How can you create a roadmap for implementing a data governance maturity model?

First point is to decide whether you actually want to measure maturity or capability. Maturity tells you how much you’ve done. Capability tells you what you can do. Data management (not just data governance) will never be done. So, in my opinion, measuring data capability is better. I use DCAM as it’s the only data capability model that includes a benchmark (which the EDM Council conduct every two years) so you can not only measure yourself but you can compare yourself to the benchmark.

It starts with understanding the origin and nature of the data. For a CRM for example, the main use can be for a sales rep to prepare for a second or third meeting with the prospective new customer. For that, he or she does not need to care about standardization but can use free text. If you want to build analytics around the sales pipeline though, this is much harder with that kind of soft data. In this case there is an explainable reason why the data is of low quality, and you need to understand that rationale in order to improve it (like educating the sales reps and adjusting the CRM to support more standardization and explain the purpose of that).

Understand the current maturity. identify the gaps, pain points. Define the future state with industry best practice and standards. Implement and iterate and tweak as needed. Monitor with DG metrics and KPI about the health and statistics on the progress and plan the fixes required. Reach the desired end state.

A ideia é que você faça uma medição de toda a jornada; da coleta até a análise e uso dos dados. Um ponto importante é sobre a cultura de dados, que engloba a conscientização, o suporte das lideranças, a colaboração entre membros e tomada de decisão baseada em dados. Estando isso claro, você pode se observar melhor em uma escala de cenário atual e desejado. Dentre os itens que podem ser avaliados, você deveria se preocupar em: qualidade dos dados, governança, método de coleta e armazenamento, análise dos dados em si (capacidade de obter insights acionáveis), uso estratégico de dados e inovação.

Once you’ve measured your capability (not maturity - see point 1 above), you need to decide where you go. Don’t just define a target capability score. You need to build a roadmap that allows you to deliver business value whilst establishing capability that allows your capability score to increase. This is not a numbers game of just increasing your capability score. It’s an opportunity to embed high quality, efficient and effective data capability within your organisation.

In my opinion, defining your target maturity level is the first step in creating a roadmap for implementing a data governance maturity model. - Assess current data governance practices and identify areas for improvement. - Determine the desired level of maturity based on business objectives and industry standards. - Break down the maturity model into incremental stages, outlining specific goals and milestones for each level. - Align the target maturity level with organizational priorities and resources. - Establish key performance indicators (KPIs) to measure progress and success at each stage. - Communicate the roadmap and objectives to stakeholders to ensure alignment and support.

Eu costumo seguir orientações do Penn (Christpher S Penn). Em um de seus livros ele aborda uma escala de maturidade interessante que parte de um perfil resistente a dados, então o curioso a respeito de dados e assim sucessivamente até o quinto grau de plenitude. O que é importante destacar é que o dados por si só não constrói cultura. Parece óbvio, mas por vezes eu observo iniciativas focadas em tecnologias sem que o time de negócios esteja presente e participando; se colocam em um cenário do tipo: "- Vamos arrumar a casa aqui e depois acionamos vocês"; e isso perdura uma eternidade na busca da solução e método perfeito.

An example I have seen Is attaining the governance requirements need more efforts, analysis, timeline calculation and it’s impact on achieving the project completion or product delivery to attain time and financial requirements from my exposure of renewable energy business. The governance varies with country political situations and bureaucratic requirements and following cent percentage compliance ! Hence, the best way to create road map with help of third party or particular service providers who take care of governance as they save interested party time and energy.

In my experience, identifying gaps and opportunities is a critical step in enhancing data governance capabilities. It's not just about recognizing the gaps, but also understanding the root causes and impacts. This understanding is key to prioritizing effectively. Remember, every gap is an opportunity for improvement and every best practice is a tool to close that gap. It's like a puzzle, and the satisfaction comes when you see your data governance maturity level rise as the pieces fall into place. 🧩📈

Penso que este tipo de identificação não deveria partir de tecnologias, mas de processos. Procurar entender o que se faz ao tomar o primeiro café no escritório e demais interesses ao longo do dia. É altamente notório a identificação de GAPs quando se observa dessa forma, principalmente quando há oportunidade de entrevista das partes. As pessoas podem até não estarem antenadas sobre as melhores tecnologias de dados, mas elas sabem exatamente onde estão suas feridas. Você precisa escutar essas pessoas. O próximo passo seria o de compreender o orçamento disponível para movimentar melhorias, comparar com as melhores práticas do setor, observar a qualidade e disponibilidade dos dados e então o conforto em observá-los.

One thing I found helpful is to approach third party consulting to provide the road map to achieve governance requirements as they are well exposed to provide quick output. Achieving governance is the mandatory requirement to receive subsidies and funds via equity or lenders to fund the project and product development. The action plan should be is how strategically achieve the governance requirement and how it can be published for benefits of firms growth as it attracts more clients and shareholders who are like minded for following governance and towards sustainability goal. But before proceeding we need to know the right people to attract.

Get very senior buy in. Even get the capability/maturity score and targets embedded in executive OKRs or scorecards. Without this no one will really care about what you’re doing and trying to achieve.