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Data Governance Part III: Frameworks – Structure for Organizing Complexity

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Data Governance Part III: Frameworks – Structure for Organizing Complexity NASCIO: Representing Chief Information Officers of the States Data Governance Part III: Frameworks – Structure for Organizing Complexity Introduction frameworks and maturity models assist in describing the scope—both breadth and NASCIO has presented previous research depth—of an initiative. This holds true as briefs that introduce the subject of data well for data, information and knowledge governance, and emphasize the impor- management. tance of managing data and information assets as enterprise assets. Maturity models were presented that help describe the The Challenge journey state government must anticipate and plan. The challenge in state government is a history of state agencies operating fairly This research brief presents the concept of autonomously regarding processes and frameworks that will describe what consti- investment related to managing informa- May 2009 tutes a data governance program. The tion. In the decades of this history, focus will be on frameworks from the Data strategic intent, processes, organization, NASCIO Staff Contact: Management Association (DAMA), the information management, infrastructure, Eric Sweden Enterprise Architect Data Governance Institute (DGI), and IBM. technology, training, incentives and opera- [email protected] tions have been developed in a highly In general, frameworks assist in describing decentralized manner to meet the needs of major concepts and their interrelationships. state agencies independent of one anoth- Frameworks assist in organizing the er. As state government pursues an complexity of a subject. Frameworks facili- enterprise perspective in managing its data tate communications and discussion. All of and information assets, it will recognize a these descriptors apply as well to frame- disparity in data maturity levels within the works related to data governance. various lines of business, subject areas, Additionally, data governance frameworks knowledge bases, and even applications. NASCIO represents state chief assist in demonstrating how data gover- The emphasis in this series has been on information officers and infor- mation technology executives nance relates to other aspects of data state wide initiatives. However, it is impor- and managers from state management, data architecture, and enter- tant and prudent for state government to governments across the United prise architecture. look for examples, best practices, States. For more information visit www.nascio.org. standards, and processes that are currently Use of frameworks can assist state govern- working effectively within state agencies. Copyright © 2009 NASCIO All rights reserved ment in planning and executing on an This look must include evaluation of effective data governance initiative. They missteps and false starts that can provide 201 East Main Street, Suite 1405 Lexington, KY 40507 assist in achieving completeness in a valuable lessons so previous mistakes are Phone: (859) 514-9153 program. In any subject or discipline not repeated. An inspection of what’s Fax: (859) 514-9166 Email: [email protected] Data Governance Part III: Frameworks – Structure for Organizing Complexity NASCIO: Representing Chief Information Officers of the States already there can provide valuable input due to the vast complexities created by a into the state wide data governance history of independence, the greatest programs. barrier to collaborative work relationships is the inability to easily share information There has been progress in gaining an across agency boundaries. As new circum- enterprise perspective over the past decade. stances arrive that were never anticipated, Ten years ago a request for criminal history the ability for state government to work as information would most likely have met a single enterprise in meeting these new with a different response than it would circumstances is greatly hindered. These today. Today, the relevance of criminal circumstances were created during an era history information to hiring decisions, when collaboration was not promoted and education credentialing and custody was even discouraged. Now state govern- decision making is well understood. State ment is seriously challenged in its efforts government is designing and implement- to treat data and information assets as ing collaborative information exchanges enterprise assets. Before state government that entail all government lines of business can truly harvest the benefits of shared that historically did not share information. services, SOA, or cloud computing, it must Further discussion of the issues of informa- understand and properly manage its Enterprise tion sharing is presented in the NASCIO data/information. Information report “Perspectives - Government Management (EIM): Information Sharing: Calls to Action.”1 State governments are desperately An operational seeking ways to begin to manage their Examples of collaborative information information assets actively. The questions commitment to exchange partners include: justice and are myriad, but primary is the question of define, secure, homeland security; justice and public how to get started. NASCIO’s series on maintain and health; justice and environmental; trans- governance is intended to provide that improve the integrity portation and environmental; corrections guidance. First is the recognition that and efficiency of and healthcare providers. The recognition there is required governance or oversight of cross line of business collaborative that must be established which recognizes information assets information exchanges has created new the decision rights of all stakeholders. This across business demand and opportunities for more effec- has been described in the introductory boundaries, thus tive government decision making. It has research brief.3 achieving key objec- also brought to light the disparity in data tives of an terms, definitions, and implementations. Second is developing an understanding Now state government must develop its regarding the journey that must be antici- organization’s enter- capability for managing enterprise data pated to achieve a mature data prise information and information and that is where the governance capability. That journey was architecture strategy.2 disciplines of data and knowledge presented in the second in these series.4 Gartner management become relevant. Organizations in all sectors have recog- Now begins a process of examining the nized the necessity of viewing information building blocks of data and information as an enterprise asset as demonstrated by management. These include the concepts, the advent of Enterprise Information organization, and process that comprise Management (EIM) initiatives. information management or data management. Anticipating the need for Previous development of point solutions collaboration, common subject areas that and “silos of information” have created a are shared across state agencies will highly diversified portfolio of processes, eventually have to be identified. data assets, and technologies across state government. Today, it is recognized that state agencies can benefit decidedly from working collaboratively. Such collabora- tion then demands the capability to share information easily and quickly. However, 2 Data Governance Part III: Frameworks – Structure for Organizing Complexity NASCIO: Representing Chief Information Officers of the States Need for a Business Outcome The demand for data and information to enable effective state government As an example of a subject area, states decision making forms the basis for have selected PERSON and all the various ongoing development of business intelli- subtypes related to it as an obvious candi- gence capabilities. Such capabilities are date for establishing a common, shared required to truly understand the problems, subject area. Another example is PLACE. challenges, successes, and requirements of These subject areas are excellent starting education at all levels. With proper intelli- subjects for establishing commonality of gence, analysis, and decision making, the description and representation across educational process can be continually state government data architecture. If improved to present relevant, effective agencies can agree and share this informa- training and education outcomes. Further, tion, great gains can be achieved for assumptions can be evaluated and either creating a single state government face validated or corrected. toward the citizen. As was presented regarding data gover- Embarking on large enterprise wide initia- nance maturity models, there are also a tives has not proven successful historically. variety of frameworks that deserve refer- A better approach is to begin with a focus ence. Each one brings valuable area or business outcome that is being perspectives and dimensions to state sought within state government. In the government data governance and data process of meeting that business need, management programs. parallel ongoing activity can be undertak- en to build the enterprise-wide data The Data Management Association governance capability. (DAMA) framework presents how data governance drives other functions that As an example of this kind of focus, some comprise an enterprise data management states have pursued data governance initiative. The Data Governance Institute initiatives related to education. State (DGI) Framework provides an overarching government is interested to know if process for establishing and sustaining a primary education is properly preparing data governance initiative.
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