Information resource management includes development of standards for the use and manipulation of data, promoting more interest in and better access to corporate information, and orienting systems development towards the use of shared data. The position is in Information Management Group, and its mandate is for the entire ministry (i.e. not just for a branch).

In large, complex program areas, a Data Custodian might split the business area up and assign Data Standards Managers as being responsible for one or more portions. For each portion, there may be a single DSM responsible. Specific responsibilities, and the number of DSMs that exist for the entire business area, are decided by the Data Custodian. However, where more than one Data Standards Manager exists in a program area, one of them should be identified as the single point of contact and responsibility for associating with those outside the program area. This will ensure minimum confusion when cross-program issues are being dealt with.

A Data Standards Manager's responsibilities go beyond systems development projects (see Project Sponsor and Project Manager), because business issues and ministry information requirements are not constrained by project boundaries.

A database's contents are determined by its corresponding entity definitions (see Entity). For example, the Client database would contain the name of each client known to the ministry, along with all other information pertaining to Clients. A database is made up of many database views; each database view is built from a single entity definition.

The definitions of entities are the fundamental building blocks for determining the ministry's information needs. Each entity is defined with a specific description and common attributes. For example, the attributes for Client would include the client's name, address, and phone number. This information is physically stored in a database to provide automated access.

Each entity is governed by a single Data Custodian.

Projects should have a clear statement of objectives. Depending on the scope of the project and the amount of business change required, projects involve most or all of: identification and resolution of business issues, policy changes, application development, implementation planning, and preparing and delivering staff training and education. There may be organizational or staffing implications, or external timing considerations.

Usually a project is a major undertaking requiring many months or years, considerable expenditures for contracted assistance, and significant staff involvement and commitment.

The Project Sponsor ensures adequate funding and staffing are available, and decides what the critical success factors are for the project to meet the ministry's business needs. The sponsor will often be the Application Custodian for the existing or proposed application.