Understanding the Basics of Data Mesh and its Impact on Data Governance

In the rapidly evolving landscape of data management, a term has emerged that is simultaneously intriguing and confusing: Data Mesh. If you find yourself puzzled by this concept and its implications for, you're not alone.

Many of us in the data realm have been grappling with the question: what exactly is a Data Mesh, and how does it impact our approach to Data Governance?

Imagine encountering a new client who casually drops the bombshell that they're embarking on a Data Mesh journey and expect you to oversee Data Governance for it. Panic might set in, as you realize that while you've heard of Data Mesh, you're not entirely certain how it impacts Data Governance.

In this blog, we'll dive into the basics of Data Mesh and explore its intersection with Data Governance.

Unravelling the Mystery of Data Mesh

Data Mesh isn't just another technological marvel, like the migration of data to the cloud that prompted a flurry of questions about Data Governance changes a few years ago. Data Mesh concept encompasses more than a fresh technology stack or a novel infrastructure. It's about a distributed architecture that breaks away from the traditional data warehouse or lake model. Instead, it envisions data as a decentralised resource, accessible through various APIs and systems.

The crux lies in the shift in mindset that Data Mesh demands. It's not just about IT delivering solutions; it's a cultural change that invites all stakeholders to think differently about data ownership and accessibility.

While previous data warehouses and lakes could operate without airtight Data Governance (albeit suboptimally), the same isn't true for Data Mesh. It hinges on a cultural revolution where data becomes the shared asset of the entire business, requiring robust governance to maintain its integrity and usability.

The Democratisation of Data: Introducing Data Products

At the heart of Data Mesh lies a fundamental shift in how we perceive data's value and accessibility. The term "democratisation of data" is more than a catchy phrase; it's a philosophy that shapes how we approach data products. Data products aren't massive data dumps; they're finely curated, bite-sized datasets that hold value on their own. These products are designed to be easily accessible and usable by a wide range of users across the organisation.

The concept of a data product may sound straightforward, but its implementation requires careful consideration. Not all data is meant to be a data product. The criteria for turning data into a data product hinge on its accessibility, understandability, discoverability, interoperability, and trustworthiness. By adhering to these principles, organisations can ensure that their data products are valuable, usable, and ultimately contribute to the democratisation of data.

Adapting Data Governance for Data Mesh

As we explore the intricacies of Data Mesh, the question of Data Governance looms larger. How does Data Governance need to evolve to accommodate this new paradigm? The first step is acknowledging that a one-size-fits-all Data Governance framework won't suffice. While a standardised framework can offer inspiration, each organisation's unique culture and challenges necessitate a tailored approach.

Roles and responsibilities play a pivotal role in Data Governance, and Data Mesh introduces some new players. The introduction of data product owners and data product development teams raises questions about the role of traditional data owners and data stewards. The evolution of Data Governance in the Data Mesh era involves reconciling these roles, ensuring that data ownership and stewardship align with the demands of democratised, decentralised data.

In conclusion, the confluence of Data Mesh and Data Governance represents a transformational shift in how we manage and utilise data. Data Mesh isn't just about technology; it's a cultural and architectural evolution that necessitates rethinking our Data Governance strategies. By embracing the democratisation of data and adapting our governance practices, we can navigate the complexities of Data Mesh and harness its potential for enhanced data usability and value.

Stay tuned for my next blog, where I'll delve deeper into the practical implications of Data Mesh on Data Governance and share valuable insights for successfully navigating this dynamic landscape.

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Data Governance Interview with Sophie Turner

Sophie is a Junior Data Governance Analyst at Penguin Random House UK. After graduating with a Law degree in 2018 she worked in Information Security Governance, Risk and Compliance before pivoting into Data Governance earlier this year. In this new position, Sophie is responsible for delivering Data Governance best practices across the business.

How long have you been working in Data Governance?

I’ve been in Data Governance since the beginning of June. Before this I worked in Information Security Governance and Awareness roles and I can already see how the same skillset is applicable in this new world of governance.

Some people view Data Governance as an unusual career choice, would you mind sharing how you got into this area of work?

I had been working at Penguin Random House for 2 years when the opportunity in the Data Governance team came up – I’d been completing an apprenticeship in data analytics which had sparked a new love for data, and was very lucky to have Rupal, the previous Head of Data Governance, as my mentor through the internal mentorship scheme. When the role came up it seemed like the perfect fit to blend my existing experience with my new interest in all things data.

What characteristics do you have that make you successful at Data Governance and why?

My most useful characteristic is my endless curiosity – one of my favourite parts of this role is the opportunity to speak to so many people across the business and learn about what they do. This helps me to understand their data and strategic priorities, as well as how they fit together with the help of effective Data Governance. People love to talk to you about what they do, especially if you’re willing to help them with it! The key is to make sure you’re then relating your Data Governance priorities to their passions and strategy.

It’s also great to be curious about the different learning opportunities a Data Governance career path brings. I enjoyed developing my change management skillset when I completed the APMG Change Management Practitioner qualification last year, and I’m now focused on the more technical aspects of data management.

Are there any particular books or resources that you would recommend as useful support for those starting out in Data Governance?

I had the opportunity to take part in Nicola’s training when I first started this new role, and it was a great way to immerse myself in the world of Data Governance.

What is the biggest challenge you have ever faced in a Data Governance implementation?

A challenging part of working in a governance role is the need to continually explain the benefits of what you do – we are often asking people to add more to their to do list, so they rightfully want to understand why! This is where effective communication and change management strategies work hand in hand with Data Governance initiatives. As you continue to deliver consistent messaging, you build a support network in the business who can then drive your message further and add their own success stories.

Is there a company or industry you would particularly like to help implement Data Governance for and why?

I love working in a creative industry – I have a particular interest in helping colleagues understand how we can bring data analysis to the creative process, and the importance of Data Governance to support this. 

What single piece of advice would you give someone just starting out in Data Governance?

My best advice would be to listen – to the colleagues in your team and your stakeholders in the business. Being a trusted ‘sounding board’ about their role, data issues or any day-to-day problems helps you piece together a cohesive view of your organisation and allows you to identify where Data Governance can aid in resolving genuine business issues. You’ll soon see that many people are facing the same problems, and it’s a great way to bring people together to work on your Data Governance initiatives.

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Don't forget if you have any questions you’d like covered in future videos or blogs please email me - questions@nicolaaskham.com.

Or, if you’d like to know more about how I can help you and your organisation

How to Certify a Report through Data Governance: Importance and Best Practices.

Trusted data is the cornerstone of effective decision-making. It underpins an organization's ability to operate efficiently, mitigate risks, comply with regulations, and gain a competitive edge. Without trustworthy data, decisions are made in a state of uncertainty, which can lead to suboptimal outcomes and missed opportunities.

However, as reports grow in both quantity and complexity, ensuring data governance becomes paramount. Certifying a report is a crucial step in affirming the accuracy, dependability, and security of the information it contains. This article delves into the process of report certification through data governance, emphasizing its role in preserving data integrity and enabling well-informed decision-making.

Table of Contents

• Introduction

• Understanding Data Governance

• The Significance of Certifying Reports

• Best Practices for Certifying Reports

  • Report Ownership and Stewardship

  • Clearly Defined Business Terms

  • Understanding Data Lineage and Provenance

  • Establishing Data Quality Standards

  • Ensuring Data Security Measures

• Regular Auditing and Compliance Checks

• Training and Educating Staff

• Tools and Technologies for Report Certification

• Conclusion

• FAQs

Introduction

As organizations rely heavily on data to drive business decisions, it is essential to ensure the quality, accuracy, and reliability of the data. Certifying reports for data governance provides a structured approach to validate data integrity and maintain a high level of trust in the information presented. In this article, we will explore the concept of data governance, discuss the importance of certifying reports, and outline best practices to follow for effective report certification.

Understanding Data Governance

Data governance is the system of decision rights and responsibilities for information-related processes that ensure that data is used in a way that supports the organization’s goals and objectives. It involves defining policies, processes, and procedures to ensure data quality and compliance. Effective data governance ensures that data is accurate, consistent, accessible, and understood throughout its lifecycle.

The Significance of Certifying Reports

Certifying reports is an integral part of data governance. When reports are certified, it means they have undergone a thorough review and validation process to ensure their accuracy and reliability. Certifying reports provides several benefits, including:

·       Data Integrity: Certifying reports helps maintain the integrity of data by ensuring that it is accurate, complete, and consistent. It helps identify and rectify any errors or discrepancies in the data.

·       Informed Decision-Making: Certified reports provide decision-makers with reliable and trustworthy information, enabling them to make well-informed decisions based on accurate insights.

·       Compliance and Regulatory Requirements: Certifying reports helps organizations comply with industry regulations and data protection laws. It ensures that data is handled  in accordance with legal requirements.

·       Increased Stakeholder Confidence: Certified reports instil confidence in stakeholders, including customers, partners, and investors. It demonstrates the organization’s commitment to data quality and governance.

Best Practices for Certifying Reports

To ensure effective report certification and data governance, organizations should follow these best practices:

Report Ownership and Stewardship

Effective data governance begins with clear ownership and stewardship of reports. Designate individuals or teams responsible for the accuracy and reliability of specific reports. These owners should ensure that reports are regularly reviewed and certified.

Clearly Defined Business Terms

Consistency in terminology is crucial for to ensure consistent reporting. Clearly define and document business terms used in reports to avoid confusion and misinterpretation. A shared business glossary can facilitate this process.

Understanding Data Lineage

Data lineage is a fundamental component of data management and governance that contributes significantly to the certification of reports. It ensures data transparency, compliance, quality, and effective communication, all of which are essential in delivering accurate and reliable reports to support informed decision-making within an organization.

Establishing Data Quality Standards

Define and establish clear data quality standards that align with business objectives. These standards should include guidelines for data accuracy, completeness, consistency, and timeliness to provide a level of confidence in the data sets feeding each report.

Regular Auditing and Compliance Checks

Conduct regular audits and compliance checks to ensure that data governance policies and procedures are being followed effectively. This helps identify areas for improvement and ensures ongoing adherence to data governance standards.

Training and Educating Staff

Provide comprehensive training and education to staff members on data governance principles, practices, and their role in delivering trusted analytics. This ensures that everyone understands their responsibilities and actively participates in the data governance process.

Tools and Technologies for Report Certification

Several tools and technologies can aid in certifying reports for data governance. These include:

·       Data Governance platform: A Data Governance Platform supports report certification by tracking data quality, tracking data lineage, automating workflows, facilitating collaboration, and providing the necessary tools and processes for maintaining the integrity and reliability of reports within an organization

·       Data Quality Management Systems: Software solutions that enable organizations to monitor, measure, and improve data quality across various systems and processes.

·       Data Validation Tools: Tools that automate the process of data validation, allowing organizations to quickly identify and rectify any data inconsistencies or errors.

·       Reporting and Analytics Platforms: Robust platforms that enable organizations to generate certified reports with built-in data governance features.

Conclusion

Certifying reports for data governance is crucial for maintaining data integrity, supporting informed decision-making, and complying with regulatory requirements. By following best practices, organizations can establish effective data governance frameworks, implement robust validation processes, and ensure the security and reliability of their data. Investing in tools and technologies designed for report certification further enhances data governance capabilities, streamlines the certification process, and facilitates efficient data management.

FAQs

What is the role of data governance in report certification?

Data governance ensures that reports undergo a thorough review and validation process, guaranteeing their accuracy, reliability, and compliance with data governance standards.

How does report certification benefit organizations?

Report certification enhances data integrity, supports informed decision-making, ensures regulatory compliance, and builds stakeholder confidence in an organization’s data quality and governance practices.

Are there any specific tools available for report certification?

Yes, several tools and technologies, such as data governance platforms, data quality management systems, data validation tools, data lineage solutions, and reporting platforms, aid in certifying reports for data governance.

How often should organizations perform audits and compliance checks?

Organizations should conduct regular audits and compliance checks to ensure ongoing adherence to data governance policies and identify areas for improvement.

How can organizations ensure staff members are knowledgeable about data governance?

By providing comprehensive training and education programs, organizations can ensure that staff members understand data governance principles, practices, and their role in maintaining data quality.

Gary Allemann has over twenty years’ experience in the delivery of data quality, data governance and master data management solutions, primarily in Africa. Follow Master Data Management on LinkedIn or subscribe to the Data Quality Matters blog

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I’m thrilled to invite Gary Allemann back to write another guest blog on an important topic. Keep your eyes peeled!

Don't forget if you have any questions you’d like covered in future videos or blogs please email me - questions@nicolaaskham.com.

Or, if you’d like to know more about how I can help you and your organisation

Data Governance Interview with Danielle Kelbrick

Danielle has worked in data for the last 6 years, primarily in Data Protection and now Data Governance. During this time, she has led various programmes including the creation of data processing registers, organisational-wide assurance programmes, and data mapping exercises.

Danielle is passionate about helping others (and organisations) achieve their goals using data, constantly aspiring to find a data utopia where she can kick back and relax. But in the meantime, taking a pragmatic approach to improving data one step at a time.

How long have you been working in Data Governance?

Officially, 7 months. However, the more I think about the other roles I have had in my career so far, the more I can see how they all includes small aspects of Data Governance that led me here. From risk assessing data for use in alternative dispute resolution, right the way up to using our data to improve processes when I worked as an Operations Improvement Consultant.

 I am currently working as a Data Governance Lead at the IOPC, responsible for the creation and delivery of our first data governance framework and the establishment of the new Data Quality Team.

Some people view Data Governance as an unusual career choice, would you mind sharing how you got into this area of work?

I have worked in Data Protection for the last 5 years; having held various roles from Information Rights Officer to Deputy DPO. So, I am no stranger to data management and having to operate within the confines of a complex legislative and regulatory minefield.

I am also passionate about the work that we do at the IOPC, spending the last 5 years working on Data Protection made me realise there are so many other opportunities for me to support the business in achieving its objectives. When the opportunity to lead the first Data Governance Team in the IOPC came up, I jumped at it. This was my change to lead a program of work to fix data issues at the root, focus on data quality, and create a data governance framework that will help us to achieve our wider organisational strategy.

What characteristics do you have that make you successful at Data Governance and why?

The skills and characteristics required to be successful, depend on where your data governance journey starts:

People and Communication: even if you are the first person in post as Data Governance lead, do not assume that data governance has not been happening in pockets around the organisation, find those areas and build on them!

I like to think of myself as being people focused – my role is to understand the needs of different teams and departments to ensure I can design data, processes, and governance around them. This is how you create advocates for your Data Governance programme. It is also impossible to overcommunicate the value that can be gained from effective Data Governance and Data Quality measures. My ability to communicate with others, build relationships and then collaborate is key to both areas.

Resilience: working in any data role requires resilience, particularly so in Data Governance. You will have conversations where your opinion is the least popular in the room. You need to be resilient enough to push back when people disagree with you, but also to bounce back if the business chooses not to follow your advice and know that it is not personal. Implementing Data Governance is a marathon, with the occasional hurdles thrown in and you need to prepare yourself for those hurdles. Working in Data Protection really helped me to develop my resilience and work through challenging situations.

Are there any books or resources that you would recommend as useful support for those starting out in Data Governance?

I am most definitely a reader, I could easily list a ton of books here that have helped me on my way, but I will keep it short.

1.    Data Means Business – Jason Foster & Barry Green

2.    The Chief Data Officers Playbook – Caroline Carruthers & Peter Jackson

3.    Managing Data Quality – Tim King & Julian Schwarzenbach

4.    Data Governance – Alison Holt

I have also spent a lot of time delving into DMBOK 2 ahead of my CDMP exam, this is a useful book to add to your tool kit.

If you are not much of a reader, I would recommend the following:

1.    The Data Governance Coach podcast – it is honestly like listening to a friend tell you all the things you needed to know, before you knew you needed it!

2.    Webinars – if you are on a budget, there are tons of free webinars out there where you can listen to experts in the field, and network with others who have been where you are.

What is the biggest challenge you have ever faced in a Data Governance implementation?

Honestly, the biggest challenge I have faced so far is learning to trust myself.

Being new to this field it is easy to focus on reading, attend training, take advice from experts, and for you to think they know everything. There is one thing that you will know better than anyone else, how your organisation operates.

Whatever Data Governance implementation you are planning, needs to work for your people and your organisation, this is where the theory becomes reality. It has taken quite a while for me to learn to trust myself when making decisions around implementation, especially where this moves away from what the industry standard is. I am sure I have a lot more learning to do, and that mistakes will be made. But my job is to apply my learning in the context of my organisation and use those mistakes to drive improvement.

Is there a company or industry you would particularly like to help implement Data Governance for and why?

For me, it is all about making a difference. I have always had a passion for the law so being able to do my small bit in improving the Police Complaints System is an incredible opportunity. I am proud of the work that we do everyday so in a way I am already exactly where I would want to be.

However, I also think you should always keep looking forward to the future and consider any development opportunities. In the future I would love to be able to do more work in the Policing/Legal system and work with other areas of the Civil Service.

What single piece of advice would you give someone just starting out in Data Governance?

Do not dive in and try to change or fix things on day one, take a step back, speak to other teams, and stakeholders, and meet with your senior leadership. Learn as much about your organisation as possible, then you can assess its data needs and the levels of data governance required. One size does not fit all!

Doing this will help you to avoid making change for change’s sake, it will allow you to target your knowledge and resources to the areas where it is likely to add the most value. This will also help the organisation to build trust and confidence in your team and highlight to the business how adding value in small iterative steps can lead to changes in the data culture of the whole organisation.

Is Data Governance Jargon Really Needed?

When it comes to Data Governance jargon there is so much out there but is it all really necessary?

If you have ever attended one of my The Six Principles for Successful Data Governance Masterclasses then you will know that there is a very lively Q&A section. I usually just answer these questions on the spot but some of them are such golden nuggets that it would be wasteful not to share them - and this one was one of them: Is Data Governance jargon really necessary?

When it comes to Data Governance jargon, there are indeed a lot of terms and acronyms and it can become overwhelming very quickly, especially for those who are new to the field.

Data Governance is full of jargon and terminology and the interesting thing about it is that it’s all subjective. Different people use different terms, or the same terms differently, and this is usually because of the culture within a particular organisation.

Most are guilty of operating within silos, and it’s not until people move from organisation to organisation that they realise just how much jargon there really is out there. The way the various terms are applied within organisations can vary their meaning. And that’s ok - but you should also be wary of it.

It’s important to make sure you fully understand the meaning of the terminologies within the context of the organisation that you are working with so that there are no crossed wires. Don’t make assumptions about the meanings of particular terms - and if you are ever in doubt, then ask!

When and why to be wary

Data Governance takes a long time, and particularly in the early phases, it takes quite a lot of effort. Therefore, it is understandable that people look for ways to quicken this process up. One of the ways I am often asked if this can be done is by fast-tracking the creation of items like a data glossary by using standard definitions.

However, it’s not a part of the process that can be skipped or glossed over, so to speak. Part of the reason for this is that organisations, even those within the same industry, very rarely use the same terminologies in exactly the same way.

This means there is no bank of standard definitions to pick and choose from; what works for one client, will very rarely work for the next. Only by creating your own data glossary can you be sure that everyone fully understands how your organisation uses the terms and the definitions for them.

When jargon goes wrong in practice

The best way to explain why is to give you a real-life example of a conversation I recently had with a client.

This particular client had been making slow but steady progress with their Data Governance initiative and they had decided to bring forward some target dates for the completion of certain tasks, and to help with this they appointed a project manager. This had happened in between my visits and so when I next visited, I had a conversation with the new project manager, and it went a bit like this:

He said: ‘We've got to get the data glossary built sooner than agreed before and therefore we've got to find a better way of completing the data glossary than getting the data stewards to draft it and the data owners to approve the definitions.’

And naturally, I said: ‘Well, I can't think of a faster way that would be successful that I've seen to date.’

He replied: ‘We've got a really good idea. There's a chap that's joined that department over there. He has just come from another company in the same industry. He's got some time spare, and we've given him the fields that we need to be defined.’

I replied: ‘But if he is new to this company, he doesn't know what this organisation means by those terms.’

And the project manager said: ‘But they are standard terms used in the industry.’

Unfortunately, as I predicted, it was not fine. This team member spent quite a lot of time completing the definitions but when we shared these with the data owners and the data stewards there was a lot of confusion and back-and-forth about various terms and what they mean in different contexts. It turns out that the different companies were using the same terms differently and the attempt to fast-track the activity had backfired and wasted everyone’s time!

Jargon doesn’t just vary from industry to industry

In my experience, where I have worked with multiple clients in the same industry, it is very rare for people to use the same jargon in the same way.

Many organisations think they use terminology in the same way, but when they start comparing - mainly when people move between companies like in our example - there are always subtleties and sometimes it is even more than a subtle difference.

I would love to say that this would be a great way to fast-track the creation of a data glossary and that a bank of standard definitions is the answer to all your prayers, but I'm afraid it's probably more likely to result in confusion.

In our example, it also doubled the workload and prolonged the creation of the data glossary. It also risks disengaging your data owners and data stewards; therefore, I would advise avoiding that approach if you can. Sometimes it is better to take the long road for a better outcome.

When preparing for this blog I thought I would reach out to my data peers and get their thoughts on how important, or not important, Data Governance jargon is.

Some interesting answers were received (see here) with mixed reviews as to whether Data Governance jargon should be used and if so, how important it is.

The majority of answers were in agreement that jargon can make things much more complicated and that it should be simplified so that business users can understand it better, whilst others were of the opinion of strictly no jargon at all, as it was felt it was a highly contributing factor to the lack of buy-in from senior stakeholders.

Another interesting suggestion was that jargon was not the issue as all specialisms use jargon and the focus should be placed on outcomes.

The key takeaway that seemed to resonate throughout was that interoperability was the important thing to consider when building a dominant governance framework and not so much jargon.

What do you think? Is Data Governance Jargon Really Needed? Let me know in the comments below.

Make sure you’re signed up to my next The Six Principles for Successful Data Governance Masterclass. It’s a free online event that will answer your initial questions about Data Governance and share the six principles that underpin all successful Data Governance initiatives. Find out more here.

Don't forget if you have any questions you’d like covered in future videos or blogs please email me - questions@nicolaaskham.com.

Or, if you’d like to know more about how I can help you and your organisation then please book a call using the button below.

The First Six Months of Your New Data Governance Initiative

If you’re considering starting a Data Governance initiative, you may be wondering what the first six months of work might look like - and that is a very good question because it is challenging… and even though I have done it many times before, sometimes it still surprises me exactly how involved and challenging those first few months can be!

Here I am going to set out roughly what you should expect when on your Data Governance journey – but please remember, this is just a guide based on my many years of experience, every organisation and therefore every Data Governance initiative is different.

Managing expectations

The first thing I was you to remember is that data governance is all about cultural change and therefore you're probably not going to get things within your organisation moving very quickly and one of the very first things you need to do is manage the expectations of whomever you're reporting to and what you're trying to do.

Six months down the line you're not going to have a fully embedded data governance framework, but you will have designed and begun the implementation process.

Early Days

It's important they understand why your company is doing Data Governance, and why your role is being created, because once you understand those drivers it makes it much easier to engage with and sell your Data Governance initiative to senior stakeholders. This is what you will spend some of the first month of your journey doing – establishing and selling your ‘why’.

What we’re talking about is speaking to senior people within your organisation and talking to each individual to understand what their challenges are, what their views on data at your company, what challenges have they got.

Use their feedback to build your framework and work out which bits of Data Governance you need in place and establish which parts you are going to focus on first. So, once you've designed something, the next stage is to start socialising it with the senior stakeholders and get them to really buy into it and let them think that they've helped shape it and their input into it, because it’s going to address the issues they’ve brought to your attention around data.

Once you’ve done that then you need to try and get them engaged and explain to them that it's not going to be quick - you've not got a magic wand that you're going to wave… but you're going to be able to try and put in place some frameworks and processes and roles and responsibilities that should ease the pains of some of those challenges.

Next Steps

In the next stages of your Data Governance journey, you are going to start fleshing out some of those roles and responsibilities and perhaps even start working on a data glossary. This is another great way to ensure team members and senior stakeholders feel engaged in the process, as you’ll need their input to flesh out these things to ensure everyone within the organisation is singing from the same hymn-sheet.

Appointing the wrong people to key roles can cause the wheels to come off any well thought out initiative pretty quickly. So, getting the basics right and the most effective and suitable team in place from the outset will stand you in good stead for successful data governance implementation. In order to appoint the most appropriate people to these roles, it is important to understand what they involve and what their responsibilities will be.

From the top to the bottom of an organisation, it is crucial to your data governance initiative that you identify fit and proper people to take on each of these important roles and that they also understand what role each other plays in the big picture.

Again, getting the basics right and the most effective and suitable team in place from the outset will stand you in good stead for successful data governance implementation.

Now, this blog is titled ‘What to Expect in the first SIX months of your Data Governance initiative’ and you are probably wondering why the creation of these things would take up such a large chunk of time and it is understandable that people look for ways to quicken this process up. One of the ways I am often asked if this can be done is by fast-tracking the creation of items like a data glossary by using standard definitions.

However, it’s not a part of the process that can be skipped or glossed over, so to speak. Part of the reason for this is that organisations, even those within the same industry, very rarely use the same terminologies in exactly the same way. This means there is no bank of standard definitions to pick and choose from; what works for one will very rarely work for the next. Only by creating your own data glossary can you be sure that everyone fully understands the definitions within it.

Moving On

The next step may possibly be to implement a data quality issue resolution process because whilst you're doing the initial engagement, maybe creating conceptual data models, people will be starting to tell you anecdotes - their data quality horror stories - and this is a great time to start identifying where some of your biggest quality issues lie and begin logging which of them need investigating and fixing.

You're not going to solve everything in six months, but at the very least, I would start logging issue and once I've designed my process for investigating and resolving them, I would roll the process out on a phased basis for key consumers of data first.

Full Circle

You may not feel like this is very much to have achieved in six months, but trust me, from my years of experience I can assure you it is. And to bring you full circle, please remember – you MUST manage both you and your organisations expectations when it comes to the early phases of implementing your Data Governance initiative.

You're dealing with people and organisational change. It's going to take time and don't underestimate the amount of energy and effort it will take. I think a lot of people just assume that they can sit at their desk, design a framework, send it out and people will start doing things.

It takes a huge amount of effort and energy and preparation. It's a standing joke that my husband believes that what I do is go to meetings! In reality what I'm doing is meeting people and trying to influence them to change their behaviours - and I'm not going to do that sitting at my desk sending out emails.

At the end of six months, if you can have designed your data governance framework perhaps created a some conceptual data models and use that to identify and agree data owners, you'll be doing really well.

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Don't forget if you have any questions you’d like covered in future videos or blogs please email me - questions@nicolaaskham.com.

Or if you would like to know more about how I can help you and your organisation then please book a call using the button below.

Data Management Disciplines - Separate Specialities or Better Together?

In today's data-driven world, organisations face the challenge of managing vast amounts of their biggest asset – data. And with so many different data disciplines, and different data teams within an organisation being responsible for such an important asset, it’s no surprise that sometimes the lines of who is responsible for what and how teams work together can get blurred.

In order to understand where Data Governance fits and how we can work together, we must first understand what Data Governance is, and more crucially, what it is not…

What is Data Governance?

Data Governance is a collection of processes, roles, standards, and metrics that ensure the effective and efficient use of information in enabling an organisation to achieve its goals. It establishes the processes and responsibilities that ensure the quality and security of the data used across a business or organisation. Data Governance defines who can take what action, upon what data, in what situations, using what methods.

A well-crafted Data Governance approach is fundamental for any organisation that works with data, and will explain how your business benefits from consistent, common processes and responsibilities. Business drivers highlight what data needs to be carefully controlled with your Data Governance Framework and the benefits expected from this effort.

Data Governance ensures that roles related to data are clearly defined, and that responsibility and accountability are agreed upon across the enterprise. A well-planned Data Governance framework covers strategic, tactical, and operational roles and responsibilities.

What Data Governance is not

Data Governance is frequently confused with other closely related terms and concepts, including data management and master data management – but it is neither of these things.

Data management refers to the management of the full data lifecycle needs of an organisation. Data Governance is the core component of data management, tying together nine other disciplines, such as data quality, reference and master data management, data security, database operations, metadata management, and data warehousing.

Master Data Management (MDM) focuses on identifying an organisation's key entities and then improving the quality of this data. However, there is no successful MDM without proper governance. For example, a Data Governance program will define the master data models (what is the definition of a customer, a product, etc.), detail the retention policies for data, and define roles and responsibilities for data authoring, data curation, and access.

So how does Data Governance interact with other disciplines?

Data quality is a fundamental aspect of effective data management. Data Governance provides the necessary structure and oversight to establish data quality standards, define data quality metrics, and monitor data quality throughout its lifecycle. By collaborating with data quality management, Data Governance ensures that data is accurate, reliable, and fit for purpose, ultimately enabling better decision-making and reducing operational risks.

By aligning data integration and ETL processes with Data Governance principles, organisations can avoid data silos, improve data accessibility, and promote a unified view of data across the enterprise and by integrating Data Governance with MDM, organisations can establish data ownership, resolve data conflicts, and ensure data consistency across systems, thereby enabling accurate reporting, streamlined processes, and enhanced decision-making.

Collaboration between Data Governance and data privacy/security disciplines allows organisations to identify and classify sensitive data, define access controls, and monitor compliance with data protection regulations. By working together, Data Governance and data privacy/security disciplines help safeguard data assets, mitigate risks, and maintain stakeholder trust.

 Better Together

Data Governance stands as a crucial bridge between various data management disciplines. By collaborating with data quality management, data integration, metadata management, master data management, and data privacy/security, Data Governance ensures the consistency, integrity, and security of an organisation’s data. This collaborative approach establishes a robust data management framework that enhances data-driven decision-making, mitigates risks, and drives organisational success.

Embracing the collaboration between Data Governance and other data management disciplines is imperative for organisations aiming to derive the maximum value from their data assets in today's data-centric landscape.

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Don't forget if you have any questions you’d like covered in future videos or blogs please email me - questions@nicolaaskham.com.

Or, if you’d like to know more about how I can help you and your organisation with implementing a Data Glossary, Data Catalogue or other data needs then please book a call using the button below.

The 7 Potential Benefits of Having a Data Glossary or Data Catalogue

Is harnessing the power of a Data Glossary or Data Catalogue the key to unlocking the true potential of your data endeavours?

In today's data-driven world, businesses and organisations are constantly generating and dealing with vast amounts of data. This deluge of information can be overwhelming, making it challenging for employees to understand and utilise the data effectively, often leading to confusion and inefficiency.

While it may feel like a bit of a time and monetary investment, the implementation of a Data Glossary or Data Catalogue can significantly enhance an organisation's data management capabilities, leading to improved efficiency, better decision-making, and enhanced collaboration, allowing the true potential of the data to be unlocked.

Sadly, a lot of organisations implement a Data Glossary or Data Catalogue as “best practice” as part of a Data Governance initiative without really understanding the value you can get from having one.  So what are these benefits you can achieve?

Listed below are those that I have seen my clients achieve over the years:

1. Enhanced Communication and Efficiency

One of the key advantages of having a Data Glossary or Data Catalogue is the ease of communication it brings. Everyday actions like responding to enquiries become straightforward, with a simple reference to the glossary or catalogue to make sure that you use the correct data. This saves time and effort, as employees no longer have to spend significant portions of their work hours searching for data.

By providing a centralised repository of all available datasets with detailed descriptions, users can quickly identify the data they need without wasting time searching through various sources, leading to increased productivity and reduced operational costs.

2. Clarity and Consistency in Data Terminology

In the modern business landscape, confusion around data terminology is a common issue. Different departments might use varying terms for the same data elements, leading to misunderstandings and inconsistencies. With a Data Glossary or Catalogue, everyone within the organisation can adhere to uniform data definitions and understand the context in which specific terms are used. This promotes a data-literate culture, wherein employees are better equipped to comprehend data, ask meaningful questions, and draw accurate insights.

3. Improved Data Quality

A Data Glossary or Data Catalogue also acts as a repository for metadata, providing essential information about each dataset, including its source and quality metrics. By maintaining a comprehensive record of data lineage and quality assessments, data users can assess the reliability of the data they are working with. This, in turn, helps improve data quality as potential issues are identified and addressed promptly.

4. Enhanced Compliance

Data governance is crucial for ensuring compliance with many regulatory requirements. A well-organised Data Glossary or Data Catalogue can help meet regulatory requirements. It enables data stewards and administrators to monitor and ensure that sensitive data is appropriately handled and regulations are adhered to.

While Data Governance and Data Protection are not the same thing, with increasing data privacy regulations, such as GDPR and CCPA, organisations must respond to Subject Access Requests (SARs) promptly and accurately. SARs involve providing individuals with information about the personal data the organisation holds about them and how it is being processed. A Data Catalogue simplifies this process by providing a comprehensive inventory of data assets and their locations. Identifying the data relevant to a specific request becomes much easier and faster, saving time and avoiding potential legal complications.

5. Empowering Data-Driven Decision Making

Data is a valuable asset, and understanding its value is essential for making informed business decisions. Data Glossaries and Data Catalogues support data analysts by providing a detailed understanding of available datasets and their context. This knowledge enables analysts to perform more accurate and meaningful data analysis, leading to better-informed decision-making.

6. Facilitating Data Collaboration and Knowledge Sharing

In organisations with diverse teams and departments, data collaboration is vital for achieving meaningful insights. A Data Glossary or Data Catalogue encourages knowledge sharing by facilitating communication and collaboration among data users. The tool becomes a hub for exchanging ideas, insights, and best practices related to data analysis, fostering a data-driven culture throughout the organisation. 

7. Streamlined Onboarding and Training

In all organisations, data plays a crucial role, but new employees often face a steep learning curve when it comes to understanding the complex data landscape. A well-maintained Data Glossary or Data Catalogue simplifies the onboarding process by offering a comprehensive overview of data assets, reducing the time required for new hires to get up to speed and start contributing effectively.

The benefits of implementing a Data Glossary or Data Catalogue are clear: enhanced data understanding, communication and efficiency, data quality, and decision-making. As data continues to grow in volume and complexity, having a robust data governance strategy that includes a Data Glossary or Data Catalogue becomes more critical than ever. By investing in these tools, businesses can harness the full potential of their data, gaining a competitive advantage in today's fast-paced and data-centric landscape.

What do you think? Are you already benefitting from a Data Glossary or Data Catalogue, or do you think your organisation should think about implementing one? Let me know in the comments below.

Don't forget if you have any questions you’d like covered in future videos or blogs please email me - questions@nicolaaskham.com.

Or, if you’d like to know more about how I can help you and your organisation with implementing a Data Glossary, Data Catalogue or other data needs then please book a call using the button below.