Bryan Finnegan is a consultant at SAS in the data management practice where he has worked for the past two years. His focus for the past 22 years has been assisting clients wishing to improve data quality, and reduce risks related to suboptimal data accuracy. He is an expert in driving change within large complex organizations, and creating a vision and executive support for new data management methods. He has delivered advisory services that include development of data architecture framework for a large bank, a data quality assessment and roadmap for a large federal agency, and an MDM implementation plan for a national retailer
In the first two parts of my series (part 1 and part 2), I talked about common ways data governance projects can (and do) fail and offered collaboration between teams as a key to achieving success. In this post, we’ll examine the importance of realizing the full value of your
In the first part of my series on ensuring data governance success, I mentioned the importance of linking different teams. Collaboration is an often overlooked, but critically important, part of having a successful project. Not only that, coordination and cooperation helps to create the right culture of data mindfulness throughout
During client conversations I often hear stories about past efforts to launch data governance that never reached critical mass and ended up being resized and marginalized. I find such outcomes fascinating... in the same vein as a car crash that causes you to tap on the brakes as you drive
