Data governance isn’t a one-off project with a defined endpoint. It’s an on-going initiative that requires active engagement from executives and business leaders.
Data governance, today, comes back to the ability to understand critical enterprise data within a business context, track its physical existence and lineage, and maximize its value while ensuring quality and security.
Historically, little attention has focused on what can literally make or break any data governance initiative — turning it from a launchpad for competitive advantage to a recipe for disaster. Data governance success hinges on business process modeling and enterprise architecture.
To put it even more bluntly, successful data governance* must start with business process modeling and analysis.
For years, data governance was the volleyball passed back and forth over the net between IT and the business, with neither side truly owning it. However, once an organization understands that IT and the business are both responsible for data, it needs to develop a comprehensive, holistic strategy for data governance that is capable of four things:
To accomplish this, a modern data governance strategy needs to be interdisciplinary to break down traditional silos. Enterprise architecture is important because it aligns IT and the business, mapping a company’s applications and the associated technologies and data to the business functions and value streams they enable.
The business process and analysis component is vital because it defines how the business operates and ensures employees understand and are accountable for carrying out the processes for which they are responsible. Enterprises can clearly define, map and analyze workflows and build models to drive process improvement, as well as identify business practices susceptible to the greatest security, compliance or other risks and where controls are most needed to mitigate exposures.
In a rush to implement a data governance methodology and system, organizations can forget that a system must serve a process – and be governed/controlled by one.
To choose the correct system and implement it effectively and efficiently, you must know – in every detail – all the processes it will impact. You need to ask these important questions:
These questions are the same ones we ask in data governance. They involve impact analysis, ownership and accountability, control and traceability – all of which effectively documented and managed business processes enable.
Data sets are not important in and of themselves. Data sets become important in terms of how they are used, who uses them and what their use is – and all this information is described in the processes that generate, manipulate and use them. So unless we know what those processes are, how can any data governance implementation be complete or successful?
Processes need to be open and shared in a concise, consistent way so all parts of the organization can investigate, ask questions, and then add their feedback and information layers. In other words, processes need to be alive and central to the organization because only then will the use of data and data governance be truly effective.
Consider this scenario: We’ve perfectly captured our data lineage, so we know what our data sets mean, how they’re connected, and who’s responsible for them – not a simple task but a massive win for any organization. Now a breach occurs. Will any of the above information tell us why it happened? Or where? No! It will tell us what else is affected and who can manage the data layer(s), but unless we find and address the process failure that led to the breach, it is guaranteed to happen again.
By knowing where data is used – the processes that use and manage it – we can quickly, even instantly, identify where a failure occurs. Starting with data lineage (meaning our forensic analysis starts from our data governance system), we can identify the source and destination processes and the associated impacts throughout the organization.
We can know which processes need to change and how. We can anticipate the pending disruptions to our operations and, more to the point, the costs involved in mitigating and/or addressing them.
But knowing all the above requires that our processes – our essential and operational business architecture – be accurately captured and modelled. Instituting data governance without processes is like building a castle on sand.
Modern organizations need a business process modeling and analysis tool with easy access to all the operational layers across the organization – from high-level business architecture all the way down to data.
Such a system should be flexible, adjustable, easy-to-use and capable of supporting multiple layers simultaneously, allowing users to start in their comfort zones and mature as they work toward their organization’s goals.
The erwin EDGE is one of the most comprehensive software platforms for managing an organization’s data governance and business process initiatives, as well as the whole data architecture. It allows natural, organic growth throughout the organization and the assimilation of data governance and business process management under the same platform provides a unique data governance experience because of its integrated, collaborative approach.
Start your free, cloud-based trial of erwin Business Process and see how some of the world’s largest enterprises have benefited from its centralized repository and integrated, role-based views.
We’d also be happy to show you our data governance software, which includes data cataloging and data literacy capabilities.