Implementing Agile Data Governance

Tami Flowers
Director, Governance Solutions
MetaGovernance Solutions, LLC
Data Governance Winter
Conference – Nov 2016

 Tami Flowers
 Director, Governance Solutions at MetaGovernance
 PMI-PMP, PMI-ACP, and Certified Scrum Master
 Agile Coach
MetaGovernance Solutions LLC. All Rights Reserved. 2016
Developer
Project
Manager
Enterprise
Architect
Agile Coach
Data
Governance
Consultant

 Commonalities of all Agile/Lean flavors and how they apply to
Data Governance.
 How to break down and execute the Data Governance roadmap
via projects.
 How to integrate Data Governance with project teams.
 How to write governance stories, including real world examples.
 A few minutes on the topic
 An “experience”
 Debrief/Reflection

 Write your answer to the following questions on sticky notes.
One answer per note. As many answers as you wish.
 What are you hoping to learn today?
 What specific questions are you hoping get answered today?
 Discuss amongst your team. Group like answers together.

Data
Governance
Organization
Data Management
Functions
Projects
Agile Data
Governance

Executives
Business & Technical
Members
Stewards/analysts/architects/
administrators/engineers
Consumers
Data Governance Council
(DGC)
Data Governance
Steering Committee
(DGSC)
Data Stewardship
Teams (virtual)
• Establish & train DGC members
• Agree on Data Governance roadmap
• Determine members & empower DGSC
• Define Data Governance policy
• Meet on recurring basis
• Receive training and education
• Execute DG roadmap
• Define DG communication plan
• Select & empower stewardship teams
• Define roles and responsibilities
• Define charter
• Meet on recurring basis
• Technical and Business Members
• Receive training and education
• Execute DG roadmap
• Business Members
• Receive training and
education
End Users

Executives
Business & Technical
Members
Stewards/analysts/architects/
administrators/engineers
Consumers
Data Governance Council
(DGC)
Data Governance
Steering Committee
(DGSC)
Data Stewardship
Teams (virtual)
• Lead and promote program
• Empower DGSC
• Arbitrate data related issues, as needed
• Execute DG communication plan
• Define data management policies, procedures
and standards
• Approve stakeholders, and sources and use of
data per subject area
• Approve and oversee corrective actions
• Technical and Business Members
• Implement policies, procedures,
standards and controls
• Define stakeholders, and sources and
use of data per subject area
• Identify and report data issues
• Corrective action input & execution
• Corrective action status reporting
• Business Members that
consume and use data
• Identify and report data
issues
End
Users

We are uncovering better ways of developing software by doing it and helping others
do it. Through this work we have come to value:
Individuals and interactions over Processes and tools
Working software over Comprehensive documentation
Customer collaboration over Contract negotiation
Responding to change over Following a plan
That is, while there is value in the items on the right, we value the items on the left
more.
In February 2001, 17 software developers met at the Snowbird resort in Utah to discuss lightweight development methods.
They published the Manifesto for Agile Software Development.

 Our highest priority is to satisfy the customer
through early and continuous delivery
of valuable software governance and governance
processes.
 Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage.
 Deliver working software governance frequently, from
a
couple of weeks to a couple of months, with a
preference to the shorter timescale.
 Business people and developers must work
together daily throughout the project.
 Build projects governance around motivated
individuals. Give them the environment and support
they need, and trust them to get the job done.

 The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.
 Working software (and sustainable) governance is the
primary measure of progress.
 Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.
 Continuous attention to technical excellence
and good design enhances agility.
 Simplicity--the art of maximizing the amount
of work not done--is essential.
 The best architectures, requirements, and designs
emerge from self-organizing teams.
 At regular intervals, the team reflects on how
to become more effective, then tunes and adjusts
its behavior accordingly.

Eliminate
Waste
Empower
the Team
Deliver
Fast
Optimize
the Whole
Build
Quality In
Defer
Decisions
Amplify
Learning

 Capture the work
 Make it visible
 Minimally Viable Product
(MVP)
 Engage the
owner/customer/
stakeholders
 Have owner prioritize the
work
 Work on the highest
priority work first
 Iterate
 Continually retrospect
and improve

Agile Practice/Lean
Principle
Eliminate
Waste
Empower
theTeam
Deliver
Fast
Optimize
theWhole
Build
Qualityin
Defer
Decisions
Amplify
Learning
Teams make decisions
Just in time planning
Retrospectives
Frequent iterations
Validate/approve as we
go
Involve the business
stakeholders

 Agile isn’t a silver bullet that will magically fix everything
 New, unexpected challenges will occur
 Teamwork
 Soft skills
 Growing pains
 Will surface ineffective processes
 Will surface under-performing team members

 Data Governance isn’t a silver bullet that will be easy to
quickly implement
 Must include the business
 Must be added to existing processes to be successful
 Lots of training and education is needed
 Executive support is critical
 Data governance framework must be in place
 Will uncover data issues that some don’t want uncovered

Data
Strategy
Data
Governance
Roadmap
Operational
Data
Governance

 Identify components that should go into a Data Governance
Roadmap
 Which of these do you need for any and every project?

 What types of projects need governance?

Operational Data Governance
(recurring)
EDW Content Specific Data Governance
- Identify subject area(s)
- Determine DG stakeholder roles
- Associate and define business attributes
- Define system of record
- Populate governance metadata
- Define DG controls for compliance and
operational efficiency
- Define DQ standards and measures
- Define DQ metrics
- Define other needed controls and standards
- Implement automated DG controls
- Implement DQ standards
- Implement automated metric capture
- Create project-related reports and dashboards
- Create DQ reports and dashboards
- Incorporate DG control results, metrics and DQ
measures into DG framework and workflow
- Identify, document, research data issues and
recommend corrective actions
- Implement approved corrective actions
Data Governance Roadmap (SAMPLE)
Q4
2016
Q1
2017
Q2
2017
Q3
2017
Q4
2017

 Stories
 As a <role> I want <what> so that <business value>
 If not a story, include data governance as acceptance criteria in
stories
 As an accountant, I want current balances for loans, so that I can
complete daily reporting
 All data elements are defined in the business dictionary
 Data profiling of the balances occurs when loading into the EDW
 An automated control is added so the current balance is automatically
reconciled between the G/L and Loan System

 Identify what is needed to add governance to a project.
 What 2-3 items are the highest priority?
 Project: bring new data source in to a data warehouse
 Needs: Ensure all registered stakeholders and their data
governance roles are known. Identify and define business
attributes. Profile data for potential issues.

 Identify stakeholders
 Identify source(s) of data for report
 Ensure business definitions exist
 Is there protected data on the report?
 What is the retention of the report?
 How frequently should the report be delivered?
 What calculations are required?
 Define SLAs
 Id other key metadata around report – use, purpose, audience
 What is the quality of the source(s) – profiling, metadata of the source
 What security and access is needed?

 Identify data quality dimensions and thresholds
 Identify archiving and data retention needs
 Classify the data for visibility and security
 Identify data stewards
 Establish profiling and cleansing rules
 Establish SLAs with the provider
 Identify legal aspects, regulatory impacts
 Identify restrictions on the data, permissible use
 Evaluate risk involved with data
 Determine requirements to match to master or reference data; identity attributes
 Determine upwards and downward impacts to business processes
 Configuration management; hardware/software needed, documentation
 Define metadata, definitions, associations.

 Increased communication and visibility
 Increased teamwork
 More frequent delivery of business value
 Implement governance on high priority items first, show
success, move on…continuous improvement

 Use retrospectives to make your process better
 It’s ok to add just 1 or 2 new things at a time
 Get help if you need it, lots of resources and experts are out
there
 Mentoring and coaching will be critical

 There isn’t one definition of Agile; all companies tend to do it
differently. That’s ok. Make it what works best for your
organization.
 If you are setting up governance for the first time, get the
framework in place first. Then determine low hanging fruit,
such as data quality issues, and implement governance starting
there.
 Data Governance MUST involve the business; it can’t just be
an IT focus.
 A lot of training and education is needed for governance.
 Data Governance must be added to existing processes and
procedures in order to give it teeth.
 SDLC
 Architecture reviews

 Appreciations
 Puzzles
 Complaints with recommendations
 Hopes and wishes
 New Information

 At end of each sprint/iteration
 What went well – keep doing
 What didn’t go well – stop doing
 What could go better – change it
 Entire team attends

 What went well
 What didn’t go well
 What could go better

 Mike Cohn – MountainGoatSoftware.com
 PMI-ACP Exam Prep – Mike Griffiths
 Johanna Rothman books: http://www.jrothman.com/books/
 The Human Side of Agile, Gil Broza
 Agile Retrospectives: Making Good Teams Great, Esther Derby and Diana Larsen
 Crucial Conversations, Kerry Patterson
 Crucial Confrontations, Kerry Patterson
 Influencer
 The Deadline: A Novel about Project Management, Tom DeMarco
 Teamwork is an Individual Skill, Christopher Avery
 Behind Closed Doors: Secrets of Great Management, Johanna Rothman and Esther Derby
 DGIQ presentations: Roberta, Maggie from GM

 Twitter: TamiLFlowers
 LinkedIn: Tami Flowers
 Email: tflowers@metagovernance.com
 Slideshare: www.slideshare.nettamiflowers
 www.metagovernance.com (blog)
 Blog for DataVersity
 Thanks!

Implementing Agile Data Governance

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