Three Things about Open Data Programs That Make Them Special

By Dennis D. McDonald, Ph.D., Balefire Global, dmcdonald@balefireglobal.com


During the brainstorming session at the inaugural meeting of the Open Data Enthusiasts meet up last week in Washington DC, attendee David Luria commented that we need to do a better job of understanding, defining, and communicating the objectives of open data programs if we want them to be successful.


I couldn't agree more. Program objectives need to be clearly defined and shared with stakeholders and program participants so that everyone is marching in the same direction. If we don't understand and agree on our objectives how can we establish requirements and metrics to measure what we're trying to accomplish?


Admittedly the above principle is straight out of Project Management 101 and describes the initial steps you need to take in planning and documenting any project, not just those involving open data. Still, what I have noticed after involvement with many data related projects is that there are some special challenges associated with open data programs that we do need to pay special attention to early in program planning.


One challenge is the distributed and collaborative nature of many open data programs and how they are organized. For example, while top management in a government agency or department might initiate and support development of an open data program, it will be up to middle-management – potentially representing many different organizations and interests -- to actually implement the plan. They need clarity about the program’s objectives and how it relates to their own programs and responsibilities, especially if they’re expected to supply or process data differently from how they traditionally operate.


Another difference between open data and more "traditional" data management projects concerns how the data will be used. When developing a data supported software system in a traditional fashion the processes and decisions to be supported by data can be defined in detail; data will be shaped and delivered specifically to support selected processes or decisions. With some open data programs, a stated objective will be to make data available so that innovative or yet to be determined applications can be created by others. Organizations accustomed to focusing their attention on supporting specific programs or projects may find it challenging to change their processes -- or incur extra costs -- to support what they might consider to be less clearly defined objectives.


A third challenge that can differentiate open data programs from more traditional data management projects is that they may need to provide access to data to users with a wide range of data handling skills. While some users will be comfortable with using supplied API’s to download selected data for sophisticated analysis or modeling, for others basic spreadsheet operations may be a challenge. Simply providing well cataloged data files in downloadable form will not be enough. Some users will need help with analysis, visualization, and storytelling.


Which brings us back to defining, clarifying, and communicating the open data program’s objectives. Whether program planning and goal clarification is led by someone with policy, IT, customer service, or business expertise is not the issue. What is needed from management is the ability to define program objectives – including how different types of users and uses will be supported -- in a way that (a) takes into account all of the stakeholders’ and participants’ interests and (b) engages with them to move the program forward. This takes planning, communication, collaboration, and leadership. Again, these requirements are not unique to open data programs and projects.


Perhaps the single most important feature of open data programs is just that -- they focus on making data “open” and accessible to many different users who may previously not have had much experience in accessing or using such data.


Perhaps one of the most important suggestions for making data open and accessible is that the process by which open data projects and programs are planned and managed should also be open and accessible. Care should be taken right from the start to engage with and listen to all potential stakeholders and participants, especially in cases where the organization’s underlying culture has not traditionally valued openness or transparency. For some organizations this approach to project management might require significant changes if information sharing and collaboration are not already practiced.


Related reading:

Management Needs Data Literacy To Run Open Data Programs
Real World Project Management: The Communications Management Plan
Who Will Pay for Open Data?
Getting Real About "Open Data”
Recommendations for Collaborative Management of Government Data Standardization Projects
The Knight Foundation's Civic Tech Report: "Open Government" Expenditures
Making Open Data Accessible Inside the Firewall
Questions About Google and Local Government Data
The Changing Culture of Big Data Management