The Data Governance Office is a collective representation of all of the tasks/groups within the Data Governance structure – both Stewards and Stakeholders included. The Data Governance Office aims to bring the departments together with the goal of identifying, either proactively or reactively, certain data issues and resolve them with the help of the Data Stakeholders.
Some of the responsibilities of the DGO (Data Government Office) include:
- Standardize processes and methods to align with the corporate culture of the organization
- Identify a point-of-contact from each department that is affected, either directly or indirectly, by the data that is being standardized
- Build the Data Stewardship council
- Communicate effectively with the different lines of business within an organizational structure
- Monitors trends and drivers and report them to the departments concerned
- Counter-check existing policies and procedures being carried out to the stakeholders
- Collect metrics and best practices and reports them to the departments concerned
- Provide communication updates to all departments concerned, including the Stakeholder council
- Come up with activities that will help ensure cohesiveness within departments
- Show the relevance of Data Governance in relation to the organization as a whole
- Keep a list/spreadsheet/database of all Data Governance issues
On the other hand, there are small scale companies that do not employ the use of a Formal DGO framework. What they have is one that is relatively similar in concept, but is much smaller in terms of staffing. These are your jack-of-all-trade Data Analysts and Data Architects. However, for as long as tasks and responsibilities are aligned, it is not so much of a big deal if a formal DGO structure is not utilized.
Rules and standards are the basis for any data-related decisions. Data governance acknowledges accountabilities as those that can directly affect the daily processes as well as those of the software development life cycle (SDLC) of the organization. Likewise, the degree of accountabilities, especially in terms of compliance, is in accordance to the set rules, regulations and standards as well as those data-related decisions.
It is never easy to identify non-compliance as well as distributing tasks for compliance activities to different groups or participants in the program. As stressed in the previous articles, compliance is very important for any program, but is particularly important to Data Governance as it is a core area DG focuses on. Compliance is very important in Data Governance because it needs collaboration of efforts from different participants on the program to monitor and maintain such compliance. Hence, it can only be said as complete only when you act to comply with the rules, controlling compliance, record such compliance and provide a strong proof of compliance.
Sadly, most individual managers have a hard time fulfilling all these requirements of compliance and they cannot have their own process or ways when it comes to interpreting these requirements. To solve this problem, companies create a core group whose sole duty and responsibility is to create these requirements and then inform and relay these requirements to the different stakeholders. With this, requirements for compliance should be well defined and clear. Companies can also seek the help and assistance from Data Governance in shaping these requirements for data-related accountabilities and liabilities. Lastly, companies should have and follow strict protocols when it comes to these data-related accountabilities.