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ask include: Is this data sensitive, and does it need to be protected?
Is this data governed by regulation? Does this data need to be
standardized? Depending on the use case, some Big Data might
require only certain aspects of governance, and some data might
require none at all. But we want to emphasize that it's crucial that an
organization make a conscious choice of whether that data should be
governed, and at what level. For example, governance treatments
may be applied to an entire body of data (delete all Facebook data
from last month) or to individual files or records (delete John Doe's
record from last month). In fact, explicitly evaluating a Big Data
source and choosing not to govern it is a form of governance itself.
4. Build a roadmap. A roadmap involves several Big Data projects, which
require governance. It's important to map out at least the first three
phases of your implementation project for a governance initiative. In
order to sustain momentum from Phase 1 to Phase 2, an organization
must plan out Phase 2 at the onset. We can't stress enough how
important momentum is—it's crucial—especially between that first
and second phase, because this is the point at which an enterprise
initiative can truly take hold, or fizzle out and become a one-phase
wonder. A good second phase leverages some aspect of Phase 1—so
that you can go faster in Phase 2. If you utilize security capabilities in
Phase 1, perhaps you leverage them in Phase 2 for a different Big
Data source; or perhaps Phase 2 focuses on the same source of Big
Data, but adds new data quality elements. The point is to keep one
thing the same—either the governance capability or the Big Data
source—this creates leverage.
5. Establish an organizational blueprint. A blueprint is a matrix-style
structure of both business and IT participants, at different levels of
the organization. The working team includes business participants
to determine governance policies, and IT participants for
implementation. It also includes an executive steering committee to
which the action team reports. The executive sponsor chairs the
steering committee.
6. Define metrics and targets. It's essential to define metrics and set
targets to track success. It isn't necessary to track every possible
metric for a governance business case; start by focusing on no more
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