked with
representing a smaller constituency: a business unit, department, or even a set of
data themselves. – Data Governance Institute (n.d.)

39
 Types of Data Stewards

Business Data Technical Data Domain Data Project Data Operational Data
Steward Steward Steward Steward Steward
• Accountable for data • Provide expertise on • Business steward for • Represent data • Provide support to
owned by business area applications, ETL, data widely shared data stewardship on projects business data stewards
• Work with stakeholders to stores, and other links in • Work with business • Funded by projects • Recommend changes to
make recommendations on information chain stewards as stakeholders • Work with business data improve data quality
data issues • Assigned by IT leadership to achieve consensus stewards to obtain info • Help enforce business
• Manage metadata for their to support data and make rules for the data they use
data governance recommendations about
• Champion data data stewarded by
stewardship for their areas business stewards
• Notify business data
stewards about data issues
raised by the project

Plotkin (2014). Data stewardship: An actionable guide to effective data management 40

 Alternative models for types of data stewards
Data Stewards by Subject Area Data Stewards by Function Data Stewards by Process

Data Stewards by System

Data Stewards by Project

Dyché & Polsky (2014). “Five models for data stewardship” SAS Whitepaper 41
 Data Steward Responsibilities
Oversee management of selected data assets

Participate in data governance and carry out decisions

Assist in creation and maintenance of data dictionaries, metadata

Document rules, standards, procedures, and changes

Ensure data quality and manage specific issues

Communicate appropriate use and changes

Manage access and security

42
 Data Stewardship Council/Committee(s)
(Functional)
Set and review
definitions, data Consider and
Coordinate data Ensure dictionary
quality rules, approve changes &
stewards in related standards are
creation/usage rules, additions to code
area followed in area
determines official sets
version of metadata

Review data quality

in functional area; Respond to inquiries
Communicate
identify practices about process,
proceedings,
promoting data content, limitations Elevate issues that
including notice of
quality identify areas and uses of data, require resolution
changes and
for improvement and especially in cross-
decisions
monitor functional settings
improvements

43
 Stony Brook Roles and Responsibilities Matrix
Functional Data
  Data Governance Council Data Stewards
Governance Cmtes
Define, Establish, Monitors, Cross functional
Standards and Functional
Audit, Verify, Develop, implementation,
Policies implementation
Revise coordination
Identify,
Prioritize levels Review audit reports,
Adopt enterprise-wide DQ
Data Quality Monitor area Coordinate clean-up,
tool
Identify needs Initial prioritization
Big picture

Ensure cross- Implement

Metadata Establish standards
functional alignment Maintain

Review,
Monitor area Monitor
Metrics Identify,
Identify are priorities Remediate
Monitor

B 44
44
 Data users

Recognize that
Respect the
institutional data and Include privacy of
information derived
• Often
from it are not considered
potentially in
information data
about governance
individuals
systems
whose
records they may
but should be
Report
complex. Make efforts the data source Ensure that
to understand the • and Example formal responsibilities (Stony
or Brook)
access. data
criteria when passwords
Unauthorized quality
source, meaning and distributing data, other security
proper use of the data
disclosure or issues to
reports and ad misuse of mechanisms
through training appropri
hoc analytics to institutional are used for
sessions, utilizing data ate data
guard against information sensitive data
dictionaries and steward
knowledge of misinterpretations stored on any
of data. device is
supporting system
prohibited
processes.

45
 Administrative Office / Positions Supporting Data
Governance
• In general, offices and positions dedicated to supporting data
governance are still emerging in higher education
Chief Data Officer Data Governance Program Manager

• Purdue University • Purdue University

• University of Florida System • Stanford University
• University of South Carolina – Columbia
• University of Rochester
• University of Wisconsin - Madison

Pomerantz, J. (2017) IT leadership in higher education: The chief data officer. Educause.
46
Research Report. Louisville, CO:ECAR.
MATURITY MODELS

47
 Assess your current state of data governance

• To implement data governance, if not to sell it to senior

leadership, assessment of the current state is important.

• Extends beyond the informal list we made in Activity 1

• Uses a maturity model to quantify the existing state; allows for

measurement of progress in a future state

48
 Activity 4: Data Governance Maturity Model
Level 1 Level 2 Level 3 Level 4 Level 5

Adopted and Managed and Integrated and

Informal Developing
Implemented Repeatable Optimized

Data Attention to Data Governance

is informal and incomplete.
Data Governance Program is
forming with a framework for
Data Governance structures,
roles and processes are
Data Governance structures,
roles and processes are
Data Governance Program
functions with proven
Governance There is no formal governance
process.
purpose, principles, structures
and roles.
implemented and fully
operational.
managed and empowered to
resolve data issues.
effectiveness.

Data is viewed as a critical,

There is active participation and
shared asset. There is Data governance structures
General awareness of the data acceptance of the principles,
Limited awareness about the widespread support, and participants are integral
Culture value of dependable data.
issues and needs for business
decisions.
structures and roles required to
implement a formal Data
participation and endorsement to the organization and
of the Data Governance critical across all functions.
Governance Program.
Program.

Data quality efforts are

Limited awareness that data General awareness of data Data issues are captured
Expectations for data quality regular, coordinated and
Data Quality quality problems affect
decision-making. Data clean-
quality importance. Data quality proactively through standard data
procedures are being developed. validation methods. Data assets
are actively monitored and
remediation is automated.
audited. Data are validated
prior to entry into the source
up is ad hoc. are identified and valuated.
system wherever possible.

All employees are trained

Information regarding data is Written policies, procedures, data Data standards and policies are Data standards and policies
and knowledgeable about
Communication limited through informal
documentation or verbal
standards and data dictionaries communicated through written
may exist but communication and policies, procedures and data
are completely documented,
widely communicated and
data policies and standards
and where to find this
means. knowledge of it is limited. dictionaries. enforced.
information.
Roles, responsibilities for
Roles & Roles and responsibilities for
data management are informal
Roles and responsibilities for
data management are forming.
Roles and responsibilities are
well-defined and a chain of
Expectations of data
ownership and valuation of
data governance are well
established and the lines of
Focus is on areas where data command exists for questions
Responsibilities and loosely defined.
issues are apparent. regarding data and processes.
data are clearly defined. accountability are clearly
understood.

49
 Activity 4: Data Governance Maturity Model
Enter rating 1 through 5 based on maturity model rubric

Finance data Student data HR data Research data Facilities data Overall

Data
Governance

Culture

Data Quality

Communication

Roles &
Responsibilities

50
Stony Brook Data Governance Maturity Model
Initial Results – Spring 2016

51
 Current BaselineTarget
2017
2015

Dimensions Maturity
Data Governance Integrated & Optimized

Culture Managed & Repeatable

Data Quality Adopted & Implemented

Communication Developing
Roles & Informal
Responsibilities

K 52
52
CHANGE MANAGEMENT
IN HIGHER EDUCATION

53
54
 Elements to change management

Process Executive sponsors

Representation Mission alignment
Deliberation Project mgmt./timeline
Initiative
Problem statement Interested allies
Research/environ. Scan Interest mapping
Ideas for solutions Advocacy from others

55
 Activity 5 – Assemble your group

• Data governance requires support of senior leadership and

functional leadership

• Identify

• Senior leaders who will sponsor

• Functional leaders and their potential for collaboration

(includes available bandwidth, interest, capability, willingness)

56
 Case Study – Stony Brook University

Initiative to strengthen university data infrastructure

(Jan 2015-Sept. 2016). Charge to examine:

Data
Data quality Communication
governance

57
 Charge for data governance (first 9 months)
Examine existing governance Identify and articulate
structures • Roles of cross-functional groups
• active and inactive groups and • Functional roles in business units
lines of responsibility (e.g. data owner, data custodian,
• existing processes, practices and report owner) will also be
procedures that significantly identified and articulated.
impact data management and
stakeholders.

Draft formal governance structure for Formalize a process for prioritization

university data management
• Principles, mission, and goals
• Post on a website to codify roles
and responsibilities.

58
 Charge for data quality improvement
Examine existing practices for Articulate and publish practices
ensuring data quality within the for developing, maintaining, and
Data Warehouse and may extend to communicating
quality assurance practices in • data definitions (such as
functional systems. robust data dictionaries)
• transparent source
information
• update schedules
• error check practices and
• clean-up procedures

59
 Charge for training and communication
Develop a communication plan for
• How new capabilities for business intelligence go beyond initial
reporting functionality.
• Availability
• Use limitations, and opportunities
• including needs identification for documentation, training,
workshops, etc.

Develop, document, and adopt reporting standards

60
 Example initial process for data collection

list three current data governance list three aspects of data governance
• With
mechanisms at broadly representative
our [INSTITUTION], the planning
that are absentgroup (~20 people),
at [INSTITUTION] or
systems or applications they cover
conduct focus group with neednotecards
to be strengthened
and flipchart
FOCUS GROUP
ACTIVITY
list three roles or structures that should
list three things that data governance be included in [INSTITUTION’S] data
at [INSTITUTION] should accomplish governance system.

61
 Activity 6 – Draft input for planning process

• Using the framework below, draft useful responses to be

incorporated into local planning

• list three current data governance mechanisms

• list three aspects of data governance that are absent
• list three things that data governance should accomplish
• list three roles or structures that should be included

• [Anticipate responses that may be counterproductive]

• E.g. “IT should control data governance”

62
TECHNOLOGICAL “SOLUTIONS”

63
 Technology applications for data governance
Data dictionary management
Technology
can support data Data quality analysis
governance
Master data management

Issue and process management

Build organizational structures, responsibilities,

Technology accountabilities
will not
Mend dysfunctional organizations

Implement organizational or cultural change

64
 Data governance applications / vendors
• Allows management of data definitions
• Manages metadata within reporting environments
• Online service to communicate and define reporting terms
• Allows users to view definitions and terminology in reports
• Full suite of metadata management and data quality tools
• Issue resolution workflow functionality
• Some users report complexity and not making use of full
functionality
• Data quality tool only
• No metadata management
• Metadata management tool only.
• Integration with reporting tools, website search and manage data
definitions.
• Integrated with active directory security
• No data quality validation or profiling tools

65
 Other vendors / products

[slide is intentionally blank]

66
 Issues to consider when selecting technology

• Initial cost and annual cost • Ease of implementation and

impact on IT
• Alignment with DG needs
• Metadata management
• Integration w/ reporting tools
• Data quality
• Security/user roles

• User community

67
FINAL THOUGHTS

68
 Takeaways
• Data governance is more about people than data
• All higher ed change management principals apply
• Process and written documents are essential
• Leadership support
• Broad-based consultation, including faculty
• Opportunity for consultation
• Representation
• Software can help, but it won’t fix broken processes or
organizations
• Starting data governance is hard work; sustaining it is harder

69
 Data governance is only one part of a data strategy

Data acquisition Data usage & literacy

• A data
Datastrategy is a larger visionData
governance for how your organization
extraction & reporting will
work with data.
Data quality Data analytics

Data access

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