National Data Management Guidelines

Data Management Strategy and Governance

Date: March 2025

Table of Contents

1. Data Management Strategy and Governance Domain Introduction

1.1 Domain Overview
1.2 Target Audience
1.3 Abbreviations and Glossary
1.4 Readability Guide
1.5 Stakeholders Involved
1.6 Key Success Factors
1.7 Compliance with National Data Standards
1.8 Data Management Strategy and Governance Process Map

2. Data Management Strategy Current State

Overview
2.1 Business Objectives and Requirements
2.2 Current State Capabilities Maturity Assessment
2.3 Data Discovery and Readiness Assessment

3. Data Management Strategy Target State

Overview
3.1 Data Management Strategy Vision, Mission, and Strategic Objectives
3.2 Data Platform Architecture
3.3 Data Management Strategy Roadmap
3.4 Data Operating Model

4. Data Governance Policy

Overview
4.1 Data Governance Policy Creation
4.2 Data Governance Policy Publication

5. Data Governance Activation

Overview
5.1 Data Organizational Structure and Operating Model
5.2 Data Committee
6. Change and Performance Management
6.1 Strategy Socialization
6.2 Data Management Strategy KPIs
6.3 Data Management Strategy Monitoring and Reporting
6.4 QDTI

7. Data Management Strategy and Governance Policy Refresh

Overview
7.1 Data Management Strategy and Governance Policy Refresh

8. Appendix
8.1 Templates and Frameworks
1. Data Management Strategy and
Governance Domain Introduction
1.1 Domain Overview
The Data Management Strategy and Governance is a critical domain that guides entities in managing data as a
strategic asset. It provides the foundation for developing and implementing a comprehensive data management
strategy that aligns with business goals, ensures compliance with regulations, and optimizes the use of data
across an Entity. The data management and strategy domain includes several key components, including
understanding the current state of data management, defining a target state, establishing a data governance
policy, activating governance, and ensuring continuous performance management and strategy refresh.
Together, these components create a structured approach to unlocking the full potential of data for business use
while maintaining strict governance and compliance.

Key Components of the Data Management Strategy and Governance Domain

2. Data Management Strategy Current State

Understanding the current state of data management is essential for identifying gaps and determining the path
forward. This phase involves:
• Business Objectives and Requirements: Engaging key business stakeholders to define the
business objectives and data requirements. This ensures that the strategy is aligned with the
overall business vision.
• Current State Capabilities Maturity Assessment: Evaluating the maturity of the current data
management capabilities using a structured assessment model. This helps in identifying strengths
and areas for improvement.
• Data Discovery and Readiness Assessment: Conducting a thorough assessment of the available
data, focusing on readiness and quality, to meet business requirements. This ensures that the data
landscape is fully understood and that gaps are identified for future improvements.

3. Data Management Strategy Target State

After assessing the current state, it is important to define the desired target state for data management, which
includes:
• Data Management Strategy Vision, Mission, and Strategic Objectives: Executive leadership
and key business stakeholders collaborate to establish the vision, mission, and identify initiatives
that form the strategic objectives, which in turn guides the data management program.
• Data Platform Architecture: Designing a robust and scalable architecture that supports the
Entity’s data and analytics needs.
• Data Management Strategy Roadmap: Developing a detailed program roadmap with initiatives
and projects that will bridge the gaps between the current state and target state.
• Data Operating Model: Designing an operating model that aligns with the organization’s
structure and supports the effective execution of data initiatives.

5
4. Data Governance Policy
A Data Governance Policy establishes the rules and standards for managing data across its lifecycle. This
ensures consistency, security, and accountability in data management. The policy creation involves:
• Data Governance Policy Creation: Defining a Data Governance policy that addresses data
governance principles and ensures alignment with the National Data Standards.
• Data Governance Policy Publication: Formalizing the data governance policy by publishing the
policy for widespread awareness and adherence across the Entity.

5. Governance Activation
Once the governance framework is established, it needs to be operationalized to ensure proper oversight and
execution. This includes:
• Data Organizational Structure and Operating Model: Implementing and activating a data
organization structure that reflects the scale of the data management program. This includes
defining roles such as Data Owners, and Data Stewards.
• Data Committee: Establishing committees that provide oversight and direction for the data
management strategy, ensuring that initiatives are executed according to plan, and compliance
standards are maintained.

6. Change and Performance Management

Continuous monitoring and adaptation are critical to ensuring that the data management strategy
remains aligned with evolving business goals. This section covers:
• Strategy Socialization: Engaging with stakeholders to ensure that the data strategy is
understood and supported throughout the organization.
• Data Management Strategy KPIs: Establishing key performance indicators to track the success
of the data strategy and ensure that objectives are being met.
• Data Management Strategy Monitoring and Reporting: Regularly monitoring the progress of
the strategy and reporting on performance trends, financial analysis, and identified risks, ensuring
informed decision-making at all levels.
• QDTI: Evaluating the Entity’s adherence to the National Data Management Strategy and
Governance Standards.

7. Data Management Strategy and Governance Policy Refresh

As the Entity’s needs and external factors change, the data governance policy must be regularly refreshed. This
involves:
• Data Management Strategy and Governance Policy Refresh: Conducting scheduled reviews,
and when necessary, unscheduled reviews, to ensure that the strategy and policy are relevant and
adaptable to new circumstances.

6
1.2 Target Audience
The data management strategy and governance handbook is designed for the leaders of the data sector, leaders
of the decision support office, or equivalent roles, depending on the size and organizational structure of the
entity. It is also relevant for team leads and any other roles responsible for data governance. This document
serves as a resource, offering practical guidance to ensure the foundational elements of a data management
program are in place, supporting the initiation of a successful data management journey.

7
1.3 Abbreviations and Glossary
Abbreviation/Term Definition / Long Name
AI Artificial Intelligence
It is a collection of aggregated KPIs, or calculated attributes derived from raw
transactional or operational business records. Examples include metrics such as
Analytical Dataset the total number of government employees or the total number of job families in
the Qatar government. These datasets are used to provide summarized insights
for analysis and decision-making.
BI Business Intelligence
A document that justifies the data management program by outlining its
Business Case
benefits, risks, and timelines, ensuring its viability and long-term success.
DAMA Data Management Association
A Data Management Initiative refers to a collection of projects that are executed
to achieve the operational goals of the data management program. These
Data Management Initiative initiatives are typically driven by the need to address specific business challenges
related to data management operations or to unlock business value through the
application of analytics.
The defined scope of work, including initiatives, projects, overarching timeline,
Data Management Program
and supporting details, to execute the data strategy.
The Data Organization refers to the data sector in the case of a large-scale data
Data Organization
management program
The Data Readiness Assessment examines the readiness of data stored in source
systems to fulfill the Entity’s business requirements. This aims to understand the
Data Readiness Assessment
requirements of the data management foundation prior to commencing any
business and / or technical implementations.
Answers "what happened?" by analyzing aggregated data to produce reports and
Descriptive Analytics insights on past events. It helps organizations understand overall performance
and trends.
Answers the question "why did it happen?" by analyzing historical data to explain
Diagnostic Analytics trends or anomalies, helping identify the reasons behind specific occurrences in
the data.
DM Data Management
DMBOK Data Management Body of Knowledge
The authority granted to the committee to carry out a specific set of tasks and
Mandate
responsibilities.
A Master Dataset is the consistent and uniform set of identifiers and extended
Master Dataset attributes that describes the core entities of the enterprise such as citizens,
employees, suppliers.

8
Abbreviation/Term Definition / Long Name
Metadata refers to the information about the data collected. This includes (but is
Metadata not limited to) information about technical and business processes, data rules and
constraints, and logical and physical data structures.
Focuses on "what will happen" by using historical data, algorithms, and machine
Predictive Analytics
learning to predict future outcomes and trends based on past patterns.
Addresses "what should the Entity do?" by using data analysis to recommend
Prescriptive Analytics future actions. It combines existing scenarios, conditions, and historical trends to
guide decision-making.
QDKC Qatar Data Knowledge Case
The as-is data stored on source systems without any transformation/change in
Raw Data
terms of structure, values, and format.
Classifies or relates to other data or information; It describes the name and code
Reference Dataset of core entities of the business or enterprise, including customers, citizens,
suppliers, sites, hierarchies, organization departments
SME Subject Matter Expert
Strategic KPIs are the measures that need to be tracked for the strategic
Strategic KPIs objectives to assess progress and indicate whether strategic objectives are being
met or not.
These are the key goals that the Entity’s data management program aims to
Strategic Objectives achieve at a strategic level, aligning with broader business priorities and guiding
the direction of data management efforts for long-term success.

9
1.4 Readability Guide

New activity starts here

1. Activity Heading

List of activities that comprise

1.1 Activity 1 1.1 Activity 2 1.1 Activity n
the control

Activity 1.1 Activity n Navigator showing current and

Specification Specification
next activities

1.1 Activity Heading

Activity heading, including a
Activity description… short introduction

1.1.1 Sub Activity Heading Sub-activity heading, including

a short introduction
Sub-activity description…

1.1.1.A
Sub-activity task description Tasks / steps included in a sub
activity

Asset Guidance Brief description of the asset

Key information related to the

Key Message / Information sub-activity step / task

Sub-activity task / step

Tips specific tips

Sr No. Activity Role 1 Role 2 Role N

RACI matrix showing role
1.1.1A Activity description R A C assignments for each sub-
activity task / step
1.1.1B Activity description C I

Based on this activity, the Entity can..

Each activity ends with the
Sub-activity description… output the Entity gets from
the respective activity
Sub-activity description…

Note: Should an activity only contain one sub activity, this sub activity will be in the format of “1.1.A” instead of “1.1.1.A”
10
1.5 Stakeholders Involved
Below are the stakeholders and actors who contribute to the different processes outlined in the upcoming
chapters.

Stakeholder Role Description

A Data Governance Office (DGO) is the centralized national body in

the National Planning Council responsible for facilitating and
coordinating data governance efforts within all associated government
Data Governance Office (DGO) entities. It serves as the principal body overseeing the management of
data as a strategic asset, ensuring that data-related processes align with
the national objectives and comply with relevant policies and
regulations.

The Data Management and Security Director is responsible for leading

and overseeing the development and implementation of the data agenda
within the government entity, ensuring alignment with strategic
objectives and compliance with security regulations. This role promotes
best practices in data management while ensuring robust security
Data Management & Security measures are in place to safeguard the Entity’s data assets. The director
Director bridges business and IT to support data-driven decision-making, elevate
data as a strategic asset, and ensure data is managed and secured across
its lifecycle. Additionally, the director fosters a culture of data security
and literacy within the entity, supervises the value realization agenda for
data, and ensures alignment with national security policies and
standards, as well as the vision of executive leadership.

The Data Management and Governance Section Head is responsible for

leading, managing, and overseeing both data management and
governance initiatives within the government entity. This role focuses
on establishing and implementing best practices to ensure data
governance and management align with the Entity’s business
requirements, strategic objectives, and compliance with national data
Data Management and
standards. The Section Head collaborates with various teams across the
Governance Section Head
Entity to develop and operationalize frameworks, policies, and processes
for data governance and management. This includes improving data
quality, accessibility, and protection, while also ensuring data lifecycle
management practices are in place. The Section Head fosters a data-
driven culture and ensures that data is treated as a strategic asset to
drive decision-making and operational excellence.

11
 Stakeholder Role Description
The Data Architecture and Analytics Section Head oversees the data
architecture and analytics agenda/initiatives within the government
entity, ensuring alignment with strategic objectives and national data
management standards. This role is responsible for designing and
maintaining a secure, scalable data infrastructure that supports data
integration, management, and accessibility, as well as developing
Data Architecture and Analytics
advanced analytics, data visualization, and reporting solutions to enable
Section Head
informed decision-making. The Section Head collaborates with
departments to identify key performance indicators (KPIs), analyze
trends, and provide actionable insights that optimize processes, enhance
service delivery, and support policy-making. By combining expertise in
data architecture and analytics, this role drives a culture of data-driven
innovation and operational excellence across the Entity.

The Data Governance Specialist oversees the frameworks, policies, and

procedures of governance and ensures their implementation to
guarantee the effective management and utilization of data and
Data Governance Specialist
resources within the Entity. This role includes developing and
maintaining governance structures, leading compliance initiatives, and
fostering a culture of accountability and transparency.
The Data Architect is responsible for designing and implementing the
Entity’s overall data architecture, including logical and physical data
models. This involves creating secure, scalable data structures that align
with business needs, security requirements, and national and
Data Architect international data management and governance standards. The
Architect ensures proper data integration, quality, and accessibility
across systems, working with teams to maintain consistency and
accuracy, and support data-driven decision-making to optimize data as a
strategic asset.
The Business Data Analyst is responsible for analyzing data from
multiple sources to provide actionable insights that drive strategic and
operational decisions within the Entity. This role involves designing
reports and dashboards to effectively communicate findings,
Business Data Analyst
collaborating with cross-functional teams to ensure data accuracy and
relevance, and aligning analytics with business objectives. The Analyst
plays a key role in enabling data-driven decision-making and identifying
opportunities to improve processes and outcomes.
The Data Visualization Officer is responsible for building dashboards
Data Visualization Officer and visual reports based on data, which are used to provide insights to
leadership for decision-making.

12
 Stakeholder Role Description
The Data Compliance Specialist ensures the Entity’s data practices
comply with national regulations, organizational policies, and
international standards. This role manages data privacy, security, and
Data Compliance Specialist governance compliance, conducts audits, mitigates non-compliance risks,
and promotes awareness of regulatory requirements. The specialist
works with stakeholders to embed compliance controls into data
processes, ensuring adherence to legal and ethical standards.
The Data Quality Specialist is responsible for overseeing data quality
management processes within the entity. This role involves
implementing data quality standards, monitoring data quality, and
Data Quality Specialist
ensuring data consistency and effective usage across the Entity. The
Data Quality Specialist collaborates with various teams to address data
issues and enhance overall data quality.

The Data Strategy Expert is tasked with developing and promoting a

data management and analytics strategy to achieve broad acceptance
across the government entity. The expert identifies innovative ways to
Data Strategy Expert
utilize data to achieve strategic objectives and enhance effective
decision-making. Additionally, they introduce frameworks and practices
to deliver accurate, reliable, and actionable data insights.
Data Owners are responsible for their department's (or sub-
department's) data and its quality throughout its lifecycle across
systems and ownership boundaries. They are accountable for
Data Owners
supporting, guiding, reviewing, correcting, and/or approving the work of
the data stewards managing their data to ensure their datasets are
maintained to the highest possible standards.
Data Stewards are responsible for identifying datasets related to
relevant subdomains for inventory purposes and monitoring data quality
Data Stewards metrics within and across entities. They are nominated as a business
representative with a deep understanding of a specific data subdomain
and can identify functional data requirements and needs.

13
1.6 Key Success Factors

Executive Sponsorship: A successful data management program requires strong executive sponsorship to provide
necessary oversight, direction, and support in designing, operating, and maintaining data management practices.
Leadership's ongoing commitment and involvement are crucial to resolving issues in a timely manner and ensuring data
outcomes align with the organization's strategic objectives.

Clear Data Vision: The data management program should be driven by a compelling vision of the target state,
aligning the data agenda with the overall business strategy and strategic goals. Data management initiatives are most
effective when they are fully integrated with business objectives rather than driven solely by technology.

Realistic Program Roadmap: The program roadmap must be realistic while reflecting the organization's ambitions.
Considerations such as limitations in data management capabilities, time constraints, funding availability, requirements
complexity, and data readiness should be accounted for when developing the roadmap.

Empowered Data Organization: The data organization should be empowered by leadership, ensuring that data
resources are supported and have access to necessary functions and departments—such as data stewards,
communication specialists, and talent acquisition. Annual appraisals, workloads, and priorities for these resources
should be aligned with the data organization.

Elevated Talent and Data Culture: High-level data management and analytics talent are critical, requiring robust
training programs and recruitment processes to ensure the best data professionals are onboarded. Additionally,
fostering a data-driven culture across all departments and levels will accelerate the success of the program.

Proactive Organizational Change Management: Managing change brought about by the data management
program—whether it affects the organization, processes, or systems—requires an understanding of the impact and
should be supported by appropriate communication and change management initiatives to gain stakeholder buy-in
during implementation.

The following chapters provide guidance in each of these areas, offering step-by-step instructions to establish a strong
data management program and advance data maturity within the organization.

14
1.7 Compliance with National Data Standards
National Data Standards QDKC

Control Specification Activity

DMSG.1.1.1 Business Objectives

2.1 Business Objectives and Requirements
and Requirements F

DMSG.1.1.2 Current State

DMSG.1.1 Capabilities Maturity Assessment F 2.2 Current State Capabilities Maturity
Data Management Strategy Assessment
Current State DMSG.1.1.3 Current State
Capabilities Maturity Assessment A

DMSG.1.1.4 Data Discovery and

2.3 Data Discovery and Readiness Assessment
Readiness Assessment F

DMSG.1.2.1 Data Strategy Vision, 3.1 Data Management Strategy Vision, Mission,
Mission, and Strategic Objectives F and Strategic Objectives

DMSG.1.2.2 Data Platform Architecture 3.2 Data Platform Architecture

DMSG.1.2 F
Data Management Strategy
Target State DMSG.1.2.3 Data Strategy
3.3 Data Management Strategy Roadmap
Roadmap F

DMSG.1.2.4 Data Operating

3.4 Data Operating Model
Model F

DMSG.2.2.1 Data Governance

4.1 Data Governance Policy Creation
Policy Creation F
DMSG.2.1
Data Governance Policy DMSG.2.2.2 Data Governance
4.2 Data Governance Policy Publication
Policy Publication F

DMSG.2.2.1 Organizational 5.1 Data Organizational Structure and

Structure and Operating Model F Operating Model
DMSG.2.2
Governance Activation
DMSG.2.2.2 Data Committee 5.2 Data Committee
F

DMSG.3.1.1 Strategy Socialization 6.1 Strategy Socialization

F
DMSG.3.1
Change and Performance DMSG.3.1.2 Data Strategy KPIs 6.2 Data Management Strategy KPIs
F
Management
DMSG.3.1.3 Data Strategy 6.3 Data Management Strategy Monitoring and
Monitoring and Reporting F Reporting

DMSG.3.2 Data Management DMSG.3.2.1 Data Management Strategy 7.1 Data Management Strategy and Governance
Strategy and Governance and Governance Policy Refresh F Policy Refresh
Policy Refresh

Legend: Capability Level F Foundational A Advanced VA Very Advanced

15
1.8 Domain Level Process Map
Controls Specifications Important Actors

• Data Management and

Data Activity 2.1 Activity 2.2 Activity 2.3 Security Director
Management Business Objectives Current State Data Discovery and • Data Governance Specialist
Strategy and Requirements Capabilities Maturity Readiness Assessment • Data Strategy Expert
Current State Assessment • Data Owner
• Business SMEs

• Data Management and

Data Activity 3.1 Activity 3.2 Activity 3.3 Activity 3.4 Security Director
Management Data Strategy Vision, • Data Governance Specialist
Strategy Data Platform Data Strategy Data Operating • Data Strategy Expert
Mission, and Strategic
Target State Architecture Roadmap Model • Business SMEs
Objectives
• Data Architect

• Data Management and

Security Director
Activity 4.1 Activity 4.2 • Data Governance Specialist
Data
Data Governance Data Governance • Data Strategy Expert
Governance
Policy Creation Policy Publication • Data Policy Owner
Policy
• Data Management and
Governance Section Head
• Architecture Section Head

• Data Management and

Security Director
Activity 5.1 Activity 5.2 • Data Governance Specialist
Governance Organizational
• Data Strategy Expert
Activation Structure and Data Committee
• Business SMEs
Operating Model
• Talent Acquisition
Specialist

• Data Management and

Activity 6.1 Activity 6.2 Activity 6.3 Activity 6.4 Security Director
Change and Data Strategy • Data Governance Specialist
Performance Strategy Socialization Data Strategy KPIs Monitoring and QDTI • Data Strategy Expert
Management Reporting • Business Data Analyst
• Data Visualization Officer
• Data Compliance Specialist

Data Activity 7.1

Management Data Management • Data Management and
Strategy and Strategy and Security Director
Governance Governance Policy • Data Governance Specialist
Policy Refresh Refresh • Data Strategy Expert

Process Step Process Start Process End Parallel Activity

16
2. Data Management Strategy Current
State
2. Data Management Strategy Current State
What is a Data Management Strategy Current State and why does the Entity need it?

A Data Management Strategy Current State assesses an Entity’s existing data management practices and capabilities
to align them with business goals. It involves key stakeholders from both business and technical teams to ensure
comprehensive evaluation. By reviewing data requirements, system integrity, and analytics use cases, the organization
can identify gaps and opportunities. The assessment also evaluates data maturity, ensuring alignment with business
objectives. Understanding the current state is crucial for developing a strategy that addresses technical and
operational needs, enabling better decision-making and future growth.

The remaining sections of this chapter will detail the activities of the below process that will guide the Entity on
executing the Data Management Strategy Current State assessment:

2.2. Current State

2.1 Business Objectives 2.3. Data Discovery and
Capabilities Maturity
and Requirements Readiness Assessment
Assessment

Guiding Principles for Data Management Strategy Current State

1. Involve Stakeholders: Involve both business and technical stakeholders early to ensure alignment between the
data strategy and business objectives for a comprehensive and unified business and technical approach.
2. Assess Current Data Management Capabilities: Conduct current state maturity assessments of data
management capabilities, identifying gaps and areas for improvement to support ongoing strategy refinement and
optimization.
3. Define Use Cases: Ensure all use cases are clearly defined, with specific details such as complexity, impact,
expected benefits, and data requirements for structured prioritization.
4. Prioritize Use Cases: Leverage the use case prioritization framework to focus on high-impact, feasible use cases
that directly address key business needs and deliver measurable value.
5. Validate Datasets: Ensure datasets are validated for accuracy, completeness, and consistency to confirm they fit
their intended purpose, align with business objectives, and meet the requirements of their supporting use cases.

18
 Activity 2.1 Activity 2.2 Activity 2.3
Business Objectives and Current State Capabilities Data Discovery and Readiness
Requirements Maturity Assessment Assessment

2.1 Business Objectives and Requirements

This sub activity will guide the Entity on the process to review the existing business strategy and document the
current data and analytics landscape.

Process - Business Objectives and Requirements

Roles
Business Objectives
Template

Data 2.1.A
Governance Start Gathering Business
Specialist Objectives

Analytics Use Case Analytics Use Case

Prioritization Framework Charter Template

Data Strategy 2.1.F 2.1.G

Qatar Government Entity (QGE)

2.1.D
Expert Develop Analytics Use Share Use Case Charters
Use Case Prioritization
Case Charter with DGO for Review

End

Data 2.1.B 2.1.E

Management Review Business Review Prioritized Use
and Security Objectives Cases
Director

2.1.C
Develop Analytics Use
Data Stewards Case Library

Analytics Use Case

Library

Figure 1: Business Objectives and Requirements Process Map

Legend: Process Step Decision Process Start Process End Document Off-Page Reference

19
 Activity 2.1 Activity 2.2 Activity 2.3
Business Objectives and Current State Capabilities Data Discovery and Readiness
Requirements Maturity Assessment Assessment

2.1.A
Gather Business Objectives: Identify the Entity’s overarching business objectives, internal operational
data management and analytics objectives, and priorities. Document objective details, including
description, key metrics, business priority, stakeholders involved, departments involved and target high-
level timeframe to achieve the respective objectives.

Asset Guidance

The Business Objectives Template can be leveraged to capture information about the Entity’s
overarching business objectives.
Illustrative

Key Message / Information

1. The greater the participation of business executives and subject matter experts from various
departments in the briefing workshops, the more comprehensive the coverage of objectives will
be. This leads to more focused and effective outcomes.

2. Selected business participants should possess a sufficient proficiency in data and have
undergone sufficient training on the topic of data before beginning the data strategy
engagement.

20
 Activity 2.1 Activity 2.2 Activity 2.3
Business Objectives and Current State Capabilities Data Discovery and Readiness
Requirements Maturity Assessment Assessment

2.1.B
Review Business Objectives: Conduct workshops with senior stakeholders from business and analytics
team such as the Data Architecture and Analytics Section Head, Data Management and Governance
Section Head (or similar roles), Business SMEs etc. to review and approve the business objectives,
strategic imperatives, key challenges, priorities, and expectations related to the entity’s data and
analytics agenda.

Key Message / Information

1. Establish structured feedback loops with stakeholders to continuously validate business

objectives, ensuring alignment with evolving business priorities. Ensure that this alignment is
continuously monitored and adjusted as business goals evolve.

2. While digital transformation and system implementation are important, they are not the core
focus of this exercise. Instead, prioritize analyzing data and analytics challenges and
requirements to deliver immediate, data-driven value to the business.

2.1.C Develop Analytics Use Case Library: Leverage the Analytics Use Case Library Template to populate
all potential data-driven use cases within the Entity. The use case library should include current and
future scenarios across various departments, identifying how data can support business objectives, such
as improving customer experiences, operational efficiency, compliance, and innovation.

Asset Guidance

The Analytics Use Case Library is typically a long list of use cases that have been identified and listed
by business SMEs. The library includes use case details such as Use Case ID, Description, Analytics
Type, Business Impact, Complexity etc. Illustrative

21
 Activity 2.1 Activity 2.2 Activity 2.3
Business Objectives and Current State Capabilities Data Discovery and Readiness
Requirements Maturity Assessment Assessment

2.1.D
Use Case Prioritization: Leverage the use case prioritization framework to help the entity identify and
focus on the most impactful use cases. This is done through the evaluation of parameters such as
business value, financial value, data availability, and so forth. High-priority use case are defined as those
that deliver quick-wins or significant business value, while more complex or lower-value use cases are
typically deferred.

Key Message / Information

High-priority use cases should align with business objectives and data-related outcomes. Low-
priority use cases are those not directly connected to business objectives or data-related initiatives.

Key Message / Information

The Data Availability and Readiness checks must be completed before proceeding with Use Case
Prioritization. Detailed information about this activity can be found in Activity 2.3 of this document.

Asset Guidance
The Analytics Use Case Prioritization Framework supports the Entity in prioritizing high-impact use
cases
The by assessing
Analytics the identified
Use Case longlistFramework
Prioritization against parameters
supportssuch as Business
the Entity Impact, high-impact
in prioritizing Financial Impact,
use
Business
cases Urgency,the
by assessing Technology
identified Availability, Dataparameters
longlist against Readiness such
etc. as Business Impact, Financial Impact,
Business Urgency, Technology Availability, Data Readiness etc.
Illustrative

2.1.E
Review Prioritized Use Cases: The Data Management and Security Director reviews the prioritized
use cases to ensure they align with the Entity’s overarching strategic objectives. This activity involves
validating that the shortlisted use cases are high-impact and actionable, addressing key business priorities
such as improving operational efficiency, regulatory compliance, or supporting the strategic or sectoral
strategy.

22
 Activity 2.1 Activity 2.2 Activity 2.3
Business Objectives and Current State Capabilities Data Discovery and Readiness
Requirements Maturity Assessment Assessment

2.1.F
Develop Analytics Use Case Charter: With reference to the prioritized use cases, populate the
Analytics Use Case Charter. This supports the Entity in capturing all the details regarding the use case,
including the Use Case Overview, Business Requirements, Technical Requirements, and Prioritization.

Asset Guidance

The Analytics Use Case Charter Template can be leveraged to document the prioritized use cases.
Illustrative

2.1.G Share Use Case Charters with DGO for Review: The Entity must share the finalized prioritized use
cases, along with their respective use case charters, with the National Data Governance Office (DGO)
for validation and feedback.

23
 Activity 2.1 Activity 2.2 Activity 2.3
Business Objectives and Current State Capabilities Data Discovery and Readiness
Requirements Maturity Assessment Assessment

RACI Matrix - Identifying Business Objectives Indicative

Data Governance Specialist

Governance Section Head

Analytics Section Head

Data Management and

Data Management and

Data Architecture and

Data Strategy Expert

Sr No. Activity

Security Director

Data Stewards
Data Engineer

Data Owner
DGO
2.1.A Gathering Business Objective C A C I C C R C

2.1.B Review Business Objectives A/R C C C

2.1.C Develop Analytics Use Case Library A I C C C R C

2.1.D Use Case Prioritization A I C R C

2.1.E Review Prioritized Use Cases A/R I C

2.1.F Develop Analytics Use Case Charter A I C R C C

2.1.G Share Use Case Charters with DGO for Review C/I A I R

RACI Matrix Legend: R: Responsible A: Accountable C: Consulted I: Informed

Based on this Activity, the Entity can

Create Data Management Strategy Charter

Create Analytics Use Case Library

Perform Use Case Prioritization

Create Analytics Use Case Charter

24
 Activity 2.1 Activity 2.2 Activity 2.3
Business Objectives and Current State Capabilities Data Discovery and Readiness
Requirements Maturity Assessment Assessment

2.2 Current State Capabilities Maturity Assessment

This activity provides guidance on the steps to evaluate the current data capabilities in terms of organizational
structure (people), processes, and the tools/technologies required for effective data management.

Process - Current State Capabilities Maturity Assessment

Roles

Start End

2.2.A
2.2.E 2.2.G
Data Strategy Orient Stakeholders on
Develop Current State Conduct a benchmark
Expert Capability and Assessment
Maturity Heatmap study
Models
Qatar Government Entity (QGE)

2.2.B 2.2.C 2.2.D

Assess Current Document Key Summarize Key
DM Capabilities Findings Findings

2.2.F
Share Data Maturity
Assessment Results with
DGO

Data
Governance
Specialist

Figure 2: Current State Capabilities Maturity Assessment Process Map

Legend: Process Step Decision Process Start Process End Document Off-Page Reference

25
 Activity 2.1 Activity 2.2 Activity 2.3
Business Objectives and Current State Capabilities Data Discovery and Readiness
Requirements Maturity Assessment Assessment

2.2.A
Orient Stakeholders on Capability and Assessment Models: Identify all relevant business and
technical stakeholders required for the assessment of current data management capabilities. Conduct
briefing workshops to introduce the capability maturity assessment model.

Asset Guidance

Determining the current maturity of an entity’s data management capabilities, along with the
envisioned target maturity, are critical steps in the data strategy definition. This requires a clear
assessment methodology. The Entity is encouraged to use an existing reference model.

To address this, an important asset has been developed for use in this activity. The Data Management
Current Maturity Assessment Framework. This framework provides an assessment methodology for
evaluating and rating the maturity level of each capability.
Illustrative

26
 Activity 2.1 Activity 2.2 Activity 2.3
Business Objectives and Current State Capabilities Data Discovery and Readiness
Requirements Maturity Assessment Assessment

2.2.B
Assess Current DM Capabilities: The Data Management Maturity Model should be used to
evaluate the Entity’s current data capabilities on a 1-to-5 scale as follows:
• Review the "Maturity Model" tab to understand the definitions of the five maturity levels for each
domain across organization, processes and policies, and tools.
• For each question, rate the current maturity level from 1-to-5 based on the provided definitions.
• Collect and consolidate evidence to justify the assigned scores.

Asset Guidance
The Data Management Maturity Model defines five maturity levels. Business users self-assess each
applicable dimension, assigning scores (1 to 5) based on the descriptions and justifications. The final
maturity score for the dimension is calculated as an average.
Illustrative

2.2.C Document Key Findings: After completing the maturity assessment, document key insights and
findings, highlighting gaps between current and desired data management capabilities in alignment with
business objectives and the data maturity framework. This analysis should also outline key improvement
opportunities to bridge these gaps and drive progress toward the target state.

Asset Guidance
The DM Current Maturity Assessment Framework shows a speedometer type of graph which
shows the current maturity level on the scale of 1 to 5. It details out the key findings and improvement
opportunity at data management dimension level.
Illustrative

27
 Activity 2.1 Activity 2.2 Activity 2.3
Business Objectives and Current State Capabilities Data Discovery and Readiness
Requirements Maturity Assessment Assessment

2.2.D
Summarize Key Findings: Summarize the key insights, findings, and improvement opportunities of each
domain, as identified in the previous step. This summary will provide an executive overview of the current
state maturity levels across the 12 domains and serve as a baseline for planning the target state.

Asset Guidance

The DM Current Maturity Assessment Framework contains an illustrative report after gathering all
scores on all data management dimensions. The Entity can use this illustrative report as a reference
Illustrative

2.2.E Develop Current State Maturity Heatmap: Leverage the maturity heatmap template to visualize the
current data management maturity at the domain level. This will serve as a foundation, along with
business requirements, to define the target state.

Asset Guidance
The maturity level for each capability in the heatmap should be the average of all process, organization,
and technology ratings at the control level in the maturity assessment.
Illustrative

28
 Activity 2.1 Activity 2.2 Activity 2.3
Business Objectives and Current State Capabilities Data Discovery and Readiness
Requirements Maturity Assessment Assessment

2.2.F
Share Data Maturity Assessment Results with DGO: The Entity must submit a comprehensive
report on the Data Maturity Assessment, including key findings, the data maturity heatmap, and
supporting evidence, to the DGO for validation. This process ensures that the Entity’s data maturity
aligns with compliance and governance standards while allowing the DGO to provide feedback and
guidance for further improvements.

Key Message / Information

The entity should conduct a data maturity assessment on a yearly basis to track progress in data
management practices, identify areas for improvement, ensure continuous alignment with strategic
objectives, and maintain compliance with regulations.

2.2.G Conduct a Benchmark Study: Perform a benchmark study emphasizing value-driven dimensions, such
as advanced analytics use cases, alongside specific or emerging topics as needed. The study should
showcase best practices adopted by comparable government entities, addressing areas like reference
data, data models, data definitions, and other pertinent subjects.

Tip

Ensure the benchmark analysis delivers tangible value. The benefit of the Data Management
Strategy and Governance Knowledge Case lies in its ability to standardize processes, assets, and
outcomes by integrating global best practices and lessons from recent industry implementations. A
broad, overly detailed benchmark exercise may demand unnecessary effort and risk diluting focus on
effective standardization.

Key Message / Information

The benchmarking study’s output feeds into the Use Case Library, by identifying and advising on use
cases not yet implemented within the entity.

29
 Activity 2.1 Activity 2.2 Activity 2.3
Business Objectives and Current State Capabilities Data Discovery and Readiness
Requirements Maturity Assessment Assessment

RACI Matrix - Current State Capabilities Maturity Assessment Indicative

Data Governance Specialist

Governance Section Head
Data Management and

Data Management and

Data Strategy Expert

Security Director
Sr No. Activity

Business SMEs

Data Owner
DGO
2.2.A Orient Stakeholders on Capability and Assessment Models A C R C I C

2.2.B Assess Current DM Capabilities A C R R C

2.2.C Document Key Findings A I R R C

2.2.D Summarize Key Findings A I R R C

2.2.E Develop Current State Maturity Heatmap A C R I C

2.2.F Share Data Maturity Assessment Results with DGO I A I I R

2.2.G Conduct a benchmark study A C R C I C

RACI Matrix Legend: R: Responsible A: Accountable C: Consulted I: Informed

Based on this Activity, the Entity can

Create the Current State Maturity Heatmap

Create the Current State Assessment Report

Perform Benchmarking Study

30
 Activity 2.1 Activity 2.2 Activity 2.3
Business Objectives and Current State Capabilities Data Discovery and Readiness
Requirements Maturity Assessment Assessment

2.3 Data Discovery and Readiness Assessment

This activity will guide the Entity on the steps to assess the readiness of data needed to deliver the business
requirements documented in the previous activity.

Process - Data Discovery and Readiness Assessment

Roles

Data Quality 2.3.B

Specialist Conduct Data profiling for
the CDEs
Qatar Government Entity (QGE)

Metadata 2.3.C 2.3.D

Specialist Populate Data Catalog Share Populated Data End
with the identified CDEs Catalog with DGO

2.3.A
Data Steward Start Conduct Source Systems
Analysis

Figure 3: Data Discovery and Readiness Assessment Process Map

Legend: Process Step Decision Process Start Process End Document Off-Page Reference

31
 Activity 2.1 Activity 2.2 Activity 2.3
Business Objectives and Current State Capabilities Data Discovery and Readiness
Requirements Maturity Assessment Assessment

2.3.A
Conduct Source Systems Analysis: Complete the analysis of key source systems by assessing the
following data aspects: availability, volumes, quality, and structure for each data entity, and develop
queries to conduct basic data quality checks across the relevant data quality dimensions.

Use the Source Systems Analysis Template to document the analysis for each identified source
system, ensuring a detailed and organized assessment of the data.

Asset Guidance
The Analytics Use Case Prioritization Framework supports the Entity in prioritizing high-impact use
cases
The by assessing
Source Systems theAnalysis
identifiedTemplate
longlist against parameters
provides such asframework
a standardized Business Impact, Financialdetailed
for collecting Impact,
Business Urgency,
information Technology
about each identifiedAvailability, Data ItReadiness
source system. ensures aetc.
comprehensive evaluation by addressing
key areas such as system schemas, primary entities and attributes, reference and master data objects,
data volumes, attribute and record counts, environments, and basic data quality checks. By capturing
these critical details, the template facilitates a thorough assessment of source systems, laying the
groundwork for effective and efficient data management.

The below diagram depicts different components of the source systems analysis template:
Illustrative
Source Systems
Analysis Template
Source Systems

Source System Details

Source System Environments

Key Entities Inventory

Preliminary DQ Checks (if applicable)

Key Message / Information

The following are the basic data quality checks that recommended to be carried out on key entities
and attributes for each selected source system:
Data Quality Dimension Basic Quality Check
Uniqueness Duplicate Records
Completeness Null Records
Validity Invalid Reference Data
Accuracy Invalid Data Values
Consistency Invalid Format

Tip

Engaging Data Architect and data owners early is essential to accurately estimate the effort and
time needed to assess key source systems. This proactive approach mitigates delays and ensures
timely completion of this critical step.

32
 Activity 2.1 Activity 2.2 Activity 2.3
Business Objectives and Current State Capabilities Data Discovery and Readiness
Requirements Maturity Assessment Assessment

2.3.A
Cont.
Key Message / Information

Data stewards and Business SMEs will identify the key entities and attributes within each source
system to conduct the basic quality checks, ensuring attention is directed towards the most critical
data attributes that are essential for business operations.

2.3.B Conduct Data profiling for the CDEs: Once the Entity has prioritized the use cases, a critical next step
involves analyzing the identified datasets that will support the implementation of these use cases. This
process includes identifying the critical data elements (CEDs) that will play a pivotal role in the
development of the use cases. Subsequently, the Entity should leverage specialized or available tools to
profile these CDEs, ensuring their readiness and suitability for the successful implementation of the use
cases.

To conduct a comprehensive and effective data profiling process for the identified CDEs, the Entity
should follow these structured steps:

1. Identify and document the CDEs based on their importance to use cases, business operations, or
analytics goals.
2. Determine what to assess: data completeness, validity, uniqueness, consistency, timeliness, and
accuracy.
3. Collect, clean and standardize the CDEs to prepare it for profiling.
4. Leverage a specialized / available tools to automate profiling.
5. Generate statistics such as frequency distributions, patterns, and anomalies for each CDE.
6. Review and document profiling outcomes to identify quality issues like missing values, outliers, or
mismatched formats.
7. Update the data readiness for respective use case cards.

2.3.C Populate Data Catalog with the identified CDEs: Integrate the prioritized CDEs in the Data Catalog
Template. Ensure to update the CDE flag within the attribute inventory, to ensure centralized tracking
and visibility of entity wide CDEs.

Key Message / Information

Review the Data Catalog and Metadata Management knowledge case for further details on the
Data Catalog, which contains the Dataset Inventory and the Attribute Inventory.

2.3.D Share Populated Data Catalog with DGO: The Entity must submit the populated data catalog,
including the identified Critical Data Elements (CDEs) and their associated metadata, to the National
Data Governance Office (DGO) for review. This ensures alignment with national data governance
standards and facilitates validation of the catalog's structure, completeness, and adherence to
compliance requirements.

33
 Activity 2.1 Activity 2.2 Activity 2.3
Business Objectives and Current State Capabilities Data Discovery and Readiness
Requirements Maturity Assessment Assessment

RACI Matrix - Data Discovery and Readiness Assessment Indicative

Data Governance Specialist

Governance Section Head

Analytics Section Head

Data Quality Specialist

Data Management and

Data Management and

Data Architecture and

Metadata Specialist
Security Director
Sr No. Activity

Business SMEs
Data Stewards
Data Architect
2.3.A Conduct Source Systems Analysis A C C C R C

2.3.B Conduct Data profiling for the CDEs I A C C R C C

2.3.C Populate Data Catalog with the identified CDEs I A R C C

2.3.D Share Populated Data Catalog with DGO I A R

RACI Matrix Legend: R: Responsible A: Accountable C: Consulted I: Informed

Based on this Activity, the Entity can

Conduct a Source System Analysis for Data Discovery

Conduct Data Profiling on CDEs

Catalog
PerformCDEs
Benchmarking Study
34
3. Data Management Strategy Target State
3. Data Management Strategy Target State

What is a Data Management Strategy Current State and why does the Entity need it?

A Data Management Strategy Target State refers to the future state of an Entity’s data management capabilities,
aligned with business objectives, as envisioned over a fixed timeline. It defines the capabilities needed to meet strategic
goals, including but not limited to data governance, analytics, and system readiness. A well-defined target state helps
create a roadmap for closing current gaps, ensures that data management practices support business performance,
and provides a clear vision for achieving long-term objectives. This clarity drives the alignment of initiatives and KPIs,
guiding the execution of the data management program effectively.

The remaining sections of this chapter will detail the activities of the below process that will guide the Entity in
defining the Data Management Strategy Target State:

3.1 Data Strategy Vision, Mission, and 3.2 Data Platform

Strategic Objectives Architecture

3.4 Data Operating Model 3.3 Data Strategy Roadmap

Guiding Principles for Data Management Strategy Target State

1. Align Data Strategy with Business Vision: Ensure the data strategy aligns with the overall business vision,
mission, strategic objectives and initiatives, with active involvement from senior leadership and key stakeholders.
2. Design Scalable and Flexible Architecture: Design the data platform architecture to be scalable, flexible, and
able to integrate seamlessly with future prospective technologies and evolving business needs.
3. Prioritize Foundational Projects: Prioritize foundational projects in the roadmap, ensuring the initial focus is on
data governance, data quality, and architecture and modeling, before moving into advanced analytics.
4. Define Roles and Responsibilities: Define clear roles and responsibilities within the operating model, ensuring
accountability and governance are embedded in the framework.
5. Establish Measurable KPIs: Establish measurable KPIs for tracking progress and success across the strategy,
architecture, and roadmap.

36
 Activity 3.1 Activity 3.2 Activity 3.3 Activity 3.4
Data Strategy Vision, Mission, Data Platform Data Strategy Data Operating
and Strategic Objectives Architecture Roadmap Model

3.1 Data Management Strategy Vision, Mission and Strategic Objectives

This activity provides guidance on the steps necessary to define the vision, mission, and strategic objectives of the data
management program, helping to establish a clear direction and purpose for the initiative.

3.1.A Draft Program Vision and Mission: Facilitate workshops and interviews with key business and
technical stakeholders to collaboratively define clear, impactful vision and mission statements for the
data management program, ensuring alignment with organizational goals and priorities.

Tip

Ensure the vision spans at least four years and clearly articulates the purpose of data management
while emphasizing its strategic value to the Entity’s business objectives and long-term goals.

Key Message / Information

The vision statement answers the WHY, and a mission statement defines WHAT needs to be
accomplished through the data management program.

37
 Activity 3.1 Activity 3.2 Activity 3.3 Activity 3.4
Data Strategy Vision, Mission, Data Platform Data Strategy Data Operating
and Strategic Objectives Architecture Roadmap Model

3.1.B
Draft Program Strategic Objectives: Conduct workshops to draft the strategic objectives for the data
management program, ensuring they are driven by the program's vision and mission, and aligned with the
broader business goals.

The strategic objectives should be based on the following four key themes:

1. Data Management Capability Building and Data Culture: Focuses on developing the necessary
data management capabilities, including processes, organization, and technology, while advancing
the organization's data-driven culture.
2. Strong Data Foundation: Concentrates on creating a robust data foundation by establishing
operational master and reference data, improving data quality, managing metadata, and cataloging
data to enhance discovery and usability.
3. Data Value Realization: Aims to generate value from data throughout the entire data value chain,
which includes insights generation, data sharing, and open data initiatives.
4. Regulatory Compliance: Ensures alignment and compliance with various regulatory requirements.

Asset Guidance
The Analytics Use Case Prioritization Framework supports the Entity in prioritizing high-impact use
cases
The by assessing
Strategic the identified
Objective longlist against
Card Template can be parameters such
leveraged do as Business
draft Impact,
and document Financial
program Impact,
strategic
Business Urgency, Technology Availability, Data Readiness etc.
objectives. The template helps the Entity capture the strategic objective over, background/challenges,
initiatives, expected outcomes and benefits, and document the objective level KPIs.
Illustrative

38
 Activity 3.1 Activity 3.2 Activity 3.3 Activity 3.4
Data Strategy Vision, Mission, Data Platform Data Strategy Data Operating
and Strategic Objectives Architecture Roadmap Model

3.1.C Draft Program-level Strategic KPIs: Draft a set of key performance indicators for each strategic
objective determined in the previous step; this will help the Entity measure the progress in achieving the
defined objectives. Below are a set of indicative KPIs to address each of the strategic objective themes:

1. Data Management Capability Building and Data Culture:

• % of critical data management positions appointed in the data organization.
• % of all data management positions appointed in the data organization.
• % of employees (outside data organization), who achieved proficiency level of data literacy as
outlined by learning paths defined by the learning team.

2. Strong Data Foundation:

• % of source systems with data catalog captured completely.
• Number of data domains with master data published completely.
• Number of data domains with a DQ score exceeding the determined target.

3. Data Value Realization:

• Number of analytical use cases delivered in years 1 and 2 of the program.
• Number of data products shared within the Qatar Government in year 1.
• Number of open data products published for the public in year 1.

4. Regulatory Compliance:
• % of compliant control specifications of Qatar data management standards.

3.1.D Secure Approval: Share the program vision, mission, and strategic objectives with the data committee
(or equivalent body) and secure approval.

RACI Matrix – Data Strategy Vision, Mission, and Strategic Objectives Indicative
Data Management

Data Management

Data Governance
Data Committee
and Governance

Business SMEs
Data Architect

Data Strategy
Section Head
and Security

Sr No. Activity
Specialist
Director

Expert

3.1.A Draft Program Vision and Mission A C R C C C

3.1.B Draft Program-level Strategic Objectives A C C R C C

3.1.C Draft Your Program Strategic KPIs A C R I C

3.1.D Secure Approval A I R I I

elivery of immediate, data-driven value to the business.

RACI Matrix Legend: R: Responsible A: Accountable C: Consulted I: Informed

39
 Activity 3.1 Activity 3.2 Activity 3.3 Activity 3.4
Data Strategy Vision, Mission, Data Platform Data Strategy Data Operating
and Strategic Objectives Architecture Roadmap Model

Based on this Activity, the Entity can

Document DM Program Vision and Mission

Document DM Program Strategic Objectives

40
 Activity 3.1 Activity 3.2 Activity 3.3 Activity 3.4
Data Strategy Vision, Mission, Data Platform Data Strategy Data Operating
and Strategic Objectives Architecture Roadmap Model

3.2 Data Platform Architecture

These activities ensure that both the high-level data platform architecture and the enterprise analytical data model are
developed according to the standards and support business use cases.

3.2.A Develop High-level Target Data and Platform Architecture: Design a high-level target data and
platform architecture by referring to the Data Architecture and Modeling knowledge case. This
document should outline the overall structure of the platform, ensuring it supports the prioritized use
cases and meets the entity’s business and technical needs.

3.2.B
Conduct Stakeholder Workshops: Organize workshops with key stakeholders, including Data
Architect, Data Stewards, Business SMEs and the Data Governance Specialist, to gather inputs and
refine the high-level design. These workshops should focus on aligning business needs with the technical
requirements and ensuring that the architecture supports the entity's broader data strategy. Feedback
from these sessions will feed into both the target architecture and the enterprise analytical data model.

3.2.B Enterprise Analytical Data Model Design: Develop the Enterprise Analytical Data Model (Conceptual
and Logical) Design Document, ensuring that it integrates well with the high-level architecture. This
model should be designed to support the organization's analytical needs, including reporting, business
intelligence, and advanced analytics.

Key Message / Information

Review the Data Architecture and Modeling knowledge case for further details on the architecture
and data model design.

3.2.D Share Target Architecture and Analytical Model Designs with DGO: The Entity must submit the
high-level data and platform architecture, along with the Enterprise Analytical Data Model Design, to
the DGO for review, feedback, and approval. This step ensures that the proposed designs align with
national standards, policies, and governance frameworks.

41
 Activity 3.1 Activity 3.2 Activity 3.3 Activity 3.4
Data Strategy Vision, Mission, Data Platform Data Strategy Data Operating
and Strategic Objectives Architecture Roadmap Model

RACI Matrix – Data Platform Architecture Indicative

Data Management

Data Management
Data Architecture

and Governance

Data Architect

Data Strategy

Data Steward
and Analytics
Section Head

Section Head
and Security
Sr No. Activity

Director

Expert
DGO
3.2.A Develop High-Level Target Data and Platform Architecture I A I R R I

3.2.B Conduct Stakeholder Workshops A I C R C

3.2.C Enterprise Analytical Data Model Design I A I R R I

Share Target Architecture and Analytical Model Designs with

3.2.D C A R I
DGO

RACI Matrix Legend: R: Responsible A: Accountable C: Consulted I: Informed

Based on this Activity, the Entity can

Develop a Data and Platform Architecture Design Document

Develop an Enterprise Analytical Data Model Design

42
 Activity 3.1 Activity 3.2 Activity 3.3 Activity 3.4
Data Strategy Vision, Mission, Data Platform Data Strategy Data Operating
and Strategic Objectives Architecture Roadmap Model

3.3 Data Management Strategy Roadmap

3.3.1 Design and Build Roadmap

This activity provides guidance on the steps needed to design and develop a 4-year roadmap. The roadmap will outline
the key initiatives, projects, and milestones necessary to achieve the target state capabilities and meet strategic
objectives over the next four years.
Process - Design and Build Roadmap

Roles

3.3.1.A 3.3.1.E 3.3.1.F 3.3.1.G 3.3.1.H

Start Outline DM Document Analyze Potential Assign Initiatives Identify Key
Initiatives Assumptions Risks Ownership Stakeholders

3.3.1.L
3.3.1.B 3.3.1.N 3.3.1.M 3.3.1.K
Data Estimate Costs
Prioritize Initiative & Gather Stakeholders’ Develop Align Milestones with
Associated with Each
Governance Projects Short List Feedback Roadmap
Initiative
Timeline
Specialist
Qatar Government Entity (QGE)

3.3.1.O
Incorporate
Stakeholders’
Feedback

3.3.1.C
3.3.1.P 3.3.1.J
Initiate Initiative Card 3.3.1.I
Data Strategy Obtain Approval of Develop Detailed
Development and End Identify
Expert Outline Initiative
Data Management Implementation
Dependencies
Initiatives Plan Timeline
Activities

Data 3.3.1.D
Architect Outline Technology
Requirements

Figure 4: Design and Build Roadmap Process Map

Legend: Process Step Decision Process Start Process End Document Off-Page Reference

43
 Activity 3.1 Activity 3.2 Activity 3.3 Activity 3.4
Data Strategy Vision, Mission, Data Platform Data Strategy Data Operating
and Strategic Objectives Architecture Roadmap Model

3.3.1.A
Outline DM Initiatives: Identify and document a long list of data management initiatives, including both
short-term and long-term initiatives. Initiatives may include (but are not limited to) developing a data
governance framework, uplifting data discoverability by implementing a data catalog tool, uplifting data
quality for CDEs, or establishing a master and reference data management repository. Ensure that these
initiatives align with the Entity’s broader data strategy objectives to support effective resource allocation
and address critical data management needs.

Key Message / Information

To ensure alignment with the National Development Strategy (NDS) 3.0, it is critical for the Entity
to align its initiatives and projects with the national and sectoral KPIs. Projects should directly
contribute to achieving the broader national and sector-specific outcomes outlined in the NDS,
supporting strategic priorities and driving measurable impact. By aligning initiatives and projects
with sectoral KPIs, the Entity can ensure its efforts are both impactful and consistent with the
overarching national vision.

3.3.1.B
Prioritize Initiative Short List: Leverage the data management initiatives long list to identify and
prioritize a short list based on potential impact and feasibility. Focus on high-impact areas which
enhances decision-making and operations, ensuring that efforts are directed at enhancing data reliability
and supporting strategic initiatives. Additionally, identify quick wins—initiatives that can be
implemented rapidly with minimal resources—to provide immediate benefits and demonstrate the value.

44
 Activity 3.1 Activity 3.2 Activity 3.3 Activity 3.4
Data Strategy Vision, Mission, Data Platform Data Strategy Data Operating
and Strategic Objectives Architecture Roadmap Model

3.3.1.C
Initiate Initiative Card Development and Outline Initiative Activities: Develop initiative cards for
each prioritized initiative outlined in the short list, capturing essential activities and steps required to
guide implementation. For each initiative, outline the key activities by breaking them down into specific
steps and sub-activities that need to be completed in sequence (where applicable). Include descriptions
of each step to provide clear guidance on execution, along with any necessary details on tools,
techniques, or methodologies that may be required.

Asset Guidance
The Analytics Use Case Prioritization Framework supports the Entity in prioritizing high-impact use
cases
An by assessing
Initiative Card the identified
Template longlista against
provides parameters
structured format such as Business
to document keyImpact, Financial
information Impact,
related to
Business Urgency,
prioritized initiatives,Technology Availability,
such as initiative Datakey
overview, Readiness etc.sponsor, owner, stakeholders, timeline,
activities,
key milestones, budget, technology requirements, dependencies, assumptions, risks, and milestones.
The initiative cards provide a structured overview of proposed projects, allowing stakeholders to quickly
understand each initiative’s purpose, expected impact, and resource requirements.
Illustrative

45
 Activity 3.1 Activity 3.2 Activity 3.3 Activity 3.4
Data Strategy Vision, Mission, Data Platform Data Strategy Data Operating
and Strategic Objectives Architecture Roadmap Model

3.3.1.D
Outline Technology Requirements: Identify and document the technology requirements necessary to
support each prioritized initiative. This includes outlining the required tools, software, and systems
needed to ensure successful implementation and adoption across the Entity.

3.3.1.E Document Assumptions: Record assumptions regarding resource availability, stakeholder engagement,
and data complexity to ensure transparency and guide decision-making.

3.3.1.F
Analyze Potential Risks: Clearly identify and assess the risks associated with DM initiatives. This
includes:
• Limited Alignment with Business Objectives: Failure to align data management initiatives with
organizational strategic goals may lead to efforts that do not deliver meaningful business value
• Stakeholder Resistance to Change: Low stakeholder buy-in for new data management policies,
governance frameworks or data management initiatives may result in delayed adoption or non-
compliance across departments
• Dependence on Legacy Systems: Reliance on outdated technologies may limit the scalability and
effectiveness of governance initiatives

3.3.1.G Assign Initiatives Ownership: The Data Management and Governance Section Head will be the owner
of all these initiatives. This designation ensures that the initiatives have a dedicated leader who can
oversee progress and resolve roadblocks that may arise.

Tip

Ensure to appoint clear initiative owners. This will drive overall accountability and operational focus.

3.3.1.H
Identify Key Stakeholders: Recognize individuals and groups that have a vested interest in data
management and strategy, including data users, IT staff, and management, facilitating collaboration and
support. Understanding who needs to be engaged helps streamline communication and decision-making,
improving the overall effectiveness of the data management strategy and governance program.

46
 Activity 3.1 Activity 3.2 Activity 3.3 Activity 3.4
Data Strategy Vision, Mission, Data Platform Data Strategy Data Operating
and Strategic Objectives Architecture Roadmap Model

3.3.1.I
Identify Dependencies: Analyze how DM initiatives interact with other projects and processes to
streamline resource allocation and improve coordination. Key considerations include:
• Reviewing Impacts on Organizational Objectives: Evaluate how DM initiatives influence or align
with overarching business goals and strategic initiatives
• Identifying Overlaps in Resources and Teams: Assess where the same personnel, tools, or
systems are involved in multiple initiatives to avoid resource conflicts
• Ensuring Cross-Departmental Collaboration: Coordinate between departments to resolve
competing priorities and optimize shared resources for DM projects.

3.3.1.J Develop Detailed Implementation Timeline : Break down each activity in an initiative into actionable
steps with start and end dates, ensuring the timeline is realistic and achievable. Each step should have a
clear description of the required task, dependencies on other activities, and allocated resources. Ensure
that the timeline accounts for potential delays or risks identified earlier, so adjustments can be made
without derailing the project.

3.3.1.K Align Milestones with Timeline : Set specific checkpoints or milestones throughout the implementation
to assess progress. These milestones allow the evaluation of whether the initiative is proceeding as
planned and provide opportunities for course corrections.

Asset Guidance
The Analytics Use Case Prioritization Framework supports the Entity in prioritizing high-impact use
cases
The by assessing
Data Management the identified longlist
Initiatives Plan against parameters
Template helps yousuch as Business
capture Impact,
an overview ofFinancial Impact,
each identified
Businessdetail
initiative, Urgency, Technology Availability,
its sub-activities, Data Readiness
owners, stakeholders, etc. timeframe
and activity
Illustrative

47
 Activity 3.1 Activity 3.2 Activity 3.3 Activity 3.4
Data Strategy Vision, Mission, Data Platform Data Strategy Data Operating
and Strategic Objectives Architecture Roadmap Model

3.3.1.L
Estimate Costs Associated with Each Initiative : Consider expenses related to tools, technology,
personnel, and training required for effective implementation. Break down costs based on the needs of
each task, such as acquiring software, hiring additional staff, or providing necessary training for existing
teams. This step ensures the budget is well-planned, realistic, and includes all critical aspects to enable
smooth implementation of the initiatives.

3.3.1.M Develop Roadmap: Create an overall roadmap that outlines timelines, phases, and key milestones for
implementing the prioritized initiatives and use cases. Sequence the initiatives and use cases based on
dependencies, resource availability, and alignment with organizational goals. The roadmap should also
include projected timelines for each initiative, allowing stakeholders to monitor progress and allocate
resources effectively over time.

3.3.1.N
Gather Stakeholders’ Feedback: Present the draft plan to all relevant parties, inviting input and
suggestions to enhance its effectiveness. This feedback process helps surface any potential issues or
overlooked areas, improving the plan’s effectiveness and ensuring all voices are heard. Engaging
stakeholders early also builds buy-in and commitment to the plan’s success.

3.3.1.O Incorporate Stakeholders’ Feedback: Actively gather and incorporate constructive feedback from key
stakeholders to refine the plan and ensure it aligns with their needs and expectations. This collaborative
approach helps to address concerns early, fine-tune the details, and strengthen the overall effectiveness
of the plan.

3.3.1.P Obtain Approval of Data Management Initiatives Plan : After incorporating all feedback, the Section
Heads and the Data Management and Security Director will be presented with the finalized Data
Management Initiatives Plan for review and approval. This ensures alignment with the Entity’s priorities
and secures the necessary support for successful implementation.

Tip

• Entities with low data management maturity should prioritize foundational projects in their
roadmap before advancing into analytics. These foundational efforts include tasks such as
activating the operating model, improving data quality, and developing a data catalog.
• For entities that have not yet established descriptive analytics capabilities, it is crucial to focus on
building these before pursuing advanced analytics or AI projects.

48
 Activity 3.1 Activity 3.2 Activity 3.3 Activity 3.4
Data Strategy Vision, Mission, Data Platform Data Strategy Data Operating
and Strategic Objectives Architecture Roadmap Model

RACI Matrix - Design and Build Roadmap Indicative

Data Management

Data Management

Data Architecture

Data Governance
and Governance

Data Architect
Data Strategy

Business Data
and Analytics
Section Head

Section Head
and Security
Sr No. Activity

Specialist
Director

Analyst
Expert
3.3.1.A Outline DM Initiatives I A R C

3.3.1.B Prioritize Initiative & Projects Short List I A C R C C

Initiate Initiative Card Development and Outline Initiative

3.3.1.C A C C R
Activities

3.3.1.D Outline Technology Requirements C A C R

3.3.1.E Document Assumptions A R C C

3.3.1.F Analyze Potential Risks A R C

3.3.1.G Assign Initiatives Ownership A C R R

3.3.1.H Identify Key Stakeholders A C R R

3.3.1.I Identify Dependencies A C R R C

3.3.1.J Develop Detailed Implementation Timeline A R R C C

3.3.1.K Align Milestones with Timeline A R R

3.3.1.L Estimate Costs Associated with Each Initiative A I R C C

3.3.1.M Develop Roadmap A I R C C

3.3.1.N Gather Stakeholders’ Feedback A C R C

3.3.1.O Incorporate Stakeholders’ Feedback A I R C

3.3.1.P Obtain Approval of Data Management Initiatives Plan A C C R

RACI Matrix Legend: R: Responsible A: Accountable C: Consulted I: Informed

Based on this Activity, the Entity can

Create Data Management Initiatives Plan

Create 4 Year Data Management Program Roadmap

49
 Activity 3.1 Activity 3.2 Activity 3.3 Activity 3.4
Data Strategy Vision, Mission, Data Platform Data Strategy Data Operating
and Strategic Objectives Architecture Roadmap Model

3.3.2 Finalize Strategy

This activity will guide the Entity on the steps to finalize the articulation of the data management strategy.

3.3.2.A
Build Business Case : Develop a business case and financial model to secure buy-in and funding for the
data management program. The business case should articulate the program’s strategic alignment with
organizational goals and its quantified benefits, such as improved data quality and operational efficiency.
Key components of the business case include a clear Return on Investment (ROI) calculation, detailing
implementation costs versus measurable benefits, and a risk mitigation plan to address potential
challenges like delays or cost overruns.

3.3.2.B Compile Strategy Content and Secure Approvals: Compile the data strategy vision, mission,
strategic objectives, strategic initiatives, program roadmap, and program-level KPIs into a comprehensive
strategy document. Prepare an executive presentation, leveraging the business case, to secure approval
for the strategy.

Present the strategy to executive leadership in a dedicated meeting. Upon executive level final
alignment, prepare for a formal announcement during a town hall or similar event and further
socialization to ensure alignment, organizational buy-in, and engagement.

Tip

The strategy should be reviewed and refreshed annually to align with evolving business priorities and
updates to the program roadmap.

Process Risks: Finalize Strategy

Risk Severity Mitigation

• Senior Leadership within the Entity to ensure proper

1. Insufficient stakeholder engagement and stakeholder engagement with compelling value propositions
High
support that clearly articulate the value that their engagement will
yield.

2. Available talent is not capable of

• Third party consultants can be subcontracted to assist your
delivering data management strategy and High
entity to build the strategy and design the program.
designing the program

50
 Activity 3.1 Activity 3.2 Activity 3.3 Activity 3.4
Data Strategy Vision, Mission, Data Platform Data Strategy Data Operating
and Strategic Objectives Architecture Roadmap Model

3.3.2.C
Share Data Strategy with DGO and NPC for Review : The DGO, in collaboration with the NPC, will
review the Entity’s data strategy to ensure it aligns with national priorities, sectoral goals, and budgetary
frameworks. This review process involves:

• Strategy Review: The DGO and NPC evaluate the data strategy to validate its alignment with
national data standards, the National Development Strategy (NDS), and sectoral outcomes. This
includes reviewing the strategic objectives, initiatives, and use cases to ensure they support the
broader strategic vision.
• Budget Review and Alignment: Where and when applicable, the DGO and NPC assess the
budgetary requirements of the data strategy and individual initiatives, ensuring that they are realistic
and aligned with the Entity’s objectives and national priorities. This involves consulting with the
Ministry of Finance to ensure budgetary provisions.
• Budget Approval and Allocation: After budget validation, where and when appliable, the DGO and
NPC secure the budget in coordination with the Ministry of Finance. Allocated budgets for each
initiative are then communicated back to the Entity.
• Feedback and Finalization: The DGO and NPC provides feedback to the Entity on the approved
strategy and budget allocations, offering recommendations for adjustments if necessary. The finalized
strategy and secured budget enable the Entity to proceed with implementation confidently.

This activity ensures the Entity’s data strategy is well-supported, aligned with national goals, and
equipped with the financial resources needed for successful execution.

RACI Matrix – Finalize Strategy Indicative

Data Management

Data Management

Data Governance
Data Committee
and Governance
DGO and NPC

Data Strategy
Section Head
and Security

Sr No. Activity

Specialist
Director

Expert

3.3.2.A Build Business Case A C R C

3.3.2.B Compile Strategy Content and Secure Approvals A C R C

3.3.2.C Share Data Strategy with DGO and NPC for Review C A R

RACI Matrix Legend: R: Responsible A: Accountable C: Consulted I: Informed

Based on this Activity, the Entity can

Develop a Data Management Strategy Business Case

Secure Executive Level Alignment on the Data Management Strategy

51
 Activity 3.1 Activity 3.2 Activity 3.3 Activity 3.4
Data Strategy Vision, Mission, Data Platform Data Strategy Data Operating
and Strategic Objectives Architecture Roadmap Model

3.4 Data Operating Model

This activity provides guidance on the steps to design the data organization structure and define job families, ensuring
the necessary capacity is based on the size of the data program and the target state capabilities required for the entity.

Process - Data Operating Model

Roles
End

3.4.I
Qatar Government Entity (QGE)

Data 3.4.A
3.4.H Share Target
Management Plan for Designing
Start Build Capacity Data Operating
and Security the Target Data
Plan Model with the
Operating Model
Director DGO for Review

3.4.G
3.4.C 3.4.E
Data 3.4.D Identify List of
3.4.B Design Target Define Data 3.4.F
Governance Define Data Policies and
Define Target Capability Committee and Define Interaction
Specialist Governance Procedures to
Capabilities Organization Working Group Model
Framework Support the Data
Structure Charters
Strategy

Figure 5: Data Operating Model Process Map

Legend: Process Step Decision Process Start Process End Document Off-Page Reference

3.4.A
Plan for Designing the Target Data Operating Model: Plan for the design of your Target Data
Operating Model based on the size of your data management program. Develop an approach for
designing the target structure, including departments and sections, ensuring it aligns with your business
requirements and the target state outlined in your data management strategy. The components of an
effective target operating mode consists of the following:

1. Organizational archetypes (centralized, decentralized, federated)

2. Target Capability Structure
3. Governance Framework
4. A list of required policies and procedures

3.4.B
Define Target Capabilities: Identify and define the target data capabilities required to achieve the
strategic objectives of the data management program. These capabilities should be categorized across
key areas. Examples capability categorizations may include Data Strategy and Governance, Data
Acquisition & Integration, Data Operations & Enablement, Data Analytics & AI, and Data Privacy &
Security. Each capability should align with the organization's strategic goals, operational needs, and the
target state outlined in the data management strategy.

52
 Activity 3.1 Activity 3.2 Activity 3.3 Activity 3.4
Data Strategy Vision, Mission, Data Platform Data Strategy Data Operating
and Strategic Objectives Architecture Roadmap Model

3.4.C
Design Target Capability Organization Structure : Based on the size and nature of the Entity,
determine the appropriate organizational archetype (centralized, decentralized, or hybrid), to design the
Target Capability Organization Structure, ensuring clear teams and roles are defined to deliver the
target data capabilities outlined in the previous step.

Asset Guidance

The Data Committee and Working Group Charter Template provides guidance for structuring the
entity’s data organization. It outlines potential departments and sections required, along with their
reporting hierarchies, to ensure effective delivery of the data program. Built on industry best practices
for data management organization design, this resource emphasizes three foundational pillars:
Illustrative
1. Data Management The Data Management Strategy team develop and refresh the strategy including
Strategy data productization (internal and external)

Data Governance teams manage data quality, master and reference data, and the
2. Data Governance
data catalog

Data Value Realization teams build data products across the value chain; this covers
3. Data Value Realization
data integration, architecture and analytics

Below are the suggested Data Committee Members for Qatar Government Entities (QGEs). The
committee is composed of a chairperson (Data Management and Security Director) and section heads
from various departments within the Entity. Data owners and Business Data Analyst are also involved
as needed

53
 Activity 3.1 Activity 3.2 Activity 3.3 Activity 3.4
Data Strategy Vision, Mission, Data Platform Data Strategy Data Operating
and Strategic Objectives Architecture Roadmap Model

3.4.D
Define Data Governance Framework to Manage and Govern Data Management and Data
Governance Capabilities: Define the Data Governance Framework to oversee and manage both data
management and data governance capabilities. This framework establishes the data committees and
working groups required to ensure effective governance and alignment with organizational objectives.

Asset Guidance
The Analytics Use Case Prioritization Framework supports the Entity in prioritizing high-impact use
casestobythe
Refer assessing the identified
Data Committee & longlist
Working against
Groupparameters such as Business
Charter Template Impact,yourself
to familiarize Financial Impact,
with the
Business
data Urgency,
committee andTechnology Availability,
any other proposed Data Readiness
working etc.
groups necessary to guide and oversee the Entity’s
data management program effectively. This template also provides guidance on structuring the various
governance bodies required to manage your data management program. The data committee serves as
the main governing body, while specialized working groups are established to govern specific technical
areas of the program. For example, a Data Architecture Working Group oversees decisions related to
the target data architecture, and a Data Quality Working Group governs decisions focused on
improving data quality.

This asset includes a charter for the data committee and each of the following working groups:
Illustrative

Key Message / Information

The Role of Data Owners and Data Stewards:

Data ownership and stewardship are essential pillars of effective data management and must be
embedded within the overall data management strategy. Data owners are accountable for the
quality, integrity, and use of data within their domain, while data stewards are responsible for
implementing governance practices, enforcing data standards, and maintaining data processes.
Together, they ensure that data is consistently and responsibly managed across its lifecycle—from
creation to consumption—by the appropriate business functions.

54
 Activity 3.1 Activity 3.2 Activity 3.3 Activity 3.4
Data Strategy Vision, Mission, Data Platform Data Strategy Data Operating
and Strategic Objectives Architecture Roadmap Model

3.4.E
Define Data Committee and Working Group Charters: Define the charters for the Data Committees
and working groups to establish their mandates, activities, expected outcomes, meeting frequency, and
membership. These charters will serve as a guiding document, ensuring clarity in roles, responsibilities,
and operations within the Data Governance Framework.

Asset Guidance

The Data Committee & Working Group Charter Template can be used to detail the key activities,
meeting frequency, and members of the Entity’s data committee and identified working groups.
Illustrative

3.4.F
Define Interaction Model: Define the Interaction Model to establish how different roles within the
Target Capability Organization Structure will interact and collaborate both internally and with other
entities. This includes specifying decision-making pathways, and escalation processes to ensure seamless
coordination and efficient execution of governance activities. Additionally, outline how the Entity will
interact with the DGO under the NPC to share updates, issues, and compliance progress. The
Interaction Model fosters accountability, transparency, and alignment across all levels of governance.

3.4.G Identify List of Policies and Procedures to Support the Data Strategy: Identify the data
management policies and procedures required to activate and support the data management strategy
effectively. This step involves reviewing the National Data Standards to ensure alignment with national
requirements and identifying which policies and procedures need to be created, updated, or refined
within the Entity. These policies and procedures will provide the foundation for governing data across the
Entity and ensuring compliance with national regulations, including clear operational guidelines for
implementation.

55
 Activity 3.1 Activity 3.2 Activity 3.3 Activity 3.4
Data Strategy Vision, Mission, Data Platform Data Strategy Data Operating
and Strategic Objectives Architecture Roadmap Model

3.4.H
Build Capacity Plan: A capacity plan needs to be developed while referring to the business
requirements documented during the strategy process to assess the workload for each job family. Based
on this, determine the number of positions needed for each job family, assign the grade level of each
position, and create a 4-year ramp-up plan.

3.4.I
Share the Target Data Operating Model with the DGO for Review: The Entity must submit the
finalized Target Data Operating Model to the DGO for their review, feedback, and approval. This step
ensures that the proposed operating model aligns with national data standards, organizational objectives,
and data management best practices.

RACI Matrix - Data Operating Model Indicative

Data Management

Data Management

Data Governance
and Governance

Data Strategy
Section Head
and Security
Sr No. Activity

Specialist
Director

Expert
DGO
3.4.A Plan for Designing the Target Data Operating Model R/A C C

3.4.B Define Target Capabilities A R C C

3.4.C Design Target Capability Organization Structure A R C C

Define Data Governance Framework to Manage and Govern Data

3.4.D A R C
Management and Data Governance Capabilities

3.4.E Define Data Committee and Working Group Charters A R C

3.4.F Define Interaction Model A R C

3.4.G Identify List of Policies and Procedures to Support the Data Strategy I A/R C

3.4.H Build Capacity Plan R/A C C C

3.4.I Share the Target Data Operating Model with the DGO for Review C/I R/A I I I

RACI Matrix Legend: R: Responsible A: Accountable C: Consulted I: Informed

Based on this Activity, the Entity can

Develop a Target Data Operating Model
56
4. Data Governance Policy
4. Data Governance Policy

What is a Data Governance Policy and why does the Entity need it?

A Data Governance Policy establishes a structured framework for how an Entity manages, secures, and ensures the
integrity of its data. It defines clear guidelines and responsibilities for enforcing this policy, ensuring consistency in
data practices across the organization. Developed in alignment with the data management strategy, it helps maintain
accountability for data quality, protection, and usage throughout the organization.

A data governance policy is needed to ensure that data is managed responsibly, complies with legal and regulatory
standards, and supports business objectives. It provides clarity on data ownership, security, and quality, helping the
entity maintain control over its critical data assets.

The remaining sections of this chapter will detail the activities of the below process that will guide you on executing
Data Governance Policy:

4.1 Data Governance Policy Creation 4.2 Data Governance Policy Publication

Guiding Principles for Data Governance Policy

1. Align Data Governance Policy with Strategic Objectives: Ensure data governance policy is designed to
support the organization's strategic objectives and business needs.
2. Assign Roles and Responsibilities: Assign clear roles and responsibilities for data management, including Data
Owners and Stewards, to ensure accountability across the data lifecycle.
3. Ensure Compliance with Regulations: Ensure policy meet regulatory, legal, and privacy requirements while
protecting data from unauthorized access.
4. Define Data Quality Standards: Define standards for maintaining data quality, accuracy, and consistency
across all data domains.
5. Promote Openness in Data Usage: Promote openness in data usage, sharing, and reporting to ensure that
stakeholders have access to reliable and trustworthy data.

58
 Activity 4.1 Activity 4.2
Data Governance Data Governance
Policy Creation Policy Publication

4.1 Data Governance Policy Creation

The entity should establish a Data Governance Policy to ensure data is managed and governed effectively, securely,
and efficiently throughout its lifecycle. The policy should include, at a minimum:

• Overview, purpose, scope, and objectives

• Policy applicability, validity, and review process
• Guidelines aligned with the National Data Management Policy and Standards
• Detailed policy statements covering:
- Data management and organizational structure
- Change management and organizational awareness
- Performance management and monitoring
- Escalation and issue management
- Periodic policy reviews and updates
- Key policy performance indicators
• Roles and responsibilities
• References

Process - Data Governance Policy Creation

Roles

Data
Management 4.1.A
and Start Build Collaborative
Governance Forum
Section Head

4.1.E
Qatar Government Entity (QGE)

Conduct Initial
Review of the Draft
Data Governance
Policy

Data Strategy
Expert

Data 4.1.B 4.1.C 4.1.D

4.1.F
Governance Assess Current Determine Data Develop/Update
Incorporate End
State of Data Governance Policy Data Governance
Specialist Feedback
Governance Policy Updates Policy

Figure 6: Data Governance Policy Creation Process Map

Legend: Process Step Decision Process Start Process End Document Off-Page Reference

59
 Activity 4.1 Activity 4.2
Data Governance Data Governance
Policy Creation Policy Publication

4.1.A Build Collaborative Forum: The Data Governance Specialist will be responsible for drafting the policy
document. The Data Management and Governance Section Head creates a collaborative forum of
subject matter experts (SMEs) whose input will be essential for the Data Governance Specialist to
develop the policy. This group will ensure the policy is comprehensive and aligned with needs of the
entity.

4.1.B
Assess Current State of Data Governance Policy: Assess the current state of the Entity’s data
governance policy, if it exists, to identify gaps, overlaps, and areas of misalignment with the data
management strategy. This evaluation will help ensure that the policy is aligned with strategic goals and
support effective data governance. When conducting the assessment, consider the following criteria:

• Relevance to Strategic Objectives: Evaluate whether the policy aligns with the Entity's broader
strategic goals and operational priorities
• Compliance with National Standards: Assess the policy for compliance with relevant national data
standards
• Clarity and Accessibility: Review the language, structure, and accessibility of the policy to ensure it
is easy to understand and follow by all relevant stakeholders

4.1.C
Determine Data Governance Policy Updates: Based on the current state assessment and inputs from
relevant SMEs, define a comprehensive plan for the policy that needs to be created, updated, or
realigned.

60
 Activity 4.1 Activity 4.2
Data Governance Data Governance
Policy Creation Policy Publication

4.1.D
Develop/Update Data Governance Policy: Using the Data Governance Policy template, the Data
Governance Specialist develops or updates the document as a preliminary policy.

Key Message / Information

Develop the policy using clear, concise language, ensuring it addresses diverse scenarios while being
tailored to the entity's needs. Ensure that each policy statement is directly connected to broader
business objectives or outcomes, emphasizing how it contributes to achieving strategic goals and
addressing the Entity’s priorities. Focus on creating actionable, enforceable statements to drive
consistent implementation and compliance.

Asset Guidance
The Analytics Use Case Prioritization Framework supports the Entity in prioritizing high-impact use
cases
The by assessing
Data Governance the identified longlist against
Policy Template parameters
is a sample table ofsuch as Business
contents Impact,
the Entity canFinancial
refer to Impact,
when
Business Urgency, Technology Availability, Data Readiness etc.
drafting the policy. It includes the topics required by the standards, in addition to recommended topics
to consider. Additionally, it provides sample policy statements for a sample topic within the table of
contents to help the Entity draft the policy document.
Illustrative

4.1.E Conduct Initial Review of Draft Data Governance Policy: The Data Management and Governance
Section Head and the Data Strategy Expert review the preliminary policy to provide feedback and
ensure compliance with the National Data Standards and other relevant regulations. This step ensures
the policy aligns with external legal and regulatory requirements, safeguarding the Entity from potential
non-compliance risks.

61
 Activity 4.1 Activity 4.2
Data Governance Data Governance
Policy Creation Policy Publication

4.1.F
Incorporate Feedback: The Data Governance Specialist ensures the feedback has been implemented in
the policy.

RACI Matrix - Data Governance Policy Creation Indicative

Data Management

Data Management

Data Governance
and Governance

Data Strategy
Section Head
and Security
Sr No. Activity

Specialist
Director

Expert
4.1.A Build Collaborative Forum A R C

4.1.B Assess Current State of Data Governance Policy A C R

4.1.C Determine Data Governance Policy Updates A C R

4.1.D Develop/Update Data Governance Policy A C R

4.1.E Conduct Initial Review of Draft Data Governance Policy R/A R I

4.1.F Incorporate Feedback A R

RACI Matrix Legend: R: Responsible A: Accountable C: Consulted I: Informed

Based on this Activity, the Entity can

Build Collaborative Forum of SMEs

Draft Data Governance Policy

62
 Activity 4.1 Activity 4.2
Data Governance Data Governance
Policy Creation Policy Publication

4.2 Data Governance Policy Publication

Building on the foundational steps outlined in the previous activity, where the draft Data Governance Policy was
developed, this activity focuses on refining and finalizing the policy through a structured review and alignment process.
This ensures the policy is robust, compliant, and ready for implementation across the entity. The following steps guide
the finalization process:

Process - Data Governance Policy Publication

Roles

Data
Management 4.2.A
and Security Start Review Final Draft of Data
Director Governance Policy

Data 4.2.E 4.2.G

Qatar Government Entity (QGE)

Management Share Data Governance Publish and Socialize Data End

and Governance Policy with DGO Governance Policy
Section Head

Data 4.2.B 4.2.D

Governance 4.2.F
Incorporate Director Incorporate Internal Audit
Prepare for Publication
Specialist Feedback Feedback

4.2.C
Internal Audit Conduct an Auditability
Review

Figure 7: Data Governance Policy Publication Process Map

Legend: Process Step Decision Process Start Process End Document Off-Page Reference

63
 Activity 4.1 Activity 4.2
Data Governance Data Governance
Policy Creation Policy Publication

4.2.A
Review Final Draft of Data Governance Policy for Strategic Alignment: The Data Management
and Security Director reviews the final draft of the policy to ensure alignment with the entity's data
management strategy and overarching business objectives. Any gaps or inconsistencies should be
identified, with specific feedback provided for refinement.

4.2.B
Incorporate Director Feedback: Incorporate the feedback provided by the Data Management and
Security Director, if any, to address any strategic misalignments or gaps identified during the review.
This step ensures the policy reflects organizational priorities and strategic goals.

4.2.C
Conduct an Auditability Review: The draft policy is reviewed for auditability, ensuring it meets
regulatory and operational standards. Feedback is gathered to address gaps in accountability,
compliance, or performance tracking, if necessary.

4.2.D
Incorporate Internal Audit Feedback: Incorporate recommendations from the Internal Audit Team to
ensure the policy is fully compliant with governance standards and operational integrity. This step is
critical for maintaining transparency and accountability.

4.2.E
Share Data Governance Policy with DGO: The Entity must submit the finalized draft of the Data
Governance Policy to the DGO for their review and feedback. This step ensures that the policy aligns
with national governance frameworks, regulatory requirements, and broader data management best
practices.

4.2.F
Prepare for Publication : Incorporate all final feedback and prepare the policy for formal approval and
publication. This includes ensuring consistency in language, structure, and alignment with both internal
and external requirements.

64
 Activity 4.1 Activity 4.2
Data Governance Data Governance
Policy Creation Policy Publication

4.2.G
Publish and Socialize Data Governance Policy: Publish the finalized data governance policy in a
centralized, easily accessible repository, adhering to the Entity’s established publication procedures.

Actively promote the policy across departments to ensure awareness and encourage adoption. Facilitate
engagement sessions or workshops to familiarize teams with the policy's purpose and application.
Consider how different roles and levels within the Entity are impacted by the policy change and tailor
communications to clarify the expectations for each level. Collect feedback from stakeholders to assess
its impact and identify any areas for further refinement or support in implementation.

Tip

Leverage surveys as an initial soft measure to assess engagement, awareness, and understanding of
the published policy among key stakeholders. If engagement levels are low, strengthen
communication efforts and gather further feedback to identify potential adjustments to the policy
documentation before broader distribution.

Asset Guidance
The Analytics Use Case Prioritization Framework supports the Entity in prioritizing high-impact use
cases
The by assessing
Data Managementthe identified longlist against Email
Policy Communication parameters such isasaBusiness
Template Impact,
sample email youFinancial Impact,
can use to
Business Urgency, Technology Availability, Data Readiness etc.
announce the publishing of your new policy, as well as other key information
Illustrative

65
 Activity 4.1 Activity 4.2
Data Governance Data Governance
Policy Creation Policy Publication

Process Risks: Develop and Publish Data Governance Policy

Risk Severity Mitigation

Data Management and Governance Section Head to

1. Lack of engagement from business SMEs due to
High secure management commitment for the key SMEs
other demanding responsibilities.
required to develop the data governance policy.

Data Management and Governance Section Head to

2. No standardized or existing process to publish the coordinate with the compliance office to establish a
Medium
policy. centralized process and repository for the publication and
maintenance of data governance policy.

RACI Matrix - Data Governance Policy Publication Indicative

Data Management

Data Management

Data Governance
and Governance

Data Strategy

Internal Audit
Section Head
and Security
Sr No. Activity

Specialist
Director

Expert
4.2.A Review Final Draft of Data Governance Policy DGO R/A C

4.2.B Incorporate Director Feedback C A R

4.2.C Conduct an Auditability Review I R/A I

4.2.D Incorporate Internal Audit Feedback A C R

4.2.E Share Data Governance Policy with DGO I A R

4.2.F Prepare for Publication A C R

4.2.G Publish and Socialize Data Governance Policy A R C

RACI Matrix Legend: R: Responsible A: Accountable C: Consulted I: Informed

Based on this Activity, the Entity can

Publish Data Governance Policy
66
5. Governance Activation
5. Governance Activation

What is a Governance Activation and why does the Entity need it?

Governance Activation is the process of operationalizing the governance framework within an Entity. It entails
establishing the necessary structures, appointing key committees, and assigning roles essential for steering the data
management program. This includes designing the data organization and capabilities and defining the working groups
and data committees required for effective oversight.

Governance activation ensures that the appropriate structures, roles, and accountability mechanisms are in place to
manage the data program efficiently. It facilitates program execution, drives progress toward the target state, and
ensures alignment between data management objectives and overarching business goals.

The remaining sections of this chapter will detail the activities of the below process that will guide the Entity on
executing Governance Activation:

5.1 Organizational Structure and

5.2 Data Committee
Operating Model

Guiding Principles for Governance Activation

1. Align Data Organization with Program Goals: Structure the data organization to reflect the program’s scale
and strategic objectives, ensuring all roles and responsibilities are clearly defined and support the achievement of
program goals.
2. Activate the Data Governance Framework: Implement the data governance framework in tandem with data
operations to enable the seamless management of data initiatives and ensure alignment with organizational
priorities.
3. Appoint the Right Talent: Assign qualified individuals to data committees and governance roles, ensuring they
possess the necessary expertise and capacity to effectively drive the data management program and deliver on its
objectives.
4. Review and Evolve Governance Structures: Regularly evaluate governance structures and the data
governance policy to ensure they remain responsive to evolving business priorities and data management
requirements.

68
 Activity 5.1 Activity 5.2
Organizational Structure and Data
Operating Model Committee

5.1 Organizational Structure and Operating Model

This activity builds upon the foundation established in Activity 3.4: Data Operating Model. With the Capacity Plan
finalized, the focus shifts to operationalizing the Target Operating Model through the following steps. These activities
are designed to activate and embed the model, ensuring it effectively supports the data management program's
objectives and aligns with the organization’s strategic vision.

Process - Organizational Structure and Operating Model

Roles

Data
5.1.A 5.1.E 5.1.G
Qatar Government Entity (QGE)

Management
Align Roles with Job Identify and Enable Onboard DM New
and Governance Start End
Titles and Technical Hires to DM
Section Head Descriptions Interviewers Program

Talent 5.1.B
5.1.C 5.1.D 5.1.F
Acquisition Map DM Job Families
Create Recruitment Outline Hiring Execute Recruitment
to HR Jobs
Specialist Structures
Plan Process Plan

Figure 8: Organizational Structure and Operating Model Process Map

Legend: Process Step Decision Process Start Process End Document Off-Page Reference

5.1.A
Align Roles with Job Titles and Descriptions: Align the roles within the organizational structure to the
job titles, and descriptions provided by the Civil Services and Government Development Bureau (CGB)
in coordination with the National Planning Council (NPC). This includes ensuring that the proposed roles
match the Entity’s data management operational needs. While the CGB and NPC will detail the
positions, the Entity should validate that the roles are appropriate and sufficient to support the execution
of data management initiatives effectively.

5.1.B Map DM Job Families to HR Jobs Structures: Align data management job families with the
organization’s HR job structures by mapping job titles, qualifications, pay grades, and career paths. This
ensures consistency across departments and integrates data-related roles into the existing job
architecture effectively.

69
 Activity 5.1 Activity 5.2
Organizational Structure and Data
Operating Model Committee

5.1.C Create Recruitment Plan: Perform a talent gap analysis to evaluate existing data and analytics talent
within your entity against the capacity plan. Develop a recruitment plan to fill gaps, including target
onboarding dates and assigning hiring managers for each role.

Tip

Focus on selecting hiring managers who demonstrate the right fit, cultural values and domain
expertise to identify, interview and select the right talent to be successful at your entity.

5.1.D
Outline Hiring Process: Outline the hiring processes for data management and analytics talent,
including role-specific screening and evaluation methods. This should cover technical interviews, technical
exams, and case study assessments to ensure the right candidates are selected.

5.1.E Identify and Enable Technical Interviewers: Select technical interviewers and provide them with
appropriate training and access to data management/analytics question banks to ensure an efficient and
effective selection process for technical candidates.

5.1.F
Execute Recruitment Plan : Implement the recruitment plan by hiring data management professionals
and generating regular progress reports to track hiring efforts. Regular reporting ensures visibility into
the recruitment process and helps address any issues or bottlenecks in the hiring pipeline.

5.1.G
Onboard DM New Hires to DM Program: Orient new employees to their roles within the data
management strategy by providing necessary training and integrating them into the team. Effective
onboarding ensures new hires can contribute quickly and align with the organization's data management
goals.

Tip

Ensure the vision spans at least four years and clearly articulates the purpose of data management
while emphasizing its strategic value to the Entity’s business objectives and long-term goals.

Key Message / Information

The vision statement answers the WHY, and a mission statement defines WHAT needs to be
accomplished through the data management program.

70
 Activity 5.1 Activity 5.2
Organizational Structure and Data
Operating Model Committee

RACI Matrix - Organizational Structure and Operating Model Indicative

Data Management

Data Management

Talent Acquisition

Data Governance
and Governance

Data Strategy
Section Head
and Security
Sr No. Activity

Specialist

Specialist
Director

Expert
5.1.A Align Roles with Job Titles and Descriptions A R C C C

5.1.B Map DM Job Families to HR Jobs Structures I R A

5.1.C Create Recruitment Plan A C R C

5.1.D Outline Hiring Process A C R C

5.1.E Identify and Enable Technical Interviewers A R C I

5.1.F Execute Recruitment Plan I A C R I

5.1.G Onboard DM New Hires to DM Program A R C I

RACI Matrix Legend: R: Responsible A: Accountable C: Consulted I: Informed

Based on this Activity, the Entity can

Create Data Management Recruitment Plan
71
 Activity 5.1 Activity 5.2
Organizational Structure and Data
Operating Model Committee

5.2 Data Committee

This activity will guide you on the steps to activate your data committee.
Process - Data Committee Activation

Roles

Data
Qatar Government Entity (QGE)

Management 5.2.A 5.2.B

and Security Start
Activate Data Committee Activate Working Groups
Director

Data 5.2.D
Committee & 5.2.C Schedule Future Data
End
Data Working Conduct Kick-off Meetings Committee and Working
Groups Groups Meetings

Figure 9: Data Committee Activation Process Map

Legend: Process Step Decision Process Start Process End Document Off-Page Reference

5.2.A
Activate Data Committee: Assign individuals within the entity to fill the roles identified for the data
committee, ensuring that all key positions are staffed. Designate stand-ins or backups for critical roles to
maintain continuity and support effective committee operations.

5.2.B
Activate Working Groups: Assign individuals within the Entity to fill the roles identified for each
working group. Designate stand-ins or backups for key positions to ensure smooth operations and
maintain continuity in the working groups.

5.2.C
Conduct Kick-off Meetings: Hold a kick-off meeting led by the chairperson of the data committee and
each working group to officially launch activities. These meetings should align all members on key
processes, establish expectations, and set the direction for their work.

5.2.D
Schedule Future Data Committee and Working Groups Meetings: Organize meetings for the data
committee and each working group, ensuring they are scheduled according to the established meeting
frequency. The chairperson is responsible for setting the schedule and communicating it to all members.

72
 Activity 5.1 Activity 5.2
Organizational Structure and Data
Operating Model Committee

Process Risks: Data Committee

Risk Severity Mitigation
1. Available talent is not capable of leading the High • Senior Leadership to secure the right
Data Committee leader to jumpstart the data management
program by committing resources to
expedite external recruitment.
2. Insufficient stakeholder engagement and High • Senior Leadership to ensure proper
support. stakeholder engagement with compelling
value propositions that clearly articulate the
value that their engagement will yield.
3. Striking the right balance in terms of getting High • Dedicate top talent to the Data
the data program off the ground without Management Program (i.e., do more with
overwhelming the Entity’s resource capacity. less.)

RACI Matrix – Data Committee Activation Indicative

Data Management

Data Management

Data Governance
and Governance

Business SMEs
Data Strategy
Section Head
and Security
Sr No. Activity

Specialist
Director

Expert
5.2.A Activate Data Committee R/A C C I

5.2.B Activate Working Groups R/A C C

5.2.C Conduct Kick-off Meetings A/R I C I

5.2.D Schedule Future Data Committee and Working Groups Meetings A/R I C I

RACI Matrix Legend: R: Responsible A: Accountable C: Consulted I: Informed

Based on this Activity, the Entity can

Activated Data Committee and Working Groups Charters
73
6. Change and Performance Management
6. Change and Performance Management

What is a Change and Performance Management and why does the Entity Need it?

Change and Performance Management ensures stakeholders understand and adopt the data strategy by effectively
communicating its vision, mission, strategic objectives, initiatives, roadmap, and operating model. It involves defining
KPIs to measure the strategy’s effectiveness and using monitoring tools and reports to track progress, assess risks,
and maintain alignment with business goals.

This process is critical for the entity to drive successful adoption of the data strategy, uphold accountability, and
foster continuous improvement. It provides clear visibility into execution, highlights potential risks, and delivers
actionable insights to support informed decision-making.

The remaining sections of this chapter will detail the activities of the below process that will guide you on executing
Change and Performance Management:

6.1 Strategy Socialization 6.2 Data Management Strategy KPIs

6.3 Data Management Strategy

6.4 QDTI
Monitoring and Reporting

Guiding Principles for Change and Performance Management

1. Foster Stakeholder Engagement: Actively involve stakeholders, including business and technical, teams, in the
socialization of the data strategy. This engagement ensures alignment, fosters ownership, and creates a
collaborative environment for implementing the strategy.
2. Engage Stakeholders Continuously: Engage stakeholders through ongoing communication and workshops to
gather feedback and ensure the strategy remains relevant and effective.
3. Define and Align KPIs with Strategic Objectives: Finalize both strategic and operational KPIs that align with
the data strategy’s objectives. Strategic KPIs should monitor the broader impact of the data strategy, while
operational KPIs should track the performance of day-to-day activities.
4. Enable Comprehensive Reporting: Provide detailed reports that highlight key achievements, progress against
the roadmap, performance of KPIs, and identified risks. Ensure reports are tailored for different stakeholder
levels, such as executive summaries for leadership and detailed analyses for operational teams.
5. Promote Transparency in Performance Reporting: Maintain transparency by regularly sharing performance
trends, challenges, and mitigation strategies. Transparent reporting fosters trust among stakeholders and
supports informed decision-making.

75
 Activity 6.1 Activity 6.2 Activity 6.3 Activity 6.4
Strategy Data Management Strategy Data Management Strategy
Socialization KPIs Monitoring and Reporting QDTI

6.1 Strategy Socialization

These activities ensure that the data strategy is clearly communicated and understood across the organization, aligning
roles and responsibilities with strategic goals.

6.1.A
Conduct Strategy Alignment Meeting: Organize a comprehensive strategy alignment meeting with
key stakeholders, including executives, department heads, middle managers, and team leads, to present
the data strategy and operating model. This meeting will ensure clarity on how the strategy aligns with
business goals and define the specific roles and responsibilities of all involved in achieving its objectives.

6.1.B
Formal Communication of Data Strategy: Announce the Data Strategy at an internal town hall or
similar event and distribute it to relevant personnel and departments to ensure understanding of its
strategic relevance and their responsibilities. This step establishes accountability and fosters
organization-wide alignment to achieve the desired outcomes.

RACI Matrix - Strategy Socialization Indicative

Data Management

Data Management
and Governance

Data Strategy
Section Head
and Security
Sr No. Activity

Director

Expert
6.1.A Conduct Strategy Alignment Meeting A R C

6.1.B Formal Communication of Data Strategy R A

RACI Matrix Legend: R: Responsible A: Accountable C: Consulted I: Informed

Based on this Activity, the Entity can

Socialize DM Strategy with stakeholders
76
 Activity 6.1 Activity 6.2 Activity 6.3 Activity 6.4
Strategy Data Management Strategy Data Management Strategy
Socialization KPIs Monitoring and Reporting QDTI

6.2 Data Management Strategy KPIs

This section focuses on defining and finalizing both strategic and operational KPIs to evaluate the performance and
success of the data management strategy. It includes identifying specific targets for each KPI and addressing the
automation requirements for their calculation and monitoring. These activities ensure a robust framework is in place
for measuring progress, maintaining accountability, and identifying opportunities for optimization.

6.2.A
Finalize Program KPIs: For each strategic objective within the program, finalize a comprehensive list of
both strategic and operational KPIs that will be used to track and monitor the program's performance.
Additionally, set specific targets for each KPI over the designated period to ensure clear performance
expectations and progress measurement.

Tip

When defining KPIs for the strategic objectives of the data management program, it is crucial to
align them with the entity's current capabilities while maintaining a focus on measurable progress.
Strategic KPIs should strike a balance between ambition and realism, ensuring they drive meaningful
improvement without overwhelming the entity's capacity to deliver. Overly ambitious targets may
jeopardize overall program success, while achievable, well-calibrated KPIs promote sustained
momentum and measurable value creation. Ensure that these KPIs are SMART (Specific,
Measurable, Achievable, Relevant, Time-bound) and regularly reviewed to reflect any changes in
strategic priorities. By setting clear, relevant, and actionable KPIs, the entity can effectively monitor
progress toward its strategic goals and ensure alignment with broader organizational priorities.

6.2.B
Finalize KPIs Automation Requirements: Specify the data sources and requirements necessary for
calculating the KPIs. This should include considerations for incremental data updates and whether the
KPIs will be calculated through manual processes or automated systems. Ensure that each KPI has a
clear path to accurate and efficient calculation, focusing on opportunities for automation where feasible.

Key Message / Information

This step is specifically designed for medium to large-scale data management programs and may not
be applicable for smaller initiatives, depending on the program's size and scope.

77
 Activity 6.1 Activity 6.2 Activity 6.3 Activity 6.4
Strategy Data Management Strategy Data Management Strategy
Socialization KPIs Monitoring and Reporting QDTI

RACI Matrix - Data Management Strategy KPIs Indicative

Data Management

Data Management

Data Architecture

Data Governance
and Governance

Data Strategy
and Analytics
Section Head

Section Head
and Security
Sr No. Activity

Specialist
Director

Expert
6.2.A Finalize Program KPIs A I C R C

6.2.B Finalize KPIs Automation Requirements A I C R C

RACI Matrix Legend: R: Responsible A: Accountable C: Consulted I: Informed

Based on this Activity, the Entity can

Establish Data Management Strategy Program KPIs

Finalize KPI Automation Requirements

78
 Activity 6.1 Activity 6.2 Activity 6.3 Activity 6.4
Strategy Data Management Strategy Data Management Strategy
Socialization KPIs Monitoring and Reporting QDTI

6.3 Data Management Strategy Monitoring and Reporting

These activities ensure continuous monitoring and comprehensive reporting on the data strategy, facilitating informed
decision-making at both operational and executive levels while also assessing overall compliance with the National Data
Management Strategy and Governance Domain Standards.

6.3.A Dashboard Monitoring: Develop and maintain dashboards that aggregate and display KPI data,
offering deeper insights into performance trends and the progress of operational aspects of the data
strategy.

6.3.B Comprehensive Reporting: Generate detailed reports at regular intervals, including executive
summaries, KPI analyses, progress against the roadmap, financial performance, and identified risks along
with mitigation strategies.

Asset Guidance
The Analytics Use Case Prioritization Framework supports the Entity in prioritizing high-impact use
cases
The by assessing
Data the identified
Management longlist Template
KPIs Report against parameters such
showcases howas Business
raw dataImpact,
can beFinancial
capturedImpact,
and
Business Urgency,
dashboards Technology
can be generated Availability,
on top Data
of the data to Readiness etc. insights on the data.
show valuable
Illustrative
Sample Dashboard

79
 Activity 6.1 Activity 6.2 Activity 6.3 Activity 6.4
Strategy Data Management Strategy Data Management Strategy
Socialization KPIs Monitoring and Reporting QDTI

6.3.C
Update the RAID Log: Update the RAID Log (Risks, Actions, Issues, Dependencies) regularly to
capture new risks, actions, issues, and dependencies that arise during the monitoring and reporting
processes. Ensure that each entry is detailed, prioritized, and assigned to the appropriate stakeholder.
Include updates on the status of existing entries, such as resolved issues or mitigated risks, to maintain an
up-to-date view of the project landscape.

Asset Guidance
The Analytics Use Case Prioritization Framework supports the Entity in prioritizing high-impact use
cases
The by assessing
RAID the Actions,
Log (Risks, identifiedIssues,
longlistDependencies)
against parameters
servessuch
as aascentralized
Business Impact,
tool to Financial Impact,
track, monitor,
Business
and manageUrgency, Technology
key risks, Availability,
actions, issues, Data Readiness
and dependencies thatetc.
could impact the successful execution of
data management strategy and its respective initiatives and projects. This document enables
stakeholders to proactively address challenges, align resources, and make informed decisions. Regularly
updating and sharing the RAID log fosters transparency, accountability, and collaboration across teams,
ensuring alignment with strategic objectives and effective governance.
Illustrative

6.3.D Share the RAID Log with the DGO at a regular cadence: Establish a regular schedule for sharing the
updated RAID log with the DGO. This ensures that risks, actions, issues, and dependencies are visible to
governance stakeholders, enabling proactive decision-making and alignment with strategic objectives.
Accompany the log with a summary highlighting critical updates or areas requiring immediate attention.
Discuss the risks, actions, issues, and dependencies identified and seek guidance from DGO on these
wherever applicable.

80
 Activity 6.1 Activity 6.2 Activity 6.3 Activity 6.4
Strategy Data Management Strategy Data Management Strategy
Socialization KPIs Monitoring and Reporting QDTI

RACI Matrix - Data Management Strategy Monitoring and Reporting Indicative

Data Governance Specialist

Data Compliance Specialist

Data Visualization Officer
Governance Section Head
Analytics Section Head
Data Management and

Data Management and

Business Data Analyst

Data Architecture and
Security Director
Sr No. Activity

DGO
6.3.A Dashboard Monitoring I A I C R

6.3.B Comprehensive Reporting I A I R C

6.3.C Update the RAID Log C/I C I A R

6.3.D Share the RAID Log with the DGO at a Regular Cadence C/I C I A R

RACI Matrix Legend: R: Responsible A: Accountable C: Consulted I: Informed

Based on this Activity, the Entity can

Create Dashboards and Report on DM Strategy
81
 Activity 6.1 Activity 6.2 Activity 6.3 Activity 6.4
Strategy Data Management Strategy Data Management Strategy
Socialization KPIs Monitoring and Reporting QDTI

6.4 QDTI

The Qatar Data Trust Index (QDTI) is designed to measure and enhance data integrity across national entities by
promoting adherence to governance standards and ensuring the accuracy, reliability, and responsible management of
data. This initiative aims to build trust and support a robust digital economy. The overall QDTI score is derived from
two dimensions: the Data Quality Score (DQS) and the Data Compliance Score (DCS), which together combine to
determine the Entity’s QDTI score.

This section outlines the steps needed to gather the necessary information for calculating the DCS.

*Note: The sum of the weights across all dimensions should add up to 100%
**Note: This score is calculated by computing the weighted average score of all the sub-dimensions under each respective Dimension
(scores are on a scale of 0 to 100)

Figure 10: Illustrative QDTI Scoring Methodology for an Entity

6.4.A
Initiate Data Strategy & Governance Compliance Assessment: The Data Management and
Governance Section Head assigns the Data Compliance Specialist to oversee the assessment process.
The specialist is responsible for managing the evaluation of the Entity’s adherence to the National Data
Management Strategy and Governance Standards.

82
 Activity 6.1 Activity 6.2 Activity 6.3 Activity 6.4
Strategy Data Management Strategy Data Management Strategy
Socialization KPIs Monitoring and Reporting QDTI

6.4.B
Conduct Data Strategy & Governance Assessment: Initiate the self-assessment to evaluate
adherence to the National Management Strategy & Governance Domain Standards. This assessment
will ensure compliance and accountability while identifying areas for improvement.

Asset Guidance
The Analytics Use Case Prioritization Framework supports the Entity in prioritizing high-impact use
cases
The by assessing
Qatar the identified
Data Trust longlist against
Index Methodology parameters
Guide such as Business
can be leveraged to guide Impact, Financial
the Entity Impact,
through the
Business Urgency, Technology Availability,
steps required to conduct the self-assessment. Data Readiness etc.
Illustrative

Asset Guidance
The Analytics Use Case Prioritization Framework supports the Entity in prioritizing high-impact use
cases
The by assessing
QDTI the identified
Assessment Template longlist
can against
be usedparameters suchcompliance
to document as Businesswith
Impact,
the Financial
NationalImpact,
Data
Business Urgency, Technology Availability, Data Readiness etc.
Standards. This template is intended for use prior to the DGO launching the self-assessment on its
platform to calculate the overall QDTI Score.
Illustrative

Key Message / Information

The DGO will launch the self-assessment on its platform and will provide toolkits and host
workshops to guide entities through the self-assessment process during the first year.

83
 Activity 6.1 Activity 6.2 Activity 6.3 Activity 6.4
Strategy Data Management Strategy Data Management Strategy
Socialization KPIs Monitoring and Reporting QDTI

6.4.C
Submit Data Strategy & Governance Compliance Score to DGO: Submit the Data Strategy &
Governance Compliance Score to the DGO for evaluation.

Key Message / Information

The DGO will calculate the Entity’s overall Qatar Data Trust Index (QDTI) score only after the
Entity has completed both the Data Quality Score (DQS) assessment and the required self-
assessments for all other data management domains to determine the Data Compliance Score
(DCS). Once all assessments are completed, the DGO will aggregate the compliance scores across
domains to finalize the DCS, which will then be combined with the DQS to determine the Entity’s
overall QDTI score.

RACI Matrix - QDTI Indicative

Data Governance Specialist

Data Compliance Specialist
Governance Section Head
Data Management and
Data Management &
Security Director
Sr No. Activity

DGO

6.3.A Initiate Data Strategy & Governance Compliance Assessment I A R

6.3.B Conduct Data Strategy & Governance Assessment I A R C

6.3.C Submit Data Strategy & Governance Compliance Score to DGO I I A R I

RACI Matrix Legend: R: Responsible A: Accountable C: Consulted I: Informed

Based on this Activity, the Entity can

Calculate Strategy & Governance Compliance Score
84
7. Data Management Strategy and
Governance Policy Refresh
7. Data Management Strategy and Governance Policy Refresh

What is a Data Management Strategy and Governance Policy Refresh and why does the Entity need it?

A Data Management Strategy and Governance Policy Refresh is the process of regularly reviewing and updating the
data governance policy to ensure they remain relevant and effective. This includes scheduled reviews, unscheduled
updates if changes occur, and stakeholder engagement to track necessary adjustments based on identified gaps or
opportunities.

You need this process to adapt to evolving business needs, regulatory changes, and external factors. Regular refreshes
ensure that the data governance policy stay aligned with organizational goals and continue to support efficient data
management practices.

The remaining sections of this chapter will detail the below activity that will guide you on executing Data
Management Strategy and Governance Policy Refresh:

7.1 Data Management Strategy and

Governance Policy Refresh

Guiding Principles for Data Management Strategy and Governance Policy Refresh
1. Adapt Policy to External Changes and Opportunities: Maintain flexibility to adapt the data governance policy
based on significant external changes or new opportunities.
2. Review and Adjust the Data Strategy: Regularly review and adjust the data strategy to ensure it aligns with
changing business goals and external factors.
3. Engage Stakeholders in Policy Updates: Regularly engage key stakeholders from both business and technical
teams to ensure that updates reflect their evolving needs and align with organizational priorities.
4. Ensure Transparency in Policy Updates: Maintain open communication about changes and updates with all
stakeholders to ensure transparency and smooth implementation of the updated policy.

86
 Activity 7.1
Data Management Strategy and
Governance Policy Refresh

7.1 Data Management Strategy and Governance Policy Refresh

These activities ensure continuous monitoring and comprehensive reporting on the data strategy, facilitating informed
decision-making at both operational and executive levels.

Process - Data Management Strategy and Governance Policy Refresh

Roles

Data 7.1.E
7.1.A 7.1.D Share Data Management
Governance
Start Scheduled Strategy and Track and Implement Strategy and Policy End
Specialist Policy Reviews Approved Changes Refresh Updates with
DGO
Qatar Government Entity (QGE)

Data Strategy 7.1.B

Expert Unscheduled Reviews for
External Changes

Data
Management
and 7.1.C
Stakeholder Engagement
Governance
Section Head

Figure 11: Data Management Strategy and Governance Policy Refresh Process Map

Legend: Process Step Decision Process Start Process End Document Off-Page Reference

7.1.A
Scheduled Strategy and Policy Reviews: Conduct annual reviews of the data governance policy to
assess whether updates or revisions are necessary to align with current objectives.

Key Message / Information

Incorporate lessons learned from previous implementations of the data governance policy to foster
continuous improvement, address challenges, and ensure the policy remains relevant and effective in
guiding data governance practices.

7.1.B Unscheduled Reviews for External Changes: Perform unscheduled reviews when significant external
changes occur, ensuring the strategy and the policy remain relevant and adaptable.

87
 Activity 7.1
Data Management Strategy and
Governance Policy Refresh

7.1.C
Stakeholder Engagement: Organize workshops and meetings to engage stakeholders and gather
insights on gaps, opportunities, or external changes that may impact the strategy and governance policy.

7.1.D Track and Implement Approved Changes: Log approved changes to the data governance policy in a
backlog, ensuring updates are prioritized and tracked for proper execution.

Asset Guidance
The Analytics Use Case Prioritization Framework supports the Entity in prioritizing high-impact use
cases
The by assessing
Change Requesttheand
identified
Impactlonglist against parameters
Assessment Template insuch
DMasChange
BusinessManagement
Impact, Financial Impact,
Template
Business
helps Urgency, Technology
in maintaining records of Availability,
the requestedData Readiness
changes, its etc.
impact and final decision on the change
request.
Illustrative

7.1.E Share Data Management Strategy and Policy Refresh Updates with DGO: The Entity must
provide notice to the DGO of any updates related to the Data Management Strategy and Governance
Policy to ensure ongoing alignment.

88
 Activity 7.1
Data Management Strategy and
Governance Policy Refresh

RACI Matrix - Data Management Strategy Monitoring and Reporting Indicative

Data Management

Data Management

Data Governance
and Governance

Data Stewards
Data Strategy
Section Head
and Security
Sr No. Activity

Specialist
Director

Expert
DGO
7.1.A Scheduled Strategy and Policy Reviews I A C R

7.1.B Unscheduled Reviews for External Changes I A R C

7.1.C Stakeholder Engagement A R C C

7.1.D Track and Implement Approved Changes I A R C

Share Data Management Strategy and Policy Refresh Updates with

7.1.E I A/R
DGO

RACI Matrix Legend: R: Responsible A: Accountable C: Consulted I: Informed

Based on this Activity, the Entity can

Perform changes on DM Strategy and Policy

89
8. Appendix
8.1. Templates and Frameworks

Asset No. Asset Name Description File Name

Template that the Entity can leverage

Business Objectives NPC_DGO_QDKC_DMSG_B
1 to capture information about its
Template usiness Objectives Template
overarching business objectives.

Template containing what details the NPC_DGO_QDKC_DMSG_A

Analytics Use Case
2 analytics use cases library should nalytics Use Case Library
Library Template
capture. Template

Analytics Use Case Framework reflecting the method to NPC_DGO_QDKC_DMSG_An

3 Prioritization qualifying and prioritizing analytics use alytics Use Case Prioritization
Framework cases. Framework

NPC_DGO_QDKC_DMSG_An
Analytics Use Case Template containing what details to
4 alytics Use Case Charter
Charter Template capture per each analytics use case.
Template

Data Management
Framework detailing a structured NPC_DGO_QDKC_DMSG_D
Current Maturity
5 approach to evaluate an organization’s M Current Maturity
Assessment
existing data management capabilities. Assessment Framework
Framework

The Source Systems Analysis

NPC_DGO_QDKC_DMSG_So
Source Systems Template offers a standardized
6 urce Systems Analysis
Analysis Template approach to gathering information on
Template
each source system.

The Strategic Objective Card

NPC_DGO_QDKC_General_St
Strategic Objective Template can be leveraged to draft and
7 rategic_Objective Card
Card Template document program strategic
Template
objectives.

An Initiative Card Template provides a

structured format to document key
Initiative Card information related to prioritized NPC_DGO_QDKC_General_Ini
8
Template initiatives, such as initiative overview, tiative Card Template
key activities, and owner to name a
few.

Template used for detailing data DM

Data Management
initiatives, including activities, NPC_DGO_QDKC_DMSG_D
9 Initiatives Plan
milestones, timelines, resource M Initiatives Plan Template
Template
allocation, and risk management.

91
Asset No. Asset Name Description File Name

Data Committee and Template providing guidance on the NPC_DGO_QDKC_DMSG_Da

10 Working Group potential departments and sections ta Committee and Working
Charter Template needed for your data organization. Group Charter

Template containing a sample table of

Data Governance NPC_DGO_QDKC_DMSG_Da
11 contents the Entity can refer to when
Policy Template ta Governance Policy Template
drafting its policy.

Data Management Template containing a sample email NPC_DGO_QDKC_General_D

12 Policy Communication the Entity can use to announce the MPolicy Communication Email
Email Template publishing of iits new policy. Template

This report provides a sample on how a

Data Management NPC_DGO_QDKC_General_D
13 KPI can be analyzed with its raw data
KPIs Report Template ata Management KPIs Report
and relevant dashboard(s).

Template that can be used to track

Data Management change management activities such as NPC_DGO_QDKC_General_D
14 Change Management Change Request & Impact M Change Management
Template Assessment, Communication Plan and Template
Training Plan.

This document is to provide a

Data Management structured framework for assessing the NPC_DGO_QDKC_DMSG_Da
15
Maturity Model maturity level of data management ta Management Maturity Model
practices across DM dimensions.

The RAID Log (Risks, Actions, Issues,

Dependencies) serves as a centralized
tool to track, monitor, and manage key
NPC_DGO_QDKC_General_R
16 RAID Log Template risks, actions, issues, and dependencies
AID Log Template
that could impact the successful
execution of data management
strategies and initiatives.

The Qatar Data Trust Index

Qatar Data Trust Index Methodology Guide can be leveraged 22012025_NPC_QDTI
17
Methodology Guide to guide the Entity through the Methodology Guide_V1.0
compliance self-assessment.

The QDTI Assessment Template can

QDTI Assessment 23012025_NPC_QDTI
18 be used to document compliance with
Template Assessment Template_V1.0
the National Data Standards.
92