Carol Newcomb has 25 years of experience in information management, particularly in the healthcare industry. She specializes in the design and implementation of data governance programs. Carol has worked with the Department of Education to design a long range data strategy and has designed data stewardship and broad organizational training materials to ensure ongoing program success. Prior to SAS, she held positions at The Joint Commission, Northwestern Memorial Hospital, Henry Ford Health System, and UHC. She is the author of the SAS E-book “When Bad Data Happens to Good Companies” and has written numerous blogs and white papers, including “Implementing Data Governance in Complex Healthcare Organizations.”
In a previous blog, I wrote about the top ten fallacies of why data governance is perceived to be too burdensome and costly. Hopefully I dispelled the preconception that data governance is slower and less nimble than today's informal data management practices. In this post, we'll examine the concept of governance
One of the biggest impediments to (and failures of) a new data governance program is the perceived level of “extras” required. Let’s enumerate some of the concerns that I hear consistently from our clients: Extra people will be required to staff the implementation. Extra budget money will be needed to fund the
The third part of my data governance primer series addresses data quality analysis. Don’t even start a data quality analysis until you have completed the first two steps of your root cause analysis: investigate and prioritize any potential causative factors, then start your metadata assessment. Otherwise, you may be misled
