OSCRE's Data Governance Certificate Program has 10 sessions with playbacks available to allow you to view them at any time during your one-year enrollment.  This Program Guide below outlines the purpose, learning objectives and faculty for each session.  The first session explains how the program brings insights and pragmatic guidance on how to build effective data governance capabilities - for you and your organization.  The last session brings it all together with a focus on the faculty's primary lessons learned about how to get started and deal with the opportunities and challenges along the way.

For more background on the OSCRE Academy and this program, please go to the OSCRE Academy Home Page

“It’s easy to find expertise and training classes on data governance for other industries, but the lack of CRE knowledge makes the experiences less relevant. I like this program because this is the first and only one we know of that addresses data governance in the real estate industry.”

HoChun Ho, Global Head, Data Governance and Management, Corporate Solutions, Jones Lang LaSalle


Data Governance Certificate Program fee US$395.00


Learning Objectives Faculty
Getting Started -
An Overview of the Program

Get started by learning how the program will help you beginning with a review of benefits based on roles within your organization.  This session provides a roadmap of the program and how it helps prepare you for building data governance capabilities for yourself and your organization.

  • Discuss the major points that will be covered during the remaining sessions of the program.
  • Identify the progression of learning throughout the program, and recommendations on further personal research between sessions.
  • Discuss leading trends driving the need data governance.
  • Identify the capabilities needed for effective data governance.
David Karpook, Planon

Lisa Stanley, OSCRE

Ian Cameron, OSCRE 
Building an Information-Enabled Business in
Real Estate

Real estate executives are becoming increasingly dependent on information to drive value in their organizations and the assets they manage.This session explores new approaches that are emerging where information can shift in the way an organization operates and how it integrates with business partners.    

  • Explain the attributes, benefits and operating models for an information-enabled real estate business.
  • Identify which model your company is currently using.
  • Discuss preliminary steps for developing an enhanced model to support a data governance program.
  • Understand the implications for your company’s strategy and operations.
Chris Lees, Zurich Insurance

Fouad Habboub, iKindi
The Building Blocks
of Data Governance

There are specific steps you and your organization can take to build an effective data governance program.  Using the Data Governance Framework, this module will walk you through the key areas of focus, where to get started and how to engage your organization in the journey.

  • Define the Who, What, When and Why critical to develop an effective data governance program.
  • Through use cases from investment management and corporate real estate, develop a better understanding of how to build an effective approach to data governance.
  • Construct a Data Governance Framework and examine how it can be applied to your organization.
  • Identify steps you can take immediately to put those skills into action.
Rudy Reagin, DeutscheBank

Assessing Your Organization’s Maturity in 
for Data Governance.

The first step in assessing your organization's maturity is knowing where your data governance capabilities are today.  This session introduces a Data Governance Maturity Model and the various stages an organization can go through to reach higher levels of capability.  

  • Using an assessment tool, assess your organization’s current capabilities for data governance.
  • Identify strengths and weaknesses in the area of data governance and information enablement.
  • Develop and prioritize a list of improvements needed to develop those capabilities in a specific timeframe.
  • Outline an approach to set targets for 18-24 months in the future.
Ian Cameron, OSCRE
Building Data Governance into Information Management and Sourcing Strategies.
A continuing pattern of strategic sourcing to global service partners means that the responsibilities for data governance extend beyond any one organization.  Joint accountability for data quality and effective data management practices are becoming contractual obligations of service firms.  Software providers are being asked to bring solutions for improved effectiveness in data governance.  New market entrants are changing the way that data is integrated and aggregated and quality is managed. This session reviews these trends and identifies the implications for establishing a data governance program in your organization  
  • Define the characteristics and benefits of a range of strategies linking information management to sourcing and data governance.
  • Compare and contrast alternative strategies based on leading practices.
  • Identify the characteristics and skills needed for data integration as part of an effective approach to data governance.
  • Identify specific areas where data governance fits into these strategies.
HoChun Ho,
Jones Lang LaSalle 

Francisco Acoba
Data Integration and Aggregation in Data Governance.

The information supply chain places high emphasis and dependency of data integration and aggregation.  New types of service companies such as data aggregators and new software solutions are coming onto the market.  This session will clarify how these developments support your ability to build effective data governance capabilities in your organization.   

  • Discuss new developments in data aggregation and business intelligence practices and technologies.
  • Identify primary sources and means of aggregating data in your organization today.
  • Through examples, explain alternative approaches to data integration and data aggregation for effective data governance.
  • Identify opportunities and  approaches for improvement in your organization today based on experience of leading organizations in the industry.
Rick Ferrino, VTS 

Caitlin Maguire, VTS

Ed Lubieniecki,
Real Foundations
Implementing an Information Standards Strategy within Data Governance.
An information standards strategy is a critical building block of your information management strategy as a whole.  Leading organizations are building an end-to-end lifecycle approach to information and linking this to the entire information supply chain.  This session looks at how to build an information exchange standards strategy as part of an effective data governance platform.
  • Identify opportunities for information-enablement functionality associated with primary business processes in your company.
  • Develop a working knowledge of complementary information exchange standards available in the industry and how fit into a comprehensive information standards strategy.
  • Map information exchange standards onto business processes.
  • Develop a high level statement of a standards strategy for your organization.              

Dave Clute, ESD Global 

Laurie Gilmer, Facility Engineering Associates


Change Leadership in Building Data Governance.

Change leadership is an essential component of building an effective data governance program.  This session assesses the perspectives of key stakeholders, and will help guide communications, messaging the relevance of data governance to them in ways they understand and are meaningful to their roles.  
  • Discuss how to identify decision makers and influencers who will have a critical role in establishing a new approach to data governance. 
  • Assess the change readiness of your organization and how to navigate barriers and challenges.
  • Identify the steps needed to build a change leadership plan to support a data governance initiative.
  • Develop key messages to communicate objectives and intended outcomes of the planned changes involved in building effective data governance.

 Sarah Steinbauer,                                   Nelson Associates

 Naseem Wenzel,
 Cohn Reznick

Impacts of Emerging Technologies on Data Governance.
New technologies are changing the landscape for data governance. The pace of change is rapid and leading organizations are assessing the potential impacts on their strategies and operations. This sessions explores emerging technologies that are gaining traction and providing real value to companies though a variety of applications and platforms.  
  • Raise awareness of emerging technologies and how they impact information-enabled real estate operations.
  • Identify typical situations where emerging technologies affect data governance and how organizations would adjust to take advantage of new functionality.
  • Discuss real world applications, explore the benefits gained, and opportunity cost of delays.
  • Learn how to evaluate which emerging technologies have high value for implementation in your organization.
David Karpook, Planon

Abhinav (Abe) Somani, Leverton 

Michael Beckerman,
The News Funnel
Putting the Pieces Together for Effective Data Governance.
This session will draw together all action oriented aspects of the program. It's designed to highlight the critical areas that will be needed in a plan of action, with the main takeaways from a panel from the OSCRE Academy Faculty. This 90-minute session will bring answers to Frequently Asked Questions (FAQs) about how to get started by developing a plan of action, and launching your organization's initiative to build effective data governance capabilities.  
  • Hear the panel members' perspective on their Top 3 Takeaways from getting started to the first year of operation in a new data governance program.
  • Learn from their suggested actions to move from one stage to another in the Data Governance Maturity Model covered in Session 4.
  • Evaluate improvement opportunities according to impact and difficulty to implement.
  • Identify team structure and support needed to implement change and engage stakeholders.
  • Identify immediate next steps for next 2Qs.
  • Develop a revised high level roadmap.
Dave Clute, ESD Global

Chris Lees, Serendipity 29

Rudy Reagin, Deutsche Bank

Lisa Stanley, OSCRE

Ian Cameron, OSCRE