In a previous article, I explained what data governance gap analysis is and why Iron Carrot has a gap analysis as a part of the Data Governance Foundation Roadmap Process.

A few people got in touch to ask more about what that gap analysis looks like. So, this article will share more details about what Iron Carrot looks for during a gap analysis when we help a client build a Data Governance Foundation Roadmap using our 5-step process.

What is a gap analysis?

A data governance gap analysis can help your firm identify gaps from various perspectives, including skills, business processes, information technology or organization-wide performance. Like most evaluations, the gap analysis process entails assessing and documenting the findings. For the gap analysis process to be successful, your firm must first acknowledge and approve the differences between the company’s future needs and current competencies. 

Figuring out where you are today

In parallel to any workshops and listening events you plan, use what you know about how your law firm works to dig around for examples of written-down stakeholder accountabilities and other core documentation to undertake a gap analysis.   

Step 1: Documents

Some key documents must be created and maintained to enable you to properly exploit data as an asset. These documents are the foundations of data governance activities and data usage. The documents are interrelated such that when used in combination, you can achieve additional benefits.

Some business services functions will have some fundamentals (like data glossaries, data dictionaries and data lineage with the business process). Still, these might be localised or fragmented and not combined with other functions.

Here’s a list of the most common data-related documents we look for, but you should tailor this list to match the gap you are analysing.

BUSINESS GLOSSARY	A list of business terms and their approved definitions. If you would like more information about business glossaries, why not listen to my podcast episode?
DATA ASSET REGISTER	A list of data assets in the systems and applications used for processing and storing data across the firm.
DATA POLICIES REGISTER	A central place where people and systems can find and access the policies which apply to the firm’s data.
DATA DICTIONARY	A list to help manage all firm data systems by setting out the definition and description of data sets (tables) and their fields (columns). More information on data dictionaries can be found in this podcast episode.
PROCEDURES & BEST PRACTICES	Procedures are step-by-step descriptions of how to do tasks. Best Practices are guidelines for the best efforts to take, which may be adopted and adapted by different teams in the most appropriate way for them.
DATA ISSUES LOG	A list of pain points or issues. The list helps manage prioritisation, assigning owners, and ensuring solutions are implemented.
DATA STRATEGY	A long-term plan that defines the technology, processes, people, and rules required to manage an organisation’s information assets.

Step 2: People

Put the firm’s people first and focus on identifying and formalising the accountabilities and responsibilities that already exist within your firm. The people in operational data roles have a good understanding of where your firm’s data challenges are. They often have lists of historical problems that never get solved or regular feedback from practice users of systems and reports.

They also know who to talk to and get things done outside of the formal communication and reporting structures that exist within the firm. There is a wealth of knowledge in these people’s heads which can accelerate the creation and adoption of a data governance roadmap, so use your conversations with them to understand as much about data roles as possible.

This includes their views about what would be helpful to them in the future. There are four key areas that we seek to learn more about when we’re interviewing key stakeholders as part of a law firm foundation roadmap discovery process.

DATA ROLES AND RESPONSIBILITIES

Clear accountabilities and responsibilities. These could be informal or standardised data roles.

LOCATION OF DECISION-MAKING AUTHORITY

Who has the power to decide and the duty to answer for its success or failure? This could be a single person, a team, or a committee.

COORDINATION OF DECISION MAKING

Firm decisions are usually related to competencies and processes. You need to identify what and where these are for data.

ROLE-FOCUSED DATA TRAINING

A firmwide training and support program reinforces and supports data responsibilities by role (e.g., owner, inputter, user, etc.).

Where do you want to be?

When you start creating a data governance roadmap, every conversation will give you something interesting to feed into one of the workstreams. Keep notes or recordings of every workshop and every one-to-one interaction. 

Ensure these outputs are shared as inputs (redacted or synthesised if needed) with the appropriate workshop or working group. Try to focus conversations and the points you take from them on data governance’s current and future states.

Step 1 Data Vision

Data Governance initiatives aren’t mushrooms – they don’t just appear. A list of drivers in the business case will kick all of this off. Work with your most senior stakeholders to figure out a simple statement that explains what you hope data governance can do for your firm and how data will enable the firm to meet the objectives of the firm’s strategy.

Step 2 Future State

Involve all stakeholders in workshops and other activities to identify the tangible, prioritised goals the firm must achieve to realise that data vision. It can help group these goals into themes matching your firm’s strategy.

Identify Gaps

By understanding the current and future states, you and your stakeholders can create a list of actions to bridge the gaps between where you are now and achieving the data vision.

This is the list of SMART objectives that your stakeholders input and buy into delivering. This should include the creation or updating of documentation and resolving priority issues. 

Why is a gap analysis important/critical?

Understanding the gap between current and future states enables you to have a better picture of the needed changes and how they will impact people’s daily work.

If you cannot share this picture as part of your communications plan, people will assess this gap for themselves and, in the absence of concrete information, will jump to conclusions, participate in rumours, or choose to refrain from engaging with the change. 

What next?

Play these gaps back to your stakeholders to help inform their thinking and reinforce the benefits of Data Governance. Use what you find to help you shape the roles and responsibilities of the members of the data governance framework groups to meet the firm’s exact requirements.

Innovative law firms have big goals for improving the client experience through data innovation.

Through our extensive law firm background, we have developed a unique data governance road-mapping approach to help law firm leaders launch the proper foundation for data governance.

If you want to chat confidentially about how Iron Carrot can help your firm with its Data Governance initiatives, then why not book a call to talk to us?