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William McKnight

Hello and welcome to my blog!

I will periodically be sharing my thoughts and observations on information management here in the blog. I am passionate about the effective creation, management and distribution of information for the benefit of company goals, and I'm thrilled to be a part of my clients' growth plans and connect what the industry provides to those goals. I have played many roles, but the perspective I come from is benefit to the end client. I hope the entries can be of some modest benefit to that goal. Please share your thoughts and input to the topics.

About the author >

William is the president of McKnight Consulting Group, a firm focused on delivering business value and solving business challenges utilizing proven, streamlined approaches in data warehousing, master data management and business intelligence, all with a focus on data quality and scalable architectures. William functions as strategist, information architect and program manager for complex, high-volume, full life-cycle implementations worldwide. William is a Southwest Entrepreneur of the Year finalist, a frequent best-practices judge, has authored hundreds of articles and white papers, and given hundreds of international keynotes and public seminars. His team's implementations from both IT and consultant positions have won Best Practices awards. He is a former IT Vice President of a Fortune company, a former software engineer, and holds an MBA. William is author of the book 90 Days to Success in Consulting. Contact William at

Editor's Note: More articles and resources are available in William's BeyeNETWORK Expert Channel. Be sure to visit today!

It's occurred to me that there are 2 areas that continually need work in my clients' data governance/steering (and data stewardship) programs. This work comes AFTER the participants are selected and usually after the programs are engaged.

1. The IT team really has no interest in being advised on what to do in the first place
2. No 2 governance members can agree on what that advice should be anyway

Make sure the IT team is accountable to the advisement from governance and make sure that governance includes a sponsor attuned to this (#2) reality and empowered to foster collaborative advice.

Posted January 16, 2008 12:41 PM
Permalink | 2 Comments |


We see this in our projects too. I'd add a #3 (as a corollary of the first two really), which is that the governance structure needs to be flexible and continuously reviewed, because it will change as you learn what works well and what does not!

Absolutely. Good one. Agree, especially with who is in the lead position in governance as the focus of the programs change over time.

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