Governance of Master Data: Definition, Structure and Implementation

Learn about the importance of establishing a master data governance model and how you can structure and implement a governance model for your enterprise.

Governance Model


We have discussed before the importance of Master Data Management (MDM) to your business (with a focus on testing laboratories). So – once we have agreed upon the need for MDM, we have to consider very seriously the matter of governance of that master data to ensure that it is a reliable central repository of your core information assets.

What is Governance?

Governance is everything that an organization does to ensure the ownership and accountability pertaining to master data management. This includes:

  • The items that form the basis for master data and their structure.
  • The processes to create and maintain master data
  • The metrics and business rules that pertain to master data management
  • The rules and processes around master data access, security and consumption

Effective governance of master data can be enabled by the establishment of a governance organization (team) whose responsibility it is to create policy and procedures that will be adhered to pertaining to the creation, maintenance and consumption of master data while ensuring that there are appropriate metrics in place to ensure the quality and business use of the master data.

Structuring a Governance Organization:

A well structured governance organization has:

  • A Governance Council: Made up of senior members of business units and corporate functions, the council establishes the strategy and defines the tactics via which master data will be governed. The council also owns the responsibility and accountability to propagate the directives of the governance council in their respective business areas via the stewardship team. The council oversees aspects pertaining to investments pertaining to master data and its consumption, and regularly evaluates the effectiveness of the governance model via metrics.
  • A Stewardship Team: Made up of information/data stewards, this team is constituted by individuals (generally business leaders or managers) from different business units who are tasked with propagating the program and monitoring progress. This team needs to be well defined as it is a critical factor for the success of governance initiatives. The stewardship team defines the specific policies, procedures and practices via which information will be governed. They constantly monitor the efficacy of the governance program and determine the projects that will make the biggest impact to information quality and leverage and report into the governance council. They also drive the organizational change initiatives – including training and evangelization – that are required to ensure the adoption of master data governance throughout the enterprise.
  • A Custodian Team: Information Custodians are individuals from various business units that are responsible for specific master data domains (e.g. people, customer, standards and regulations, methods, etc.). They are directly responsible for the management of the master data in their domain and work closely with the information steward for their domain to ensure alignment and adherence to governance policy.

Governance Policies & Procedures:

To ensure clarity a few policies should be established:

  • Policy around ownership and accountability pertaining to master data
  • Policy around governance procedure development & implementation
  • Policy around governance issues and their resolution
  • Policy around compliance audits
  • Policies around governance training

Once these policies have been established, they should then be materialized through well defined processes and procedures such as:

  • Identification, definition and implementation or new policies/procedures
  • Identifying and making the case for new master data initiatives
  • Making the case for modifications to the master data governance model
  • Definition of an oversight process to measure and monitor effectiveness
  • Oversee and manage the progress of existing initiatives
  • Definition and capture of metrics to measure performance
  • Defining the calendar and execution of compliance audits
  • Day to day management of governance and compliance issues

Centralized vs Hub & Spoke models in Testing Laboratories:

Often times we are asked the question by Laboratories about whether they should have a centralized governance team or a distributed one. The answer lies in the way the master data elements are managed. For small to medium sized organizations, it may be easier to implement a centralized model and then evolve that over time to grow with the geographical expansion. For large organizations that have a geographically distributed footprint, we most recommend the hub-and-spoke model – wherein collaboration and alignment are critical components to success.

As with most things, there is no one-size-fits-all prescription when it comes to this. The choice of architecture depends on specific business problems with processes or data domains. Organizations should remain flexible in their choice of architecture and select those that best fit their business needs.

Our Test Reference Information Management Solution (TRIMS) supports both models via its definition of various roles and collaboration workflows.

Critical Success Factors:

Establishing the right governance model is critically important – and it is hard. Especially for organizations that have never had that kind of structure. Here are some things that will help you along the journey of defining and maturing this capability over time:

  • Identify an Executive Sponsor: It is critical that a senior executive in the organization invests their time to be the executive sponsor of this initiative. They are positioned to ensure that the model aligns to corporate strategy while messaging to the enterprise the value the leadership team places on the initiative. As the chair of the Governance Council, they are also the final decision maker around investments related to master data and its adoption.
  • Identify a Chief Information Steward: The Chief Information Steward should be an individual who is the lead evangelist for the program and should advocate continuous improvements to master data quality (regardless of their current or past business roles / domain affiliation). They are key to driving organizational change.
  • Assigning the right people to the Information Custodian Role: Different business units and functions have different needs – and the information custodians should be picked to align with those needs. Most importantly, the information custodian should believe in and fundamentally propagate the values and ideals of master data management and its governance inside their respective business areas.
  • Build a scalable model: Try not to build too bureaucratic a model to start. Start small (but with clearly defined roles and responsibilities) and constantly measure/ change / improve. The intent should be to build something that scales with the needs of the business.
  • Build data quality into the model: Information quality should be an integral part of the model. In fact it should be one of the deliverables of the model to ensure that the output of the team results in ensuring the core strategic value of the initiative are being delivered.
  • Make the right choice around Centralized vs Hub-and-Spoke: We talked a bit about this before – make the right choice for your organization. Be willing to revisit the choice as the organization grows and matures.
  • Measure both efficacy and efficiency: Efficiency metrics answer the question, “Are things being done right?”. Efficacy metrics answer the question, “Are the right things being done?”. It is important to review and analyze both types of metrics to determine and improve the business value of governance.
  • Build a culture of information quality: If the enterprise does not see the value of master data and its governance, your initiatives will fail. Build a culture where information is treated as a key asset. Empower decision making at the nodes, but governed by the right framework that ensures quality. Always evangelize the need and value the initiative to the enterprise AND to the people that are doing the work.

If you are a testing laboratory, we strongly suggest you take a look at QualNimbus Test Reference Information Management Solution (TRIMS). It not only provides you with a centralized repository to manage your fore master data information, but also provides a full fledged governance enabling model built right into the solution.

The system allows for the definition of business units and departments, and ensures that information creation capabilities are restricted by the same. So – for instance – someone from the softlines business units can only create SL related packages (but still consume artifacts created by other departments such as chemical/analytical testing which could be a centralized capability). It has clearly demarcated roles for master data management, creation of test lines, protocols, packages, pricing management, etc. that ensures that information custodians work on those aspects that they are accountable for.

The system also has a well defined workflow for the management of core artifacts such as test lines and protocols/packages whereby an individual can author an artifact and it is automatically sent onward for review and approval after which its price can be configured in the system prior to it being available for consumption.

The system also provides operational reporting that allows for visibility to the work in progress (by status, stage, author, etc), the aging of artifacts, etc.

We would be happy to speak to you regarding how our system could be of benefit to your organization. Please contact us and we can set up a demo to walk you through TRIMS.

As always, we would love to hear your thoughts – so leave us a comment.

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