edw webinar: managing change for successful data governance

Managing Change to Ensure Data Governance Success

Proprietary and Confidential First San Francisco Partners, and IMCue Solutions

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

Proprietary and Confidential First San Francisco Partners, and IMCue Solutions1

Presenter

Presentation Notes

Kelle Implementation means change, so this is a requirement to ensure that Data Governance is implemented as smoothly as possible and implemented once. Get comfortable with a process for supporting the data culture change efforts required to effectively implement Data Governance as part of your Information Management strategy Know how to use a range of change-related tools as part of the effort Understand the parameters for developing the business case for data governance change management

Agenda

Quick terminology review Obstacles to successful data

governance change Organizational Change Management 4 Key factors for successful DG

change

2Proprietary and Confidential First San Francisco Partners, and IMCue Solutions

Presenter

Presentation Notes

Kelle

TERMINOLOGY Level setting


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.


Presenter

Presentation Notes

Kelle

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


Presenter

Presentation Notes

Kelle We put this in because sometimes people get confused between OCM and technical change control also called change management

DATA GOVERNANCE IMPACTWhat changes does Data Governance drive?


Presenter

Presentation Notes

Kelle What is it about DG that requires OCM?

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


Presenter

Presentation Notes

Kelle There are many internal obstacles to DG as well that exacerbate the market and industry dynamics. DG hamstrung by the view of it being overhead and bureaucracy, but the benefit is that you have the transparency All of these obstacles are people oriented. Information maturity / Culture Political strength of Applications Pervasiveness of information leverage Existing federation of IM components Strength of functional silos Existing governance Business’ view of data/information Legal / compliance environment Urgency of business drivers and environment Role of IT in the eyes of the CEO Organizational will power Data architecture morale Outsourcing in place? Team morale Previous change efforts and “recency” Prior history of IM and DG For DG, have there been any projects in the past of a similar nature. E.g. data warehouse, repository, Information engineering

Obstacles


Presenter

Presentation Notes

Kelle Many companies complain about a poor state of data management infrastructure, and although that can definitely make life more difficult, it is rarely the main obstacle to putting proper governance in place.

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


Presenter

Presentation Notes

Kelle Increasing customer demands New regulations Streamlines and unifies approach to managing data Ensures the right people are involved in determining standards, usage and integration of data across projects, subject areas and lines of business Balances silo-ed short-term project delivery focus Traditional projects don’t give enough focus to data management Systems are becoming more challenging to manage Data quality issues are persistent 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

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


Presenter

Presentation Notes

Kelle Specific issues of change with data governance efforts Discerning information maturity Identify and mitigate resistance and turf wars Reinforce the business benefits How to cross organization silos – realistic change and DG community

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


Presenter

Presentation Notes

Kelle Summary to the DG section DG provides the means to sustain your IM strategy Alignment of people, organization and incentives sustains data governance

SOME CHANGE MANAGEMENT BASICS

Why do people resist change?


Presenter

Presentation Notes

Pam Why do people resist change and what might that look like? Loss of the familiar Weak/no sponsorship by executive leaders and managers Lack of alignment No involvement No answer to WIIFM No involvement in the crafting the solution Each individual’s capacity to handle change Other work and personal issues How well an organization has handled changes in the past What resistance looks like: Trying to outlast the changes: bargaining for exemption from new policies or processes Reduction in productivity and missed deadlines Going back to the old way of doing things Lack of attendance in project status meetings and events, or training Higher absenteeism Open expression of negative emotion From executives, resistance could be: No visible sponsorship of data governance; no open endorsements Refusal or reluctance to provide needed resources and/or information Repeatedly canceling or refusing to attend critical meetings Trapeze

13

Two Sides to Change ManagementS

ITU

AT

ION

AL

WHO? WHAT? WHEN? WHERE? WHY?

Something old stops, and something new starts

Relatively easy to plan for and anticipate

PS

YC

HO

LOG

ICA

L 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


Presenter

Presentation Notes

Pam – There is a psychological aspect to change; people must get comfortable with it. But we need to pay attention to how people are reacting to those new things. For example, those who have been put in new roles – how do they feel about it? Do they have what they need to be successful?: training, new performance objectives, access to help when they need it, etc.

Communication Framework for DG Leaders

Explain why we’re doing what we’re doing - the purpose behind the outcomeWhat 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


Presenter

Presentation Notes

Bridges’ 4Ps Wild, wild west mode

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


Presenter

Presentation Notes

Pam Apologize for the eye chart and those upcoming Very basic process – there are lots of versions of this; all cover basically the same topics.

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 AnalysisStakeholder Analysis/Loss AnalysisChange Readiness AssessmentLeadership Alignment

Sponsorship Development: Assessment and Road MapDetailed Change PlanningCommunication Plan

OperationalizeImplementStrategize & PlanAssess & AlignProject Initiation

Planning for Change

****Collect, Analyze and Report on Feedback

Implementation ChecklistMore Leadership AlignmentMetrics and measurementOrg Impact Analysis: structure, jobs, training, policies

Managing Change

****Lesson Learned Assessment

Organizational Alignment Action PlanChange Integration ChecklistTransitioning to the Business

Implementing/ Sustaining Change


Presenter

Presentation Notes

Pam Key takeaway from this slide is that OCM marches concurrently with the project efforts; it doesn’t happen at the end.

FOUR KEY FACTORS TO BUILDING A SUCCESSFUL DG CHANGE MANAGEMENT PLAN

Implementing Data Governance


Presenter

Presentation Notes

Pam Our tutorial at EDW will cover 10 change factors Executive Sponsorship Clear vision Determine readiness for change Build a DG change team Make sure your leadership –at all levels- is aligned and committed to the changes data governance requires Resistance management Clear communication (early and often) Stakeholder Engagement Orientation and training Adoption measurement

Four Key Factors for DG Success

Executive Sponsorship Aligned leadership Clear communication (early and often) Stakeholder Engagement


Presenter

Presentation Notes

Pam We’ll go through each of these in more detail. You know what YOU think the culture is; but does everyone else impacted feel the same? It’s the #1 factor for successful change in the Prosci BP surveys since 90’s! These are the folks (data stewards?) on the front lines of DG change. Make sure they have the tools to be successful Start at the top and cascade down; deal with the “clay” layer

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


Presenter

Presentation Notes

Pam Something to help your exec sponsor Explain who Prosci is Interesting to me how few businesses actually go through the process of naming an exec sponsor and even fewer who set their sponsor up to understand what a sponsor is really supposed to do.

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?


Presenter

Presentation Notes

Pam

Sponsorship Roadmap Template


Presenter

Presentation Notes

Pam

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


Presenter

Presentation Notes

Pam Aligned in this context means agreement on support for and commitment to the DG program Underrated activity but essential Means all levels of leadership and your middle managers will be the most difficult

Leadership Alignment Example


Presenter

Presentation Notes

Pam

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


Presenter

Presentation Notes

Pam

Communication Plan Example


Presenter

Presentation Notes

Pam

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


Presenter

Presentation Notes

Kelle

• 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


MeetTheir Needs

KeyPlayer

LeastImportant

ShowConsideration

Stakeholder Influence

Stak

ehol

der I

nflu

ence

Stakeholder Interest

27

Presenter

Presentation Notes

Kelle What is it? Simple quadrant used to analyze stakeholders The more influence a group/person has, the higher they are placed on the vertical axis The more interest they have in the project, the further out they are placed on the horizontal axis How is it used? The location of a person and or group on the quadrant is a key driver for the required engagement strategy for that person and or group

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


Presenter

Presentation Notes

Kelle This represents a very common operating model and organizational structure in which you have a senior level steering committee providing guidance and alignment with corporate objectives. This is supported with a more centralized Data Governance office that has accountability for the success of the governance program. Working with this Data Governance Office is a cross functional working group or working groups providing insight into the data requirements of the organization as well as acting as the ambassadors of DG into their lines of business, The Working Group and the Steering Committee can be coaches to help validate the DG Strategic plan, iterate and ensure it’s on track with key goals and objectives.

THANK YOU!Questions?


Presenter

Presentation Notes

Kelle, Pam as needed

edw webinar: managing change for successful data governance

Business

data governance team

data governance drives

change issues

corporate data

data culture change

range of change

san francisco partners

technical change control