i
How da a go e nance amewo ks can le e age
da a-d i en decision making: a sus ainable
app oach o da a go e nance in o ganiza ions
Pa ícia Isabel Pen eado Roque Ben o
Disse a ion epo p esen ed as pa ial equi emen o
ob aining he Mas e ’s deg ee in In o ma ion Managemen
ii
NOVA In o ma ion Managemen School
Ins i u o Supe io de Es a ís ica e Ges ão de In o mação
Uni e sidade No a de Lisboa
HOW DATA GOVERNANCE FRAMEWORKS CAN LEVERAGE DATA-
DRIVEN DECISION MAKING: A SUSTAINABLE APPROACH FOR DATA
GOVERNANCE IN ORGANIZATIONS
by
Pa ícia Isabel Pen eado Roque Ben o
Disse a ion epo p esen ed as pa ial equi emen o ob aining he Mas e ’s deg ee in In o ma ion
Managemen , wi h specializa ion in Knowledge Managemen and Business In elligence
Co-ad iso s: Miguel de Cas o Ne o, Nadine Cô e-Real
Oc obe 2021
iii
ACKNOWLEDGEMENTS
I would like o exp ess my g a i ude o my NOVA IMS co-ad iso s, P o esso s Miguel de
Cas o Ne o and Nadine Cô e-Real, o all he collabo a ion and guidance h oughou his
p ojec , con ibu ing o my g ow h in his mas e .
To my amily, o ha e encou aged and gi ing me s engh , unde s anding he impo ance o
his wo k and making i easie o comple e my mas e wi h all hei suppo .
To my iends, who ha e gi ing me impo an eedback and suppo , ne e doub ing o my
wo h, e en when I ha e. Guiding me h ough he igh pa h and pushing me o be my bes
sel o deli e his wo k.
Fo e e g a e ul.
i
ABSTRACT
Wi h he echnological ad ances, o ganiza ions ha e expe ienced an inc easing olume and a ie y o
da a, as well as he need o explo e i o s ay compe i i e. Da a go e nance impo ance eme ges o
suppo he da a low, o eco d and manage knowledge de i ed om da a, as well as es ablishing
oles, accoun abili ies, and s a egies, which u he esul s in be e decision-making. Th ough he
de ini ion o s a egies o manage da a in a consis en manne , da a go e nance es ablishes he pa h
o an en e p ise-wide s anda diza ion, p o iding unchallenging access, managemen , and analysis o
da a o de i e use ul insigh s. Resea ch on da a go e nance amewo ks is limi ed and lacks a key
pe spec i e: how can i ms ensu e sus ainabili y on hei p og ams. Da a go e nance p og ams can
only be con inuously aluable i suppo ed by a holis ic amewo k ocused on sus ainabili y. To
unde s and his gap, i e amewo ks a e p esen ed, analyzed and e alua ed acco ding o an
assessmen ma ix based on ele en c i ical success ac o s o da a go e nance. As a esul o his
s udy, whe e we o e a mo e comp ehensi e assessmen ool, bo h esea che s and p ac i ione s can
unde s and he ma u i y le el o each c i ical success ac o in he e iewed amewo ks and iden i y
which a eas need u he explo a ion and how o accomplish highe da a go e nance ma u i y le els.
KEYWORDS
Da a go e nance amewo k; sus ainabili y; alue c ea ion; decision-making; assessmen ma ix;
in o ma ion managemen s a egy.
INDEX
1. In oduc ion .................................................................................................................. 1
1.1. Backg ound and P oblem Iden i ica ion................................................................ 1
1.2. S udy Objec i es .................................................................................................... 2
2. Me hodology ................................................................................................................ 4
3. Li e a u e Re iew ......................................................................................................... 5
3.1. Da a ....................................................................................................................... 5
3.2. Da a Go e nance ................................................................................................... 6
3.3. Da a-d i en and Da a Go e nance ........................................................................ 8
3.4. Da a Go e nance F amewo ks .............................................................................. 9
3.5. Da a Go e nance Success Fac o s ....................................................................... 12
3.6. CMMI Ma u i y Models ....................................................................................... 15
3.7. Synopsis ............................................................................................................... 17
4. Assessmen ma ix ...................................................................................................... 19
4.1. Rows – C i ical Success Fac o s ........................................................................... 19
4.1.1. CSF 1 – T aining ............................................................................................ 20
4.1.2. CSF 2 – Roles and Responsibili ies ................................................................ 20
4.1.3. CSF 3 – Buy-in ............................................................................................... 21
4.1.4. CSF 4 – Communica ion ................................................................................ 21
4.1.5. CSF 5 – S a egy ............................................................................................ 21
4.1.6. CSF 6 – P ocesses and p ocedu es ............................................................... 21
4.1.7. CSF 7 – Policies ............................................................................................. 22
4.1.8. CSF 8 – Requi emen s ................................................................................... 22
4.1.9. CSF 9 – Tools & Technologies ....................................................................... 22
4.1.10. CSF 10 – Assessmen .................................................................................. 23
4.1.11. CSF 11 – Sus ainabili y ............................................................................... 23
4.2. Le els – Ma u i y Le els ...................................................................................... 23
4.3. Columns – Da a Go e nance F amewo ks .......................................................... 24
4.3.1. F amewo k 1 – One Size Does No Fi All ..................................................... 25
4.3.2. F amewo k 2 – Da a Go e nance S uc u e ................................................ 26
4.3.3. F amewo k 3 – Da a Go e nance ma ix ..................................................... 27
4.3.4. F amewo k 4 – DGI Da a Go e nance F amewo k ...................................... 29
4.3.5. F amewo k 5 – SAS Da a Go e nance F amewo k ...................................... 32
4.3.6. F amewo ks compa ision ............................................................................. 36

i
4.4. Cells – Da a Go e nance F amewo ks Ma u i y Le el ........................................ 37
4.4.1. F amewo k 1 – One Size Does No Fi All ..................................................... 37
4.4.2. F amewo k 2 – Da a Go e nance S uc u e ................................................ 38
4.4.3. F amewo k 3 – Da a Go e nance ma ix ..................................................... 40
4.4.4. F amewo k 4 – DGI Da a Go e nance F amewo k ...................................... 41
4.4.5. F amewo k 5 – SAS Da a Go e nance F amewo k ...................................... 44
4.5. Assessmen Ma ix .............................................................................................. 46
5. Discussion ................................................................................................................... 47
5.1. Imp o emen Oppo uni ies ............................................................................... 47
5.1.1. F amewo k 1 – One Size Does No Fi All ..................................................... 47
5.1.2. F amewo k 2 – Da a Go e nance S uc u e ................................................ 48
5.1.3. F amewo k 3 – Da a Go e nance Ma ix ..................................................... 48
5.1.4. F amewo k 4 – DGI Da a Go e nance F amewo k ...................................... 48
5.1.5. F amewo k 5 – SAS Da a Go e nance F amewo k ...................................... 49
5.2. Ve ical/F amewo k Sco e ................................................................................... 49
5.2.1. F amewo k 1 – One Size Does No Fi All ..................................................... 49
5.2.2. F amewo k 2 – Da a Go e nance S uc u e ................................................ 49
5.2.3. F amewo k 3 – Da a Go e nance Ma ix ..................................................... 49
5.2.4. F amewo k 4 – DGI Da a Go e nance F amewo k ...................................... 49
5.2.5. F amewo k 5 – SAS Da a Go e nance F amewo k ...................................... 49
5.3. Ho izon al/CSF Sco e ........................................................................................... 50
5.3.1. CSF 1 – T aining ............................................................................................ 50
5.3.2. CSF 2 – Roles and Responsibili ies ................................................................ 50
5.3.3. CSF 3 – Buy-in ............................................................................................... 50
5.3.4. CSF 4 – Communica ion ................................................................................ 51
5.3.5. CSF 5 – Da a S a egy ................................................................................... 51
5.3.6. CSF 6 – P ocesses and P ocedu es ............................................................... 51
5.3.7. CSF 7 – Policies ............................................................................................. 51
5.3.8. CSF 8 – Da a Requi emen s .......................................................................... 51
5.3.9. CSF 9 – Tools and Technologies .................................................................... 52
5.3.10. CSF 10 – Assessmen .................................................................................. 52
5.3.11. CSF 11 – Sus ainabili y ............................................................................... 52
6. Conclusion and Fu u e Wo k ...................................................................................... 54
7. Bibliog aphy ................................................................................................................ 55
ii
FIGURES INDEX
Figu e 1 - Da a Go e nance model. Webe e . al (2009) ......................................................... 25
Figu e 2 - Da a Go e nance S uc u e. Cheong and Chang (2007) .......................................... 27
Figu e 3 - Example o a Da a Go e nance ma ix. Kha i and B own (2010) ........................... 28
Figu e 4 - F amewo k o da a decision domains. Kha i and B own (2010) ........................... 28
Figu e 5 - DGI Da a Go e nance F amewo k. Thomas (2006) ................................................. 31
Figu e 6 - SAS Da a Go e nance F amewo k (SAS Ins i u e Inc, 2018) .................................... 32
iii
TABLES INDEX
Table 1 - C i ical Sucess Fac o s (CSF) ...................................................................................... 15
Table 2 - Desc ip ion o ma u i y le els o he assessmen ma ix ........................................ 24
Table 3 - F amewo ks compa ision .......................................................................................... 36
Table 4 - Assessmen Ma ix .................................................................................................... 46
Table 5 - Ve ical sco e (F amewo ks) ...................................................................................... 50
Table 6 - Ho izon al sco e (CSF) ............................................................................................... 53
ix
LIST OF ABBREVIATIONS AND ACRONYMS
BI Business In elligence
CDO Chie Da a O ice
CMM Capabili y Ma u i y Model
CMMI Capabili y Ma u i y Model In eg a ion
CSF C i ical Success Fac o
DG Da a Go e nance
DGI Da a Go e nance Ins i u e
DGO Da a Go e nance O ice
DMM Da a Managemen Ma u i y Model
DQM Da a Quali y Managemen
GDPR Gene al Da a P o ec ion Regula ion
IMS In o ma ion Managemen School
IS In o ma ion Sys ems
IT In o ma ion Technology
MDM Mas e Da a Managemen
MVOT Mul iple Ve sions o he T u h
ROI Re u n o In es men
SVOT Single Ve sion o he T u h
7
Da a go e nance is o en men ioned by esea che s and p ac i ione s as a means o imp o e da a
quali y o ela ed o da a quali y managemen (Nielsen, 2017; O o, 2011c). Webe e . Al (2009)
men ions da a go e nance as designa ing oles and esponsibili ies o i s decision a eas, es ablishing
o ganiza ion-wide guidance and p inciples o da a quali y managemen , as well as gua an eeing
compliance wi h bo h he o ganiza ion’s s a egy and legal equi emen s (Webe e al., 2009). The
connec ion be ween da a go e nance and da a quali y managemen is a esul o conside ing da a as
an asse – which is also iden i ied as he main d i e o da a go e nance (Panian, 2010) –, whe eby
da a go e nance e e s o aluable da a asse s, being ha his alue is dependen on he quali y o
da a, which is ensu ed by i s managemen ha is consequen ly go e ned by da a go e nance (O o,
2011c). Acco dingly, i is s a ed ha he lack o cla i ica ion o he oles and esponsibili ies among
da a s akeholde s educes he e iciency o da a quali y managemen and, hence, enligh ens he need
o a o mal da a go e nance model (Cheong & Chang, 2007).
Based on open coding o sea ch o common cha ac e is ics o da a go e nance’s de ini ions ound in
he pape s e iewed o hei a icles, in hei s udy, Ab aham e al. (2019) de ine da a go e nance as
a c oss- unc ional amewo k o managing da a as an asse , de ining he decision igh s and
accoun abili ies o decision making, and o malizing da a policies, s anda ds and p ocedu es, as well
as moni o ing compliance. Acco ding o he la e , i can be e ie ed ha da a go e nance is
conside ed c oss- unc ional, highligh ing he impo ance o a join e o om all he o ganiza ion;
s uc u ed and o malized da a managemen ; iden i ica ion o da a as an asse ; de e mina ion o he
wha , who, and how o decision-making; he need o consis en da a policies, s anda ds and
p ocedu es wi h he o ganiza ion’s s a egy and p omo ion o desi able beha io ; and, inally, he
implemen a ion o con ol o ensu e ha he la e a e adop ed (Ab aham e al., 2019). This is
conside ed a e y comple e de ini ion and, hus, will be ollowed in his s udy.
Acco ding o O o (2011a), he goals o da a go e nance can be di ided in o mal goals, such as enable
decision-making, inc ease ope a ional e iciency, and suppo business and IS in eg a ion; and
unc ional goals, as es ablish da a s ewa dship and da a li e-cycle managemen , and implemen da a
s anda ds and me ada a managemen (O o, 2011a). In o he pape s is also conside ed “ensu ing he
quali y and p ope use o da a, mee ing compliance equi emen s, and helping u ilize da a o c ea e
public alue” (Janssen e al., 2020), and maximize he alue o da a asse s (O o, 2011b).
As o i s bene i s, i enables company-wide collabo a ion, implemen s da a managemen amewo k
and o maliza ion, de e mines he spec um o who, wha , and how o da a-d i en decision-making,
es ablishing policies, s anda ds, and p ocedu es on da a (Ab aham e al., 2019). Mo eo e , by
encou aging desi able beha io in ea ing da a as an asse , i suppo s o ganiza ional goals (Ben eld
e al., 2020); and boos s da a sha ing, p omo ing e ec i e da a use (Ransbo ham & Ki on, 2017).
Ano he a ail o da a go e nance iden i ied by p ac i ione s is he capabili y o imp o e and main ain
he quali y and use o da a (Alhassan e al., 2018), enabling he a ionaliza ion o in o ma ion by
o ganiza ions and achie emen o a se o consis en and cohe en iews o he o ganiza ion (We e &
Mo u i, 2017). Webbe e al. (2009) iden i ied bene i s speci ically o da a quali y managemen , bu
ha can be ex ended o da a go e nance, such as he implemen a ion o o ganiza ion-wide
accoun abili ies, he de ini ion o oles and esponsibili ies, he c ea ion o guidelines and s anda ds,
and, inally, ensu ing compliance wi h bo h legal equi emen s and o ganiza ion’s s a egy (Webe e
al., 2009).

8
Wi hal, da a go e nance is e y challenging. The mos common men ioned challenges wi h da a
go e nance – speci ically da a quali y managemen –, a e da a collec ion and sha ing, whe e as
amoun s o dispa a e da a may be s o ed and in eg a ed, wi h ques ionable quali y, as well as he ise
o da a gli ches due o en i onmen changes. Da a collec ion ises as well he misuse o sensi i e da a,
which should be minimized, and, in he e en uali y o i s collec ion, da a should be secu ed o p e en
i s iola ion (Janssen e al., 2020). Ano he challenge ega ds da a s ewa dship and accoun abili y, wi h
he iden i ica ion o who should play each ole and bea which esponsibili ies. Mo eo e , in any
o ganiza ion, i is pa amoun ha all pe sonnel is ully commi ed and in ol ed, and ha he
managemen and senio -le el execu i e p o ide he necessa y sponso ship (Al-Rui he e al., 2019).
On he public sec o , he iden i ied challenges in conduc ing da a go e nance include di icul y in
pe cei ing alue o da a and da a go e nance, enabling collabo a ion be ween di e en depa men s,
os e ing capabili ies due o di e en da a managemen ma u i y, and ha ing ack o da a (Ben eld
e al., 2020). In addi ion, i can be challenging o acqui e and possess he capabili ies o build da a
go e nance p inciples (Ben eld e al., 2020). Simila ly, A a d and B ennan (2018) iden i ied as
challenging de ining and measu ing da a alue, modeling and op imizing da a go e nance (A a d &
B ennan, 2018).
In some pape s, i is men ion he lack o in e es om o ganiza ions in conduc ing a p ope ea men
o da a, a he concen a ing hei e o s on he esul s and use o echnologies, neglec ing he impac
ha da a quali y, managemen , and accoun abili y, among o he s, can ha e on such esul s and,
consequen ly, on he o ganiza ions’ p ospe i y.
Wi h da a being conside ed an o ganiza ion’s asse , i is pa amoun ha i s wo h is pe cei ed and ha
i is ea ed in he co ec manne , in o de o be able o bene i om i . In his sense, a da a
go e nance ini ia i e may be c ucial in he unning o an o ganiza ion, aiding o de e mine da a’s wo h
h ough answe ing he ques ions: whe e, how, who, when, and why da a is used/in eg a ed (Alhassan
e al., 2018). The impo ance o a da a go e nance ini ia i e is pe cei ed and claimed by many au ho s,
in bo h en e p ises and go e nmen al ins i u ions (Ab aham e al., 2019), as i can inc ease he
e ec i eness and success o da a managemen h ough he de ini ion o policies and p ocedu es
(Cheong & Chang, 2007), o ming he g oundwo k o inno a ion p ocesses wi h i s da a sha ing and
quali y capabili ies (Ransbo ham & Ki on, 2017).
I is s a ed ha i is impo an o iden i y he da a pa hs wi hin an o ganiza ion, es ablishing a causal
ela ionship be ween he di e en s eps, in o de o iden i y wha caused a dis up ion in he inal
esul s and whose esponsibili y is i . P ope da a go e nance can, and should, p o ide hese pa hs
ha ul ima ely o m he da a’s ne wo k wi hin an o ganiza ion (Janssen e al., 2020). In o he
pe spec i e, a da a go e nance ini ia i e can also help o e come challenges ha o ganiza ions ace,
such as compliance wi h egula ions (Kha i & B own, 2010; O o, 2011b), un eliable and incomple e
da a (Kim & Cho, 2018), and disin eg a ed a chi ec u es and legacy sys ems (Ben eld e al., 2019).
3.3. DATA-DRIVEN AND DATA GOVERNANCE
To be da a-d i en is o manage da a as an asse (Ladley, 2020). This includes inco po a ing and
iden i ying da a as he aw ma e ial in he decision-making p ocess, wi h emphasis in es ing and
expe imen a ion (Be nd sson e al., 2018; Hannila e al., 2019). Au ho s as Be nd sson e al. (2018) and
Wa son (2016) ocus hei pape s in he use o analy ics and, pa icula ly, i s in eg a ion in o business
9
p ocesses as one o he d i e s o da a-d i en decision-making cul u e. In a da a-d i en o ganiza ion,
da a mo i a e decision-making, p oblem sol ing and business ac i i y (Wa son, 2016). Since decisions
a e being made based on da a, poo da a quali y can a ec nega i ely hese decisions, hence, i is
pa amoun o moni o each s age o he da a li e cycle (Di án, 2017). Mo eo e , i can be necessa y o
implemen changes in da a managemen p ac ices and o ganiza ion s uc u e, ge ing id o da a silos,
and e en go e n da a o ganiza ion-widely, in o de o ansi ion o da a-d i en decision-making
(Hannila e al., 2019). In his line, da a-d i en decision-making depend on da a quali y and da a
go e nance (Di án, 2017).
In he li e a u e, he ole o da a go e nance wi hin he da a-d i en domain is s ill unde - esea ched
and equi es u he analysis (O o & Lis, 2020). Howe e , wi h he eme ging o digi al s a egies and
new business models, da a go e nance is ecognized as impe a i e o manage da a-d i en business
models sus ainabili y, ising as essen ial o o ganiza ions in all sizes. E en wi h his ecogni ion,
o ganiza ions usually lack he p ope ools o i s implemen a ion (O o & Lis, 2020). Da a go e nance,
and speci ically ela ional mechanisms as communica ion and men o ing, ansla es o high
impo ance in a da a-d i en cul u e (Vial, 2020).
As a da a-d i en app oach p o ides oppo uni ies o o ganiza ions o inc ease o ganiza ional
pe o mance and compe i i e posi ion (Be nd sson e al., 2018), and, since da a go e nance enables
and suppo s e ec i e da a-d i en cul u e in o ganiza ions, i can be deduced ha , when in p esence
o e ec i e da a go e nance and da a-d i en decision-making, he o ganiza ional pe o mance and
compe i i e ma ke posi ion inc ease.
3.4. DATA GOVERNANCE FRAMEWORKS
The inc eased in e es in da a go e nance aised bo h p ac i ione s and esea che s o in es hei
e o s in designing da a go e nance amewo ks ha would acili a e o ganiza ions o implemen a
da a go e nance ini ia i e. Fu e . al (2011) s a ed ha an e ec i e da a go e nance amewo k can
b ing bene i s o o ganiza ions, such as de ining a clea mission, a ain cla i y, enhance eliabili y on
da a, main ain scope and ocus, and quan i y success c i e ia.
In he li e a u e, he p esence o da a go e nance amewo ks is sel -e iden . F om p ac i ione s o
esea che s, he explici need o a da a go e nance p og am has isen he in e es in designing a da a
go e nance amewo k ha b ings alue o he o ganiza ions. These amewo ks ange om
concep ual o indus y-speci ic, such as heal h, big da a o cloud-compu ing. O he s also ocus in
speci ic disciplines o ac i i ies o da a go e nance, such as da a quali y managemen and da a sha ing.
In hei s udy, Alhassan e al. (2018) iden i ied ha he majo i y o publica ions ha we e e iewed
a e included unde he “de ine” ac ion, ollowed by “implemen ” and, las ly, by “moni o ”. This
enligh ens he need o mo e esea ch on da a go e nance and da a go e nance amewo ks ha a e
ocused on he implemen a ion and moni o ing o hese ini ia i es. In his line, Cheong & Chang (2007)
iden i ied business as he da a go e nance ini ia i e d i e as i uses da a o make decisions. Kha i and
B own (2010), howe e , ad oca e ha designing da a go e nance in ol es iden i ying undamen al
decisions ha a e impo an o he o ganiza ion and he human o ce ha should be making hem,
de e ing he quo idian decisions.
10
Some au ho s de end ha da a go e nance can be con ex -d i en and p opose ha he amewo k
should be adjus able acco ding o he needs and goals o he o ganiza ion. Fo ins ance, Webe e . al
(2009) sugges ha da a go e nance encompasses pa s o IT go e nance, and ha he con ingencies
iden i ied by a ew au ho s in he li e a u e ega ding IT go e nance also a ec da a go e nance. In
his sense, simila ly o wha is p oposed in IT go e nance amewo ks, he au ho s de end ha he e
is no uni e sal app oach o da a go e nance, p oposing a lexible da a go e nance model, wi h a
con ingency app oach and a main ocus on accoun abili ies, composed o oles, decision a eas and
esponsibili ies ha o m an assignmen ma ix. The iden i ied con ingency ac o s include
pe o mance and compe i i e s a egy, ma ke egula ion, decision-making app oach, o ganiza ional
s uc u e, and di e si ica ion b ead h (Webe e al., 2009). Al hough his model es ablishes he pa h
o o ganiza ions o design hei own da a go e nance p og am, i does no encompass he
assessmen , implemen a ion and moni o ing o a da a go e nance ini ia i e in o de o cons i u e a
long- e m solu ion o he o ganiza ion.
Simila ly, Cheong and Chang (2007) p esen a scalable da a go e nance s uc u e based on di e en
oles and esponsibili ies, such as Da a Go e nance Council, Da a Cus odian, Da a S ewa d, and Use
G oups, acco ding o di e en o ganiza ional le els. This s uc u ed amewo k mi iga es he isks o
da a managemen , including he engagemen wi h business and IT a s a egic, ac ical and ope a ional
le els, ensu ing ha bo h hese a eas a e in o med and IT ini ia i es a e aligned wi h he objec i es
se o da a go e nance (Cheong & Chang, 2007). This model is use ul in iden i ying he oles in each
o ganiza ional le el and hei associa ed asks bu does no con ibu e in implemen ing da a
go e nance in he o ganiza ion.
In a b oade pe spec i e, Kha i and B own (2010) inspi ed hei da a go e nance amewo k in he IT
go e nance amewo k p oposed by Weill and Ross (2004), en iching i wi h a se o i e decision
domains and i s “loccus o accoun abili y”. These decision domains a e Da a P inciples, Da a Quali y,
Me ada a, Da a Access, and Da a Li ecycle, which, acco ding o he au ho s, a e in e ela ed in he
ollowing manne : da a p inciples es ablish he p e equisi es o he in ended uses o da a, se ing he
s anda ds o da a quali y ha in oduce he way da a is in e p e ed (me ada a) and accessed (da a
access). Finally, da a p inciples a e ope a ionalized based on decisions ha de ine he manu ac u e,
e en ion, and wi hd awal o da a (da a li ecycle) (Kha i & B own, 2010). The impo ance in de ining
decision domains lies in he need o assign he igh esponsibili ies and oles (Alhassan e al., 2018).
This amewo k p o ides means o assess and iden i y he decision domains when designing a da a
go e nance model bu lacks he implemen a ion componen o a da a go e nance ini ia i e.
The abo e-men ioned amewo ks, despi e lacking some aspec s o implemen and moni o da a
go e nance ini ia i es, cons i u e he basis o mo e ecen models in da a go e nance. Se e al
au ho s inspi e hei amewo ks in hese au ho s’ esea ches. As an example, Alhassan e al. (2018)
use he decision domains es ablished by Kha i and B own (2010) as he decision domains o be
conside ed o da a go e nance. In an a emp o ul ill hese gaps, p ac i ione s de eloped
amewo ks ha we e business-d i en and wi h a s onge implemen a ion aspec , whe e indus y
associa ions and so wa e endo s played hei pa .
The Da a Go e nance Ins i u e p esen ed a amewo k di ided in h ee co e le els: ules and ules o
engagemen , people and o ganiza ional bodies, and p ocesses. The i s le el embeds he s uc u al
componen s, wi h he de ini ion o he main aspec s in he da a go e nance p og am, such as i s
11
mission and ision – “why” –; ocus a eas – “wha ” – and i s goals, success measu es and unding plan;
da a ules; decision igh s; accoun abili ies; and, inally, con ol mechanisms. On he people and
o ganiza ional bodies le el – “who” –, he e a e h ee main oles o be es ablished: da a s akeholde s,
Da a Go e nance O ice (DGO) and da a s ewa ds. Las ly, he p ocessual le el – “when” and “how” –
includes all he p ocesses in da a go e nance, spli in eac i e, p oac i e and ongoing. I also includes
he connec ion be ween da a go e nance and managemen , wi h business and IT p ocesses ha ouch
da a (Thomas, 2006). This amewo k encompasses he assessmen , implemen ing and moni o ing
phases o a da a go e nance ini ia i e, enhancing he impo ance o clea ly de ine and iden i y wha
a e he p oblems o be sol ed, how o add ess hem, and how success can be measu ed be o e aking
he nex s ep o designing and implemen ing he p og am. Filling he gaps iden i ied abo e and
es ablishing a pa h o assis o ganiza ions in his jou ney, he main challenge lies on he
communica ion equi ed o in ol e and mo i a e s akeholde s in achie ing hei goals (Thomas, 2006).
As comple e as his amewo k p esen ed by DGI may be, i can lead o discou agemen o
o ganiza ions as i does no align he powe ul ools ha echnology can p o ide in dealing wi h da a,
lea ing a gap in he implemen a ion and moni o ing phase.
SAS Da a Go e nance F amewo k is an example o a con ibu ion by so wa e endo s. Designed o
o e come da a go e nance challenges – wi h he adequa e dep h, scope and adap abili y –, his
amewo k can be di ided in h ee le els o ocus: on he s a egy le el, Co po a e D i e s include
decision making, ope a ional e iciencies and compliance, iden i ying he need o da a go e nance;
on he o ganizing amewo k le el, Da a Go e nance – includes p og am and guiding objec i es,
decision igh s and decision-making bodies – and Me hods – includes people, p ocess and echnology
– e e o he de elopmen and moni o ing o policies ha d i e Da a Managemen ou comes – da a
quali y, de ini ion, a chi ec u e and secu i y; he la e , along wi h Solu ions – da a in eg a ion,
p epa a ion, moni o ing, isualiza ion – and Da a S ewa dship – oles and asks – e e o he ac ical
le el, including he quo idian p ocesses and echnology o suppo hose p ocesses (SAS Ins i u e Inc,
2018).
On he op o SAS Da a Go e nance F amewo k, is ep esen ed he sec ion Co po a e D i e s ha , by
aligning he da a go e nance ac i i ies wi h he o ganiza ions’ d i e s and s a egies, con ibu es o
inc ease he in e es o he o ganiza ion and measu e he ini ia i e’s success, linking i wi h key
business goals. As o he challenges iden i ied wi h he o ganiza ion’s cul u e and ec ui men
limi a ions, Da a Go e nance sec ion includes planning ools o build a oadmap ha aligns da a
go e nance wi h he cul u e o he o ganiza ion and i s esou ces. Da a S ewa dship sec ion e e s o
he assignmen o his ole, as he keepe s o da a h oughou he o ganiza ion, wi h he au ho i y o
o e see da a ha ep esen s he b idge be ween business and IT. To implemen he policies c ea ed
by da a go e nance, he sec ion Da a Managemen ep esen s he se o unc ions o bo h business
and IT which, hus, should be based on a holis ic design. The Me hods sec ion includes he h ee main
a eas o a da a go e nance p og am: people, p ocess and echnology. Finally, he Solu ions sec ion
desc ibes he ools used o assis he implemen a ion and au oma ion o he da a go e nance ini ia i e
(SAS Ins i u e Inc, 2018).
The SAS Da a Go e nance F amewo k, al hough p o iding a e y comple e solu ion, i can seem
o e whelming when in oduced o o ganiza ions. In his sense, i is ad ised ha his implemen a ion
is done inc emen ally, espec ing he imelines and p io i ies de ined by he o ganiza ion,
demons a ing i s alue h ough “quick-wins”. Wi h a highe ocus on implemen ing and moni o ing
12
phases, his amewo k can mo e easily cap u e he in e es o he o ganiza ion, cons i u ing a
sus ainable solu ion when hinking long- e m.
Some o he mo e ecen amewo ks o da a go e nance p esen ed in he li e a u e a e indus y o
con ex -speci ic, as men ioned, whe e some a e inspi ed by o me amewo ks, as Panian (2010) (e.g.,
(Kim & Cho, 2018)), and Kha i & B own (2010). In his sense, he gaps iden i ied in he a ailable
amewo ks a e no being illed, ins ead, hose a e being na owed o i he needs o speci ic opics.
Mo eo e , in he cases whe e hose gaps disappea , he amewo k is so na ow ha i is no ex ensible
o o he o ganiza ions and, consequen ly, no ep esen ing sus ainable op ions. Mo eo e ,
amewo ks om da a go e nance speci ic a eas, such as da a quali y o mas e da a managemen , do
no allow o a sus ainable op ion in a da a go e nance ini ia i e as hey lack undamen al aspec s o
i o be succeeded. In de ail, highly cen alized app oaches, as mas e da a managemen , can es ain
da a’s lexibili y and, hence, i s s a egical applicabili y (DalleMule & Da enpo , 2017).
3.5. DATA GOVERNANCE SUCCESS FACTORS
In he li e a u e i is ound di e gen conside a ions o wha a e he bes p ac ices in a da a go e nance
amewo k, in pa due o i s dis inc na u e. F amewo ks ocused on oles and accoun abili y will,
na u ally, iden i y he bes p ac ices o designing a amewo k wi hin his spec um, and so o h.
In hei s udy, Alhassan, Sammon, & Daly (2019) p esen ed a se o se en C i ical Success Fac o s (CSF)
o da a go e nance, as he a eas o ac i i y in da a go e nance ha equi e he mos a en ion o
ha e a success ul da a go e nance p og am. The i s CSF ega ds ‘employees da a compe encies’,
whe e he highligh is he capabili y and awa eness o all people in he o ganiza ion – om senio
execu i es o en y-le el – o handle da a manne s in which hey a e in ol ed. In his line, i is
sugges ed ha ce ain ac ions a e conduc ed, such as con inuous aining o ien ed o hei
in ol emen wi h da a go e nance ac i i ies and inc ease employee’s awa eness o c i ical and
sensible da a. The second CSF is ‘clea da a p ocesses and p ocedu es’, which, i no gua an eed, leads
o lack o us ing in da a. The sugges ed ac ions a e o embed hose p ocesses and p ocedu es in o
he sys em, and o ee alua e and upda e he cu en ones.
The hi d CSF ega ds ‘ lexible da a ools and echnologies’ – so wa e and ha dwa e ha a ec da a –
, which has a “signi ican impac ” on o he CSFs, such as ‘clea da a p ocesses and p ocedu es’.
Acco dingly, i is ecommended o ha e app op ia e IT in as uc u e and in eg a ed da a, whe e
ad anced echnologies au oma e he alida ion o da a, and es ing p ocedu es ha s ill enable
lexibili y o u u e adjus men s. The ou h CSF is ‘s anda dized easy- o- ollow da a policies’, which
ela es wi h bo h he implemen a ion o da a policies o inc ease us om employees, and he cla i y
ha hese da a policies a e p esen ed in. The la e is men ioned speci ically o uni y, simpli y and
eno a e hese policies o make su e i is bo h unde s andable and appealing o all employees. In his
case, he ools and echnologies should also be implemen ed o moni o and upda e da a policies.
The i h CSF ega ds he ‘es ablished da a oles and esponsibili ies’ – highly men ioned in he
li e a u e –, emphasizing he uncla i y on wha a e he oles and wha esponsibili ies each ole has
ha he employees ace. To su pass his p oblem, es ablishing a commi ee and iden i y da a owne s
can be c ucial. The penul ima e CSF is ‘clea inclusi e da a equi emen s’ – such as da a egula ions –,
which includes i s unde s anding by he business owne and i s clea explana ion o IT, a oiding
inconsis ency be ween wha is p esen ed – such as epo s – and wha is equi ed o he business

13
owne – o i s analysis. Las ly, ‘ ocused and angible da a s a egies’ in ol es he impo ance o
conside ing da a as an asse and he ela ed ac i i ies, and he planning o da a go e nance, wi h an
o ien a ion o achie ing sho - e m and long- e m objec i es. The ad ised ac ion he e is o es ablish
an execu i e eam o encou age o ganiza ion-wide s uc u e o da a go e nance.
Al hough he men ioned s udy is based on a single speci ic case s udy in he banking sec o , he au ho s
compa e hei indings wi h he exis ing li e a u e and ela e hem wi h he i e decision domains
epo ed by Kha i & B own (2010), es ablishing compa isons wi h o he pape s ha allow o he
ex en o hese indings o o he indus ies and con ex s. No wi hs anding, i is ecognized by he
au ho s ha hese speci ic opics and, in pa icula , ac ions o be aken, should be u he in es iga ed
and alued in he li e a u e. I is no able ha ools and echnologies ela ed o da a a e highly men ion
in bo h as a c i ical success ac o o da a go e nance and as a means o au oma e and s anda dize
he o he ac o s, gi ing i an impo an posi ion in a da a go e nance p og am.
In o he pe spec i e, Ca e (2017) used he esul s o a case s udy in he heal h indus y and iden i ied
i e s a egies o implemen ing da a go e nance p ac ices. In acco dance o he s udy men ioned
abo e, a ‘commi ee o p o ide s uc u ed o e sigh ’ is sugges ed – as in he i h CSF –, as well as
‘e ec i e and s a egic communica ions’ and ‘compliance wi h egula ions’ – included in he las CSF
–; s akeholde s’ aining – i s CSF –; and ‘benchma king and s anda diza ion’ – as he ou h CSF.
No wi hs anding, Ca e (2017) con ibu ed wi h no el p ac ices, such as ‘ob aining s akeholde buy-in’,
which consis s in in ol ing and eaching ag eemen s om all he s akeholde s in ol ed h ough
deba es and eedback. This allows o s akeholde s o ha e a oice in he changes ha a e happening
and lea n om one ano he , con ibu ing o inc ease i s in e es and commi men in da a go e nance
ac i i ies. Ano he addi ion o he p ac ices ound be o e is ‘e ec i e and s a egic communica ions’,
s a ing ha he communica ion should play an impo an ole and be aligned wi h he o ganiza ion
goals. This communica ion is necessa y o ganiza ion-wide, as well as om ex e nal o ganiza ions
(Ca e, 2017).
The common g ound be ween hese au ho s, al hough om e y di e en indus ies, illus a es he
impo ance ha Da a Go e nance has ac oss all indus ies and in di e en en i onmen s. Bo h used
single case s udies bu , o e all, he esul s a e simila in e ms o wha is impo an o a da a
go e nance ini ia i e o be success ul, whe he i is on banking o heal h sec o s.
In a mo e gene al manne , in hei sys ema ic li e a u e e iew, Al-Rui he e al. (2019) iden i ied 20
CSF in he li e a u e, men ioned by he au ho s as he mos impo an CSF o da a go e nance. To he
ones iden i ied abo e, he ollow can be added: ‘assess da a go e nance si ua ion’, and ‘de ine he
sus aining equi emen s’. The i s CSF is assessing he cu en s a e o da a go e nance in he
o ganiza ion be o e implemen ing a da a go e nance ini ia i e. The second CSF aims o ensu e he
con inui y o da a go e nance and cons an imp o emen , and can also be classi ied as he
sus ainabili y needed wi hin he da a go e nance ini ia i e implemen a ion o p o ide o a long- e m
solu ion o he o ganiza ion.
14
C i ical success
ac o s
Desc ip ion
Sugges ed ac ions
Re e ence
Employees da a
compe encies
Capabili y and awa eness o
handle da a manne s.
Con inuous aining o ien ed
o he in ol emen in da a
go e nance ac i i ies. Inc ease
employee’s awa eness o
c i ical and sensible da a.
Alhassan,
Sammon, &
Daly (2019)
Clea da a p ocesses
and p ocedu es
I no gua an eed, leads o
lack o us ing in da a.
Embed p ocesses and
p ocedu es in o he sys em,
and o ee alua e and upda e
he cu en ones.
Alhassan,
Sammon, &
Daly (2019)
Flexible da a ools
and echnologies
So wa e and ha dwa e ha
a ec da a.
Ha e app op ia e IT
in as uc u e and in eg a ed
da a, wi h au oma a ion and
es ing.
Alhassan,
Sammon, &
Daly (2019)
S anda dized easy-
o- ollow da a
policies
Implemen a ion and cla i y
o da a policies, uni ying,
simpli ying and eno a ing
hese policies.
Tools and echnologies should
also be implemen ed o
moni o and upda e da a
policies.
Alhassan,
Sammon, &
Daly (2019)
Es ablished da a
oles and
esponsibili ies
Emphasizes he uncla i y on
wha a e he oles and wha
esponsibili ies each ole
has ha he employees
ace.
Es ablishing a commi ee and
iden i y da a owne s.
Alhassan,
Sammon, &
Daly (2019)
Clea inclusi e da a
equi emen s
Unde s anding o da a,
a oiding inconsis ency
be ween wha is p esen ed
and wha is equi ed o he
business owne .
Communica ion and cla i y
be ween business owne and
dele ope s.
Alhassan,
Sammon, &
Daly (2019)
Focused and
angible da a
s a egies
Impo ance o conside ing
da a as an asse and he
ela ed ac i i ies; and he
planning o da a
go e nance, wi h an
o ien a ion o achie ing
sho - e m and long- e m
objec i es.
Es ablishing an execu i e eam
o encou age o ganiza ion-
wide s uc u e o da a
go e nance.
Alhassan,
Sammon, &
Daly (2019)
15
Ob aining
s akeholde buy-in’
In ol ing and eaching
ag eemen s, con ibu ing o
inc ease in e es and
commi men in da a
go e nance ac i i ies.
Deba es and eedback.
(Ca e,
2017)
E ec i e and
s a egic
communica ions
Impo ance o
communica ion and
alignmen wi h he
o ganiza ion goals.
Dissemina ing communica ion
aligned wi h o ganiza ional
goals.
(Ca e,
2017)
Assess da a
go e nance
si ua ion
Assessing he cu en s a e
o da a go e nance in he
o ganiza ion be o e
implemen ing a da a
go e nance ini ia i e.
Da a go e nance ma u i y
le el assessmen .
Al-Rui he e
al. (2019)
De ine he
sus aining
equi emen s
Ensu e he con inui y o
da a go e nance and
cons an imp o emen ,
p o iding o a long- e m
solu ion o he
o ganiza ion.
De ini ion o ac ions needed o
ensu e he ini ia i e’s
sus ainabili y.
Al-Rui he e
al. (2019)
Table 1 - C i ical Sucess Fac o s (CSF)
3.6. CMMI MATURITY MODELS
A ma u i y model is a concep ual amewo k, ep esen ing “phases o inc easing quan i a i e and
quali a i e capabili y changes o a ma u ing elemen in o de o assess i s ad ances wi h espec o
de ined ocus a eas” (Kohlegge , Maie , & Thalmann, 2009). In he li e a u e, he e is a conside able
a ie y and widesp ead o ma u i y models wi hin he In o ma ion Sys ems spec um, as o example,
he Capabili y Ma u i y Model, which is basis o o he ma u i y models (Kohlegge e al., 2009).
The Capabili y Ma u i y Model (CMM) is a amewo k ha po ays he key elemen s o an e ec i e
so wa e p ocess, desc ibing an “e olu iona y imp o emen pa h om an ad hoc, imma u e p ocess
o a ma u e, discipline p ocess” (Paulk, Webe , Ga cia, Ch issis, & Bush, 1993). This ma u i y model
was de eloped o ill he gap in managing so wa e p ocesses ha o ganiza ions we e expe iencing in
ha ime, being since hen adap ed by many indus ies as a amewo k o manage di e en ypes o
p ojec s. This ma u i y model c ea ed by he So wa e Enginee ing Ins i u e was he i s CMM o
so wa e o ganiza ions; howe e , he e is a a ie y o CMMs wi h he common p emise o imp o e
p ocesses in an o ganiza ion. In his line, in he 90’s decade, CMMs ha e been ma u ed o mul iple
disciplines, such as So wa e Enginee ing and In eg a ed P oduc and P ocess De elopmen (CMMI
P oduc Team, 2006).
Mos o ganiza ions equi ed imp o emen in di e en g oups wi hin he o ganiza ion, which implied
he use o mul iple models. The lack o in eg a ion o hese mul iple models aised cos s p oblema ics
in aining, assessmen , and imp o emen ac ions, which p omp he de elopmen o he Capabili y
16
Ma u i y Model In eg a ion (CMMI) ha combines mul iple sou ce models o sol e he p oblema ic
a ound using mul iple CMMs.
The CMMI has wo di e en app oaches: con inuous and s aged. The p ima y ela es o he
imp o emen o p ocesses ela ed o a single o a g oup o p ocess a eas, using capabili y le els o
po ay imp o emen in an indi idual p ocess a ea. The s aged app oach de ines an imp o emen pa h
o he o ganiza ion h ough ma u i y le els, whe e each le el p o ides a se o p ocess a eas ha
po ay di e en o ganiza ional beha io s. Compa a i ely, he con inuous app oach p o ides lexibili y
in he o de o imp o emen , allowing o speci ica ion wi hin each p ocess a ea wi h he possibili y o
ha e di e en a es o di e en p ocesses. This app oach is ecommended by i s c ea o s o apply
when he p ocesses o be imp o ed and i s dependences a e clea ly de ined. On he o he hand, he
s aged app oach ela es o an o ganiza ion-wide p ede ined and p o en imp o emen pa h, p o iding
a speci ic capabili y o he o ganiza ion in each ma u i y le el. I is ecommended when he e is
unce ain y on whe e o begin and he p ocesses ha need imp o emen (CMMI P oduc Team, 2006).
The wo app oaches men ioned abo e bo h use le els o desc ibe an e olu iona y pa h in he
o ganiza ion, cha ac e izing i s imp o emen “ om an ill-de ined s a e o a s a e ha uses quan i a i e
in o ma ion o de e mine and manage imp o emen s ha a e needed o mee an o ganiza ion’s
business objec i es” (CMMI P oduc Team, 2006). None heless, hese app oaches di e on he ypes
o le els used, as men ioned be o e. The con inuous app oach uses Capabili y Le els – incomple e,
pe o med, managed, de ined, quan i a i ely managed, and op imizing – o inc emen ally imp o e he
p ocesses o a p ocess a ea. The s aged app oach uses Ma u i y Le els – Ini ial, Managed, De ined,
Quan i a i ely Managed, and Op imizing – o achie e p ocess imp o emen ac oss mul iple p ocess
a eas (CMMI P oduc Team, 2006).
“A ma u i y le el consis s o ela ed speci ic and gene ic p ac ices o a p ede ined se o p ocess a eas
ha imp o e he o ganiza ion’s o e all pe o mance” (CMMI P oduc Team, 2006), enabling he
p edic ion o such pe o mance on a se o disciplines. These a e measu ed by he achie emen o
speci ic and gene ic goals. The CMMI has i e ma u i y le els: Ini ial, Managed, De ined, Quan i a i ely
Managed, Op imizing.
Acco ding o CMMI P oduc Team (2006), he ma u i y le els a e de ined as ollow:
• Le el 1: Ini ial
O ganiza ions in his le el ha e poo o no ma u i y in hei p ocesses. These a e ad hoc and chao ic,
consonan wi h he uns able en i onmen ha is equen ly suppo ing such p ocesses. The e is a
ecu ence o exceeded budge s and missed schedules, and a endency o o e commi , wi hd aw, and
he inabili y o epea success.
• Le el 2: Managed
In his le el, p ocesses planning and execu ion is aligned wi h he es ablished policy, and include skilled
people wi h adequa e esou ces o p oduce con olled esul s and ele an s akeholde s. These
p ocesses a e moni o ed, con olled, e iewed, and e alua ed acco ding o hei desc ip ions. The
exis ing p ac ices a e main ained du ing imes o c isis, wi hou abandonmen . He e, he
o e commi men does no happen since i is es ablished wi h s akeholde s and adjus ed as needed.
23
echnologies ha e a c ucial ole when dealing wi h such abundance – enabling i s in eg a ion,
ea men and moni o ing –, empowe ing he o ganiza ions o ex ac ac ual alue om idle da a.
The CSF ‘ lexible da a ools and echnologies’ esona es wi h o he CSF, ha ing an impo an ole on
da a policies, p ocesses and p ocedu es, and equi emen s. This ca ego y is iden i ied as a c i ical
success ac o due o he impo ance o da a in eg a ion, embedding policies, p ocesses, and
p ocedu es in o he sys em, and he au oma ion and es ing o da a p ocesses. No only does i
accele a e da a li ecycle’s, enabling he ex ac ion o alue om mo e da a and in a as e way, bu i
also inc eases he us o such da a and all ela ed ac i i ies h ough echniques as moni o ing,
au oma ion, and es ing o sys ems. The lexibili y can ha e di e en ad an ages, p ospe ing he
in es men made by ha ing o he capabili ies ha can be used in di e en a eas wi hin he
o ganiza ion, as well as allowing o inco po a e u u e changes in such p ocesses. I is, howe e ,
impo an o ha e app op ia e IT in as uc u e and in eg a ed da a. The Al-Rui he e al. (2019) CSF
‘moni o ool and measu e me ics’ ega ds he moni o ing and measu ing o da a go e nance
pe o mance in each s age o he da a go e nance ini ia i e, and can be included wi hin his CSF.
Assessmen & Sus ainabili y
4.1.10. CSF 10 – Assessmen
P io o he implemen a ion o a da a go e nance ini ia i e, i s p esence should be assessed wi hin he
o ganiza ion. This gua an ees ha he p og am is adap ed and adjus ed acco ding o he esou ces,
needs, and objec i es ega ding da a go e nance o he o ganiza ion, allowing o a be e use o he
a ailable asse s and a mo e p ecise de ini ion o he s a egy, implemen a ion plan, and da a
go e nance p og am.
4.1.11. CSF 11 – Sus ainabili y
In he simples manne , sus ainabili y can be de ined as “ he quali y o being able o con inue o e a
pe iod o ime”. As men ioned be o e, he sus ainabili y in a da a go e nance ini ia i e has been one
o he main bo lenecks ound in i s implemen a ion and long- e m success. F om he li e a u e, Al-
Rui he e al. (2019) iden i ied as a CSF he de ini ion o sus aining equi emen s, which mus ensu e
he con inui y and imp o emen o da a go e nance in he o ganiza ion o e ime.
The sus aining equi emen s can be speci ic o each o ganiza ion, depending on i s s uc u e,
esou ces, needs, and objec i es. The impo an hing is ha hese equi emen s should be iden i ied,
de ined, and documen ed so ha hey a e included in he da a go e nance ini ia i e.
4.2. LEVELS – MATURITY LEVELS
In he line wi h he Li e a u e Re iew, he ma u i y le els used o his assessmen ma ix a e based
on he CMMI ma u i y le els. O iginally, ha amewo k was designed o assess he ma u i y o an
o ganiza ion in one o mo e p ocess a eas, which has since hen been ec ea ed se e al imes in he
li e a u e h ough adjus men s o p ocess a eas o na owed o a single discipline. Fo his s udy, hese
ma u i y le els we e adap ed o a new eali y: he assessmen o amewo ks i sel es.
The main objec i e o a Da a Go e nance amewo k is o success ully implemen da a go e nance in
an o ganiza ion. Acco dingly, he ma u i y le els will be de ined in consonance wi h he capabili y o

24
such amewo ks o con ibu e o he o ganiza ions’ ma u i y in da a go e nance. Mo eo e , as one o
he objec i es o his s udy is o iden i y sus ainable amewo ks and ac ions wi hin Da a Go e nance,
he s aged app oach om he CMMI will be used as i de ines an imp o emen pa h o he
o ganiza ion, wi hou he need o clea ly de ine he p ocesses o be imp o ed i s hand. The la e
a i ma ion is e en mo e ele an since Da a Go e nance ela es wi h di e en p ocess a eas.
Ma u i y le el
Desc ip ion
Le el
Ini ial
The e is li le o no e e ence o he CSF and/o i is no su icien ly
s uc u ed.
1
Managed
I is desc ibed and added in he o m o a documen ed plan.
The componen s o his plan a e es ablished acco ding o he
business o da a s a egy.
A e iew is pa o his plan as a means o e alua e and imp o e i s
pe o mance.
2
De ined
The plan is well cha ac e ized and desc ibed in s anda ds,
p ocedu es, ools, and me hods.
These s anda ds a e es ablished and imp o ed o e ime.
I is seen as impo an o he success o he p og am.
3
Quan i a i ely
Managed
Use o quan i a i e measu es o e alua e he p og am o ganiza ion-
wide.
Quan i a i e objec i es o his plan’s quali y and pe o mance used
as c i e ia o i s managemen .
P edic abili y on he p og ams’ esul s.
4
Op imizing
The plan is cons an ly e iewed and moni o ed o i s appliance and
is embedded in o he sys em.
This CSF is one o he main conce ns when implemen ing he
p og am.
5
Table 2 - Desc ip ion o ma u i y le els o he assessmen ma ix
4.3. COLUMNS – DATA GOVERNANCE FRAMEWORKS
The Assessmen Ma ix columns con ain he amewo ks ha will be assessed o each CSF on he
di e en ma u i y le els desc ibed abo e. As men ioned in he Li e a u e Re iew sec ion, wi h he
expanding in e es and necessi y o da a go e nance – bo h in o ganiza ional and esea ch se ings –,
he need o a da a go e nance amewo k is ad oca ed by many au ho s. Al hough he e is a
25
conside able numbe o da a go e nance amewo ks in he li e a u e, mos a e ocused on ei he
indus y o ma e speci ic.
The elec ion o he da a go e nance amewo ks o include in his assessmen ma ix was based on
c i e ia as: could no be indus y speci ic (such as heal h indus y), echnology speci ic (such as big da a
o cloud), nei he ma e speci ic (such as da a quali y). Addi ionally, se e al a icles – including
li e a u e e iews – we e e iewed o de e mine he amewo ks ha we e mo e p ominen in he
li e a u e ((Nielsen, 2017);(Al-Rui he e al., 2019);(Alhassan e al., 2018)). Finally, a combina ion o
di e en cha ac e is ics – as accoun abili y s business- ocused, academic s p ac ice sou ces, and
o he s – was conside ed o gua an ee di e si y in he amewo ks. Along hose lines, i e da a
go e nance amewo ks we e selec ed o be assessed agains he CSFs iden i ied p e iously, based on
he di e en ma u i y le els. The amewo ks a e di ided in Academic – de eloped by esea che s in
an academic pe spec i e o da a go e nance, and P ac ice-o ien ed – de eloped by indus y
associa ion o so wa e endo s in an o ganiza ional pe spec i e.
Academic
4.3.1. F amewo k 1 – One Size Does No Fi All
In 2009, Hube Oes e le, Bo is O o and K is in Webe published he a icle “One Size Does No Fi
All—A Con ingency App oach o Da a Go e nance”. In his a icle, mainly ocused on Da a Quali y
Managemen (DQM), he au ho s s a e ha da a go e nance can aid o ganiza ions o implemen
o ganiza ion-wide accoun abili ies o DQM ha include bo h IT and business p o essionals (Webe e
al., 2009). By ans e ing concep s om IT go e nance, he a icle p esen s a esponsibili y assignmen
ma ix based on h ee componen s: da a quali y oles, decision a eas, and esponsibili ies.
The esponsibili y assignmen ma ix is o ganized as ollows: he ows iden i y he key decision a eas,
he columns indica e he oles in DQM, and he cells con ain he ypes o in e ac ion be ween each
decision a ea and each ole. These ypes o in e ac ion can be ‘Responsible’ – esponsible o he
execu ion o a pa icula ac i i y; ‘Accoun able’ – accoun able o au ho izing a decision ega ding a
pa icula ac i i y; ‘Consul ed’ – may be consul ed o p o ide inpu and suppo o an ac i i y o
decision, and ‘In o med’ – may be in o med o he ou pu o an ac i i y o decision. In his a icle, i is
included he desc ip ion and co esponden o ganiza ional assignmen o a se o oles ha a e
conside ed impo an wi hin a da a go e nance ini ia i e implemen a ion.
Figu e 1 - Da a Go e nance model. Webe e . al (2009)
In addi ion, as e e ed by he au ho s, his model add esses DQM on h ee ho izon al laye s: S a egy,
O ganiza ion, and In o ma ion Sys ems. On he ‘S a egy’ laye , he da a quali y s a egy associa es
da a managemen wi h business d i e s, es ablishing s a egic objec i es; which is combined wi h he
26
business case o da a managemen and he ins alla ion o a ma u i y assessmen . Acco ding o he
au ho s, main asks include: de elop a da a quali y s a egy and objec i es, de ine a po olio o da a
quali y ini ia i es, o mula e he business case, and conduc an assessmen and es ablish a e iew
p ocess. The ‘O ganiza ion’ laye ega ds o o ganiza ional and p ocess- ela ed ea u es, es ablishing
measu emen and con ol sys ems wi h he aim o moni o and imp o e he pe o mance, as well as
de ining and assigning oles and p ocesses ela ed o da a managemen . Main asks include: measu ing
da a quali y h ough he de ini ion o he app op ia e me ics, de ine oles and esponsibili ies,
es ablish da a owne s, de ine da a managemen p ocesses, and assign owne ship o hose p ocesses.
The hi d laye – ‘In o ma ion Sys ems’ – inco po a es he de elopmen o he da a model, he design
o da a a chi ec u e, and he de ini ion o sys em suppo . The main asks a e: iden i y da a objec s,
de ine a da a glossa y, assign quali y dimensions o hose da a objec s, es ablish da a s o age and
in as uc u e, de ine s anda ds o da a dis ibu ion ac oss sys ems, and es ablish cleansing me hods
and ools.
Finally, he au ho s sugges wo pa ame e s o design he da a go e nance model – o ganiza ional
s uc u ing o DQM ac i i ies and coo dina ion o decision-making o DQM ac i i ies –, which de ine
he ex emes be ween cen alized and decen alized, and hie a chical and collabo a i e, espec i ely.
The o ganiza ions mus ind i s balance be ween each o hese ex emes in o de o de ine and assign
he esponsibili ies o each ole. The main idea behind his amewo k, as he name sugges s, is ha
he da a go e nance model is indi idual and pe sonalized o each o ganiza ion. Th ough he
guidelines and amewo k design, he au ho s expec ha each o ganiza ion cus omizes his model o
i s own con ex .
The choice o his amewo k o his assessmen ma ix lies on he ac ha sus ainabili y in a da a
go e nance ini ia i e is he main objec i e o his s udy. An indi idualized and pe sonalized model can
p o ide some space o he o ganiza ions o adap his implemen a ion o i s own con ex , allowing o
a g ea e in ol emen and, he e o e, in e es . People a e keene o do some hing ha hey
unde s and and whe e hey a e in ol ed, which would be he case in his speci ic amewo k.
Fu he mo e, i enables he use o he a ailable esou ces wi hin he o ganiza ion – such as employees
o he speci ic oles –, which con ibu es o he sus ainabili y o his implemen a ion.
No wi hs anding, his app oach may equi e some le el o ma u i y and unde s anding o wha he
esou ces a e, needs, and objec i es o he o ganiza ion ega ding da a go e nance.
4.3.2. F amewo k 2 – Da a Go e nance S uc u e
Vanessa Chang and Lai Kuan Cheong published he a icle “The need o da a go e nance: A case
s udy” in 2007, ha explo es he ela ionship be ween IT Go e nance and Da a Go e nance, and he
la e ’s ele ance o e ec i e da a managemen . The au ho s p opose a Da a Go e nance S uc u e
and F amewo k o p omo e e ec i e da a managemen and emphasize collabo a ion be ween IT and
business (Cheong & Chang, 2007).
The Da a Go e nance s uc u e p oposed in his a icle emphasizes he engagemen om business and
IT in s a egic, ac ical, and ope a ional le els. Wi h his engagemen , i is ensu ed ha bo h IT and
business a e in o med and ha he IT ini ia i es a e aligned wi h he da a go e nance objec i es. This
amewo k is based on speci ic oles and esponsibili ies, ha comp ise he men ioned le els. A he
S a egic le el, he e is he Da a Go e nance Council ole, whose membe s a e execu i es wi h in e es
in da a managemen and a e esponsible o “endo sing policies, esol ing c oss di isional issues,
27
engaging he IT council a he s a egic le el, s a egically aligning business and IT ini ia i es, and
e iewing budge submission o IT and non IT ela ed p ojec s” (Cheong & Chang, 2007); he Tac ical
le el includes he Da a Cus odian, who is esponsible o da a managemen and accoun able o i s
quali y, o esol ing con o e sy in use g oup mee ings, o endo sing da a managemen and da a
cleansing plans, o ensu ing da a is i o pu pose, as well as adap ing s a egic plans o ac ical,
change and s akeholde s managemen . S ill in he Tac ical le el, he Da a S ewa d ole comp ises
membe s knowledge o business p ocesses and da a equi emen s, as well as IT knowledge ha helps
ansla ing business in o echnical equi emen s. Da a Cus odians lead hese s akeholde s, who a e
esponsible o implemen ing he ac ical plans, and assis ing Da a Cus odians in change managemen ,
s akeholde s managemen , asse ela ed in o ma ion sys ems managemen , and p ojec managemen .
These s akeholde s manage use g oup mee ings and ain and educa e he da a use s; inally, on he
Ope a ional le el, he Use G oup membe s a e s akeholde s om di e en depa men s who a e
in ol ed in da a’s collec ion, p ocess and epo . Wi h he help o echnical IT s a expe ise, hese
mee ings a e whe e u gen ope a ional da a issues a e discussed. These membe s, also e e ed o as
da a use s, a e esponsible o in o ming da a ela ed p oblems, making unc ionali ies eques s o
e icien da a collec ion, and designa e epo ing equi emen s.
Figu e 2 - Da a Go e nance S uc u e. Cheong and Chang (2007)
This amewo k was chosen o his assessmen ma ix due o i s encompass wi h IT, demys i ying he
no ion ha da a go e nance is conduc ed by he IT depa men , as well as i s de ailed desc ip ion o
he a ious oles and espec i e esponsibili ies ac oss he di e en le els.
4.3.3. F amewo k 3 – Da a Go e nance ma ix
In 2010, Ca ol V. B own and Vijay Kha i published he a icle “Designing Da a Go e nance”, wi h he
aim o de elop an o e all amewo k ha can be used by bo h esea che s o ocus on impo an da a
go e nance p oblema ics, and p ac i ione s o de elop an e ec i e da a go e nance app oach,
s a egy, and design (Kha i & B own, 2010).
The amewo k p oposed by hese au ho s is inspi ed in he one ha Weill and Ross designed o IT
Go e nance and is suppo ed by a da a go e nance ma ix ha p ac i ione s can use o design hei
own da a go e nance. This ma ix comp ises i e decision domains – Da a P inciples, Da a Quali y,
Me ada a, Da a Access, and Da a Li ecycle – and he locus o accoun abili y, be ween cen alized and
decen alized. The o e a ching amewo k comp ises i e decision domains along wi h hei
impo ance and guidelines o ollow, as well as he locus o accoun abili y o decision making, which
ep esen s he oles o each decision domain.
28
Figu e 3 - Example o a Da a Go e nance ma ix. Kha i and B own (2010)
Figu e 4 - F amewo k o da a decision domains. Kha i and B own (2010)

29
In Figu e 4, i is depic ed he o e a ching amewo k p oposed by he au ho s. This amewo k was
e y impo an in he li e a u e as, since hen, many au ho s use hese da a decision domains o design
hei own da a go e nance amewo k. This s udy con ibu ed wi h he da a decision domains o da a
go e nance, which allows o he igh oles and esponsibili ies o be de ined and assigned o a da a
go e nance ini ia i e.
This amewo k was chosen due o i s impo an con ibu e o he li e a u e, as well as he design o
o he da a go e nance amewo ks. Ha ing bo h componen s o a da a go e nance ma ix and a
amewo k o da a decisions, i is e y comple e and b ings a whole new pe spec i e and pa adigm,
ocusing on da a decision domains.
P ac ice
In his wo k, P ac ice amewo ks a e de ined as amewo ks business o o ganiza ional- ocused,
de eloped by so wa e endo s and indus y associa ions. In hei s udy, Al-Rui he e al. (2019)
pe o med a sys ema ic li e a u e e iew and e e ha , on non-cloud da a go e nance, he e a e ew
amewo ks, mainly being de eloped by indus y associa ions such as DGI and IBM.
4.3.4. F amewo k 4 – DGI Da a Go e nance F amewo k
Gwen Thomas, om he Da a Go e nance Ins i u e, p epa ed an a icle “The DGI Da a Go e nance
F amewo k” ha explains in de ail he amewo k designed by he DGI and i s main concep s. This
amewo k comp ises 10 uni e sal componen s o a da a go e nance p og am, dis ibu ed among 3
a eas: People & O ganiza ional Bodies, Rules & Rules o Engagemen , and P ocesses.
‘Rules & Rules o Engagemen ’ include he ollowing componen s:
Mission and Vision – The idea o iangula ion is he e p esen ed by he au ho as he Da a Go e nance
mission can be di ided in h ee pa s: p oac i ely de ine and align ules; p o ide ongoing p o ec ion
and se ices o da a s akeholde s; and eac i ely esol e issues. Fo he p og am ision, he au ho s
ecommend designing a clea , compelling ision o wha would he o ganiza ion look like wi h a ma u e
da a go e nance p og am, in o de o inspi e and encou age da a s akeholde s.
Goals, Go e nance Me ics/Success Measu es, Funding S a egies – The p og am’s objec i es should
ollow he SMART echnique: Speci ic, Measu able, Ac ionable, Rele an , and Timely. To choose which
goals o se , i is ecommended ha he e ec s o da a go e nance e o s be p edic ed in ou a eas:
P og ams, P ojec s, P o essional Disciplines, and People. Asking he igh ques ions, as “how can ou
e o s help o ganiza ion’s p og ams inc ease e enue and alue”, can lead o he de ini ion o he
p ope goals o he da a go e nance p og am. Measu es ollow he same s uc u e as goals and, as
Thomas (2006) said, “E e yone in ol ed in Da a Go e nance should know wha success looks like, and
how i ’s being measu ed”. The au ho also p oposes o use he ollowing o mula o c ea e alue
s a emen s: “I we do A, hen we should expec B, wi h a esul o C; o he wise, we should expec D,
wi h a esul o E.” (Thomas, 2006). Rega ding he unding s a egies, along wi h key s akeholde s, i is
impo an o de ine ways o unding ha include in es men s in a Da a Go e nance O ice, a Da a
Analys /A chi ec u e – o help de ine ules and da a, and esea ch p oblems ha mus be sol ed –,
S ewa dship ac i i ies, as well as p o ocols o Business and IT s a who pa icipa e in da a ela ed
hema ic.
30
Da a Rules and De ini ions – Da a policies, s anda ds and de ini ions a e included in his componen ,
as well as compliance equi emen s, and business ules. The ocus he e can be o c ea e new/ga he
exis ing ules and de ini ions, aligning and p io i izing exis ing con lic s, along wi h add ess gaps and
o e laps, and ins i u e and o malize ules speci ic o ce ain de ini ions.
Decision Righ s – The decision igh s a ibu e he esponsibili y o he s akeholde s who will make
each decision, and i s assignmen mus be acili a ed, and e en documen ed and s o ed, by he Da a
Go e nance p og am. Fo compliance-based p og ams, he au ho de ends ha hese decision igh s
should be assigned o he Boa d o Di ec o s wi h inpu om Legal depa men . As o he o he
p og ams, hese mus be mo e ca e ully assigned, h ough nego ia ions i needed.
Accoun abili ies – Pos e io o he de ini ion o decision igh s, and he decisions i sel es, i is
necessa y o assign he pa s ha each s akeholde will ha e in each s ep o he ac ion on ha decision,
and when. The Da a Go e nance p og am is expec ed o help de ine accoun abili ies and embed hem
in o e e yday p ocesses. In compliance- ela ed cases, o ganiza ions end o ha e a cen alized g oup
who de elops he necessa y equi emen s and hen dissemina es hem o he s akeholde s.
Ne e heless, in o he en i onmen s he e is also he use o c oss- unc ional eams, wi h go e nance
coo dina o s unde s anding and ollowing he o ganiza ion’s p o ocols o engage s a , assign asks,
and p o ide s a us o managemen .
Con ols – Da a o en cons i u es a isk o he o ganiza ion, and his isk mus be managed. The
o ganiza ion’s s a egies o manage he isk a e made ope a ional h ough con ols, which can be
p e en i e, de ec i e o co ec i e. These con ols can be ecommended in he Da a Go e nance
p og am a di e en le els o he con ols s ack, such as ope a ing sys em, da abase, and o he s, o
suppo o ganiza ion’s objec i es. In o he pe spec i e, exis ing gene al con ols, such as change
managemen , policies, and aining, can be adjus ed o suppo go e nance goals.
‘People & O ganiza ional Bodies’ include he ollowing componen s:
Da a S akeholde s – Da a S akeholde s a e membe s o di e en a eas wi hin he o ganiza ion, who
a ec and a e a ec ed by da a- ela ed decisions, whe he i is by c ea ing and use da a, o se ing ules
and equi emen s o da a. These expec a ions mus be me by he Da a Go e nance p og am, de ining
who should be included in da a- ela ed decisions, who should be consul ed be o e he o maliza ion
o such decisions, and who should be in o med o hose decisions a e hey a e implemen ed. As a
bes p ac ice, i is ecommended ha a g oup o execu i e s akeholde s cons i u e a Da a Go e nance
Boa d.
Da a Go e nance O ice – The DGO acili a es go e nance ac i i ies as making da a- ela ed decisions,
de ining da a, moni o ing compliance, and esol ing issues. This au ho i y is also esponsible o
collec ing me ics and success measu es and epo hem o he s akeholde s, p o iding con inuous
“s akeholde ca e” wi h communica ion, access o in o ma ion, eco d-keeping, educa ion, and
suppo .
Da a S ewa ds – A Da a S ewa dship Council is a g oup o s akeholde s who make da a- ela ed
decisions, se policies, speci y s anda ds, o e en make ecommenda ions o he Da a Go e nance
Boa d. I is ecommended ha a hie a chy o s ewa ds is implemen ed, di iding he Da a S ewa dship
Council in o wo king g oups o add ess speci ic da a issues o decisions.
31
‘P ocesses’ include he ollowing componen :
P oac i e, Reac i e, and Ongoing Da a Go e nance P ocesses – Da a Go e nance P ocesses should be
s anda dized, documen ed, and epea able, suppo ing egula o y and compliance equi emen s o
Da a Managemen , P i acy, Secu i y, and Access Managemen (Thomas, 2006). The DGI ecommends
o mal, documen ed and epea able p ocesses o : aligning policies, equi emen s and con ols;
decision igh s; accoun abili y; pe o ming s ewa dship; change managemen ; da a de ini ions;
esol ing issues; da a quali y equi emen s; building go e nance in o echnology; s akeholde ca e;
communica ions; and measu ing and epo ing alue.
All hese componen s a e a anged in he DGI Da a Go e nance F amewo k, di ided in he h ee a eas
ha include hose componen s, and in he “who”, “why”, “when”, and “how” elemen s o a Da a
Go e nance p og am. The ollowing na a i e can be depic ed om Figu e 5: The mission (“why”)
de ines he ocus a eas and he goals, me ics/success measu es, and unding s a egies; he la e ’s
in luence he Da a Go e nance p ocesses, along wi h da a ules and de ini ions (“how”), and he
people (“who”) in ol ed; in u n, people in ol ed de ine decision igh s, accoun abili ies and con ol
mechanisms ha will in luence he p ocesses; hese p ocesses p o ide inpu o Business/IT p ocesses
ha ouch da a, ensu ing ha he mission de ined is achie ed; he p og am’s li e cycle (“when”)
consis s o 7 s eps o implemen each e o ; inally, managemen is “behind” all hese componen s,
whe he p o iding suppo , unding, inpu , o e en ecei ing eedback o epo ing s a us o he
p og am.
Figu e 5 - DGI Da a Go e nance F amewo k. Thomas (2006)
32
4.3.5. F amewo k 5 – SAS Da a Go e nance F amewo k
SAS Da a Go e nance F amewo k eme ged om he e o s ha he so wa e endo SAS designed o
p o ide he dep h, b ead h and lexibili y o o e come da a go e nance ailu e poin s, such as he poo
de ini ion o da a go e nance, o being depic ed as a ini e p ojec o academic exe cise. This
amewo k is designed ha ing in conside a ion bo h holis ic – all da a aspec s a e aken in o accoun –
and p agma ic – phased ac ical deploymen wi h ‘quick-wins’ – app oaches. (SAS Ins i u e Inc, 2018)
Figu e 6 - SAS Da a Go e nance F amewo k (SAS Ins i u e Inc, 2018)
This amewo k is di ided in h ee main aspec s o Da a Go e nance: s a egy, o ganizing amewo k,
and ac ic, wi h six sec ions – Co po a e D i e s, Da a Go e nance, Da a Managemen , Da a
S ewa dship, Me hods, and Solu ions. The s a egy le el includes he Co po a e D i e s sec ion, which
ackles he business d i e s and s a egies ha highligh he need o da a go e nance. On he
o ganizing amewo k le el a e included Da a Go e nance and Me hods sec ions, wi h a ocus on
de elopmen and moni o ing o policies ha d i e da a managemen e en s. Las ly, Da a
Managemen , Solu ions, and Da a S ewa dship sec ions a e included in he ac ical le el, ela ed o
da a managemen ongoing p ocedu es. As speci ically men ioned in he SAS Da a Go e nance
F amewo k Whi e Pape , he o ganiza ion’s da a go e nance s a egy mus ackle i s sho - e m
necessi ies while con ibu ing o a long- e m go e nance p o iciency. In o de o achie e such abiding
p o iciency, i is impo an o assess he di e en le els o go e nance ma u i y exis en in he
o ganiza ion and ha ing hem in conside a ion when de eloping a long- e m plan, con ibu ing o he
sus ainabili y o da a go e nance.
Co po a e D i e s
Co po a e o business d i e s a e he key ac o s, ac i i ies, and esou ces ha ha e signi ican impac
in he pe o mance o a business. These can a y om o ganiza ion o o ganiza ion, bu a e commonly
39
Mo eo e , one o he esponsibili ies o Da a S ewa ds is o “ ain and educa e da a use s” (Cheong
& Chang, 2007). Al hough i is men ioned in his a icle, he e is no men ion o s uc u ed and
documen ed plans on aining, nei he i s e iew. The amewo k ma u i y le el in his a ea is ‘Ini ial’.
Roles and Responsibili ies – This amewo k, as men ioned in he a icle, “was de eloped based on
(…) oles and esponsibili ies” (Cheong & Chang, 2007). These a e desc ibed in he a icle, wi h
de ailed ac i i ies, wi h he ocus o mi iga e he issues aced by da a go e nance h ough he
de elopmen o o mal da a go e nance wi h clea oles and esponsibili ies. The au ho s s a e ha
“Roles and esponsibili ies a e de ined so ha membe s wi hin he Da a Go e nance s uc u e a e
held accoun able o hei ac ions.” (Cheong & Chang, 2007). As he a icle de ines and es ablishes
guidelines o oles and esponsibili ies acco ding o he business s a egy, i does no include a
e iew o such plan. The Da a Go e nance s uc u e, i sel , is a well cha ac e ized and s anda dized
plan wi h p ocedu es, ools, and me hods, wi h he oppo uni y o scale i o e ime. In conclusion,
al hough i checks all he condi ions on he ‘De ined’ ma u i y le el, he lack o a e iew componen
in he plan leads o simply a ‘Managed’ ma u i y le el.
Buy-in – E en hough s akeholde s buy-in is no explici ly documen ed and s uc u ed, s akeholde s
a e included in he da a go e nance s uc u e and each ole – excep use g oups – has he
esponsibili y o esol e issues ha s akeholde s may ha e in he lowe le els. Acco dingly, i s
ma u i y le el is ‘Ini ial’.
Communica ion – In he desc ip ions o each ole in his a icle, he e is he assigned esponsibili y o
managing s akeholde s on lowe le els and engaging s akeholde s om di e en g oups, p omo ing
communica ion. In Figu e 2, i is depic able ha communica ion is p esen , no only wi hin he Da a
Go e nance S uc u e, bu also wi h IT in s a egic, ac ical and ope a ional le els. Mo eo e , i is
men ioned ha IT go e nance council and Da a go e nance council should wo k collabo a i ely and,
indi idually, wi h he Co po a e go e nance council. In conclusion, collabo a ion and anspa en
decision-making p ocesses a e men ioned in he a icle and pa o he Da a Go e nance s uc u e
i sel , bu no wi h a e iew o his plan, placing his amewo k in he ‘Managed’ ma u i y le el.
Da a S a egy – Da a s a egy is no ho oughly men ioned in his a icle. In his line, among he
esponsibili ies o he Da a Go e nance Council, he e is he s a egic alignmen o business and IT
ini ia i es. Mo eo e , he e is he ecogni ion ha a p ope s uc u e and amewo k can d i e
s a egic p ojec s o con o m and main ain good da a go e nance. Acco dingly, his a ea is in he
‘Ini ial’ ma u i y le el.
P ocesses and P ocedu es – As men ioned by he au ho s, “This pape unde sco es he impo ance
o a Da a Go e nance s uc u e oge he wi h policies and p ocedu es o managing da a e ec i ely.”
(Cheong & Chang, 2007). Rega dless, he e is no speci ic men ion o p ocesses and p ocedu es,
nei he i s managemen . This places he amewo k in he ‘Ini ial’ ma u i y le el.
Policies – In he same a ionale as he P ocesses and P ocedu es a ea, his a ea is in he ‘Ini ial’
ma u i y le el.
Da a Requi emen s – Da a s ewa ds a e esponsible o da a equi emen s, ansla ing business
equi emen s in o echnical ones o pass o he use g oups, whe e, in u n, he s akeholde s speci y
epo ing equi emen s. Al hough no men ioned explici ly, i can be assumed ha hese

40
equi emen s a e p ope ly desc ibed and de ined in he use g oup mee ings, as equi ed o he
‘Managed’ ma u i y le el.
Tools and echnologies – Tools and echnologies a e men ioned speci ically as a esul o a clea
s uc u e, leading o he acquisi ion o a da a p o iling and me ada a eposi o y ool, con ibu ing o
he disco e y o anomalies mo e e icien ly and he cap u e o in o ma ion abou da a, p omo ing
he access o his da a o ganiza ion wide. The e o e, he ma u i y le el is ‘Ini ial’.
Assessmen – No assessmen me hod o ool is men ioned in his a icle. I s ma u i y le el is ‘Ini ial’.
Sus ainabili y – The scalabili y o he Da a Go e nance s uc u e can be a poin wo h men ioning in
his amewo k, bu i is based on only one case s udy, which lea es o ques ion i s adap abili y o
o he eali ies. The e o e, i s ma u i y le el is ‘Ini ial’.
4.4.3. F amewo k 3 – Da a Go e nance ma ix
T aining – In he a icle, i is men ioned one ole associa ed wi h aining: he da a quali y aine .
Howe e , he e is no explici men ion o aining p og ams o which capaci ies/compe encies people
ha deal wi h da a should ha e. The ma u i y le el is ‘Ini ial’.
Roles and Responsibili ies – One o he ocus in his a icle is he loccus o accoun abili y, he “who”
in decision making. Acco dingly, o each o he i e decision domains, di e en oles a e sugges ed
o answe he ques ions in he domain decisions. No only hese a e documen ed, bu hey a e
in eg al pa o he da a go e nance amewo k i sel , wi h he oppo uni y o o ganiza ions o
cons uc hei own model. None heless, he e is no e e ence o he e iew o his plan. In his line,
his ma u i y le el is ‘Managed’.
Buy-in – a The e is no men ion o employees buy-in in his a icle. Acco dingly, i s ma u i y le el is
‘Ini ial’.
Communica ion – The communica ion componen in his amewo k is ep esen ed in wo main
momen s: in he Da a P inciples domain, h ough he decisions “Wha a e he mechanisms o
communica ing business uses o da a on an ongoing basis?” and “Wha is he p og am o
es ablishing and communica ing da a quali y?” (Kha i & B own, 2010); and wi h he de elopmen o
he da a go e nance ma ix i sel , ha “may be use ul o communica ing a gi en o ganiza ion’s da a
go e nance app oach.” (Kha i & B own, 2010). Wi h he absence o a e iew plan o hese
s a egies, his ma u i y le el is ‘Managed’.
Da a S a egy – Da a s a egy in his amewo k is inside he domain Da a P inciples, whe e decisions
based on s a egies o cla i y he ole o da a as an asse a e made, by he po en ial oles. He e,
decisions such as da a usage, ongoing communica ion mechanisms, desi able beha io s, and o he
da a ela ed decisions a e made. In he same line as he p e ious CSFs, his ma u i y le el is
‘Managed’, due o he lack o a e iew s a egy.
P ocesses and P ocedu es – Va ious da a ela ed p ocesses and p ocedu es a e men ioned in he
amewo k i sel as domain decisions, ac oss all da a go e nance domains, such as “ he mechanisms
o communica ing business uses o da a”, “ he p og am o es ablishing and communica ing da a
quali y”, “da a be consis en ly de ined and modeled”, “da a access s anda ds and p ocedu es”, and
“da a de ini ion, p oduc ion, e en ion, and e i emen o di e en ypes o da a” (Kha i & B own,
41
2010). All hese p e ious s a emen s e e o p ocesses and p ocedu es as being de ined and
implemen ed h ough his da a go e nance amewo k. Mo eo e , s a emen s ha e e , o
example, o decisions on how will he “assessmen esul s be in eg a ed wi h he o e all compliance
moni o ing e o s” and “da a quali y as well as he associa ed p og am be e alua ed” (Kha i &
B own, 2010), illus a e no only he e iew o such s a egies, bu also i s imp o emen o e ime.
The plan is well cha ac e ized and de ined in s anda ds (“decision o s anda dize business
p ocesses”), me hods, p ocedu es, and ools. In conclusion, his ma u i y le el is ‘De ined’.
Policies – Policies a e included in he Da a P inciple domain, whe e “da a p inciples he e o e
es ablish he ex en o which da a is an en e p ise wide asse , and hus wha speci ic policies(…) a e
app op ia e”, as well as in he Da a Access domain: “indus y s anda ds se e as a guide o he
w i ing and upda ing o an o ganiza ion’s access policies(…)” (Kha i & B own, 2010). The ma u i y
le el is ‘Ini ial’.
Da a Requi emen s – Da a equi emen s a e dis ibu ed be ween business da a usage and
compliance wi h egula ion, inco po a ed in domain decisions in he ollowing s a emen s “Wha a e
he uses o da a o he business”, “How does he egula o y en i onmen in luence he business
uses o da a?”, and “How do he compliance issues ela ed o legisla ion a ec da a e en ion and
a chi ing?” (Kha i & B own, 2010). In his line, as hese decisions a e included in he da a
go e nance amewo k, being p ope ly de ined and documen ed acco ding o he business s a egy,
his ma u i y le el is ‘Managed’.
Tools and echnologies – Addi ionally o IT ools, which a e men ioned in his a icle o “help su ace
quali y issues o he business owne s” (Kha i & B own, 2010), o he keywo ds a e used o desc ibe
ools and echnologies o be implemen ed, such as “mechanisms o communica ing business uses o
da a” and “ he p og am o backup and eco e y” (Kha i & B own, 2010). These domain decisions
a e buil in a manne ha lead decision make s o decide on which ools and echnologies o use o
cope wi h di e en da a equi emen s. Acco dingly, his ma u i y le el is ‘Managed’.
Assessmen – The assessmen me hods desc ibed in his a icle a e pa icula o da a quali y and
isk, whe e Da a Quali y domain p o ides a oadmap o assess da a; and isk assessmen is
ecommended o be conduc ed on an ongoing basis. I s ma u i y le el is ‘Ini ial’.
Sus ainabili y – This amewo k, as men ioned by he au ho s, “can be used by p ac i ione s o
design hei da a go e nance”, ha is, his cons i u es a s a ing poin o design a da a go e nance
amewo k o o esea ches o iden i y impo an da a go e nance issues. The e o e, his amewo k
is no conside ed o ha e sus ainabili y ea u es, as such, i s ma u i y le el is ‘Ini ial’.
4.4.4. F amewo k 4 – DGI Da a Go e nance F amewo k
T aining – T aining is pe cei ed in his amewo k wi hin he “Con ols” componen , which is whe e
isks a e p e en ed, de ec ed, and co ec ed. In he a icle, i is men ioned ha “Da a Go e nance
may also be asked o ecommend ways ha exis ing gene al con ols ((…), aining, SDLCs and P ojec
Managemen , e c.) could be modi ied o suppo go e nance goals o en e p ise goals.” (A a d &
B ennan, 2018)(Thomas, 2006). In his las s a emen , he au ho sugges s ha exis ing aining
p og ams could be adjus ed o da a go e nance, ul illing he necessi y o ha e employees wi h da a
compe encies. Al hough aining is men ioned in he amewo k, i is no possible o deeply
42
unde s and i s scope, as i can depend on he aining p og am me hods ha he o ganiza ions use.
The e could be o ganiza ions wi h a aining p og am documen ed, and quan i a i ely managed, o
o ganiza ions wi h no s uc u e a all. In his line, he ma u i y le el is ‘Ini ial’.
Roles and Responsibili ies – Roles and esponsibili ies a e men ioned p io ly in he “Mission and
Vision” componen , whe e i is ecommended ha i s de ini ion in da a go e nance bodies ha e in
conside a ion he h ee-pa mission sugges ed – eac i e issue esolu ion, p oac i e ules, and
ongoing se ices. Componen s “Da a s akeholde s” and “A Da a Go e nance O ice” de ine and
es ablish he esponsibili ies and accoun abili ies o hese oles. Simila ly, he componen “Da a
S ewa ds” is di ec ly ela ed wi h his CSF, whe e a Da a S ewa dship Council is ecommended as “a
se o Da a S akeholde s who come oge he o make da a- ela ed decisions” (Thomas, 2006). Thei
esponsibili ies a e desc ibed as se ing policies and speci y s anda ds and de ine ecommenda ions
o a highe -le el Da a Go e nance boa d. Mul iple le els o s ewa dship a e also men ioned, as well
as he example o Da a Quali y S ewa ds.
Finally, he componen “Accoun abili ies” is also di ec ed o his CSF, wi h he de ini ion o
accoun abili ies ha can be in eg a ed in o e e yday p ocesses and he o ganiza ion so wa e
de elopmen li e cycle. As an example, he a icle ocus his sec ion in compliance, whe e indi idual
manage s may no be p epa ed o do he necessa y s eps and ha e esponsibili ies in iden i ying “all
he asks and in eg a ion poin s o designing and implemen ing con ols, documen a ion, and
audi able p oo o compliance” (Thomas, 2006). In his sense, o ganiza ions may ha e a cen alized
g oup de eloping hose equi emen s and dissemina ing hem o s akeholde s. As a inal no e, he
au ho s a es “(…) mos go e nance e o s in ol e c oss- unc ional eams. You go e nance
coo dina o s will need o unde s and and ollow you o ganiza ion’s p o ocols o engaging s a ,
assigning asks, and p o iding s a us o managemen .” (Thomas, 2006).
In ligh wi h all hese, his amewo k has oles and esponsibili ies de ined and wi h guidelines
es ablished, buil acco ding o business and da a s a egy, and, al hough i does no ha e a e iew
plan, i is lexible enough o o ganiza ions o adap and adjus o i s own needs. I s ma u i y le el is
‘Managed’.
Buy-in – One o he esponsibili ies o he Da a Go e nance O ice is o p o ide s akeholde ca e,
which can be seen as a o m o “buy-in”. This is u he desc ibed in he Challenges sec ion, whe e
DGO “unde s and s akeholde s’ in o ma ion needs, p e e ed e minology, and special in e es s. (…)
They employ s akeholde pa icipa ion ma ices o make su e s akeholde s a en’ o e looked and
ha he igh people ge hei pa o he message in he igh sequence.” (Thomas, 2006). This
places he amewo k in he ‘Managed’ ma u i y le el.
Communica ion – In he same line as desc ibed abo e, in he s akeholde ca e esponsibili y o Da a
Go e nance O ice (DGO) is included communica ion. Mo eo e , communica ion is iden i ied in he
a icle as one o he main sou ces o da a go e nance success. He e, a de ailed ole o DGO is
desc ibed, wi h he de elopmen o “laye s o communica ion pieces – ele a o speeches, alue
s a emen s, impac s a emen s, p esen a ions, and o he documen a ion – so hey can deli e he
igh e sions o go e nance messages o he igh people wi h he igh le el o de ail.” (Thomas,
2006). In his manne , he ma u i y le el is ‘Managed’.
43
Da a S a egy – Da a S a egy can be iden i ied in wo di e en componen s, “Mission and Vision”
and “Goals, Go e nance Me ics / Success Measu es, Funding S a egies”. The de ini ion o he
p og am’s mission and ision is ela ed wi h da a s a egy, as well as i s goals, me ics, and unding.
In bo h componen s, he e a e echniques o de ine he app oach ha he p og am should ollow o
accomplish i s objec i es. Acco dingly, his ma u i y le el is ‘Managed’.
P ocesses and P ocedu es – The componen “P oac i e, Reac i e, and Ongoing Da a Go e nance
P ocesses”, as s a ed, “desc ibes he me hods used o go e n da a.” (Thomas, 2006). The a icle i sel
ecognizes ha “Ideally, hese p ocesses should be s anda dized, documen ed, and epea able. They
should be c a ed in such a way o suppo egula o y and compliance equi emen s o Da a
Managemen , P i acy, Secu i y, and Access Managemen .” (Thomas, 2006). The le el o s uc u e
and o mali y is le o each o ganiza ion o decide, bu he DGI has some ecommenda ions (see in
he chap e “Imp o emen Oppo uni ies” o his wo k). These p ocesses a e desc ibed and well
cha ac e ized in s anda ds, p ocedu es, ools, and me hods. Acco dingly, he ma u i y le el is
‘De ined’.
Policies – Policies a e in he “Da a Rules and De ini ions” componen , which comp ises o objec i es
as “C ea e new ules/de ini ions; Ga he exis ing ules/de ini ions; Add ess gaps and o e laps; Align
and p io i ize con lic ing ules/de ini ions; Es ablish o o malize ules o when ce ain de ini ions
apply.” (Thomas, 2006). This encompasses he de ini ion, desc ip ion, and s anda diza ion o policies,
as well as i s e iew and imp o emen . As such, he ma u i y le el is ‘De ined’.
Da a Requi emen s – Da a equi emen s a e also men ioned in he “Da a Rules and De ini ions”
componen , as compliance equi emen s. A cen alized g oup cla i ies, implemen s, and
dissemina es hese equi emen s o s akeholde s, enabling a be e unde s anding o e e yone and
aligning wi h he da a s a egy. In his sense, he ma u i y le el is ‘Managed’.
Tools and echnologies – Technologies a e a ely men ioned in he a icle, howe e , in he ocus on
P i acy/Compliance/Secu i y hese a e e e enced o “loca e sensi i e da a, o p o ec da a, and/o
o manage policies o con ols.” (Thomas, 2006). In he “Da a Wa ehouses and Business In elligence
(BI)” ocus, he e is he e e ence o ools as da a wa ehouses, da a ma s, o BI ools. None heless, i
is a he ‘Ini ial’ ma u i y le el.
Assessmen – Al hough no assessmen is explici ly men ioned, a se en-phase da a go e nance li e
cycle is p oposed o implemen any da a go e nance p og am. In his me hodology, he i s h ee
phases – “De elop a alue s a emen ”, “P epa e a oadmap”, and “Plan and Fund” – con ibu e o
he assessmen o da a go e nance s a e in he o ganiza ion, as well as i s gaps o u he de ine he
s a egy. Despi e his, he e is no s anda diza ion no cha ac e iza ion in me hods and ools. I is a
he ‘Managed’ ma u i y le el.
Sus ainabili y – An in e es ing componen o sus ainabili y can be iden i ied in he da a go e nance
li e cycle me hodology, whe e his me hod allows o a s ong s uc u ed p og am, wi h con inuous
imp o emen h ough moni o ing, measu ing and epo . E en hough i is no speci ically in oduced
as such, i p o ides he basis o a sus ainable, long- e m solu ion. I is, howe e , no u he
explained and, as such, i is in he ‘Managed’ ma u i y le el.
44
4.4.5. F amewo k 5 – SAS Da a Go e nance F amewo k
T aining – T aining is men ioned b ie ly in he P ocess a ea, wi hin he scope o communica ion
in as uc u e, ins ead o da a- ela ed manne s. Ne e heless, in he People a ea, i is s a ed ha “An
o ganized s uc u e o people who ha e he p ope skills is essen ial o he success o he da a
go e nance p og am.” (SAS Ins i u e Inc, 2018). Fo his ma e , he ma u i y le el is ‘Ini ial’.
Roles and Responsibili ies – As men ioned abo e, i is s a ed ha “A common componen o
success ul da a go e nance is ge ing he igh business s akeholde s in ol ed in decisions abou da a
and how i is managed.” (SAS Ins i u e Inc, 2018). In he “Decision-Making Bodies” a ea he e is a lis
o da a go e nance cons i uen s, in which is equi ed ha hey “become en enched in he decision-
making p ocess a ound da a ules and p ocesses.” (SAS Ins i u e Inc, 2018). Fu he , in he “Decision
Righ s” a ea, he RACI ool is sugges ed o de ine he oles o da a go e nance ac i i ies and
esponsibili ies. Addi ionally o he oles in decision making bodies, “Da a S ewa dship” is o he a ea
ha ocuses on oles and esponsibili ies, speci ically da a s ewa ds and da a cus odians. Bo h hese
a eas ha e a clea de ini ion o oles and esponsibili ies, lacking only he e iew o his plan o ge o
he nex ma u i y le el. Cu en ly, i is on he ‘Managed’ ma u i y le el.
Buy-in – In he “Co po a e D i e s” a ea, he au ho s iden i y ha he challenge o demons a e he
e u n o in es men may cause di icul ies in ge ing b oad consensus and pa icipa ion ac oss
business uni s. To o e come his, he sugges ion is o align da a go e nance ac i i ies o co po a e
d i e s, which will align i s “wins” wi h key business objec i es. O he s a egy men ioned is o
include leade s om bo h business and IT in he da a go e nance council o gua an ee ha he
needs om bo h business uni s a e me . Finally, he au ho s men ion ha “Once he da a
go e nance ole is pa o a people’s jobs, hey a e mo e likely o make be e decisions abou he
ole o da a – and how i applies o he co po a e mission.” (SAS Ins i u e Inc, 2018). In spi e o hese
s a egies, he plan does no include a e iew componen , which places he amewo k in he
‘Managed’ ma u i y le el.
Communica ion – In he “P ocess” a ea, i is ecognized ha comple e, concise communica ion is
pa amoun o da a go e nance success. Fo his ma e , “Any communica ions amewo k should
ocus on eusabili y, b oad accep ance and e ec i eness. Along wi h his, e ec i e aining on all
ace s o he communica ion in as uc u e can help in eg a e a s ong communica ions e o
h oughou he p og am.” (SAS Ins i u e Inc, 2018). As such, he e is he ecogni ion o a s uc u ed
communica ion plan, wi h he in en o eusabili y, which, by lacking a e iew plan, places he
ma u i y le el in ‘Managed’.
Da a S a egy – Da a S a egy can be iden i ied in he “P og am Objec i es” and “Guiding P inciples”
a eas. As one o hese guiding p inciples, i is men ioned as an example “Da a will be managed as a
sha ed asse o maximize business alue and educe isk.” (SAS Ins i u e Inc, 2018). “Da a
Managemen ” a ea can also be pe cei ed as a pa o da a s a egy, as i s unc ions a e designed o
implemen da a go e nance policies and include mul iple disciplines, depending on he da a s a egy.
In his s a emen “While da a managemen is ai ly b oad, no all o hese disciplines mus be
included in he i s phases o a go e nance p og am. Some p og ams ocus mo e on business
de ini ions (me ada a) ini ially, while o he s may emphasize a single iew o he cus ome (mas e
da a).” (SAS Ins i u e Inc, 2018), i can be pe cei ed ha he da a s a egy is desc ibed and well
cha ac e ized in s anda ds, me hods, and ools, wi h a e iew o shi he da a managemen

45
unc ions when accu a e, as well as he es ablishmen and imp o emen o hese s anda ds o e
ime. Acco dingly, his ma u i y le el is ‘De ined’.
P ocesses and P ocedu es – The “Da a A chi ec u e” a ea de ines he p ocesses used in da a
managemen and includes he s anda diza ion o p ocedu es as a duplica ion o e o p e en i e
measu e. Also “Da a Quali y” men ions he s anda ds and p ocedu es on he quali y o da a. “Da a
Adminis a ion” se s s anda ds and p ocedu es o managing quo idian ope a ions, including
moni o ing p ocedu es. A las , in he “P ocess” a ea is s a ed “Measu emen allows o ganiza ions o
main ain con ol o e da a go e nance p ocesses.(…) A da a go e nance p og am is a p og am o
con inuous imp o emen , so e ec i e measu emen is a basic componen o any success ul
p og am.” (SAS Ins i u e Inc, 2018), which places his amewo k wi hin he ‘Quan i a i ely Managed’
ma u i y le el.
Policies – Simila o P ocesses and P ocedu es, policies a e men ioned a ious imes in his
amewo k. As an example, in “Da a A chi ec u e” a ea, one da a a chi ec u e a i ac is policy
documen s. Mo eo e , in “Da a Secu i y”, he e is policies o de e mine access le els o da a and
sugges ions o apply hose policies. These a e de e mined by he da a go e nance council and
execu ed by da a s ewa ds. As he e is no e iew plan along he p og am, he ma u i y le el is
‘Managed’.
Da a Requi emen s – Da a equi emen s a e no explici ly men ioned in he amewo k, as i is buil
o encompass all da a equi emen s in an o ganiza ion. Ra he , he o ganiza ion mus adjus he da a
go e nance p og am and, as such, i s da a equi emen s o i s needs. These a e de ined and
documen ed wi hin each o he co esponden a eas, acco ding o he da a equi emen s ha a e
included in ha s a e. As men ioned, his amewo k allows o a lexible, inc emen al da a s a egy,
which di ec ly impac s da a equi emen s. Acco dingly, as in he Da a S a egy CSF, he ma u i y le el
is ‘De ined’.
Tools and echnologies – Unlike o he amewo ks, his encompasses a s ong componen o ools
and echnologies. “Da a Quali y”, o example, includes au oma ed ools o “(…) cleanse and en ich
da a in bo h ba ch and eal- ime modes.” (SAS Ins i u e Inc, 2018). As o echnology, i “is used in a
s andalone ashion and in eg a ed wi h ansac ional sys ems o ul ima e lexibili y” (SAS Ins i u e
Inc, 2018). In “Da a Wa ehousing, Business In elligence and Analy ics” lis o ools and echniques is,
o example, da a mo emen ools. Finally, in he “Technology” a ea, au oma ed ools o pe o m
asks as da a p o iling and moni o ing a e conside ed he cu en bes p ac ices, allowing “ he
o ganiza ion o scale o he la ges olumes o da a p ocessing, main aining he same ules and
p ocesses o any applica ion.” (SAS Ins i u e Inc, 2018). None heless, i is a he ‘Managed’ ma u i y
le el, as he e is no e iew plan.
Assessmen – Al hough no assessmen is explici ly men ioned, he amewo k i sel can help he
o ganiza ion o unde s and how he exis ing ace s can be implemen ed in o he ini ia i e. Howe e ,
i is a he ‘Ini ial’ ma u i y le el.
Sus ainabili y – Sus ainabili y is one o he bases on his amewo k, ocusing on sho - e m needs
while assu ing long- e m go e nance capabili y. The amewo k i sel is seen as a ool o achie e a
sus ainable da a go e nance p og am, by le e aging he indi idual pa s ha may al eady exis in he
o ganiza ion and use hem as pa o he da a go e nance amewo k. As he amewo k i sel is
46
s uc u ed o be e iewed, inc emen al, and measu ed agains o ganiza ion goals, he ma u i y le el
is ‘Quan i a i ely Managed’.
4.5. ASSESSMENT MATRIX
CSF /
F amewo ks
1 - One Size
Does No
Fi All
2 - Da a
Go e nance
S uc u e
3 - Da a
Go e nance
Ma ix
4 - DGI Da a
Go e nance
F amewo k
5 - SAS Da a
Go e nance
F amewo k
T aining
Ini ial
Ini ial
Ini ial
Ini ial
Ini ial
Roles and
Responsibili ies
Managed
Managed
Managed
Managed
Managed
Buy-in
Ini ial
Ini ial
Ini ial
Managed
Managed
Communica ion
Ini ial
Managed
Managed
Managed
Managed
Da a S a egy
De ined
Ini ial
Managed
Managed
De ined
P ocesses and
P ocedu es
Ini ial
Ini ial
De ined
De ined
Quan i a i ely
Managed
Policies
Ini ial
Ini ial
Ini ial
De ined
Managed
Da a
Requi emen s
Ini ial
Managed
Managed
Managed
De ined
Tools and
Technologies
Ini ial
Ini ial
Managed
Ini ial
Managed
Assessmen
Ini ial
Ini ial
Ini ial
Managed
Ini ial
Sus ainabili y
Ini ial
Ini ial
Ini ial
Managed
Quan i a i ely
Managed
Table 4 - Assessmen Ma ix
Le el 1 – Ini ial; Le el 2 – Managed; Le el 3 – De ined; Le el 4 – Quan i a i ely Managed; Le el 5 –
Op imizing;
47
5. DISCUSSION
5.1. IMPROVEMENT OPPORTUNITIES
This sec ion wo ks as a guide on wha can be use ul o add when implemen ing hese amewo ks,
whe he he o ganiza ion has al eady ini ia ed a da a go e nance p og am wi h such amewo k o
because i esona es be e wi h i s componen s.
5.1.1. F amewo k 1 – One Size Does No Fi All
This amewo k da es 2009 and, howe e i con ibu ed signi ican ly o he li e a u e h ough
indi idualizing da a go e nance ini ia i es o o ganiza ions in o de o accomplish hei goals,
nowadays i is exp essed h ough he li e a u e he impo ance o aining and employee expe ise. In
his sense, adding a aining plan/ ecommenda ion o his amewo k will ill he gap c ea ed by
assuming he s akeholde s al eady possess knowledge, as men ioned in he a icle: “ he unde lying
assump ion o DQM is ha business expe s possess knowledge abou hei da a equi emen s and,
hence, abou da a quali y.” (Webe e al., 2009).
In he Roles and Responsibili ies a ea, his amewo k has a e y s ong componen , lacking only he
con inui y ha may bene i he o ganiza ions, h ough e iewing he plan as a means o e alua e and
imp o e i , and adding ime dimension. This along would place his amewo k in he ‘De ined’ ma u i y
le el. As iden i ied by he au ho s: “I is also impo an o elabo a e mo e p ecisely on he hi d ac o
in his model: how o de ine and measu e DQM success” (Webe e al., 2009), i is lacking a measu ing
sys em in o de o e alua e, imp o e and p edic success o his amewo k o scale in o he
‘Quan i a i ely Managed’ ma u i y le el. This is e en mo e ele an as he s a emen s in ‘Op imizing’
ma u i y le el a e al eady implemen ed, wi h he es ablishmen o a commi ee and da a owne ship,
men ioned in he ‘O ganiza ion’ laye : “iden i y and assign owne ship o co po a e da a objec s”
(Webe e al., 2009). Al hough his amewo k has a s ong componen on people, i is highly di ec ed
o accoun abili ies, lea ing he s akeholde s’ communica ion and ag eemen behind. This can be a
g ea imp o emen oppo uni y o his amewo k, aligning i s o he s eng h poin s wi h
communica ion and s akeholde s buy-in, as well as aining, i comple es he CSFs on he people a ea.
Ano he clea imp o emen oppo uni y would be on he p ocesses and p ocedu es a ea whe eas, i
hey we e clea ly de ined and s anda dized, along wi h p edic i e me hods, since o he componen s
as e iew, imp o emen o e ime, and measu emen a e al eady me , i would allow his amewo k
o s ep in o he ‘Quan i a i ely Managed’ ma u i y le el in his a ea. On a lowe scale, as da a s a egy
is desc ibed as one o he laye s in his da a go e nance model, being in he ‘De ined’ ma u i y le el,
i could be impo an o ake he nex s ep h ough he cons an imp o emen o e ime. On he o he
hand, policies, ools and echnologies, and sus ainabili y ha e a big gap in his amewo k, and would
equi e he mos e o o ge o highe ma u i y le els. Fu he de elopmen on a ma u i y assessmen
componen wi hin he o ganiza ions, o iden i y he le el o da a go e nance ma u i y in he
o ganiza ion, would complemen his amewo k objec i e o indi idualiza ion o da a go e nance
models acco ding o each o ganiza ion.
48
5.1.2. F amewo k 2 – Da a Go e nance S uc u e
Since aining is pe cei ed as one o he c i ical success ac o s o da a go e nance in his a icle, and
i has a ibu ed esponsibili y o he Da a S ewa d, i could be u he explo ed in o de o achie e he
succeeding ma u i y le els. Ra he han simply a ibu ing he esponsibili y o one g oup o
s akeholde s, i could be documen ed and s uc u ed, p e e ably in s anda ds ha encompass
p ocesses, ools, and me hods, and a e , quan i a i ely measu ed. In line wi h he Roles and
Responsibili ies ma u i y le el assignmen o his amewo k, he inclusion o a e iew componen in
he s uc u ed plan could mo e his amewo k om ‘Managed’ o ‘De ined’ ma u i y le el. F om
he e, he applica ion o measu emen and p edic i e me hods could b ing i o ‘Quan i a i ely
Managed’ le el.
On he o he c i ical success ac o s, his amewo k has o come a long way o achie e o he
amewo ks ma u i y le els. None heless, i is ele an o men ion ha his a icle da es 2007 and, as
such, Da a Go e nance and i s amewo ks’ p esence in he li e a u e we e no as de eloped as hey
a e oday. E en wi h hese gaps, his amewo k b ough a solu ion o one o he mos men ioned
di icul ies in da a go e nance, he collabo a ion be ween da a go e nance and IT, as well as i s
“sepa a ion”. In o ganiza ions whe e his is he main bo leneck o da a go e nance i can be a good
s a ing poin o mi iga e hose issues.
5.1.3. F amewo k 3 – Da a Go e nance Ma ix
This amewo k was e y impo an in he de elopmen o u he amewo ks and in he discussion
o da a go e nance in he li e a u e. The objec i es o he au ho s wi h his amewo k we e
accomplished, as i does is used by bo h p ac i ione s and esea che s, bo h o iden i y da a
go e nance p oblema ics and o design o he da a go e nance amewo ks. O e all, his amewo k
has a s ong base o a da a go e nance amewo k, wi h all he CSFs in he desc ip ions o oles and
esponsibili ies. Passing hose guidelines o a s uc u ed documen and elabo a ing a o mal da a
go e nance plan, his amewo k would ha e much highe le els o ma u i y, possibly being be ween
he mos ma u ed ones.
5.1.4. F amewo k 4 – DGI Da a Go e nance F amewo k
In a gene al pe spec i e, his amewo k is e y comple e, wi h e e ences o all CSFs. Howe e ,
men ioning hem migh no be enough o all o ganiza ions, especially he ones ha do no ha e a
s ong s uc u e o e ec i ely implemen hese CSFs. As a inal s a emen , he a icle includes he
ecommenda ions o DGI on o mal, documen ed, and epea able p ocedu es o : Aligning Policies,
Requi emen s, and Con ols; Es ablishing Decision Righ s; Es ablishing Accoun abili y; Pe o ming
S ewa dship; Managing Change; De ining Da a; Resol ing Issues; Speci ying Da a Quali y
Requi emen s; Building Go e nance In o Technology; S akeholde Ca e; Communica ions; and
Measu ing and Repo ing Value (Thomas, 2006). Wi hin his scope, he e a e all he CSFs o da a
go e nance, which would lead his amewo k o he ul ima e ma u i y le el: Op imizing. None heless,
hese a e no explained in de ail in he amewo k, which leads o lowe ma u i y le els on each CSF.
Wi h a deepe de elopmen o hese poin s, his amewo k would ha e he mos ma u ed le el and,
acco ding o his assessmen , ep esen a be e solu ion o implemen a da a go e nance ini ia i e.
55
7. BIBLIOGRAPHY
Ab aham, R., Schneide , J., & om B ocke, J. (2019). Da a go e nance: A concep ual amewo k,
s uc u ed e iew, and esea ch agenda. In e na ional Jou nal o In o ma ion Managemen , 49,
424–438. h ps://doi.o g/10.1016/j.ijin omg .2019.07.008
Al-Rui he, M., Benkheli a, E., & Hameed, K. (2016). A Concep ual F amewo k o Designing Da a
Go e nance o Cloud Compu ing. P ocedia Compu e Science, 94, 160–167.
h ps://doi.o g/10.1016/j.p ocs.2016.08.025
Al-Rui he, M., Benkheli a, E., & Hameed, K. (2019). A sys ema ic li e a u e e iew o da a go e nance
and cloud da a go e nance. Pe sonal and Ubiqui ous Compu ing, 23(5–6), 839–859.
h ps://doi.o g/10.1007/s00779-017-1104-3
Alhassan, I., Sammon, D., & Daly, M. (2018). Da a go e nance ac i i ies: a compa ison be ween
scien i ic and p ac ice-o ien ed li e a u e. Jou nal o En e p ise In o ma ion Managemen ,
31(2), 300–316. h ps://doi.o g/10.1108/JEIM-01-2017-0007
Alhassan, I., Sammon, D., & Daly, M. (2019). C i ical Success Fac o s o Da a Go e nance: A Theo y
Building App oach. In o ma ion Sys ems Managemen , 36(2), 98–110.
h ps://doi.o g/10.1080/10580530.2019.1589670
A a d, J., & B ennan, R. (2018). Challenges in alue-d i en da a go e nance. Lec u e No es in
Compu e Science (Including Subse ies Lec u e No es in A i icial In elligence and Lec u e No es
in Bioin o ma ics), 11230 LNCS, 546–554. h ps://doi.o g/10.1007/978-3-030-02671-4_33
Ben eld , O., Pe sson, J. S., & Madsen, S. (2019). Why Go e ning Da a Is Di icul  : Findings om
Danish Local Go e nmen . (Janua y). h ps://doi.o g/10.1007/978-3-030-04315-5
Ben eld , O., Pe sson, J. S., & Madsen, S. (2020). Da a Go e nance as a Collec i e Ac ion P oblem.
In o ma ion Sys ems F on ie s, 22(2), 299–313. h ps://doi.o g/10.1007/s10796-019-09923-z
Be nd sson, M., Fo sbe g, D., S ein, D., & S ahn, T. (2018). Becoming a da a-d i en o ganisa ion.
Twen y-Six h Eu opean Con e ence on In o ma ion Sys ems (ECIS2018), (Janua y). Po smou h,
UK.
Bhansali, N. (2014). DATA GOVERNANCE C ea ing Value om In o ma ion Asse s (N. Bhansali, ed.).
Re ie ed om h p://docplaye .ne /2788186-Da a-go e nance-c ea ing- alue- om-
in o ma ion-asse s.h ml
B ous, P., Janssen, M., & Vilminko-Heikkinen, R. (2016). Coo dina ing decision-making in da a
managemen ac i i ies: A sys ema ic e iew o da a go e nance p inciples. IFIP In e na ional
Fede a ion o In o ma ion P ocessing, 9820 LNCS, 115–125. h ps://doi.o g/10.1007/978-3-
319-44421-5_9
Ca e, A. (2017). Explo ing S a egies o Implemen ing Da a Go e nance P ac ices (Walden
Uni e si y). Re ie ed om h ps://schola wo ks.waldenu.edu/disse a ions
Cheong, L. K., & Chang, V. (2007). The need o da a go e nance: A case s udy. ACIS 2007 P oceedings
- 18 h Aus alasian Con e ence on In o ma ion Sys ems, (June), 999–1008.
CMMI P oduc Team. (2006). CMMI ® o De elopmen , Ve sion 1.2 Imp o ing p ocesses o be e
p oduc s. Re ie ed om h p://www.sei.cmu.edu/publica ions/pubweb.h ml
DalleMule, L., & Da enpo , T. H. (2017). Wha ’s You Da a S a egy? Re ie ed Janua y 18, 2021,

56
om Ha a d Business Re iew websi e: h ps://hb .o g/2017/05/wha s-you -da a-s a egy
Di án, M. J. (2017). Da a-D i en Decision Making. 2017 In e na ional Con e ence on In ocom
Technologies and Unmanned Sys ems (ICTUS’2017). Re ie ed om
h ps://ieeexplo e.ieee.o g/s amp/s amp.jsp? p=&a numbe =8285973
Eu opean Comission. (n.d.). Da a p o ec ion in he EU | Eu opean Commission. Re ie ed Decembe
2, 2020, om h ps://ec.eu opa.eu/in o/law/law- opic/da a-p o ec ion/da a-p o ec ion-eu_en
Fu, X., Wojak, A., Neagu, D., Ridley, M., & Kim, T. (2011). Da a go e nance in p edic i e oxicology: A
e iew. Jou nal o Chemin o ma ics, 3(24), 1–16. h ps://doi.o g/10.1186/1758-2946-3-24
Gup a, U., & Cannon, S. (2020). A P ac i ione ’s Guide o Da a Go e nance: A Case-Based App oach
(1s ed.). Re ie ed om
h ps://books.google.p /books?id=KwLuDwAAQBAJ&pg=PA228&lpg=PA228&dq=Founda ions+
o +Da a+Go e nance+uma+gup a+pd &sou ce=bl&o s=wuz-
PXMkw7&sig=AC U3U3821Z406OqcH9-RDN_zAlYxueSTA&hl=p -
PT&sa=X& ed=2ahUKEwiL5I_ska sAhUqAWMBHUyCCHwQ6AEwB3oECAEQAg# =onepage&q=F
ounda ions o Da a Go e nance uma gup a pd & = alse
Haneem, F., Kama, N., Taskin, N., Pauleen, D., & Abu Baka , N. A. (2019). De e minan s o mas e
da a managemen adop ion by local go e nmen o ganiza ions: An empi ical s udy.
In e na ional Jou nal o In o ma ion Managemen , 45, 25–43.
h ps://doi.o g/10.1016/j.ijin omg .2018.10.007
Hannila, H., Sil ola, R., Ha konen, J., & Haapasalo, H. (2019). Da a-d i en Begins wi h DATA; Po en ial
o Da a Asse s. Jou nal o Compu e In o ma ion Sys ems.
h ps://doi.o g/10.1080/08874417.2019.1683782
Janssen, M., B ous, P., Es e ez, E., Ba bosa, L. S., & Janowski, T. (2020). Da a go e nance: O ganizing
da a o us wo hy A i icial In elligence. Go e nmen In o ma ion Qua e ly, 37(3).
h ps://doi.o g/10.1016/j.giq.2020.101493
Kha i, V., & B own, C. V. (2010). Designing Da a Go e nance. Communica ions o he ACM, 53(1),
148–152. Re ie ed om h ps://dl.acm.o g/doi/pd /10.1145/1629175.1629210
Kim, H. Y., & Cho, J.-S. (2018). Da a go e nance amewo k o big da a implemen a ion wi h NPS
Case Analysis in Ko ea. Jou nal o he Academy o Business and Re ail Managemen Resea ch
(JBRMR), 12(3), 36–46. Re ie ed om www.jb m .com
Ki on, D., & Ransbo ham, S. (2017). Analy ics as a Sou ce o Business Inno a ion. MIT Sloan
Managemen Re iew. Re ie ed om h ps://sloan e iew.mi .edu/p ojec s/analy ics-as-a-
sou ce-o -business-inno a ion/
Kohlegge , M., Maie , R., & Thalmann, S. (2009). Unde s anding Ma u i y Models Resul s o a
S uc u ed Con en Analysis. Re ie ed om h p://www.sei.cmu.edu/cmmi/
Kol ay, T. (2016). Da a go e nance, da a li e acy and he managemen o da a quali y. In e nal
Fede a ion o Lib a y Associa ions and Ins i u ions, 42(4), 303–312.
h ps://doi.o g/10.1177/0340035216672238
Ko honen, J. J., Melle i, I., Hiekkanen, K., & Helenius, M. (2013). Designing Da a Go e nance
S uc u e: An O ganiza ional Pe spec i e. GSTF Jou nal on Compu ing (JOC), 2(4), 11–17.
h ps://doi.o g/10.5176/2251-3043
57
Ladley, J. (2020). Da a Go e nance: How o Design, Deploy, and Sus ain an E ec i e Da a Go e nance
P og am (2nd ed.; M. Conne & P. Llewellyn, Eds.). Re ie ed om
h ps://books.google.p /books?hl=p -
PT&l =&id=AkW9DwAAQBAJ&oi= nd&pg=PP1&dq=da a+go e nance+&o s=OO-
QPPDN K&sig=VhChCIMZKkK XKI WWh ON0 hms& edi _esc=y# =onepage&q& = alse
Lee, Y. W., Madnick, S. E., Wang, R. Y., Wang, F. L., & Zhang, H. (2014). A cubic amewo k o he
chie da a o ice : Succeeding in a wo ld o big da a. MIS Qua e ly Execu i e, 13(1), 1–13.
Mullon, P. A., & Ngoepe, M. (2019). An in eg a ed amewo k o ele a e in o ma ion go e nance o a
na ional le el in Sou h A ica. Reco ds Managemen Jou nal, 29(1), 103–116.
h ps://doi.o g/10.1108/RMJ-09-2018-0030
Nielsen, O. B. (2017). A Comp ehensi e Re iew o Da a Go e nance Li e a u e. Selec ed Pape s o he
IRIS, (8). Re ie ed om h p://aisel.aisne .o g/i is2017/3
O o, B. (2011a). A mo phology o he o ganisa ion o da a go e nance. ECIS 2011 P oceedings, (272).
O o, B. (2011b). Da a go e nance. Business and In o ma ion Sys ems Enginee ing, 3(4), 241–244.
h ps://doi.o g/10.1007/s12599-011-0162-8
O o, B. (2011c). O ganizing Da a Go e nance: Findings om he Telecommunica ions Indus y and
Consequences o La ge Se ice P o ide s. Communica ions o he Associa ion o In o ma ion
Sys ems, 29(3), 45–66. h ps://doi.o g/10.17705/1CAIS.02903
O o, B., & Lis, D. (2020). Da a Go e nance in Da a Ecosys ems-Insigh s om O ganiza ions. AMCIS
2020 P oceedings. Re ie ed om
h ps://aisel.aisne .o g/amcis2020/s a egic_uses_i /s a egic_uses_i /12
Panian, Z. (2010). Some P a ical Expe iences in Da a Go e nance. Wo ld Academy o Science,
Enginee ing and Technology Managemen , 62, 939–946.
Paulk, M. C., Webe , C. V, Ga cia, S. M., Ch issis, M. B., & Bush, M. (1993). Key P ac ices o he
Capabili y Ma u i y Model, Ve sion 1.1.
Ransbo ham, S., & Ki on, D. (2017). Analy ics as a Sou ce o Business Inno a ion. MIT Sloan
Managemen Re iew. Re ie ed om h ps://sloan e iew.mi .edu/p ojec s/analy ics-as-a-
sou ce-o -business-inno a ion/
Ri e a, S., Loa e, N., Raymundo, C., & Dominguez, F. (2017). Da a Go e nance Ma u i y Model o
Mic o Financial O ganiza ions in Pe u. h ps://doi.o g/10.5220/0006149202030214
SAS Ins i u e Inc. (2018). The SAS ® Da a Go e nance F amewo k: A Bluep in o Success [Whi e
Pape ]. Re ie ed om h ps://www.sas.com/con en /dam/SAS/en_us/doc/whi epape 1/sas-
da a-go e nance- amewo k-107325.pd
Smallwood, R. F. (2014). In o ma ion Go e nance Concep S a egies and Bes P ac ices. John Wiley &
Sons, Inc., Hoboken, New Je sey.
Thomas, G. (2006). The DGI da a go e nance amewo k. Re ie ed om
h p://www.da ago e nance.com/%5Cnh p://schola .google.com/schola ?hl=en&b nG=Sea ch
&q=in i le:DGI+Da a+Go e nance+F amewo k#0
Thompson, N., Ra ind an, R., & Nicosia, S. (2015). Go e nmen da a does no mean da a go e nance:
Lessons lea ned om a public sec o applica ion audi . Go e nmen In o ma ion Qua e ly,
58
32(3), 316–322.
Vial, G. (2020, Oc obe 7). Da a Go e nance in he 21s -Cen u y O ganiza ion. Re ie ed Janua y 18,
2021, om MIT Sloan Managemen Re iew websi e: h ps://sloan e iew.mi .edu/a icle/da a-
go e nance-in- he-21s -cen u y-o ganiza ion/
Wa son, H. J. (2016). C ea ing a Fac -Based Decision-Making Cul u e. Business In elligence Jou nal,
21(2), 5–9.
Webe , K., O o, B., & Ös e le, H. (2009). One Size Does No Fi All—A Con ingency App oach o Da a
Go e nance. ACM Jou nal o Da a and In o ma ion Quali y, 1(1), 27.
h ps://doi.o g/10.1145/1515693.1515696.h p
We e, V., & Mo u i, C. (2017). Towa d a da a go e nance model o he Kenya heal h p o essional
egula o y au ho i ies. TQM Jou nal, 29(4), 579–589. h ps://doi.o g/10.1108/TQM-10-2016-
0092
Yallop, A. C., & Aliasgha , O. (2020). No business as usual: a case o da a e hics and da a go e nance
in he age o co ona i us. Online In o ma ion Re iew, 44(6), 1217–1221.
h ps://doi.o g/10.1108/OIR-06-2020-0257
Zins, C. (2007). Concep ual app oaches o de ining da a, in o ma ion, and knowledge. Jou nal o he
Ame ican Socie y o In o ma ion Science and Technology, 58(4), 479–493.
h ps://doi.o g/10.1002/asi.20508
Page | i