You are neck deep in planning a cross-organization information governance initiative. You have a steering committee, agreement to move forward and are outlining your strategy. There’s a lot of work to get done, and it’s going to take some time.
In the meantime, business continues. Departments and employees are creating and capturing content, processes are adapting to support new ways to work, technology is bought and implemented, while legacy systems are partly shutdown. Change is continually happening.
You know you need a governance strategy in place to support the business today, not just tomorrow. But it takes time to get it right. So in the meantime, what do you do?
You implement projects that feed into the overall governance initiative. Ken Lownie, Everteam COO, said you have to proceed with tactical projects that address critical governance issues. The question is, which ones are those? The answer is different for every organization, so Ken has offered this assessment guide to help you figure it out.
Selecting the Right Projects to Support Information Governance
You can’t do everything, so it’s important to choose easy projects that build on the momentum of your governance initiative. These tactical projects should show cost savings, process improvements or demonstrate the use of technology to support the governance strategy.
To figure out which projects to attack first, Ken recommends a scoring matrix with two dimensions:
- Business Impact
- Technology Impact
Keep in mind that is scorecard is conceptual. You may think of other items you want to score your project ideas against in addition or instead of those in this scorecard. The key is that you define how you can select the best tactical projects to get started.
For this scorecard, the first dimension is Business Impact. List the items you that will have a business impact and note if they are a No, Possibly, Yes, Absolutely. In Ken’s Business Impact Matrix, he lists some key business requirements including:
- Can the project demonstrate ROI?
- Is there a sponsor willing to stand up and support it?
- Is there a clear association with a corporate goal (in your governance program)?
- Can you complete it in a reasonably short time frame?
- Does it clearly address a risk or compliance requirement?
Check out the Business Impact matrix below for an example. If you score high on all of these items, then you likely have a great fit. But first, you have to assess the technology fit.
Assessing Technology fit comes down to one important question – how is it the project to do? In Ken’s matrix, he asks:
- Is it a simple solution that focuses on a simple use case (a good example is address dark content)?
- Is there funding available from the area that wants to do the project?
- Are there IT obstacles you’ll need to deal with, or does it fit with supported IT technology platforms already in place?
- Do you have to deal with one vendor to get the technology? Or would there be multiple vendors involved (in which case the technology is not easy to procure)?
- Will the project result in a process that’s repeatable?
There you have it. Select a group of potential projects, score them on Business Impact and Technology Fit and then examine the scores. Review the scorecard with the Steering Committee for the overall governance initiative and decide how to move forward.
The process is straightforward, but no necessarily simple, so don’t be fooled. Deciding which tactical projects to move forward with while you develop the overall governance program is very important to demonstrate the program is going to work. Projects will feed into the program and have the potential to change how certain aspects of the program work, so you don’t want to take the project selection lightly.
If you are still not sure how to proceed, we’d love to help. You can reach out to us on our contact page. Just tell us what you are trying to do and we’ll connect to see how we can help.