Understanding the Human Side of Data Delivery
Why People – Not Technology – Define the Outcome
Since we started Cloud Perspective back in 2011, we’ve delivered more than 150 data projects across industries, platforms, and business functions. In that time, the landscape has changed beyond recognition — cloud platforms matured, automation accelerated, and data became a board-level topic.
Yet one thing hasn’t changed: people make or break a data project.
“Technology gives you the means. People give you the outcome.”
Beyond Technology: Redefining What Success Really Means
Yes, the technology matters — but only to a point. Once the platform is fit for purpose and mature enough to do the job, the real determinants of success are human. Almost every project starts with the same conversation: this isn’t a technology project. It’s a change project.
The tech is the easy part. What decides whether it lands or not is alignment, communication, and ownership. Even the most capable solution will fail if:
• The business challenge isn’t clearly understood.
• Stakeholders pull in different directions.
• Data ownership is fuzzy.
• Communication breaks down.
Conversely, a modest, well-scoped project can thrive if people are aligned and invested. At Cloud Perspective, we treat technology as the instrument. But it’s people who make the music, and how well they play together is what defines success.
The Roles That Define Success:
The Project Champion: The Anchor That Keeps Projects True
Every successful data project has one defining role, the Project Champion. They’re the voice that keeps purpose front and centre, the bridge between business and delivery, and the one who reminds everyone why we’re doing this, not just what we’re building.
They may not hold the title, but they always perform the same functions:
• They understand the business problem.
• They provide continuity.
• They translate and advocate.
• They take ownership.
“Without a true Champion, direction fades fast. The project becomes a ship without a rudder.”
One thing often overlooked is time. Delivering a full data strategy including governance, catalogue, and all the working parts typically takes 18 months to 3 years. The Champion needs to be in place for that entire journey. If they leave midstream, the role must be deliberately replaced with care.
The Executive Sponsorship: Setting Direction and Protecting Momentum
If the Champion drives continuity, the Executive Sponsor provides direction, and protection. For this to work, the Sponsor and the Champion must operate in total trust. No politics, no territory.
A visible, engaged Sponsor doesn’t just sign off budgets; they set strategic intent. Their role is to:
- Set direction.
- Protect momentum.
- Remove blockers.
- Communicate value.
When sponsorship is weak, projects lose visibility and traction. But when senior leaders genuinely stand behind a project, that commitment cascades through the organisation, and culture starts to shift.
The Delivery Team: Where Skill Meets Connection
Methodologies matter — Agile, DevOps, automation — but people still deliver projects. Over the years, we’ve seen that technical skill alone isn’t enough. The best delivery teams combine competence with curiosity, empathy, and accountability.
A blame culture — on either side — kills projects. It shuts down honesty, and once that’s gone, failure follows.
“A collaborative team that communicates clearly will outperform expectations.”
Data Stewards and Business Users: Sustaining Value
Once a system goes live, two groups determine whether it continues to deliver value:
- Data Stewards maintain accuracy, completeness, and relevance.
- Business Users define success through adoption. When they understand, trust, and challenge data, adoption becomes natural. Users are also the reason any of this exists.
Communication and Culture: The Hidden Infrastructure
Systems connect data. Communication connects people. Strong projects create deliberate, consistent communication channels — formal governance sessions, informal catchups, open feedback loops. This builds trust and prevents surprises.
Most ‘technical’ problems start as communication failures. Transparency and context-sharing achieve more than any project management tool ever will.
Continuity and Knowledge Transfer: Designing for Longevity
People move on. Priorities shift. That’s why continuity can’t be left to chance, it has to be designed.
That means:
- Writing documentation for both business and technical audiences
- Mentoring across teams
- Holding handovers that explain not just what was done, but why
Governance and Decision-Making: Clarity Creates Velocity
Governance isn’t bureaucracy, it’s how decisions get made and how fast. Without it, projects stall in ‘decision paralysis’. With it, they move forward confidently.
Closing Thoughts
After more than a decade helping organisations modernise, govern, and trust their data, one truth stands out:
Technology doesn’t fail. People do — or succeed.
