 Welcome. My name is Shannon Kemp and I'm the Executive Advertiser of DataVersity. We would like to thank you for joining October's installment of the Monthly DataVersity Webinar Series, Real World Data Governance with Bob Siner. Today we'll be discussing managing governance metadata for mass consumption. 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. For questions, we'll 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. As always, we will send a follow-up email within two business days containing links to the slides, the recording of this session, and additional information requested throughout the webinar. We'll introduce to you our speaker today, Bob Siner. Bob is the President and Principal of KIK Consulting and Educational Services and the Publisher of the Data Administration Newsletter. Bob has been a recipient of the DAMA Professional Award for significant and demonstrable contributions to the data management industry. And Bob specializes in non-invasive data governance, data stewardship, and data management solutions. With that, I will give the floor to Bob to introduce the webinar. Hello and welcome. Thank you so much, Shannon. Thank you like always. Thank you, everybody out there in listener land. It is taking an hour out of your busy calendar month to participate in these sessions. And again, welcome to the latest installment of the Real World Data Governance webinar series. As Shannon mentioned, this is titled Managing Governance Metadata for Mass Consumption. And just to let you know right now, I'm actually not in my home office. I'm actually at a client where we're spending a lot of time these days talking about governance metadata and precisely what governance metadata is and who should be responsible for it and who is going to want that information to be available to them to assist them in doing their everyday job. So with that, without further ado, I want to start right into the slides. And as Shannon said, if you've got questions, please submit them in the bottom right-hand corner in the Q&A section. Sometimes we get some questions in the chats, but please submit the questions through the Q&A. And we're glad to answer the questions if we have time for it in the webinar itself. If not, all the answers will be sent to you in the follow-up email that Shannon mentioned. I just wanted to share with you a little bit before we get started here. So the upcoming webinars, now Shannon and I and folks at Data Diversity have been working on the list of topics for 2014. And we think we have some really great topics, so please stay tuned. And if you have some ideas as to things that will be of interest to you in the world of real-world data governance, please send those to us either via email or through the chat or through the Q&A because we're always interested in what you, the listeners, are interested in and can hit the hottest topics of the day. It seems that this topic, the managing governance metadata, raises a lot of questions with a lot of people. What exactly is governance metadata? Well, we're going to talk about that in a session here. Next month, a week before Thanksgiving holiday for those of you in the U.S., we'll be talking about governing data, big and small, come one, come all. So we're going to talk about the governance of big data. We're going to talk about the governance of other types of data that we have in our organization. And then in the December webinar of real-world data governance, we're going to talk about setting data governance expectations for management. So hopefully you'll have some time in your busy schedules to participate in those webinars as well. And so as I said, without further ado, let's start talking about managing governance metadata. So I think several slides are the abstract that hopefully is part of the reason that attracted you to this webinar. But I'll walk through it real quickly with you. Usually I kind of fly through these slides really quickly, but I think it makes sense to talk about some of the points that are made in the abstract, and then we're going to follow up and we're going to talk more about it as we get into the session itself. So one of the things, if you have participated in my webinars before, is to talk about metadata as being a byproduct of a successful data governance program. And in a lot of organizations that are implementing governance programs and have been successful, they seem to lean on the fact that they need metadata as part of their initiative. And in fact, this client that I am working from today, they talk about governing metadata almost more than they talk about governing the data itself. But I also want to talk about a specific type of metadata, and that is governance metadata. And more often than not, as it says here in the abstract, people talk about the success of their programs depending on the availability of metadata to the users, to the definers, to the producers of data across the organization. Well, I'm going to introduce another subject here. It's about governance metadata, and metadata that is specifically going to be an outcome or a byproduct of your governance program. So we'll talk about more than just the meaning of data and where the data came from and the rules that are associated with defining, producing, and using the data. We're going to talk about metadata that you're going to come up with as you're putting your governance program in place. And not only that, I'm going to share with you several tools and tell you some of which you may have seen before in prior real-world data governance webinars, but some of them that might be somewhat new to you as well. And as Shannon mentioned, we're going to make sure that we send these out to everybody who's registered for the webinar. And I'm always interested in your feedback as to whether or not these tools have been helpful to you in your everyday job. I know one of the tools that I share pretty often is something that I call a common data matrix. It's just a way to view data across the organization. And oftentimes when I'm getting presentations, that's one of the early things that I talk about. Now, I started to shy away from that a little bit because people started to fill out the common data matrix rather than listening to what I have to say in the sessions. So then we'll get to it shortly. I'm going to share with you several different versions of common data matrix, common data matrices, and data governance activity matrices, and things like that. So I'd be very interested to hear from you as to whether or not these tools will be beneficial to you in your program or whether or not you've created things like this within your program. And the interesting thing is all of these matrices and these tools that I love to share during these webinars, all of the information that is contained within these tools and within these matrices is considered to be governance metadata. It's metadata that we are developing as a piece of delivering our data governance program and it becomes very valuable to capture that information and make that available to people throughout your organization. Now, one of the things that we tried in the last webinar to try to make this a little bit more interactive is I asked questions of the people that were participating in the call. And please use the Q&A or the chat areas, preferably the Q&A section just to keep everything in one place. If you have answers to the questions or you've got questions to kind of follow on to those questions, I'd love to hear those. And I think those are the ways that we can share information between ourselves and I can share information with you throughout this webinar. So the question becomes how well do you manage the metadata that's associated with your data governance program? And do you even consider that there is metadata that's associated specifically with your governance program as compared to within the definition of data in your organization or that lineage that we spoke about earlier? And then the other question is how well should you manage this metadata? And I found from my experience that a lot of times the successor failure of a data governance or information governance initiative depends on how well they collect this information and what the quality of this information is. How do you disperse it to people across the organization? And what I found is in those organizations that tend to have higher levels of success, the metadata becomes a big part of that. So we're going to talk about, again, how well you manage the metadata, what does it take to manage the metadata. So hopefully some of those answers will come in this webinar today. So the rest of the abstract is we're going to talk about the metadata that's derived through the governance program, the importance of this metadata. And then hopefully I'll share with you some ideas that you'll find useful on the best ways to manage this metadata on a mass consumption basis. I'm going to talk a little bit more about mass consumption and mass production in a minute here. So that's the abstract. Here's the agenda. We're going to talk about data governance and metadata as being a two-way street. And I have a lot of consultants like to talk about their three-legged stools. Something that we can't really have success in an area if we don't cover all three legs. So I developed a three-legged stool specifically for this presentation. And the idea is that if you pull one of those legs out, the stool falls over. So we need to have all three of those stools. We're going to be successful in governance and to be successful in governing the metadata that's associated with our governance program. So then after we talk about the two-way street and the three-legged stool, we're going to talk about seven questions for the day. So this is where I'm going to kind of pose the questions to you and also give you the opportunity to respond and let me know what you think and what your answers to these questions are. And if we can, we'll share those answers and we'll share that information with the people that are participating in this webinar. So the questions for the days are the who, who, what, why, when, how, and where, and who should have responsibility for governance metadata. Who will want to use that governance metadata? What governance metadata will they want to use? Why will they want to use it? When will they need it? How will we deliver it? And where will they go to get access to that metadata? So really, we're going to run the gamut of things related to governance metadata. And again, as I said before, hopefully a lot of this information will be very valuable to you. So this question is something that I alluded to a minute ago was, what do we mean by mass consumption? Is everybody in the organization going to potentially be a user of the governance metadata? And the answer to that is pretty much yes. I mean, everybody in the organization, from the operational level to the tactical level to the strategic level, and even all the way up to the executive level, can be users of this information, of this governance metadata. And we want to talk a little bit about how that information is going to be useful to people and what they will be able to drive from that governance metadata. I mean, is mass production necessary? Well, it depends on what you refer to things as mass production. When you are working on initiatives, oftentimes a lot of this information is being collected, or you're getting the appropriate people involved at the appropriate time in your initiatives, whether it's data warehousing or master data management, or big data, or whatever it is that you're working on, you're going to, even without governance, you're going to address the most appropriate people in the organization that you can to get them involved in these initiatives. And my suggestion is that we record some of this information. So if there's a change to a business rule associated with the data, we know who we need to share that information with. We know who needs to be fortified when a change to a business rule takes place. We're going to change to a regulatory or compliance rule takes place. So it may not be mass production, but it has to be at least a managed level of production. And again, the goal is to get the metadata that is a result of your governance program. And that's what I'm calling governance metadata into the hands of people that will get value from its use. Oftentimes when I do these webinars, I start out with definitions of data governance and data stewardship, and non-invasive data governance. And I'm going to add a definition to this time through that talks specifically about how we define what governance metadata is. So a lot of people cringe when they see my definition of data governance. I talk about data governance being the execution and enforcement of authority over the management of data-related resources. And oftentimes people think those words are worded too strongly, and they cringe, and they think, wow, you're talking about trying to do governance in a non-invasive way, which I'll talk a little bit more about in a second, and I'll continue to talk about throughout the session. So they say, if we are going to govern the data, we really need to execute and enforce authority over that data. We need to be able to make difficult decisions around the data and get the right people involved in those decisions at the right time whenever we can. So my definition of governance is that it's the execution and enforcement of authority over the management of that data, rather than saying it's the orchestration or the harmonization of people and process and data, which to me sounds almost too soft. In fact, the definition that I use for data stewardship is that data stewardship is the formalization of accountability over the management of data-related resources. So notice what I don't say there is the assignment of accountability. It's more the recognition of people and what they do with the data. Because if you've seen through the TDAN publication some of the articles that I've written, I have a very different view on data stewards and data stewardship in my mind. Particularly everybody in the organization that either defines or produces or uses data as part of their daily job have some level of accountability for how they manage that data, for how they define and produce and use that data. So again, these are my two definitions, the two primary definitions that I use, and I've seen a lot of organizations that I've worked with kind of combine those two definitions into one for governance. People recognize that stewardship is all about the people and the people that we identify as being stewards of the data. Some organizations have combined those two definitions to kind of say that data governance is really the formalization of accountability and the formalization of behavior of the people that are associated with the data. So again, I just wanted to kind of start from bare bones here at the beginning and share with you what my thoughts are around some of the definitions of terms that you're going to hear throughout this webinar. So my definition of non-invasive data governance, and I use the term non-invasive all the time to define how I approach data governance, but it's the practice of applying formal accountability and behavior to non-invasive roles and responsibilities to existing and or new processes. Again, it's on the screen in front of you. I don't want to read all the way through it, but I talk about non-invasive data governance quite a bit and the fact that we're already governing data. We already have people in the organization that either already have accountability for the management of the data or that we need to formalize their accountability around the management of the data. So again, what we're going to talk about is applying formal accountability and behavior to non-invasive roles and responsibilities, and I'm going to share with you some examples of some processes where governance has been applied, a framework or a model of different roles and responsibilities, and some of you may have seen them before, maybe not talked about them in context of managing governance metadata, but that's how we're going to view those things today. So I already defined data governance and data stewardship and non-invasive data governance. The one other definition that I wanted to share with you today was what I call governance metadata. So I'm sure all of you are familiar with the term metadata and the industry definition of what metadata is. Of course, it's data about data. Well, that certainly can cover a lot of different things. That can cover the definition of the data and the data modeling, the movement of the data, and the production of the data through your ETL tools and things like that, the usage of the data through your analytic and reporting tools, but the actual result of governance metadata is governance metadata is more about the people associated with the data. So it's being the result of identifying how the organization has that formal accountability and responsibility, and who in the organization even just touches data because they may have some type of responsibility around what they do with the data, even though we don't necessarily go out and formally identify them as being data stewards. So governance metadata is the result of identifying who has formal accountability and responsibility associated with the definition of production and usage of data across the organization and departmentally toward that these things take place, the definition of production and uses of data assures compliance, security, privacy, protection, and equality. This is another slide that I've shared in the past, but I think it's very important to take this diagram to heart. And in fact, I just wrote an article on this month's issue of the Data Administration newsletter of TDAN.com, and the name of the article is Core Data Governance Core Principles, and I've had a lot of response from people who have said that these core principles are really what governance is all about. And in fact, just a few minutes before this webinar started, my client here, I'm actually in Dayton, Ohio, said that he'd like to take this graphic and laminated and put it in front of people, have it hanging from their cubicles so that they see that if they really ever have a question of what governance is all about, they really take these core principles to heart. So the first principle being that data must be governed as a strategic enterprise asset, and the second one being that data must have clearly defined accountability, and the third one is that data must be governed to follow internal and external rules, and that data quality must be governed consistently across the enterprise. It's my thought that if we can take these core principles around governance to our management and they can say, yes, these are all very important, it gives us kind of the backbone of what we need in order to implement governance in our organization. As long as what we're doing, what our activities are that are associated with governance aligned with these four core principles, I find it very valuable if we can just get our management to look at these principles and say, well, these are no brainers. We know that we need to manage data as an asset. That may be one of the ones that are one of the more difficult hurdles to get over is they manage people and they, I'm sorry, they manage money and they manage facilities and they manage other things as core assets. If we can get our management to recognize the need to sign off or just to agree that data must be managed as an asset, that's the first core principle. Data must have clearly defined accountability. Again, that seems to be everything that governance is all about. Let's identify who's doing what with data and let's help them to understand the impact of what they do and how that is important to the organization. Data must be governed to follow internal and external rules and regulations. Again, that's a no brainer because there's not the government or whoever's applying these rules and regulations, these regulatory compliance issues to us, they're not making it optional for us. So it's pretty much, again, oftentimes I've actually never seen anybody push back on that and say, no, data must not be governed to follow internal rules and regulations. But if we agree that we must achieve that core principle, then again, that gives us some of the weight behind those things that we're doing associated with governance in our organization. So the question really becomes, do these same governance principles apply to the metadata itself or even the governance metadata that I spoke about earlier? And I would say principles one, two, and four, for sure, they are associated with the metadata and the governance metadata that we're going to talk about in the session here today. I'm not certain whether or not there are any regulatory rules that are associated with the governance or the management of the metadata, but I guess if you dig into them a little bit, those rules themselves are metadata. There are things that we need to be able to provide to the people that use data across the organization so that they understand how the data can be used, how the data can't be used, who they can share the data with, and so on and so forth. So those four core principles, pretty much, I believe are going to be made a part of pretty much all the presentations that I give because it kind of shows it as one graphic, kind of a nutshell of one of the things that we need to be concerned about as we are putting our governance program in place. So last year, actually in 2012, one of these real-world data governance webinars focused on governance and metadata, and I talked about it. I alluded to it as being a two-way street. Let me share with you again what I talk about when I talk about governance and metadata being that two-way street. So the first principle is the one that's on the bottom of the page here, which is, and that's something that I mentioned earlier, that metadata is a byproduct of your data governance program. So if you utilize some of the tools and things that I've shared with you or that I will share with you through this webinar and I've shared with you in past webinars, if you collect that information, that itself becomes governance metadata. This is information that we are collecting to help to enable our governance program. And I think that will become more obvious as we move forward here. The other principle, or the other side of the street, so to speak, is that we have to apply governance to the metadata itself. You might need to identify what metadata is important to our organization, where is that metadata being collected, who is going to use that metadata, but we need to govern the metadata itself in order to make it valuable to the organization. So when we think about the relationship between governance and metadata, the truth is it's a two-way street. Metadata is a byproduct of governance and we need to govern the metadata to some extent. Maybe even in some organizations, they need to govern the metadata to the same extent that they manage the data itself. And in fact, again, just came from a meeting here at my client where we talked about something that I refer to as cheeseburger definition. Cheeseburger definition. Well, what's a cheeseburger? What's a cheeseburger with cheese? What's a commission account? What's a commission account for a commission? What's a student address? What's the address for the student? We're applying governance to the metadata itself. We need to make certain that that information that we collect as part of our everyday data management activities is going to be relevant, is going to be useful to people throughout the organization. So if you want to think about governance and you want to think about metadata together, think of it as being a two-way street. Again, as I just spoke about here a second ago. There are a lot of organizations that a lot of consultants like to use the three-legged stool analogy. So again, we talk about metadata as a byproduct, and metadata must be governed. But metadata also becomes an enabler to our governance program, to our BI initiatives, master data, VU data initiatives. Metadata becomes an enabler to success for all those different types of initiatives. So this, again, is just another way to look at it. It's the three-legged stool versus the two-way street that I just spoke about a minute ago. All right, so now what I want to do is I want to go through those questions, the to-who questions, the what question, the where, the how, all those things that I talked about. And here's where I'd like to make this somewhat interactive if we can. If you have answers to these questions, please feel free to enter them. I hate to put you to work here, but if you have ideas specifically within your organization as to who have the responsibility for governance metadata, then please share that with me, share that with the other people that are participating in this webinar. So I have, I've shown this graphic several times before in other initiatives. I talk about the operational level, I talk about the tactical level, the strategic and the executive levels within our organization. This picture right here, I call it a pyramid, you can call it a triangle, you can call it whatever you want. It pretty much defines the way that the organization is already set up. In fact, a lot of people have told me that the first impression that they get from looking at this diagram is that data governance is so bureaucratic. It's got so many different levels and so many different roles. When in fact, in a lot of organizations, they've already got people that day to day are defining, producing and using the data and that's at the operational level. Those people are identified as stewards but we may not give them the title, we don't give them the title actually. We don't need to call people stewards but they need to recognize that what they do with the data that they define, produce and use has an impact on other people throughout the organization. There's a middle layer here, I've talked about quite a bit which is the tactical level. That's where we stop looking at the data as a siloed business unit by business unit asset and we have people in the organization that have some level of responsibility or accountability for looking at that data across business units, across business lines. Rather than having that data defined specifically for each part of the organization, let's define it in one way so that it will satisfy the needs of the organization but sometimes that doesn't seem possible. Sometimes, I'll just use the example of an education company that I worked for recently and they had this thing called a student. I think we're all familiar with what a student is. The senior executives of the organization want to know how many students we have or we can talk about faculties or we can talk about members or we can talk about customers. Maybe the definition of customer is different depending on who you ask in the organization so maybe we shouldn't just call it a customer. Maybe we should call it a marketing customer or a sales customer or a corporation customer. We need to be able to qualify some of these things that we're defining as being some of the core pieces of data within our organization to specifically match the need and the use of that data across the organization. As I mentioned again, here in the middle layer of the pyramid is where I've identified a role that I call data domain stewards, people that have responsibility that is associated with the domain of data compared to the data in a specific system that they use for a specific application in the business. We also recognize that this level here, the strategic level, that already exists. There's people in the organization that have responsibility for strategic decision making. This thing holds true at the executive level so that's why with this diagram here, rather than just showing somebody a diagram that looks like this, it becomes very important to put those words that are in red outside of the diagram. It says, well, you know what? This already exists or this is new or we can leverage something like this that already exists in the organization. I know that one of the upcoming webinars in 2014 will be talking about different frameworks and roles and responsibilities around the governance so I will spend more time talking about this pyramid or this triangle of roles and responsibilities as it pertains to governance in the organization. The other thing that I haven't talked about here are the data governance partners and the data governance team. Oftentimes I get the question, well, what's the role of IT? What's the role of compliance? What's the role of our project management office? I consider all of those to be partners in data governance. So we identify them as being partners. Again, they're not new to the organization. They already exist. And then we have the data governance team that we talk about whether it's one person or half of a person or 10 people or whatever the size of your data governance team is can have some level of responsibility too. So going back to the who question here associated with this slide is who should have the responsibility for the governance metadata and which errors that appeared on the screen kind of point to the different roles within the program, within a data governance program that will have some level of accountability or responsibility for capturing this governance metadata for making this governance metadata available to people in the organization that will use it. So kind of in a nutshell here the data governance team has the responsibility to assure that the metadata is collected, the governance partners being the information technology folks and regulatory folks and PMO type of people they have responsibility of making sure that the metadata is collected, the data domain stewards, they have the responsibility of looking at that metadata and making certain that the metadata is written in such a way that it's meaningful to people across the organization. So their responsibility becomes to validate the metadata that's collected by the partners and by the teams. And again, the operational data stewards at the lowest level of that pyramid diagram on the previous slide, they have the responsibility to provide metadata, to make certain that we're collecting the information that is going to be useful and beneficial to people across the organization. They don't want to use the metadata, so we just talked about who has the responsibility for collecting this metadata, but we didn't want to really talk about who will want to use this governance metadata as part of their job. And the truth is that it's everybody that we just talked about as well as the people at the strategic level and the people at the executive level. Let me share with you again an example of when senior management asks the question, maybe we need to dig down a little bit deeper in their question before we can actually answer it. So if you want to know how many faculty we have, when we talk about full-time faculty or part-time faculty, or people that have been on the faculty at some point in time, or we talk about members or people that are eligible for certain benefits and things like that. Well, we're talking about eligible members. We're talking about people that were members at some point in time. Again, what we need to do is be able to educate the people that are asking these really important questions of our organization, some of the things that may be directly associated with the key performance indicators in the organizations. If we can educate them on how to better ask the questions that they're asking, then we can perhaps give them an answer that's going to be acceptable to them. Now, oftentimes, your senior management or your management ask questions and they get different answers depending on who they ask. And this is one of the pet peeves of a lot of senior management, is that they are asking questions and depending on who they ask, they didn't get a different answer. And that's because people's definition of some of these items are different from person to person, from role to role. And that's why I'm saying that who will want to use governance metadata? Who will want to know who has the responsibility for defining and producing and using the data? Well, not only the four areas that I talked about before, that being the tactical, the operation on the two support areas, but also the executives and also the council or the people that are at the strategic level of our organization. So if we want to get a question as to what are our most profitable products? It's a question that would be out of the ordinary coming from our senior management. Well, what we want to do is we want to first understand what products are they talking about? Are they talking about present products or past products or existing products? We just need to help to educate them on how to ask better questions so that they don't get different answers depending on who they ask. And often times then the different answers are going to depend on the source that they go to for the data, but if you're going to go to your data warehouse and you're going to ask the question of how many customers do we have, perhaps we need to qualify that a little bit with, well, what types of customers are we talking about? We're talking about returning customers. We're talking about visitors to a website, visitors to a store. Are those all customers? Are those different types of customers within the organization? So that metadata, that information about the data that's going to help them to position their question in a better way becomes very important to people both the strategic, again, and the executive levels of the organization. And if we can educate them on how to ask better questions or how to qualify their questions down to precisely what it is that they're looking for or even explain to them that if you ask this question, the reason why you're going to get a different answer is because it means different things to different people across the organization. And here are some examples of how customers define differently from one organization to another or from one part of the organization to another part of the organization. So I say not only will those four areas that I talked about before have responsibility for collecting the metadata, but everybody in the organization potentially will have a use for the government's metadata. So again, in a nutshell, the data domain stewards need, they'll want to use metadata to govern their domain or their subject area of data across the organization. The operational data stewards will use that metadata to do their daily job. The counsel to validate and use and make decisions. The executive manager to ask the right questions of the data. So again, they're confused by getting different answers from who they ask regarding the data. We need to share some of this regular metadata and governance metadata with them to show them that perhaps customers define five different ways across the organization. And it has a different meaning according to each of those definitions. So which definition do you want to use when you ask that question? Again, that's education to our management, our senior management, our executive management as to how they can better position their questions to get the questions answered the way that they need to have the questions answered. Well, what metadata will they want to use? Well, we talked about the different types of metadata that are just associated with the data, the metadata that exists in your data models and your ETL tools and your data usage tools and your DV catalogs or database catalogs and all those types of things. But here we're specifically talking about the governance metadata, the people metadata. So they want to know about the metadata that's associated with the people that define produce and use the data, the people that are requesting data governance, the activities, the people that should be involved or informed of data decisions, and the people that are not formally accountable for the data. So in some of the tools I'm going to share with you in a minute here, there's some information about, well, what part of the organization are they from and why would they have definitions that are different from other parts of the organization. Here's a tool that I shared a long time ago just to outline some of the different types of just plain metadata, rather than governance metadata, and this is about the data definition, the production used, the business rules, the hardware, the software, all of those things that are important to rank IT like a business area. Those all would be considered just to be plain metadata, but what we're really talking about is the people that are associated with the data. So what metadata will they want to use? Well, they'll want to know where did this data come from, who's responsible for it, who's defining it, who's keeping this information up to date. So one of the things that I just developed fairly recently and I'm going to include this in the email that we sent out to everybody who's participating in this session is, well, what does a service request of data governance look for? And in fact, one of the things that I'm working on for a future article will be, well, what sort of events trigger data governance to happen? So there are some metrics that people may be interested in. How many different services have been requested? How many issues have been documented? How many of them are being worked? How many have been resolved? What's the value that we're getting from resolving these data governance issues or these issues that need to have governance applied to them? This is the one tool that I mentioned earlier, and I could spend the rest of the webinar talking about it, but I won't. But if you have questions about it, please refer those questions to me and let me know and I'll be glad to answer them the best I can. This is what I call the common data matrix. Again, it's a simple two-dimensional matrix that cross-references the different types of the data in the organization with the different parts of the organization. And who are the people in the specific business units that use a specific set of data in a specific system? If we have all that information available to us and there's a change to a business rule or a compliance rule, we know exactly who in the organization we need to communicate it to. So what I found with a lot of organizations is that this common data matrix, as I call it, is a very valuable tool to the organization. And all of this information that's collected in it, whether it's the different parts of the organization or the different people that are associated with the data or the different systems that data resides in, that becomes very valuable information. And I consider everything that you see on this slide, actually, to be governance metadata. It's all about the people that are associated with the data across your organization. And so what I wanted to do with this slide, and I don't think I've done this before in any of the webinars, is I kind of superimposed that pyramid diagram on top of the common data matrix. And as I said before, this information will be shared with you in the email that we sent out in a couple days of the webinar. But the reason why I superimposed the pyramid diagram on top of the common data matrix is because it's kind of color coordinated here. The operating stewards are the people that are day-to-day stewards of the data. These are these people in the organization. The people that are the domain stewards that have a responsibility for the data across the organization. These are these people. So again, if you're kind of confused as to, first of all, why am I using the colors that I'm using? How do they relate to the pyramid diagram? I want to share that with you in this diagram. So again, all of this information that you see within the common data matrix, that is all governance metadata. And it's very important to people across the organization for getting the right people involved at the right time for solving the right problems within your organization. Another example, I don't think I've shared this one before of another organization that took the common data matrix and made a variation of their own. And this was an education company, and they had these different departments, academics, student finance, admissions, marketing, career, you know, corporate finance, HR, IT. And they have different SBUs, or strategic business units in the organization. And the things that I'm covering up here with the grade A are there could be health, parts of the organization that are education companies that are healthcare related, or that are finance related, or that are accounting related, that are looking school related as an example. So in this organization, they wanted to know who the data stewards were that are specific to this specific type of data to these different parts, these parts of the organization. So again, the nice thing about the common data matrix is there's not a one size fits all solution by using that common data matrix to capture the governance metadata. You can really take the tool and customize it in such a way that it's going to be meaningful for use within your organization. So what kind of data will they want to use? They want to use the information about who defines the data, reduce the data, who uses the data, and so the data definer information may be who the domain stewards are, the operational stewards are, who the partners are, and again, this is just information about the people that are associated with the data that you manage across your organization. So what we want to know with the difference between governance metadata and other types of metadata, we're not talking about governance metadata being the information that associates the people in the organization with the data that they define, reduce, and use. So an example of just a blank spreadsheet type tool or matrix tool that I have handed out in many of the presentations that I've given, and that's the one that I mentioned earlier that I try not to share this too early in the presentations because people start to document what are the different domains or subject areas of data that we're concerned with? What are the different parts of the organization? For this specific type of data in this specific system, in this part of the organization, this is the person that we need to go to. It takes all the guesswork out of how we apply governance across the organization. And again, when the government comes to you and says we are going to apply this additional regulatory compliance rule, it takes all the guesswork out of who we need to describe that change to the regulatory rule with across the organization. And it becomes, again, a very valuable tool. Now, this type of tool requires that there's change management associated with it because people in the organization move and change positions, but we want to know who those people are. So again, the common data matrix becomes a very valuable tool for implementing a governance program within your organization. And what type of metadata is stored within the common data matrix, or there'll be the governance metadata that we're talking about today. What do you want to use? Well, this is, yeah, the other stuff I call it a governance metadata. Some organizations consider the data definition metadata, the data production metadata, the data usage metadata to be all about, the metadata all about the data, they consider that to be governance metadata. I actually just consider that to be data metadata as compared to governance metadata. So the definition metadata, the standards, the models, the database information, the production information could be the movement information, the lineage quality information, the usage could be the reporting and the analytics information. So again, this could be considered to be governance metadata as well, but for the purposes of this webinar here, we're talking about governance metadata being the metadata associated with the people that have responsibility or some level of accountability for the data across the organization. You know, why will people want to know the governance metadata? To me, it seems like kind of a silly question, but oftentimes they want this governance metadata because they want to improve their understanding of the data. Who defined it? Who used it? Who used it? These items here on the left-hand side of the answers to the question are really the governance... G for governance metadata versus just the regular metadata. Then we did the information about how the data is defined, how the data is produced, and how the data is used. So I don't know if you make that differentiation within your organization, but it's something that you would want to consider. Consider how valuable this information is to people across the organization just so they can get the right people involved again at the right time to do the things within your organization. I worked with an organization many years ago that was doing a Customer Relationship Management Initiative, and they started with five people in the room to define the requirements, and then it went from five to 10, 10 to 15, and they had to go back and rehash what some of their requirements were for their CRM initiative, and they told me that one of the things that we need to focus on with governance is on who do we need to involve in these discussions about the data. Now the nice thing about the Common Data Matrix is that we can populate the Common Data Matrix from existing initiatives or initiatives that have already taken place within our organization. So when we had conversations around a specific type of data, who are the people that we went to in the different parts of the organization? And we can write names into the Common Data Matrix. It doesn't mean that we need to go out and tap them on the shoulder and tell them, hey, you're a steward of this data. We just need to know who they are so that when there's a change or there's an update or there's any reason at all to communicate with these people or to let them know that this data is now included within the warehouse. Whatever the purpose may be, documenting who to find it produces and uses it across the organization can be extremely valuable to those individuals that ask the question. How will they want to use the governance metadata? And again, to be a silly question, where are they going to want it? They're going to want it when they're defining the data, when they're producing and using the data. When they have questions about the data, they need to know who they need to go to to get the information, to get the answers that they want or the answers that they need in order to do their specific job. So when will they want or when will they need the governance metadata? Well, I hope some of you will maybe answer those questions. Again, I haven't been after you to do that with each of the different questions, but I'd be really curious, either through an email or whatever means you have, to let me know how you answer these who, what, why, where, when, and hows in regards to governance metadata in your organization. But it seems to be a silly question as to when will they want it? They want to have access to it whenever you can make that information available to them. And the next question becomes where will they go to get it? I'll talk about that in a second. So here we're talking about when will these people need governance metadata? This diagram right here is something that I call a governance activity matrix. And by governance activity matrix, I mean we're cross-referencing what the steps of an activity are with the different roles that we've defined as part of our operating model or framework for governance within our organization. And the truth is, when are they going to want the metadata? They're going to want it during each of these steps of this specific activity. So this specific activity has to do with the certification process for data to get into either a master data solution or into a data warehouse or wherever you're taking the data. So we're certifying data. These are the steps that we follow. These are the specific steps that we follow. And then they want to know who they need to get involved at any point in time within the process. So another example, and I know some of these are hard to read. This is an example of an organization that put governance in place to help them to restructure the data in their data warehouse. So again, here are the steps that they follow to restructure or to structure the data for the restructure of the data for their data warehouse. And these are the different roles associated with the governance program. And these are specific activities that these individuals participate in as part of this step and as part of this step. And again, this becomes metadata as well. Governance metadata that says not only do we need to know who the people are in the organization but what they do and what the end result is. What are some of the resulting things that come from involving the appropriate people at the appropriate time in any of the initiatives that we talk about, whether it's certification, whether it's classification, whether it's resolving issues, whether it is any type of process in place that we apply governance to. Again, another example, and this kind of, again, is even harder to read, but again what it did is it took the roles and responsibilities of the program with the different steps to take in the activities and as I circle these things, that's when they're going to want to know this information about the metadata, about the data that's being governed across the organization. How will we deliver the governance metadata to these individuals that need it to do their job? Well, we need to really take advantage of any tools that we have available to us. If we have a metadata repository or a business cluster or a data dictionary or a governance software, and there's a lot of different types of governance software, some that do better jobs than others managing this information about who does what with data across the organization, a data governance homepage. I've seen a lot of organizations who have taken this common data matrix tool that doesn't cost you anything to implement within your organization and made it available to people through the governance homepage. So again, you want to identify, well, where will they want to go to get this information? How will they want to go about getting that information? How can we deliver it to them? And when will it be most effective to them? Take a look at the tools that you have in the organization and recognize that a lot of the information that's stored in those tools is the regular data metadata that we talked about if we have the ability to be able to extend some of these tools to include the who part of the question. And I suggest that we do that. We start to collect who the stewards are, who the domain stewards are, who the partners are that are associated with this data up to the organization. Where will they have access to governance metadata? So again, I'm listing a whole bunch of different tools that they use as part of their job, whether it's the dashboards or through ad hoc reports, hand or distributed reports. Again, whatever tools they're using to access the data, if they have questions about the people that are associated with this data or if we're going to make a change, who are we going to impact across the organization? That may come up in any of these types of initiatives where we're delivering dashboards ad hoc reports, hand reports, and so on and so forth to people within our organization. So basically, what have we talked about here today? We've talked about governance metadata versus technical data metadata and how governance metadata is more associated with the people that define produced and used data across the organization. We talked about the metadata as being an enabler for success. We talked about the seven questions for the day. There were two questions as to who cares and who has responsibility for the metadata, what metadata they need, why do they need it, when, where, how, all of those types of things become a very important piece of information. We talked about some tools and templates very quickly here in this hour. Well, how can we go about collecting this information? And what I want to do is I want to spend the rest of the short amount of time that we have left answering questions that people have. But before we do that again, I wanted to share with you the information about the upcoming webinars, the governing data big and small, come one, come all, and how do we manage data governance expectations. But at this point, Shannon, if you're with us here, what I'd like to do is address any of the questions that people may have about this webinar presentation. And of course, the most popular question that we get that comes in is always whether or not people will get the copy of the slides and just sort of reminder that within two business days. So for this webinar by end of day Monday, I will send out a follow-up email with links to the slides, the recording of the session, and anything else requested. And we've got some questions coming in already. And I just want to start, Bob, with a comment, because I do love professional controversy, of course. It's just the way we move forward in an industry. Of course. I know you do too. So when you were discussing definitions, a comment came in that said, sorry, but metadata is not about data, it is the description of the data. Just want to know your thoughts on that. And everyone else in the pending, feel free to give your opinion as well in the chat section. I want to hear their questions. And so it is, the industry definition is data about data, but I've kind of extended that definition to go even further. And that definition includes the people that are involved with the data. If we don't know who the appropriate people are to bring into conversations or to get involved in solving a problem, or to make aware of an issue, associated with the data or a change to a regulatory role, we're really making a mistake. We really need to capture and collect that information. So the description of the data, yeah, that's metadata because it's data about the data, but we also want to talk about the people that are associated with the data. That also becomes metadata. So I guess beauty is in the eye of the beholder. And so it really depends on what your definition of metadata is. And if you don't consider governance metadata to be metadata, I'd love to have that conversation with you and try to kind of persuade you to think about metadata, perhaps in a non-traditional sense. So we always love controversy. And I'm not sure that was as controversy as it sounded initially, but hopefully I answered that question for you. Yeah. Definitely not, but it's a good discussion and I appreciate the comment. I appreciate your answer. So moving on to the next question, the question is, I'm hearing from experts that metadata governance and master data governance are two different governance. So data governance and metadata governance falls within the same point. Well, I mean, there's master data governance. If you want to call it that, it's really just data governance of master data, just like in the next month's webinar, I'm going to talk about big data and big data governance, and is there really such a thing as big data governance or is it just governance applied to big data? So I would say that master data governance and big data governance and data warehouse governance and all the, I'm sorry, big data, metadata and master data, metadata, that they are all very specifically about the data itself. And what I'm trying to do a little bit through this presentation is enlighten people to the idea that governance metadata may be just a little bit different than the traditional types of metadata that we think of data today and that are written about in a lot of the governance books, or I'm sorry, in a lot of the metadata books. It really has to do with relating the data to the people of the organization, again, that have responsibility for defining and producing and using that data across the organization. So I would say we could throw all of that metadata into the same pond, but back to the controversial issue. Some of it's just more descriptive of the data itself. The governance metadata ends up being the data about the people and that becomes very important in order to implement governance in your organization. It becomes very important to know who has responsibility for this data across the organization. So I guess yes, it all falls into the same pond, but it comes from different places. So therefore, it needs to be managed just a little bit differently. Who is responsible in preparing the data dictionary? Who is responsible? That's a good question. It differs across the organization, but oftentimes, it seems as though the people in the information technology or in the business process planning areas, they may have responsibility for delivering a glossary or for a data dictionary. But if we deliver those tools without getting input from the people in the business areas, I think we're making a big mistake. That's where you get a lot of these, what I refer to as cheeseburger definitions, a burger with cheese, a student address is the address of a student. It doesn't really describe anything more than just the words that are used to define the piece of data itself. So in a lot of organizations, it's really got to be a combination of people in IT or people that are in a data service as part of the organization but in cooperation with the business people because we're going to add more value to this metadata if we get the business people involved in validating the definitions, validating the descriptions, validating who does what with data across the organization. So I would say the easiest answer to that question is everybody. We need everybody involved, although somebody has to be responsible for providing the tool. That is an experience that typically comes from the IT part of the organization. And Bob, I'm afraid that's all we have time for today. There's some great questions coming in but one of the great things about this particular webinar series is Bob will take the time to write out the answers to the questions. So if you have additional questions, keep them coming in and we'll get you answers in the follow-up email. Again, that will go out by end of day Monday with links to the slides and the recording. And Bob, thank you so much. This is another great presentation and thank you everybody for your incredible interaction with the presentation as well. I always love it when attendees get involved. So I hope everyone has a great day and Bob, thank you. Thank you very much and thank you everybody who participated in this session. Take care now.