 Hello and welcome. My name is Shannon Kemp and I'm the Chief Digital Manager at Data Diversity. We'd like to thank you for joining the current installment of the Monthly Data Diversity Webinar Series, Real World Data Governance, with Bob Siner. Today, Bob will be joined by Mark Lynch from IBM to talk about staying non-invasive in your data governance approach. Just a couple of points to get us started due to a 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 by the Q&A in the bottom right-hand corner. 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 community.datavoc.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 turn it over to Mark for a word from our sponsor, IBM. Mark, hello and welcome. Thanks very much, Shannon. I will go ahead and share my screen here. Well, good afternoon or good morning, everyone. And again, my name is Mark Lynch. I'm from IBM. I am on the North American Unified Governance and Data Integration Team. Just wanted to take a few minutes to share with you what we see going on in the data governance space today and the challenges we all face and the exciting things that are happening. It's cliche, I know, but I always like to start these discussions with just a reminder of why we all do what we do. And this goes back to, well, decades when I was in college and taking some computer classes, it was the adage, garbage in, garbage out. And that has not changed. We like to think that the people are focusing on data quality, but the fact is, I know we all experience it daily that still if garbage goes in, garbage comes out. So just to level set the starting point, we like to kind of put a graphic up to remind us all of that. At IBM, we find that a lot of clients struggle with developing a data strategy. And managing data requires a data strategy that is directly connected to achieving strategic objectives. Governance is, of course, a huge part of that strategy. And there can be many drivers of it. In the past, probably the most typical was some sort of compliance effort. Today, you know, GDPR, the California Compliance Law, CCPA, many states are adopting them. Those kind of bring it to the surface via some sort of regulatory action or just approach or maybe clients are being proactive to say, we want to comply with these, you know, with these regulations. In the past few years, you know, clients realized this was a, organizations realized this was a significant investment. And they wanted to capitalize on that. So there's been more of a focus of governance for insights, giving access to various data consumers of, have data in one place where it can be dependent on and trusted. These efforts have been, in many cases, manually intensive. They take a long time. And there are pressure on those of us in working in this space to show value to our various organizations. So the governance for insights, something has to happen to make it so we can prove value and show that we're adding to that bottom line to the profitability of our organizations or the success of our organizations. To do this, we feel like it's a real simple term. You want to develop business-ready data. And it simply means getting data to the right people, to the right place, and at the right time. We all know the challenges in delivering business-ready data, though. If you look at the left part of this, the left-hand part of this slide, it talks about data integration, data quality, and governance all on an enterprise level. So it's a matter of finding where that data is and moving it to the right place and then providing it to the data citizens who now are many different personas that we deal with on a daily basis. They could be in business areas, financial and marketing analysts, data scientists, certainly huge needs for data, but also accountants, our finance folks, many data citizens that we are trying to provide data to but want to have access to data fast. So the efforts become very siloed, very segregated, and IT and governance knows that a lot of times the data is not of the best quality when it's being wrangled in various areas in a very siloed fashion. So we feel that on an end-to-end solution is what's required, including data data integration, quality, governance, and consumption to create and deliver business-ready data on a single platform or an integrated platform to our data consumers. Gartner Group has talked about this and you'll see at the bottom of this slide there's a research note that came out last July and it was entitled Building Data Lake Successfully. They talked about how an end-to-end solution is required across, again, integration, quality, and governance to give the data consumers exactly what they need. I'm not going to read all of these quotes to you but you see in this article it talks about why an end-to-end solution with integrated components is essential. There's various statistics everyone can provide showing what efforts are expended in preparing data versus actually utilizing it for gaining insights. But this is a slide I like and it just kind of illustrates 80 percent of the time for so many clients who are us is spent in data preparation. Very few iterations at a given project, very few chances to analyze the data. Months turn into quarters, there are delays, very few outcomes, very few successful projects. But with business-ready data at the foundation you'll see quicker iterations cut down considerably on the time it takes to provide your data consumers with data and you'll have analytics and AI that would be we'd like to say augmented intelligence at a scale and at scale and speed. Today everyone's talking about an AI strategy and how to get to that but really if we can't eliminate some of the roadblocks of the past with what it takes to wrangle data what it takes to get it to a trusted state we won't we won't achieve AI infusion that we'd like to. So IBM has created a new team recently and it's called Data Ops. It functions much like DevOps teams of the past in that it brings agility to a process of looking at data and trying to provide it to the consumers. This team will help with things like assessments of where you are in the process, design thinking workshops, it utilizes some of our exercises that we've done in the Watson technology process where we bring clients into data garages and ideate as we would say for a day and just brainstorm and talk about what they're trying to achieve. The left hand part of this slide has our ladder to AI as we like to call it. It goes through a few steps that it takes to get to a situation where AI is actually infused in your organization and today with data governance we're talking about the organized stage and that just means as you see as you move over to the right hand part of the slide the various platforms the hybrid environments that we're all operating on data platforms need to have a unified governance applied to all of them. Again an end-to-end solution and this will allow looking at things like automated data curation, metadata ingestion, and actually providing consumers with self-services. Now this doesn't mean that the entire data governance process can be automated and unattended by human that could never happen but this is machine and man or woman working together to automate those functions that are kind of labor-intensive right now where there can be repetitive and where AI makes sense in using this. You'll ultimately get to a business-ready state and that's what we're trying to do provide our data consumers with quality data that they can know is trusted. IBM is also pleased to introduce the Watson Knowledge Catalog into our traditional portfolio of governance products. With our latest release we've now introduced Watson Technology those things that provide the data personas or the various users with a stellar interface. In the past as many of you know our tooling's been maybe a little bit technical a little bit complicated for the typical business or data citizen to use and so we've now introduced Watson Technology to this very excited about it if you happen to see it if you're at one of the various conferences we're at stop by and see our new technology we're very pleased to show you. So business-ready data will only happen if businesses or the data consumers are engaged. I know when I was in the business area prior to joining IBM if data governance folks came at me with a very invasive approach I gave them as much as I needed to just to comply and it wasn't a collaboration. I know Bob's going to talk today about a collaboration and how we can have non-invasive governance and that will add that will allow us to have business-ready data but more importantly it will allow the data governance efforts that we're all undertaking to add value to our organizations. Appreciate these few minutes my contact information is available on the slide there please contact me anytime. I'd love to discuss your where you are on the data governance journey and you're if you want any any more information about what IBM offers I'd be happy to provide that. Thank you and Shannon I'll turn it back over to you. Mark thank you so much for this great presentation and just so you know Mark will be joining us in the Q&A portion at the end of the webinar so you have any additional questions feel free to submit them in the bottom right hand corner in the Q&A section and so let me introduce to you our speaker for today 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 give the floor to Bob to talk about one of his big specialties non-invasive data governance. Bob hello and welcome. Thank you very much Shannon thank you very much Mark for your interesting presentation that you provided and the way that you ended the presentation is really perfect. I mean it is that people need to have business ready data for their for their organizations and there's a lot of different approaches or at least several approaches to data governance. I suggest that organizations consider staying non-invasive in their approach so today we're going to be talking about how to stay non-invasive in your data governance approach in your organization. Before I get started there's a couple items that I wanted to share with you. As you know I do the real world data governance series. Next month I'll be talking about building your own data governance tools so what types of tools and templates can we create that are going to add value to our organization. I talk a lot about non-invasive data governance and there's a book that I wrote on it published almost five years ago now that's please go take a look if you're interested in more information about non-invasive data governance. I also have a couple learning plans that are available through the Data Diversity Training Center. One that focuses on data governance, one that focuses on metadata governance as well. Shannon mentioned the newsletter there's KIK consulting. I would be remiss if I didn't mention that I will be speaking at the Data Architecture Summit in Chicago. That's one of Dataversities big events that's taking place in a couple of weeks. I'll also be at Data Governance Vision in December and I just learned that I will also be speaking at the Enterprise Data World event that's going to be taking place in San Diego in the first quarter of next year so I hope to see you there. So I always get started by talking about well what are the things that I'm going to present about today and the first thing I'm going to do is I'm going to share with you a data governance framework and we're going to talk about using that framework and there's a lot of different frameworks that are available but I'm going to complete the framework in a way that I consider to be non-invasive and you might want to consider looking at the framework and figuring out a way to make it as as acceptable to the people within your organization as possible. Then I'm going to talk about the three different approaches to data governance. I call them the command and control approach, the traditional approach, and then the non-invasive approach and then I'm going to share with you how it might be possible to kind of create a hybrid model and to use different aspects of the different approaches depending on what's going to be accepted within your organization, within the work culture, to get that business ready data that Mark spoke about at the beginning of the session today. Then I'm going to talk about how to sell data governance as something that you're already doing within your organization. That's one of the core tenets of non-invasive data governance is to look to see what people are doing and to expand on what they're doing and help them to understand the role they play in managing data in the organization. Then we'll talk about finally using the non-invasive approach to win friends and to influence people within your organization. So the first question is, and the first thing that I said I was going to talk about is a framework for data governance. The question often comes up, well why do we need a data governance framework for our organization? Typically there's really two primary things that we're trying to get across within a framework and those are what are the core components? What are the key activities, the key focal points some organizations call it the key themes that you need to address for data governance? Then we want to take a look at those different themes and components from different perspectives. I learned that from John Zachman when he created the Zachman framework for enterprise architecture he talked about the who's what's why's when's where's and how's of the organization but the key thing stuck with me about that was he looked at it from the different perspectives of the organization. So I'll share with you what different levels really need to be addressed as part of your looking at each of those components to successfully implement governance within your organization. We also create frameworks because we need a tool that will help us to make certain that we are addressing each of those core components at each of the different levels. So we want to make certain that we know how we're going to communicate to executives but then again also how are we going to communicate to the stewards of the organization. It may not be the same way in fact it's typically not the same way you have much less time when you're meeting with the executives. You want to make certain that you're addressing things like communications from the different perspectives. So that's an example where the perspectives really play a big role in the in a framework to data governance. And then I'm going to share with you a version of the tool that was completed that really demonstrates what it means to be non-invasive in the approach and then we'll talk about how the information that you're going to complete within the framework how that can be evolving and how you might want to use that within your organization. So without further ado here is the framework that I'm talking about and if you look at it across the top we've got some things that are very important to the successful implementation of a governance program. And down the left hand side we're focusing on the executive level all the way down to the support level of the organization. And when it comes down to it we need to really address what goes into each of in every one of those blocks that intersect between the levels and the role and the components that are listed above. And so the first thing that we want to do is we want to identify what are those core components that we need to address as part of our framework even before we start thinking about how we're going to complete this in a non-invasive way. And from my experience actually if you attended a webinar several years ago I had a different version of the framework where I hadn't added the data column. The data column is really instrumental to the framework we need to understand what data the executives need in order to properly to complete their job function all the way down to the operational folks and what they're doing on a day-to-day basis. So I included data into the framework. The roles and responsibilities are the backbone of a successful data governance program. People talk about data governance councils and stewards and data owners and what's the role of IT and the executives. We need to define different roles so that's certainly one of the core components of the successful data governance program. The processes of which you are governing are really important as well because governance by itself isn't going to do much unless it's applied somehow some way. A lot of organizations create racy charts or governance activity matrices to talk about the processes and who's going to get involved when and how. That aligns perfectly with what Mark said about we need to know who does what when they're going to do it how they're going to do it. That all needs to be documented within those processes. Communications is critical. A lot of organizations will tell you that communications are 90% of the game when it comes to data governance. We need to communicate effectively so we'll talk about communication from the different perspectives metrics how are we going to measure the program and then certainly the tools tools that we can create internally like the ones that I'm going to share in the webinar next month or the ones that you can acquire from IBM and other companies that provide data governance tools in the market. Also then as part of the framework I want to discuss the different perspectives there's the executives there's the highest level of the organization that we know we're not going to engage day to day with our data governance program but they need to support sponsor and understand what the heck it is that we're doing so we need to have the executives engaged to a certain extent but we know that they're not going to have time to to run the program we just want to make sure that they're informed of what they need to be informed of all the way down to the support level of the organization the IT group the legal group the audit group and all those different functions that are really supporting the organization actually they're already doing governance in a lot of ways we just need to recognize who they are and call them out and then the balance of the framework basically focuses on looking at each of those core components by each of the levels that we just talked about so data by level roles by level all of the different core components of a successful data governance program as they would be viewed by the different people within the organization all the way again as I said before from the executives all the way down to the data stewards and the people that are performing daily work functions defining producing and using data within the organization so back to the framework so this is again is the empty framework and I really call this a just a data governance framework because you could put anything that you want into those blocks but if we're going to talk about it from a non-invasive perspective I wanted to share this with you and there is information on tdan about the framework we've done other webinars about the non-invasive data governance framework where we've gone block by block and talked about well what do we need to consider when it comes to processes that are going to be understood by our executive level of our organization just as an example just picking off one so it's really important to define your framework in such a way that it could be general to as to whether or not you want to take the command and control you know assigning people into new roles you know take that approach or take a non-invasive approach which says you know what you're already doing this we need to find ways to be able to help you to better help the organization to govern and to manage our data so one example that I wanted to dissect here for a second was the roles column because again I talked about earlier the fact that the roles are really a core backbone piece of a data governance program and if you look at it we need to consider what are the roles going to be from each of the different levels or each of the different perspectives of the organization and so when you go across from executive and down roles you see we talk about the leadership and the steering committee or at the strategic level we're talking about a data governance council at a tactical level the data owners or the people that have knowledge about domains or subject areas of data down to the operational and the support roles of the organization and if you've attended my webinars in the past this diagram is probably something that's very familiar to you and if you look at it it basically imitates the framework down the right hand side it goes from the executive level to the strategic level to the tactical operational and the support level and I will be spending the whole or at least a half of a day at Enterprise Data World talking about a complete set of roles and responsibilities when it comes to data governance I could talk to this slide for the whole session I'm not going to do that here but what I wanted to point out was that how the roles and responsibilities plug into the framework that you're defining for your data governance program and so let's take a look at the communications column there's differences in the ways that we communicate with the different levels of the organization you know what is important from the executive perspective we need them to support sponsor and understand what the heck it is we're doing when we're implementing data governance and in fact I typically list that as the very first best practice is that if we don't have executive support sponsorship and most importantly understanding of what it is we're doing that our data governance program is going to be at risk you know and if you look down the additional items in the communication column you can see at a strategic level with the council we want to report status we want to evaluate things we want them to help us to prioritize things so you can fill in the framework in a way that makes sense to your organization hopefully keeping the idea of staying non-invasive as prevalent as possible in the in the approach that you're taking to data governance and then the data governance communication tool that I've shared in the past looks like this I'm going to blow it up here in a minute so you can see it a little bit closer but the point of this is that there's orientation communications that needs to take to place to all the different roles and responsibilities that we've defined within our organization within data governance within our organization and then there's the onboarding when we're going to start getting people engaged and asking them to do things we can fill out a list of different things that we need to do as far as onboarding communication is concerned and the truth is somebody needs to take care of that somebody needs to complete that information and often that's the job of the data governance office or the data governance administrator is to make certain that you have those tools and templates and you have those artifacts and things that will communicate effectively with the different levels of different people across the organization and then there's the ongoing communication so using a tool or a template like this helps you to even dissect the framework a little bit further and to address your communications specifically based on the different perspectives that we shared and so I'm blowing up a piece of the picture here so you can see that under each of the roles that are defined it says support it says tactical it says operational so we want to make sure that we're covering this aspect of what we are doing as well so the framework again becomes a very important tool for us to make certain that we're setting up all the appropriate components of a successful governance program but we're doing it from all the different perspectives and stakeholders of people in the organization that care about care about the the different components the different things that we're talking about so now I want to switch gears here for a second and talk about three different approaches and what the different approaches what are some of the differences between the approaches and oftentimes I just referred to them as I did before the command and control you will do this approach people are busy people will have day jobs people have day jobs and night jobs for some organizations but the fact is just to be told you're going to do it is very invasive is very threatening to the work culture of the organization the second approach I talk about is the traditional approach and I oftentimes refer to that as being the the field of dreams approach and the line from the field of dreams is if you build it they will come so to take a traditional approach today of governance is to set up a program and expect that people in the organization are going to fit into the roles and do the things that they they want to not invasive takes a different approach and it says you know you may already be doing some of these things let's identify who's doing what so that we can formalize accountability for data rather than handing it to people as something new but so the thing is that those three different approaches they all have the same goals they're all focusing on the same things it's just the approach that's different how you are considering this within your organization that really makes up the approach but we're all looking to improve data quality improve the understanding of the data how well it's protected you know we want to make better use of the data things that Mark referred to earlier on in this session we want to transform the organization to becoming a data-centric organization one of the key things that we need to do in order to do that is to implement governance or to formalize accountability for how people are managing data in the organization so what I mentioned was there's three really three different approaches the command and control approach the traditional approach to data governance and the non-invasive approach to data governance that I suggest because it seems to be the most practical and pragmatic way of adopting data governance into your organization in fact I created a framework comparison chart just like I had created the framework itself and if you look at this you can see I take the command and control the traditional and the non-invasive approaches and lay them out across the top and then I took those core components that were at the top of the framework and put them down the left side and what I want to do is I want to highlight some things for you for example in the roles in the command and control approach people are signed into the new responsibility in traditional approach people are identified into roles oh we we think that this person will be the best steward so we're going to to make them the steward for this data but in the non-invasive approach we're going to recognize what people already do and a good example of that would be in a university or higher ed setup where you've got the registrar's office that's responsible for student data well it would make sense that we would recognize that and that we would have the key data owners or data subject matter experts as being somebody from that office so that's just one way of being able to break down the differences here and go in the wrong direction let's see so command and control people are assigned they're given new levels of authority while in a traditional approach people are told that they have a new role and they're also given new levels of authority which feels more invasive or more threatening to what they are already are doing people aren't typically sitting around their time is occupied if not 100% you know something above 100% these days when companies are lean and mean and then there's the non-invasive approach where we really recognize people for their relationship to the data and then we help them to understand why that relationship to the data is important and we formalize the levels of authority that should already be in place within the organization so again just looking from the roles perspective there's a lot of different communications depending on the way that you select the approach that you select to implement governance within your organization just one more example from the comparison framework slide the difference in the communications in command and control you're told you will do this versus you should do this versus you know what you're already doing this let's see if we can find a way to to formalize what you're doing rather than make it feel as though we're handing you something that's brand new and so again the command and control approach governance is mandatory you will do this in the traditional approach it's important you should do this and then in the non-invasive approach it's based on people's their responsibility is based on their relationship to the data so the messaging truly is that you're already doing this within your organization so it might make sense for you to follow an entirely non-invasive approach or you might come from an environment where command and control is the only way that's going to work within your organization the fact is that you don't need to select a single approach in fact you can select the components of the approach that you like and focus on them and make some of them traditional make some of them command and control and even others non-invasive so we want to again use that approach comparison matrix and select the boxes from that matrix that really best represent what we need in order to succeed at our organization so again coming back to the matrix we potentially can pick things from different columns and so the answer to the question there of is there anything wrong with taking a hybrid approach a hybrid approach is no I mean there's actually you want to do what's going to give you the highest likelihood of success within your organization I prefer that or I would suggest that you take a strong look at the non-invasive approach as parts of that but if there's other things that make better sense to your organization by all means consider those and implement governance in a way that's going to be accepted and acceptable to people within your organization so again the command and control approach is very authoritative people will have to follow the approach it's strictly going to be coming from the top down and it's all about controlling the data and so if you use those words people are going to come to use those words and they're going to say that control they think that data governance is going to get in the way or it's going to interfere or it's going to take longer for us to get to the information that we need so the command and control approach is kind of in your face the iron fist we are going to do this and you are going to follow the law versus the traditional approach as I said before if you build it they will come the program is well-defined it's sold to management you've set up your counsel and you've clearly defined things that need to be defined but again you're hoping people are going to gravitate to it rather than handing it to them as something that's brand new or forcing it down their throat and saying hey I don't care that you're busy already you know 60 hours a week you've got to take this role on as well so that's much more invasive and I suggest staying to the non-invasive approach which is really there's less reason for the stewards to push back if they're using data that has to be that is classified in such a way that the handling of the data needs to be specific you need to hold specific data private then they don't have a choice of saying that they don't want to protect that data they are by the fact that they have that relationship to the data to data that must be held private they become a steward of that data they need to know the rules associated with that data they need to follow the rules and typically in organizations these days you need to be auditable when it comes to that how well do the stewards know the rules so ideally you can take each person at what their relationship is to the data and help them to become better stewards of that data rather than handing them new titles handing them new roles and making them feel like this is over and above the things that they're present presently doing and honestly the non-invasive approach is really hard for leadership to reject it in fact they may you may cause a couple curious looks when you go into them and tell them that hey we're already governing data we're just not doing it formally efficiently or effectively um they're going to look at you differently than if you come to them and say that data governance is something that's brand new if you say tell them that there's things that we can leverage they might think it's going to be hard for them to reject the idea of governing data that way and as i said before the stewardship is based on the relationships to the data um in this way in this manner with a non-invasive where we're looking for people's relationships to the data you have complete coverage of the organization you're not just having a specific group in the organization or a specific subject being governed if you can identify and recognize who all the people are that define produce and use data across the organization and help them to do it better that's non-invasive that's what we're trying to achieve here in making it feel or not making it feel like it's something that's over and above what people are presently doing so really the biggest difference between each of these three approach comes down to the stewards it comes down to we're going to assign versus identify versus recognizing people as stewards within the organization i can guarantee you that there's people in your organization that at least at some point had accountability for the data for data they defined produced or used so if you're looking at their relationships and you're formalizing accountability that way you don't have to designate each of them a steward heck everybody's a data steward and i've said that many times before the fact is potentially everybody in the organization is a data steward so the concept of selling data governance as something that we're already doing within the organization well let's look at the definition of non-invasive data governance that i've been using for years it is the practice of applying formal accountability and behavior like i was just talking about we're going to do it through non-invasive roles so we're not going to change people's title to what their roles are within the program we're going to apply governance to processes first and foremost and if we need to create new processes that's fine as well we're going to govern those as well but your organization probably wouldn't be where it is today if it didn't have at least decent levels of processes and procedures and standard operating procedures and those types of things you may find that there are some deficiencies to those but where i would start is by applying the roles and responsibilities to the the the existing steps of the process and making certain that everybody knows exactly what they need to do and the idea of non-invasive and or any form of governance is that we want to assure that the definition production and usage of data does all those things you know it's regulatory compliance like mark talked about security privacy protection and quality of data so we're going to apply governance but we're going to do it in such a way that people don't feel threatened by it really that's what data non-invasive describes or each of the approaches describe how we're going to apply governance to the organization and with non-invasive data governance the goal is always to be as transparent as supportive and as collaborative as possible in the way that we're setting up data governance so let's look at some additional ways to sell data governance is what we're already doing well i had written articles on key to hand want to talk about what you should tell management and what you shouldn't tell management and i'm going to summarize those here quickly for you the first thing is that we should do is we should tell our management that we're already governing data but we're doing it informally and there's ways that we can formalize what we're doing rather than making this feel like this is brand new to the organization we can improve our governance we don't necessarily need to spend a lot of money on data governance and in fact some people will say it shouldn't be called data governance it should be called people governance because we're governing people's behavior as it as associated to the data you know we don't necessarily need to spend a lot of money on it certainly tools will help to enable the success of our program but i've seen successful programs that don't have a data governance tool yet so we just need to start somewhere so so rest assure or get your management to the rest assured that there's already levels of governance that are taking place and we need to formalize them and they might be an effective way instead of trying to create something that's entirely top down and tells people that you know it doesn't matter what you're presently doing you need to do these things as well so what are some of the things that you shouldn't tell your management well the first thing you shouldn't tell them is that data governance is a huge challenge because honestly when it really comes down to it if you do it incrementally it's not a huge challenge if you can formalize people's accountability that already exists and help them to help the organization to get a better grip on their data then you don't need to spend a whole lot of money doing that so we can avoid selling it says a huge challenge our management will think of data governance in the way that we relate it to them if we sell it as a huge challenge that's the way they'll consider it if you go into them and say we're already governing data you might get them to sit forward in their chair and to listen to you and see what what do you mean by that how does that impact me and what we're trying to do here now emphasize the data governance is a people solution it's not a technical solution there are companies that buy tools first and then start trying to fit their program into the tool my suggestion is make certain you know what your requirements are before you go out and buy the technology tools to support you and as i said before it maybe it should be called people governance because it's people's behavior that's being governed and not the data and you can also emphasize to your management that data governance is an evolution it's not something that's necessarily going to work perfectly right out of the gate but it becomes an evolution and it's not a revolution to your organization you're going to learn by doing you're going to improve by assessing what you've done and looking for better ways or new ways to do things so one final note about selling when it comes down to it people will perceive data governance the way that it's explained to them and that includes everybody in your organization including your senior leadership so people like you and me we need to make certain that with the messages that we're sharing with people at the highest level of the organization it instills confidence in what data governance is doing rather than this level of new understanding not interest or non-interest we want to get them understand that we're doing this and that we can do it better that's why i suggest staying non-invasive in the way that you're implementing data governance within your organization the last subject i wanted to talk about was winning friends and influencing people and i just show a copy of the cover of the book because of the subtitle of the book and that is the path of least resistance and greatest success so in terms of least resistance you take the perspective that you're already governing data you recognize people into roles you apply governance instead of making everything a brand new process or having what we call a data governance process typically there's many any process typically could be considered a form of governance we're going to formalize accountability and really limit the the cost in order to achieve certain levels of success and in terms of the greater success piece of that statement you know this is a proven approach organizations have used it's very practical and pragmatic gives you a lot of opportunities to measure things in your organization as to where are we adding value to our organization so show value from a limited investment leverage existing forms of governance IT security data access authority those things are already forms of governance call them out as being forms of governance and that's why I say go to our management say we're already governing data but we're doing it haphazardly we can put more structure to what we're doing and so know the things to say to them and the things not to say to them that is some of my suggestions as to how you can win friends and influence people when it comes to to implementing your data governance program so in this in this webinar we've talked about a couple things again thank you to Mark Lynch from IBM we talked about the data governance framework we talked about the different approaches to governance considering the use of a hybrid approach and how we should sell this as something that we're already doing within our organization and lastly we talked about using the non-invasive approach to win friends and to influence people and with that I am going to turn it back over to Shannon to see if we have any questions today oh wait one more thing I plan to be in the diversity community after the webinar if you have questions I'll be there for a little bit after the webinar so I hope to see you there I love it thank you Bob and thank you Mark so much for these great presentations just to answer the most commonly asked questions just a reminder I will be sending a follow-up email for this webinar by end of day Monday with links to the slides links to the recording and anything else requested throughout diving in here Mark there was a question that came in right away from your presentation asking for a definition of data garbage data garbage would be data that lacks quality that that is incorrect in other words like you're looking at at some outcome and you see two versions of the truth which one is correct and which one isn't one obviously that got you to the incorrect version is there's some issue data quality likely and that was garbage in and then you got garbage out is that answer Shannon actually actually I think that picture that Mark had shared of the garbage is what the left thought I think he was mentioning data garage not data garbage so Mark maybe you can share what you meant by the data garage okay there were there were quite a few comments in the chat about our data garage technically it's a data ops garage but again it this is something that we have it's evolved from the Watson technology centers and it's a day workshop or it could be more than a day where you bring members of your team both from business and you know technical areas and it's you use our design meet with our design folks it's agenda is set obviously before you get there but the idea is that you're going to go through the process of solving a business problem it's not necessarily going to lead you to you know buying products or tooling it's going to talk about people process and technology and try to get you on a path of solving the business problem that that the group is facing more problems or challenges so I think the garage and the garbage both needed to be defined thank you yes thank you so um so additionally so can uh federate so by um getting into your presentation here can a federated data governance operating model be non-invasive and mark please join in at any moment with any of these questions yeah and so it's um federated um can certainly be non-invasive although certain roles may be a little bit more invasive than others I would think that it again all comes down to how you define your roles and responsibilities and how you're federating it across your organization so yes you can apply it but you may be choosing as I said more of a hybrid method for part some of the roles associated with federated yeah and and Bob there's a little confusion about federated versus non-invasive maybe to find the difference well you know I don't to be honest with you I don't work with too many clients that call it federated um it's almost as though and so just to give an example of one they were it was almost like self-service um data governance and they were such a large organization that they wanted to leave levels of authority off in different parts of the organization again I think that you know it depending on how you define federated um and and I don't have a necessarily clear definition mark can you um share with us what your thoughts are on federated data governance I guess I just in my head always think of federated as pushed out not a real technical term but but just that and I think the the organizations where I've seen at work is certain things on an enterprise level have to be centralized and then other things can be left as you just described Bob within um you know the various areas so it all depends on the level of governance you're talking about and whether it's something that you know crosses all domains and areas or not but still the truth is that you still have executives strategic tactical operational and support levels of your organization so for that reason the roles still need to take place whether you're pushing it out or you're centralizing it and bringing it in to one area yes I do I still feel as though federated can be represented within the framework that we shared and and for those the non-invasive approach is just really about getting buy-in regardless of what role or level you're in and again we find that buy-in will happen if you can prove value yep all right so how do you enable data stewards to reduce data rot redundant outdated and trivial through non-invasive data governance well that's interesting I've never heard of data rot spelled out that way give me those three words again redundant outdated and trivial so how do we get stewards so first of all there have to be rules associated with how long data has to be kept and some organizations these days if the data is trivial they're not even collecting the data because they need to focus on data that is non trivial data as uh as at least a focus um I find that you know they um the stewards need to know what the rules are and then at the tactical and the and the strategic levels as well there need to be rules or you les as to what data we want to keep around and and how it's there um the data becomes rot it becomes the data garbage that mark was talking about when there's no clear definition put to that data when people don't really understand the data and it's just sitting there and it's not being used so that's uh yeah I think stewards can play a big role in that mark anything you want to add to that no I think that's a good response thanks Bob and so um can you uh both of you I think a big question for both of you how can you provide a specific example of what a data governance tool is is it a technology is it a spreadsheet is it a process what's the data governance mark you want to hit that one first I mean you know at IBM we have many tools in our suite of products and we're you know it's we're um with the Watson the slide that I put up with our Watson knowledge catalog we're so excited about it we've just invested incredibly in the last two years at IBM in our tooling so I'd love to talk for an hour about our tooling but we find with clients that it's it's people process and technology so certainly the technology is the tooling it's what people have mentioned the catalog a data quality tool uh master data management all those things um but without the correct people in process in place they're going to be useless and you won't get anything out of them so um certainly tooling's important but it's one third of what one of my colleagues called the holy trinity okay the people process and technology well I I call it out in the framework for a specific reason and I agree with everything mark said but I add to that as well that a tool can be anything that you develop internally that can be used or potentially reused to assist in an effort so if you create a common data matrix a tool that I provide often as an inventory and accountability tool or you create the pyramid diagram that I use to describe to you the different roles or you create a communication matrix that says this is how and what we're going to communicate to the different people of the organization based on the different things that we're communicating I consider those all to be tools data dictionaries business glossaries those are all tools so even just having a formal process defined becomes a tool especially if you can then engage the appropriate people at the appropriate time so data governance tools could be any of these things um and and so you're going to get value from them um it just one thing to consider is that it's an investment and we don't want to make investments kind of willy nilly we want to make certain that we have requirements for what we're going to use these tools for they can add tremendous value the ones that mark talked about and those can add tremendous value to implementing an effective data governance program yeah bob I agree with you um great points and I think that's early on in the journey yeah anything you use spreadsheet anything you can do to get started but you will reach a point where you're going to be um looked at to say okay what are we getting from this and that's where you'll have to scale the efforts and that's where more more involved tooling has to has to be looked at yep yep all righty and if you have questions feel free to submit them in the bottom right hand corner of the screen um and you know there's a comment from the questioner saying I totally recognize that you can't have tools without people and policies it's you know very very understandable um let me comment just on that real quickly if I could so a policy is a tool and if you look in the framework if you look in the version of the framework that I shared that had under executive level and under the tools I believe that I had something about tools and directives and things like that so that is very good understanding these are all tools that we use we just don't always look at them as being tools all righty and there was a question here about uh getting access to the um matrix ease and such that you provide and I will definitely send that out in the follow-up email that will go out by end of day Monday as well um lots of comments going on in here there's uh everyone's pretty quiet on questions today I'm shocked usually it's so much busier yeah and that was because everyone was having fun with the uh the data garage that's true we're gonna have Jay Leno as our spokesperson that was a great idea I started thinking immediately of Lena's garage and yeah that came up that's a great idea and so I got a question for you Mark if that's okay uh the when you're talking about unified data governance maybe you can help people to understand what they mean I agree with how I don't not sure how you define it that's why I'm asking but the unified having the framework and following a consistent approach and how we implement it how we implement it become a big piece of that can you can you share with us um what your thoughts are on that yeah and we we recommend a similar framework um you know just looking at just various again the people process and technology but what we found even in our own sort of um suite of tools at IBM we everyone who approached uh you know whether it was metadata management or data quality it was it was done in very siloed ways and so those efforts weren't looked to be integrated even within our own you know and we're the so-called experts so you just want to make sure that as you work through the framework and the framework certainly helps you do that that wherever possible you're looking to integrate and leverage all aspects via you know the data catalog and how that interacts with your data quality efforts and um and that sort of thing does that answer the question Bob yeah it did thank you all right do you recommend a data enterprise data dictionary or glossary to drive common data understanding i'm not sure how you're going to do it otherwise actually you can have a metadata repository which could house both the dictionary and the glossary um yeah i i recommend that you that people understand the data that in order to improve the quality of the data that's going to come down to the definition of the data and that becomes the the data dictionaries for the different applications and data resources that you're documenting glossaries on the other hand you know those being more of a high level semantic understanding of the organization and what the organization does i i like to think of the idea of connecting the glossaries to the dictionaries so that once you give people to focus on the business terms that they can then dig down into the specific data and what does this data mean and what's it called so yes i do recommend recommend the dictionaries and the glossaries to improve the understanding of the data mark thoughts just that whatever effort you're undertaking and it sounds like this would be very early in the process make sure that it's tied to a business outcome that you're trying to solve a business problem and work from work that way and yes i agree with everything you said Bob but that's the only thing i would add is the starting point should be a business problem you're trying to solve yep you define data that is structured data elements well there's you know people use the term structured and unstructured data structured data typically there's a lot of conversation about this but structured data is basically the columns and the rows of of data in tables but the unstructured data oftentimes is considered content records information you know they don't people don't you know data can be in a lot of different formats the unstructured formats are not the ones that you can run a query or write a simple sql query again so i mean structured data is data that resides in your systems primarily and unstructured data would could be considered any type of data that is not structured yeah i would i would agree with that just think of your traditional databases as you said bob rose columns that's your structured emails pdfs that sort of thing is unstructured and in data governance today you're called on to um to govern both so it used to be just certain types of data but now it's any and all and that could include you know videos so right audios videos any anything that you know records that's a big upcoming topic those are all they all could be they have structure to them but people still tend to call them unstructured data and then they're semi-structured but we won't get into that well uh baba and mark thank you so much for these again for these great presentations that does bring us very close to the top of the hour here and thanks for our attendees for being so engaged in everything we do we just love it of course and again uh if you'd like to meet up with baba and or continue the conversation you can go to dataversity or community excuse me community dot dataversity dot net and just a reminder once again that i will send a follow-up email to all registrants by end of day monday with links to the slides links to the recording of the session uh and the bob's matrix season and so on and so forth and thanks ibm for sponsoring and helping to make all these happen thanks everybody thank you thanks everybody thanks mark thanks everyone thanks bub