How to measure progress in your Information Governance program


Ralf Teschner

April 16, 2015
Any Information Governance (IG) program will inevitably involve a significant number of relevant stakeholders, e.g. data managers, compliance officers, data owners, system owners, definition owners, process owners, reporting managers, shared services center managers, department heads, project managers, IT directors and other executives on both the Business and IT side of the organization.

And that’s just counting those that are actively involved in IG discussions. Then there are board members, the General Counsel’s office, the Company Secretariat and other senior management who want to be kept up to date with progress in the IG program, if only to check if they’re getting a return on the investment they signed off.

If your IG program has, say, 3 or 4 data domains in scope – e.g. Customer data, Vendor data, Product data, Financial data – then before you know it you have a universe of 50+ individuals who need to be kept informed on progress.

The obvious solution here is regular communication. But in what format? A bulletin in PDF format? An email summary? A regular conference call?

The difficulty here is to find the right balance between depth of detail and ease of use. If your IG program is actively pursuing 10 to 20 parallel workstreams, then sending a paragraph on each topic every week is overkill as most people won’t have the patience to read it every time.

What might prove useful is a simple “IG Progress Tracker” in Excel format that shows a short description for each workstream and the current progress in RAG status format. Use active language, e.g. ‘Set standards for company name fields in core systems’, ‘Review information security framework’, or ‘Harmonize cost center codes’.

For each workstream you would visualize progress both in the operational-level Standardization Working Group as well as in the strategic-level IG Council. You could even build a simple, but effective IG program completeness score, proving that there is constant progress.

Whatever your IG program looks like, communication is likely to be a critical element in keeping all sponsors on board, in keeping laggards on their toes if they’relate with delivering contributions and in instituting some program rigour to help drive the agenda mercilessly forward.

For more information on Capgemini’s QuickStart Information Governance framework, please contact Ralf Teschner.

Note: This is the personal view of the author and does not reflect the views of Capgemini or its affiliates. Check out the original post here.


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