where one exists. Data management projects may be considered part of the overall IT project portfolio.The DGC may also coordinate data management improvement efforts with large programs with enterprise-wide scope. Master Data Management projects, such as Enterprise Resource Planning
(ERP), Customer or Citizen Relationship Management (CRM), global parts lists, are good candidates for this kind of coordination.Data management activity in other projects must be accommodatedby the internal SDLC, service delivery management, other Information Technology Infrastructure Library (ITIL) components, and PMO processes.29Every project with a significant data component (and almost every project has these) should capture data management requirementsearlyin the SDLC (planning and design phases). These include architecture, regulatory compliance, system-of-record identification and analysis, and data quality inspection and remediation. There may also be data management support activities, including requirements verification testing usingstandard test beds.2.9 Engage Change ManagementOrganizational Change Management (OCM) is the vehicle for bringing about change in an organization’s systems and processes. The Change Management Institute posits that organizational change management is more than just the ‘people side of projects’. It should be viewed as the approach the whole organization uses to manage change well. Organizations often manage the transitions ofprojects rather than the evolution of the organization (Anderson and Ackerson, 2012). An organization that is mature in its management of change builds a clear organizational vision, activelyleads and monitors change from the top, and designs and manages smaller change efforts. It adapts change initiatives based on the feedback and collaboration of the whole organization (Change Management Institute, 2012). (See Chapter 17.)For many organizations, the formality and discipline inherent in DGdiffer from existing practices. Adopting them requires that people change their behaviors and interactions. A formal OCM program, with the right executive sponsor, is critical to driving the behavioralchanges required to sustain DG. Organizations should create a team responsible for:Planning: Planning change management, including performing stakeholder analysis, gaining sponsorship, and establishing a communications approach to overcome resistance to change.Training: Creating and executing training plans for data governance programs.Influencing systems development: Engaging with the PMO to add data governance steps the SDLC.Policy implementation: Communicating data policies and the organization’s commitment to data management activities.Communications: Increasing awareness of the role and responsibilities of Data Stewards and other data governance professionals, as well as the objectives and expectations for data management projects.
Communications are vital to the change management process. A change management program supporting formal Data Governance