Here's how you can spot warning signs that your data governance project is on the verge of failure.

Here's how I can spot warning signs that my data governance project is on the verge of failure: I notice increasing resistance from stakeholders, indicating a lack of buy-in. Deadlines start slipping frequently, showing potential scope or resource issues. Communication breakdowns become common, causing confusion and misalignment. I observe inconsistent data quality and unresolved issues, reflecting poor process adherence. There's a lack of clear ownership, leading to accountability gaps. Additionally, I see that project metrics and KPIs are not being tracked or reported, making it difficult to measure progress and success.

Clarity is the compass that guides your data governance journey. It helps you define the destination, chart the course, and ensure everyone is on the same page. In my experience, a lack of clarity in data governance can lead to: - Misaligned efforts - Wasted resources - Confusion and frustration among team members To avoid these pitfalls, it's crucial to have a documented and communicated roadmap that everyone understands and can follow.

Some warning signs that your data governance project may be failing include: lack of support or buy-in from key stakeholders, failure to meet project milestones or deadlines, inconsistent or incomplete data, and a lack of clear communication and accountability within the project team. It is important to regularly assess and address these issues to ensure the success of your data governance project.

To achieve success in any data governance program, it's crucial to secure ongoing participation from stakeholders throughout the organization. This involvement should start from senior management and extend to all levels of employees. If commitment begins to wane, revive interest by showcasing achievements and reigniting enthusiasm among key program participants.

Ditto the comments about active participation. It is so hard to get business SMEs and other stakeholders to even show up, let alone participate. Why, I assume it is nothing nefarious. Rather, it is competing priorities and lack of direction from the top. Leadership needs to send a clear message this is a priority, this is the deadline, this is an MBO ...

Successful data governance depends on active and sincere engagement from top-level stakeholders. Their leadership is crucial for fostering a data-driven culture across the organization. A typical scenario involves mid-level managers leading a company's data governance project without solid support from senior leadership. In such cases, these managers need executive buy-in to enforce policies or allocate necessary resources. As a result, data governance becomes an afterthought, overshadowed by other priorities, leading to inconsistent data practices across departments.

When reassessing for things you might have missed, also check whether the scope of your data governance processes is sufficient, or whether there is something (else) in data intake that your processes do not control.

When you hear phrases such as as : - it’s IT job - we have a secured SharePoint site - let’s go and buy a product Finally when you see that data governance committee formed by senior people leader and not individual contributors.