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EDW Webinar: Managing Change for Successful Data Governance
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Transcript of 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
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Agenda
Quick terminology review Obstacles to successful data
governance change Organizational Change Management 4 Key factors for successful DG
change
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TERMINOLOGY Level setting
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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.
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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
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DATA GOVERNANCE IMPACTWhat changes does Data Governance drive?
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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
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Obstacles
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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
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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
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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
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SOME CHANGE MANAGEMENT BASICS
Why do people resist change?
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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
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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
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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
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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
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FOUR KEY FACTORS TO BUILDING A SUCCESSFUL DG CHANGE MANAGEMENT PLAN
Implementing Data Governance
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Four Key Factors for DG Success
Executive Sponsorship Aligned leadership Clear communication (early and often) Stakeholder Engagement
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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
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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?
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Sponsorship Roadmap Template
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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
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Leadership Alignment Example
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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
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Communication Plan Example
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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
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• 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
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MeetTheir Needs
KeyPlayer
LeastImportant
ShowConsideration
Stakeholder Influence
Stak
ehol
der I
nflu
ence
Stakeholder Interest
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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
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THANK YOU!Questions?
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