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Last Updated Date Mar 28, 2024 |
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The Implementation phase involves a similar set of complimentary Business and Technical activities.

Having defined the core Use Cases and high-level Roadmap, we will need to define an overall Charter for the program that will include the core processes, roles, and responsibilities involved in managing a Governance Program. In mature organizations, the roles and processes will be extensions of current operating structure. In less mature scenarios, they may be developed from scratch.

As noted in the Planning stage, the measurements and metrics that will help determine the success of the program need to be defined in more detail. These may be factors such as the number of stewards, their level of activity, the number of systems and attributes onboarded, or possibly the breadth of the governance model across multiple lines of business. This may impact the way that information is collected to monitor the adoption of the program.

A communication and Change Management plan aligned with the rollout plan is a critical component in this phase.

From a technical perspective, it will be critical to develop the overall Operating Model for the governance platform, including any configuration or metadata field updates. Consistent onboarding procedures for stewards must also be developed as well as new systems and databases that will support the core use case and establish patterns for future additions.

The establishment of an Enablement plan supports the onboarding efforts as well, by using the Pilot Itinerary execution plan to bring new stewards into the platform through targeted training plans for common tasks such as establishing glossaries and curating technical content.

A critical success factor during the Implement phase is early inclusion of the onboarding stewards, supported by hands on community enablement.

 

 

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