Scenario Lab — 16–20
16 — Glossary term vs model structure
Stewards approve enterprise Customer definition, but project models use incompatible entities/mappings.
Best: Governance coordinates Business Glossary stewardship with Data Architecture/Data Modeling so approved meaning is reflected in structures/mappings. Data Owner/Business Stewards + Architects/Modelers collaborate; DGC may adopt key artifacts.
Weaker: replace Glossary with model or model with Glossary.
Changed fact: conflict is only between glossary definitions with no architecture impact → stewardship/issue management leads directly.
Source: pp. 92–93.
17 — “What is this data worth?”
Executives demand a universal exact price formula.
Best: DGC establishes consistent organizational valuation method using relevant replacement, market, opportunity, sale and risk-cost perspectives.
Weaker: claim DAMA gives one universal formula.
Support: Finance/business stakeholders provide economic assumptions.
Changed fact: question is operational cost of one dataset → Finance/operations supplies inputs; Governance still standardizes method.
Source: pp. 79–81, 93.
18 — Data requirements discovered during testing
Project waits until testing to consider SOR, DQ, architecture and regulatory data requirements.
Failure: Governance project/SDLC touchpoint and underwriting engaged too late.
Best: integrate requirements/controls early in planning/design with PMO, Architecture, DQ, compliance, owners/stewards and technical teams.
Weaker: add late governance signoff checkbox.
Changed fact: project has little/no significant data component → governance involvement can be lighter/risk-based.
Source: pp. 83–87.
19 — Governance launched, then forgotten
Policies/council/website exist, but meetings irregular, metrics absent, funding uncertain, old behavior returns.
Problem: embedding/sustainability failure.
Best: ongoing funding, routines, stewardship/ownership, monitoring/scorecards, issue handling and change reinforcement.
Weaker: redesign website.
Changed fact: operating system is healthy but one unit has adoption problem → targeted OCM leads immediate response.
Source: p. 73; pp. 93–96.
20 — Early-maturity Community of Interest
Voluntary cross-department practitioners share definitions/issues while formal model is still under consideration.
Interpretation: useful Data Management Community of Interest, not automatically formal DGO/authority.
Value: awareness, relationships, common vocabulary, evidence of recurring issues.
Formal authority requires: sponsorship, explicit accountabilities/decision rights, operating framework and issue/policy pathways.
Changed fact: leadership formally assigns ongoing coordination/authority → group may evolve into/support DGO.
Source: pp. 93–94.