 Hello and welcome. My name is Shannon Kemp and I'm the Chief Digital Manager of DataVercity. We'd like to thank you for doing the current installment of the Monthly DataVercity Webinar Series, Real World Data Governance, with Bob Seiner. Today Bob will be discussing applying governance to business processes. Just a couple of points to get us started. Due to the large number of people that attend these sessions, you will be muted during the webinar. If you'd like to chat with us or with each other, we certainly encourage you to do so. Just click the chat icon in the bottom middle of your screen for that feature. For questions, we will be collecting them via the Q&A in the bottom right hand corner of your screen. Or if you'd like to tweet, we encourage you to share highlights or questions via Twitter using hashtag RWDG. And if you'd like to engage more with Bob and continue the conversations after the webinar, you can go to DataVercityCommunity at community.datavercity.net. As always, we will send a follow-up email within two business days, continuing links to the slides, the recording of the session, and additional information requested throughout the webinar. Now let me introduce to you our speaker for the series, Bob Siner. Bob is the president and principal of KIK Consulting and Educational Services and the publisher of the data administration newsletter, TDAN.com. Bob has been a recipient of the Dama Professional Award for significant and demonstrable contributions to the data management industry. Bob specializes in non-invasive data governance, data stewardship, and metadata management solutions. And with that, I will get off to get today's webinar started. Hello and welcome. Hi, Shannon. Hi, everybody. Thanks, everybody, for taking time out of your schedule to sit with us today on the webinar. Looking forward to the subject. It's always a very interesting subject. You can do a lot around building your data governance program until you actually apply it to something like the business processes. It's not necessarily demonstrating any true value to people within the organization. So we're going to focus on that today. And I'll share some ideas. I'm also going to refer back to a couple other previous webinars in this series. And one of the beautiful things about data diversity is that they keep all of these in an archive. So if I refer back to something, and there's something that you'd like some additional information on, certainly feel free to go back and take a look at those webinars as well. And this, as Shannon had alluded to, this is part of the monthly series. We focus, so first of all, we're the third Thursday of every month, next Thursday, next month's third Thursday. We will be talking about how to govern data lakes. And I have a special guest that will be joining me for that webinar. I talk a lot about non-invasive data governance, and they're just wanted to give you information about where you can find the book. Are you still there? You're still here. Okay, I lost call. I can't see the screen anymore. Okay, there it is. Okay, sorry about that. So a couple other things just to note real quickly before we get started is that I'll be speaking at a couple of Dataversity events coming up, one in Chicago in October, one in DC in December. Also have a couple of online learning plans. If you're interested in learning more about non-invasive data governance or non-invasive metadata governance. Shannon talked about the data administration newsletter, please go take a look at it. If you haven't seen it, lots of great information dating back many years in the data management field. Also, I have KIK Consulting, that is the name of the company that I run and Knowledge is King is the focus. One more thing just to add real quickly is that next Tuesday, I'll also be doing an additional webinar called Metadata Management for the Governance Minded, and a lot of focus on automating your metadata management, and that's going to be with Octopi. So please look forward to hoping to have you join us for that webinar next week as well. So what are the things I'm going to talk about today in relationship to applying governance to business processes? These are the primary subjects that I'm going to address. First, I'll start with some definitions just for those of you that might be new to these webinars. I'd like to do that before I jump into these subjects, but we're going to talk about the infamous data governance process. What is a data governance process? We'll talk about how to apply governance to process, and I'll share some tools that you can use to do that. We'll also talk about how to select which processes that we have within our organization, within our operations that are appropriate for us to apply governance to. We'll talk about how to formalize your processes and then share with you just quickly some advantages of governing your processes by following the noninvasive approach. So before I jump into those subjects, I just want to share with you the definitions that I use for data governance. You may have heard this before, but I say that data governance is the execution and enforcement of authority because the words need to be worded strongly because at the end of the day, no matter what approach that you use, whether it's a command and control, noninvasive, a traditional approach, at the end of the day, we need to be able to make tough decisions associated with our data. So I like to word the definition of data governance strongly. However, I talk about the approach that we use to apply governance to the organization, to apply governance to business processes. I call that noninvasive. You'll probably understand a little more about that as we get through the session today. Quickly, my definition for data stewardship is that it's the formalization of accountability. People in the organization already based on their relationship to the data, they have a level of accountability, for example, everybody that uses data that needs to be protected has the responsibility for protecting that data. That's just one example. So they are, if they're being held formally accountable for how they use the data, then I consider them to be a steward. I'm known to say everybody is a data steward, and the people should get over that fact. It makes it it makes full for full coverage of the organization. And my definition of noninvasive data governance basically applies all the principles from my definition of governance and stewardship, applying formal accountability to noninvasive roles. And the part that we're going to talk about today is applying this to existing or new processes within the organization. And the goal of taking a noninvasive approach is to be transparent, supportive, and collaborative wherever we can be. So let's talk about this infamous data governance process. And we'll first I'll provide a definition to you of what I even mean by a data governance process, and how the process relates to actually the webinar that I gave last month was on on a noninvasive data governance framework. And you'll see that the processes are one of the core components to that framework. Also, if you're looking to consider what is the most appropriate approach to take within your organization, we've got to look at it from the perspective of the the processes that we're going to apply governance to. And then we'll spend a little bit of time talking about applying governance to process. Let's jump into these things real quickly here. My definition of the data governance process. Well, first of all, I don't believe that people should be using the term data governance process. In fact, it's one of my single biggest pet peeves around data governance is that we call something a data governance process, as if there's a single process that can be applied to everything in the organization. Well, the fact is that there isn't your processes for requesting access to data in your processes for integrating data and solving problems are going to be different. And they're not and having one process to be followed isn't usually a suggested way to approach it. So typically I suggest that we're going to take a look at what processes we already have within the organization. And we call it and we call them whatever the process is, but we apply governance to it. And I'll share with you some tips and techniques on doing that. And there's a racing matrix I'm going to share something I call a data governance bill of rights, which really defines the application of the right person at the right time to get through the to do the right thing during the right process. So let's talk about some of the different processes that we might want to govern things that could be considered data governance processes, but we don't want to call them that we don't want to call out the data governance is the reason that we're doing all of these processes. We have reasons to do these processes and we don't need to label them that way. But we can apply governance to each of these processes. So let me just run through quickly what some of the processes might be that you want to consider applying governance to. So a data quality improvement project or data quality improvement initiative within your organization, if you're selecting a handful or more of critical data elements that you want to improve the quality and the understanding of the data, you may have a process that you engage the appropriate people and that you come to definitions and standards and principles around that data before you move forward. That could be a process itself or an issue resolution process. What happens when somebody reports a data quality issue or when they're requesting access to the data? Sharing data, data classification, all of these things are different processes that are taking place in your organization. And the fact is those aren't the only processes that are taking place. There's additional ones. We've done webinars and had conversations around business glossaries and data dictionaries around change management data integration is key for several of the organizations that I'm working with right now. All of these things, data certification, if you have a process for those things and you want to apply the appropriate people at the appropriate time, you're going to govern that process. So basically what I'm saying, and the point that I really want to make by these two slides or this long list here is every process potentially can be governed and we don't have to call it a data governance process. In fact, if you have a process that you're following, it's pretty much a governance process or if you have a methodology that you're following in your project management, part of your organization, that's a process. And it's a governed process around how a project operates. So you might want to look first to see what processes you've already defined and apply governance to them. Again, get the right people involved at the appropriate time for the right reason to get the right results. I mean, that is what I would suggest first, first of all, rather than calling it a singular data governance process. As you can see, governance can be applied to a lot of different processes throughout the organization. And so what I also want to do here is, you know, if you understand what I mean by the infamous data governance process, I want to show you where the processes fit into an overall component of building out a data governance framework. And last month, I shared a whole webinar on a new data governance framework, specifically for non-invasive data governance. And I'm just going to rehash a couple of these things real quickly. The core components of that framework were the data that we're going to govern or the information or the metadata, the roles that are responsible for governing the actions of people who are using the data, the processes, that's the one I'm going to pick on today, communications metrics and tools. And if you can see here, here is an example of the framework that I shared in last month's webinar. And you can see those components listed across the top. We're not going to go into a whole lot of detail on the framework today. Like I said, you can go back to last month's webinar and there's a lot of detail on that. But it also, we have to look at each of these components from each of the different perspectives of people in the organization. And what I've seen is that these are very typical of the levels within an organization. And it obviously depends on how big your organization is. But if we can look at each of these components in the eyes of the people of the different levels of the organization, it's very similar to the John Zachman approach is enterprise architecture framework. The same concept applies here. We're looking at the core components of the program from each of the different perspectives of the organization. And the processes are one of those core components. So again, we're not going to dive into detail on the framework. Go back and check out the the one from last month. But there's a lot of things we got to look at the processes from the different perspectives of people within the organization. And here there's also a white paper that Shannon typically makes available to people that attend the webinars. That basically goes through each of the different components of the framework. And here I wanted to share with you what I say about the processes that are associated with data governance. So it's really one of the foundational components. And we need to, and I say even here, the notion of the data governance process misrepresents the fact that this is really a primary component of a successful data governance or information governance program. We've got to focus on applying the roles and responsibilities that we talk so often about to the roles into the processes that we are governing within our organization. And so just to kind of dissect that one column, you know, the processes, typically at the executive level, we look for people to endorse and enforce and authorize and at the strategic level to direct, approve, and prioritize. You know, you can see that there are certain action verbs or there's nouns that are associated with each of the places where the components meet up with the different perspectives that we're looking at these things across the organization. And so now when we look at comparing the different approaches to data governance, again, they command and control a more traditional, if you build it, they will come approach or a non-invasive approach. We want to make certain that we're looking at the roles or that the processes by each of those different approaches that organizations are using. So here is the quick diagram that I showed last month that shows the comparison for each of these, for each of the components from each of the different approaches. And again, focusing on the process, instead of it being considered a new process, which is oftentimes how command and control approaches, everything seems to be brand new, or the traditional field of dreams type of approach, there's maybe a single process in the non-invasive approach, we're going to apply governance to process. And let me share with you a couple of different ways that we can go about doing that. And so here's what I said that with the command and control approach, everything might feel like it's new in the traditional approach, a single process, but in non-invasive, really the idea is to leverage the things that already exist within the organization and apply governance to those processes wherever it makes sense. And I referred to it quickly earlier on in the webinar, I talked about the Data Governance Bill of Rights, and this is really, this is getting the right people involved at the right time in the right process to get the right outcome, or at least most of the time, we want to use something like a racy matrix in order to do that, but there's a lot of different ways that we can use a racy matrix to help us to apply governance to business processes. So again, I'm going to re-emphasize this, I really don't like it when people use the expression Data Governance Process as if it's a singular process, it's really going to bring the wrong type of attention to your Data Governance Program. We ought to call processes for what they are and apply governance to them wherever we find it, it really makes sense to do so. Here's an example of a racy matrix, and I don't want to go into too much detail, most of you or maybe all of you have seen racy matrices before, but this is where the Data Governance Bill of Rights really hits the road, hits the ground running, or should I say it should get the road. We're going to apply what each of the different roles are that we've identified as being important for our Data Governance Program, and we're going to be very clear on defining the steps and then complete the racy matrix with different things. You can complete them with the R, A, C, and I, responsible, accountable, consulted, informed, I've seen organizations that have added an S to racy to become RASCII, where the S stands for supportive. So a lot of organizations already use racy matrices. I'm going to suggest that we might want to include additional information that will help people to understand what their role is when we're applying governance to the business processes of the organization. So let's talk about that right now. Let's talk about how to apply Data Governance using simple tools. So we're going to talk about documenting the steps of the process and identifying what's the appropriate process to govern using a racy matrix. One of the biggest questions that seems to go unresolved, or at least in the circles that I have spoken with, is the difference between accountability versus responsibility. Everybody seems to have a different opinion as to what the definition of accountability is. If that's something that you have a good definition, please share, or a definition of responsibility, what I have found is that when we define accountability, we almost always use the word responsibility in the definition, and the same is in reverse. When we're defining responsibility, we also use the word accountability in the definition. And then we'll talk about extending the racy here real quickly to include things that people might want to know that will help them to get actively engaged in those processes. So the first thing that we want to do is document the steps of the process and it typically requires a physical activity of laying out what those steps are, and really recognizing how granular do we need to get in the steps. I don't have any advice for you in this webinar as to how granular you need to get, but look at it from the perspective of the people that you're going to be engaging in the process and help them and provide to them the level of detail that they need to know in order to help you to document what the steps of the specific process are. So I'm going to real quickly go back to the the racy matrix and you can see that there's several things that we really want to focus in on before we can get to the point where we're really governing our processes and on the left-hand side and the left-hand yellow box you can see those are the steps of the process and not only do I suggest that you maybe number those steps but you also start each step with an action verb like identify or share or assess so that people really understand the actions that you're expecting from them but then the question becomes excuse me uh who do we want to engage in the steps of the process so it could be everybody from the data governance administrator to the working teams to the subject matter experts to the operational data stewards and you'll see that not everybody plays a role in every step of the process so again it's it's very important to have a definition of what we mean by accountable and I'll talk about that in a second um what we mean by responsible consulted informed supportive all of those things that we might use to uh to complete this but we can't just start with a uh with a matrix that with a spreadsheet and start letting these things out we need to first fully consider what are the roles of the people that are going to be engaged in the process and how descriptive do we need to get when it comes to the different processes that we are associating governance with or that we were applying governance to so how do we go about applying governance well the first thing is and the first question I often get is the difference between accountability and responsibility and I've always looked at it as the person that's accountable is basically the ultimate person in charge or the ultimate person that is responsible for the actions of the process or at least that specific action of the process so here I'm using the word responsible in the definition of accountable and and responsible again I'm using the definition of accountable in that definition but it's they're really accountable for making certain that the actions of that step take place so I look at the accountable person as being perhaps higher level of the organization potentially and the person responsible is the one who's got their sleeves rolled up and they're making certain that the the actions are taking place so consider that and I guess the most important thing to take away from this slide is that consider that we really need to define what it means to be responsible accountable consulted and informed and if you do that people are going to be it's going to be easier for them to read and really understand what is going on within your racing matrix and one of the things that I've heard is that there has to be or that I've learned from practicing this with other organizations is there has to be an accountable party and a responsible party for each line of that process that you are governing so it's just something to keep in mind it may not be enough that we're just entering an R and A a C or an I in the square that might not tell us enough so we might want to consider and in years ago I created this as a data governance activity matrix which is a lot like a racing matrix but we're also including other pieces of information so maybe a little bit more detail as to who will be involved okay if we know that the operational data stewards will be involved well which of the operational data stewards do we want to involve how much time are we expecting them to spend on this task and and what is the period of time that they have and if they're using other resources and what's being delivered and what the output of the step is you can go way beyond the use of a traditional racing matrix and collect a lot more information that will help people to understand how that business process is being governed so maybe we're at the point where we're getting beyond the traditional racing into something that has a little bit more detail than that all right well let's talk about how to select the appropriate processes within our organization to govern and there's a whole bunch of different process types and I think one of the things that you'll learn is that the processes that you want to focus your governance program on they really have to do with well what is the purpose of why you're putting together governance in the first place so there's different process types that we'll talk about we'll talk about process stewards and making certain that well first of all there's people in the organization that are defining and producing and using the processes and I use that those three actions as being the three basic actions that can be taken against data data can be defined it can be produced it can be used pretty much every action that is taken by the organization is going to fall into one of those categories well the same thing might be true with the processes who owns the process I again I try to shy away from the use of the term own because I think it really implies the wrong thing and that the organization really owns the process but we need to identify who the process stewards are and identify what level of documentation is being put in place for these processes involving the stewards you know in gaining some value what type of value can we expect from governing processes I'm going to share a couple bullet points on that here in a minute as I said the process types the things that we want to govern really depend on the purpose that you have for your data governance program and the last set of bullets on this slide I share with you some purpose statements that some of my clients have used everybody's heard the one to manage data as an asset I have a client that says that the purpose of their governance is to protect classified information or turn data into great data and they had something that stood for each of the letters in the word great and one that I really like as a purpose statement is to use strategic data with confidence there's so much behind that that we can share you know what do we mean by strategic data and what does it mean to be able to have to raise people's level of confidence they can have in that data so really the processes that you want to select even the process types that you want to select at least initially you might want to align those with the purpose of your data governance program and coming up with a good purpose statement is very helpful because it's people will start to associate the purpose statement with your activities of governing data and if it's something that's very simple for people to understand you've got a consistent message now that you're sharing within the organization sometimes organizations will say well we're either going to govern our proactive processes or our reactive processes and when I got started in the data governance field it seemed as though a lot of organizations were focusing on the reactive processes we've got a problem we need to solve that problem we're reacting to something more and more these days as organizations gain their maturity around data management they're looking to govern the proactive processes let's build governance into our project management methodology that we're using within the organization within our data access or request for access process so organizations look at it from a proactive versus reactive process and there doesn't have to be which one has to come first and which one has to come second like I mentioned before the reactive processes seem to be where people were starting years ago now as we're integrating more data and we're using more data sources in greater levels of technology a lot of organizations are starting to focus on the proactive processes within their organization one of the other determining factors on which processes you're going to use might be where's the funding coming from well what are the processes that are important to the people that are funding the program or the practice of data governance maybe they should be the people that decide or maybe you look at wherever the directive is coming from within your organization they can help you to select the processes that we need to apply governance to okay so you know as I said there's people that are responsible for defining producing and using process as well and we want to know who those people are and a lot of organizations use the racy charts or what I alluded to as a governance activity matrix to to collect the information the responsible accountable and so on or to collect the amount of time that's expected and and the exactly how the people's time are going to be used within those processes and I always come back to the idea that the data governance bill of rights getting the right people involved at the right time is something that's very important to help people to understand what are we trying to accomplish with data governance and that is getting the people involved at the appropriate time and making good decisions and making certain that the quality of the data is high the processes that are associated with your documentation of your data your metadata that's not going to govern itself so we need to make certain that we have defined the processes associated with defining producing and using metadata because as I've said many times now that the metadata is not going to govern itself the data is not going to govern itself and certainly the processes aren't going to govern themselves so we need to document and detail these types of things for the people that we are communicating to about governance within our organization so how do we get stewards involved well we need to focus on the processes that they're already doing processes that they should be doing or maybe there's a process they're not aware of looking at things that they shouldn't be doing all of these things are different processes that we can focus on applying governance to basically processes that they are going to do um starting with those and making the tweaks and the changes to them that will help to apply the appropriate people at the appropriate time is a very good way to get started let's look at what processes we have associated with these key pieces of customer data product data vendor data whatever data is that you're focusing on so we can really identify well what are the core processes that make up the job function and again we can kind of separate which ones are proactive processes that we want to build governance into and which ones are reactive the ones that you know we're going to be contacting governance the data governance administrator or team or office will be will be brought into the picture when there's a certain type of an issue so that would be a reactive process let's talk about well what is the value of applying governance to business processes and they're very simple and they're very practical I mean first of all you can assure to the organization that if you're following a governed process that the processes are going to be completed that we're going to make certain that kind of going back to the definition that I use of data governance that we're executing and enforcing authority over who does what a step so the process that's another value that you get from governing your process involving the appropriate people you know processes are monitored and they're auditable and especially if your processes are defined as ways to be able to support your policy you know these are all different value points that you're going to get from applying governance to your processes again rather than calling it a data governance process we're going to govern the heck out of the processes that we already have first and if we have to redefine a new process or define a new process so be it that's very important as well but in order to stay non-invasive in the approach my suggestion is that we look to apply governance to business process rather than calling everything a data governance process so one of the last subjects I'm going to talk about here is how to formalize your data processes so we have already basically defined a process as being a form of governance if we have the steps and we know who needs to get involved in the steps and that's all documented and being followed any process that you have potentially could be considered a form of governance because it again it's getting the right people involved at the right time for the right reason and all of those things I just mentioned and in order to make certain that we are successful in applying governance to the processes we are really dependent on that foundation of data governance roles and here's the second time where I'm going to allude back to a very recent webinar that was done through diversity in this series and that's one that goes through a complete set of roles and responsibilities so you really want to have your roles defined and then your processes defined and then you want to apply your the roles and the governance to the processes and again using the racy chart we look to apply governance rather than redefine processes look for what processes we have and take advantage of those things first so as I said a defined process basically could be considered and I've said this many times before that project management is a form of governance it's kind of a form of project governance maybe not data governance but we need to apply data governance to it so you know look for in the processes that you already have the existing levels of governance and maybe you've already have a project plan and it says who's responsible for each step that is a form of governance you know you're getting the right people involved at the right time and look to see what documentation you have about your processes within your organization whether it's a standard operating procedure or a project methodology like I just stated or a project plan these are existing levels of governance and so when we create our roadmap in our action plan from at the beginning of setting out to define our program you know we might not jump into governing individual processes right away but there needs to be something that is alluded to in the roadmap and in the action plan that states we're going to be applying governance to these processes and this is the expected result from shoring up these processes and getting the right people involved at the right time so focus on on the purpose of your program again that whether it's to improve people's understanding of data whether it's protection and handling and compliance of the data the quality of the data you know basically what we're looking for and it's very difficult sometimes to be able to to quantify and a return on investment for data governance my suggestion is we ought to look at our other data investments that are being made by the organization are we creating an analytical platform are we focusing on a data lake I'll be talking about data lakes in next month's webinar but are we doing these types of things maybe we should be looking at the value that people are getting from the data lakes and then try to relate that back to data governance to say that data governance has saved us x number of dollars or made us x number of dollars it's a gray area for a lot of organizations to make that kind of leap so what we want to do is we want to apply governance to wherever else investments data laden or data integrity efforts are taking place within the organization and another thing that we can think about measuring in regards to the program is the efficiency of us and how we're following processes and what value those are bringing to the organization and I mentioned that defining the races defining the processes integrating the people really depends on a solid foundation of data governance roles in the webinar that I alluded to earlier about the roles and responsibilities the complete set of roles I basically want item through item by item through this model and I state that at the executive level we need to get some type of leadership or some type of council that's directing us and that's typically a steering committee or something like that at the strategic level and I think we've even done webinars on this in creating that data governance council at strategic level that makes decisions or the tactical level with the quote on quote owners of the data or domain stewards all the way down to the operational and support responsibilities within the organization so in order to govern your processes one of the most important early steps is to make certain that you have a solid foundation and definition of roles and responsibilities and that they've been vetted appropriately throughout the organization that's certainly one of the core components in the framework document that I shared with you earlier on just to kind of come back to the racy matrix really quickly you know we might want to start to consider to add more to our racy charts than just the R, A, C, and I or the addition of the S if we're looking at RASC versus versus racy we want to utilize racy charts but I think we can build racy charts that are on steroids a little bit that are really adding more value than just saying somebody is responsible for this step or consulted during this step you know we provide how much of their time is going to be necessary what actions they're going to need to take those are all things that we might want to consider including in the racy chart and as I said before some organizations often focus on adding an S for who's supportive they add things like the elapsed time the time per task task inputs and task outputs these are all things that you might want to consider adding to your racy your racy matrices your racy diagrams when you're applying governance to business process so let's spend a minute talking about applying governance rather than redefining the processes and I made this as a point earlier there's not a single data governance process so we've got to stay away from defining everything as a data governance process or just a single data governance process but as I mentioned if you have a process that's already being followed or already being followed to a certain extent you may want to consider that that process in itself is a level of governance around what the activities of that process are focusing on and that we might need to define additional processes where the process is not being followed so consider using the racy tool adding the things that are appropriate to it that are going to make and add value to the people that are reading these tools within your environment so there's a couple of things that I really want you to take away from this webinar and then I'm going to turn it over here to Shannon in a couple of minutes here is the one thing that I've stated over and over again is try to stay away from using the expression data governance process again it's one of my pet peeves it may not be one of yours but I just think it brings people the wrong idea as to what processes are being governed there's not a single data governance process we're going to apply governance to the process as a first step rather than starting by redefining the process a lot of that will depend on the shape of the process that you're governing is it already well defined or does it really need to go through a redefinition before that process is going to add value it's not a single process that can be applied to all the different things that I mentioned earlier as being potential processes that you want to govern you may need to add additional processes somewhere along the line if you don't have the processes that are that you need to be successful in the operations of your organization you might be redefining them or defining new process my suggestion is to take a look at that process and make certain that you're applying governance to it rather than just calling it a data governance process so the five things that I talked about today we spent a little bit of time talking about this thing called the data governance process we talked about how to apply governance using a simple tool like a racy matrix or a governance activity matrix we talked about how to select the appropriate processes how to formalize your processes and then what are some of the advantages of staying non-invasive in your approach to governance and with that I think I'm a little bit early here Shannon but I'm going to open it up to see if there are any questions that people have during the webinar there are of course questions coming in already and just to answer the most popular question just a reminder I will send a follow-up email by end of day Monday for this webinar with links to the slides and links to the recording also include the links to the matrices and such that Bob presented today so Bob and if you have questions feel free to submit them in the bottom right hand corner of your screen and diving in here Bob so valuation cost of data is it a process say that again one more time evaluating the value of data valuation cost of data yeah is it a process you know what it's probably it may be a very similar process for doing that with different sets of data and in the organization so I'd say yes it is a process and as long as you can define the steps and you have the roles of data governance or for data governance defined if you're going to be involving those people that you call stewards or subject matter experts or data owners or the council in the decisions that are being made yes it's a process and it would be perfectly legit to apply governance to that process a smart sheet a good tool for racy and say this again I'm sorry I had a hard time understanding is smart sheet a good tool for racy is smart sheet I'm sorry I'm going to have to say that I'm not familiar with smart sheet so if the person can fill in what that means you know I think you can use a you can use a spreadsheet if smart sheet is that is that yes you could use that for a racy you could just draw out in word if you're using word is the word processing tool a matrix that has you know a column wide enough on the left hand side to define the process that a column wide enough on the or deep enough on the top to define the roles but if it's like a spreadsheet yes that makes perfect sense otherwise you know use whatever tools that you have available to you at least if you put it in a spreadsheet you might be able to port that out of the product and into another tool very easily so that's my suggestion can you describe the concept of a process story that you mentioned earlier how is it the same or different from a data steward a process to so well it's you know who's defined the people that are defining the data and the people that are defining the process are not exactly the same people at least not all the time now I'm not saying that the process steward can't be the same as the data steward but if the person is defining the process meaning articulating each of the steps of the process and maybe even completing the racy matrix they may not have any accountability to the data itself they might just have accountability to the process now if they also have accountability for the data that feeds through that process then potentially they would be a data steward but actually the things that they're stewarding and you know my definition of stewardship was formalization of accountability if somebody has the formalization it has their accountability recognized and formalized around process that makes them a process steward if they have the same types of things around data that makes them a data steward I actually view those as really being two separate things instead of one we have no central project management office so how can we identify what business process and IT process or processes are there they might need to be governed they might need to be governed that's exactly right I'm glad you sounds like you took something from the webinar you know what the best way to identify your processes are to ask you know let's get let's talk to the people that are in the operational level that are doing the daily activities of the organization and ask what processes are that they're following I just worked with a client this morning that we went data resource by data resource within an inventory and we linked it to a set of processes that have been defined for the organization so you know you need to ask people there might be people that have responsibility for business process re-engineering they might have a list of the processes but the best way is to get out and talk to people and if you can't talk to them if you can observe what it is that they're doing that's going to help you also to identify what the process is and you might want to ask them when you need access to data that you don't have access to what process do you follow to do that so it's obviously oh I called Joe and Joe gives me access to the data well that's a nice process but it may not be as formal as it needs to be within your organization my suggestion is to get out talk to people talk to the right people to find out what processes already exist because typically for an organization to be even remotely successful they have processes you just got to look for them all righty so our organization has a lot of EUC example excel and it posts a huge challenge in documenting processes any best practice or suggestions to help first of all you got to record what your EUCs are people don't know what EUCs are typically I refer to them as end user end user applications EUAs or end user processes we've got to know what they are and so if they're a one-off process used by somebody in this part of the organization there's nobody else in the organization that's going to be able to leverage that process unless it's now documented so these end user applications and these end user processes you know it's important to get in and talk to people and document that these things are taking place again alluding back to a conversation I had earlier today with the client they were saying that these specific data resources are associated with these end user applications and so I had the question well how do you know about these things well we talked to them and they told us that you know Mike over there has a spreadsheet that he uses to create the final financial report well that might be an end user application or an end user process that needs to be governed so get out there ask people for them and you may be surprised at what you hear it's a big pain point for a lot of organizations focusing on trying to get their end user applications and processes documented and we had a question come in early on my question is I understand that data governance team is responsible documenting data policies with these data policies to find the different spokes from the data governance wheel from Denbach or are they individual policies that define the data requirements at a domain level my understanding is the former but I came across the latter scenario it'd be great if you could clarify yeah that's a long question and there's a lot of components to it so I'll write up an answer to that question to try to make it a succinct answer yeah data governance you alluded to the demo wheel and the demo wheel is very well known for its information or for its data disciplines or knowledge areas I think as they refer to them and if you notice data governance is right in the middle of those things so data governance and the way I look at it everything that borders on everything else within the demo wheel should be considered related to some extent and since data governance sits smack in the middle of the wheel it's touching on all of the slices of the demo wheel so getting people involved and or even asking question what do we do when we integrate data what do we do when we're looking to improve quality who's responsible for the metadata all of these questions to the folks in the organization that are covering at least some of these discipline areas or these knowledge areas of the demo wheel you know we can talk to those people and we can find out who the people are that are responsible for these things and data governance should be applied that way I got to hear the the rest of the question again but I'm going to provide an answer in written format that I think will probably address that better sounds good and keep the questions coming in because if we don't have time to get to your questions Bob will submit written answers in the follow-up email that I go out by end of day Monday so Bob don't you consider data classification and data security are the activity of information security rather than data governance maybe data governance supports the in through security on these activities yes yeah if you recall when I showed the when I've shared the different roles and responsibilities around data governance when I broke out the partners of the data governance roles instead of roles and responsibilities you know these are you know these are activities that are oftentimes already being taken on by the by the different people that are partners to the organization so it security is almost always one of those partners to data governance and if you think about it every organization that does it security is doing data governance to an extent to at least to focus on classifying and protecting information so IP governance oftentimes is there before your data governance program is put in place and it makes sense for us to value that of which information or IT security is doing they may already have classifications so no the data governance team doesn't have to take over that responsibility they may help in different ways but there is a direct relationship between IT security and data governance and that should be leveraged that should not be looked at as opposing actions they should define that once and oftentimes it's a coordinated effort between IT security and data governance to get those things documented is there a certain DG process that should be attempted first such as metadata management or data quality improvement process or should general DG processes be applied to a particular subject domain area that's a really good question it really at the beginning of the webinar I've talked about the purpose statement and so you might want to focus first on the processes that are associated with whatever the whatever the purpose of your data governance program is and you know that's there's not a suggestion I believe I don't have a suggestion as to what the single first process should be for every organization certainly metadata management is extremely important because how are people to govern or manage data if they don't have information about that data I'm going to talk about that a little bit in the next webinar on Tuesday metadata management for the governance minded since we're all governance minded yes it's very that's a very important process but I would select a process that is very pertinent to the purpose of your program and metadata might be that but it could also be requests for access to data you know it could be whatever the need or focus is of the purpose of your program and is it advisable to have all the processes in some BPM notation whether they go digital or not will the will this generate or not have rigidity in the organizational structure as a final result considering also organizational culture wow these are great questions the and keep them coming for short it would be great it's always thought of as being something that would be beneficial to the organization if we document the heck out of our processes so you know making certain that they are documented somewhere becomes important are we going to make them electronic are we going to put them into a tool that's really a determination that needs to be made organization by organization there are people that are considered process managers sometimes within organizations that can be tasked with doing that but if you're going to start to build a repository of your business processes and have the documentation available to people you might want to consider one of the tools that allow you to do that or using other tools that you have at your disposal within your organization so what I'm saying is yes it would be it's very advisable to have your data to have your processes documented that doesn't mean every organization does or that they're going to spend the time to make certain that they catalog what each of those processes are and we have we're reaching the end of the questions in the Q&A I do want to give you all a moment just to submit anything else like through the chat here anything else that you want to add bomb you know what and so it's felt like this webinar went quickly and a lot of the slides or some of the slides built on other slides but first of all we need to recognize that all of these things that we set up in our program they're not going to mean anything to the organization unless we can apply it to business processes so you know everybody wants to know where data governance should reside in the organization in IT or in business and my answer to that question is yes it has to reside somewhere and so it can be in either part but it can't be in IT for IT's sake because then the business folks won't want to to jump on so everybody should recognize that business processes are key to being able to demonstrate success in your data governance program and look to the processes that you already have and look to apply governance to them rather than redefining the processes that are going to be governed in your organization Fantastic well that is all the questions we have for today so Bob thank you so much for another great presentation and thanks to the attendees for being so engaged in everything we do and all the great questions just again a reminder I will send a follow-up email for this webinar by end of day Monday with links to the slides and links to the recording and if you'd like to continue the conversation with Bob or with each other you may do so at community.dativersity.net Hope you all have a great day thank you so much Thanks everybody