Visual Maps 09–15
Map 9 — DMO Evolution Path
Recall: GRASSROOTS DECENTRALIZED → RACI / NETWORK → SYNERGIES / ECONOMIES OF SCALE → HYBRID / FEDERATED
Interpretation: formal capability often grows from existing distributed work; shocks can accelerate change.
Rebuild: arrows across the sequence plus a lightning-bolt shortcut labeled regulation/market shock.
Answer check: normal evolution can accelerate, but people-side change must still be managed.
Source: pp. 527–528.
Map 10 — Ten Success-Factor Wheel
Recall: SPONSOR | VISION | CHANGE | ALIGNMENT | COMMUNICATION | ENGAGEMENT | TRAINING | ADOPTION METRICS | PRINCIPLES | EVOLUTION
Interpretation: structure alone cannot produce sustained adoption.
Rebuild: DMO in center; ten factors around it.
Answer check: distinguish sponsor from alignment and communication from training.
Source: pp. 528–531.
Map 11 — Stakeholder Influence–Interest Map
Recall: HIGH/HIGH=KEY PLAYER | HIGH/LOW=MEET NEEDS | LOW/HIGH=SHOW CONSIDERATION | LOW/LOW=LOWER PRIORITY
Interpretation: engagement intensity depends on both power and interest/impact.
Rebuild: 2×2 with Influence vertical and Interest horizontal.
Answer check: place all four treatments in correct quadrants.
Source: pp. 532–533.
Map 12 — DMO Interaction Hub
Recall: CDO STRATEGY ↔ DMO EXECUTION ↔ DG POLICY/GUIDANCE | DQ CAPABILITY | EA/ARB ARCHITECTURE
Interpretation: the DMO is one node in the enterprise data ecosystem.
Rebuild: DMO in center; connect CDO, DG, DQ, EA/ARB with relationship words.
Answer check: CDO=strategy/ambassador; DG=policy/guidance; DQ=quality capability; EA/ARB=architecture alignment/approval.
Source: pp. 533–536.
Map 13 — Governance–Management Equation
Recall: DATA GOVERNANCE = DO THE RIGHT THINGS → POLICY / ACCOUNTABILITY / STANDARDS | DATA MANAGEMENT = DO THINGS RIGHT → IMPLEMENT / OPERATE
Interpretation: governance gives direction; management performs the work.
Rebuild: two halves feeding valuable data/organizational outcomes.
Answer check: show synergy and explicit role agreement, not competition.
Source: pp. 534–535.
Map 14 — Global Coordination Loop
Recall: GLOBAL LAWS/REGIONS → STANDARDS → SYNCHRONIZED PROCESS → ALIGNED ACCOUNTABILITY → TRAIN/COMMUNICATE → MONITOR → SCALE → REDUCE DUPLICATION
Interpretation: global complexity increases the need for common rules while preserving justified local variation.
Rebuild: a loop; write NETWORK/FEDERATED outside as attractive patterns.
Answer check: include both enterprise standards/accountability and regional legal/business variation.
Source: pp. 536–537.
Map 15 — Role Taxonomy
Recall: EXECUTIVE | BUSINESS | IT | HYBRID → RESPONSIBILITY → DATA-LIFECYCLE IMPACT
Interpretation: titles vary; classify by work and knowledge mix.
Rebuild: four columns. Place CDO; Steward/process roles; Architect/Modeler/DBA/etc.; DQ/Metadata/BI roles.
Answer check: use Chapter 16 responsibilities rather than current-market assumptions.
Source: pp. 537–539.
Final blank-page challenge
Without looking, connect on one page: current-state fit → five models → ten success factors → stakeholder prioritization → DMO interactions → global coordination → role families.
A successful reconstruction begins with fit, does not make one model universally superior, places the people/change factors around the structure, routes stakeholders by influence and interest, and ends by assigning roles from responsibility.