mdm roadmap overview
TRANSCRIPT
B E S T P R A C T I C E S & B U I L D I N G A C O M P E L L I N G B U S I N E S S C A S E
MDM IMPLEMENTATION ROADMAP
MDM IS AN ITERATIVE JOURNEY
Select a high-priority
master data subject
Analyze, profile and
develop straw model
Validate and refine model with Users
(Re) Establish organization, approach &
tools
Establish scope and
identify impacts
Accept-able?
Design solution (AI,
DQ)
Develop DQ solution (and
remediate data)
Develop DQ solution (and
remediate data)
Accept-able?
Develop AI solution and
validate
No
Yes
Yes
Like Lewis & Clark, you will be entering some unfamiliar territory. You will need a clear objective, approach and benefits to acquire the backing and funding for the right team and tools to address unforeseen challenges.
PACKING FOR YOUR JOURNEY
The following components must to be in place for a successful MDM program:
PEOPLE MDM Architect/Lead Data Stewards (Business) Data Analyst(s) (IT) MDM Technicians Developers, Integrators, etc.
PROCESSES Change Management Governance Data Quality & Remediation
TECHNOLOGY Application Integration (Batch and/or Near Real
Time) Data Profiling & Quality Management Tools Standard Classification Hierarchies &
Specifications Master Data Hub product(s) (Optional)
Systems
Item Data Management Solution
New ERP
Integration
Integration
Remediation
Classification & Enhancement
Governance & AdministrationApplication &
Data IntegrationData Profiling &
Quality Definition
Strategy, Training & Solution
Management
Business Process
Master Data
Change Mgmnt.
Scoping & Prioritization
Architectural Assurance
Data Mastering
Profiling & Quality
Definition
Data Remediation
Quality Management
Data Movement
Use
Def
ine
So
luti
on
DefineQuality
Keep
Clean
Business
DesignOne-Time
On-GoingTools
Standards
Metadata Management
Data Quality &
Stewardship
Strategy
Metrics
Organization & Process
Data Architecture
Master Data Governance
DevelopersSubject Matter Experts
DataAnalysts
Business Users
Architects DBAs
Business MDM Management / IT
GARTNER’S “MDM BUILDING BLOCKS”
VISION An enduring business vision (case) that requires an underlying MDM vision
as a key enabler and identifies its champion.
STRATEGY How to make the benefit a reality; Current state, future state and the
roadmap to get there. High level governance, MDM process, change process, domain definition,
system/data mapping, technology; map to current state
METRICS How the success of the MDM program will be measures vis-à-vis providing
the business benefit defined by the vision.
GOVERNANCE Goals, principles and policies, decision rights framework and agreement on
the right focus; “accountability framework” of role definitions Alignment with Enterprise Architecture, Data Management and other
relevant groups.
PROCESS How changes to existing MD domains occur, aligned with existing PMO-
related processes. Data quality definition and enforcement; data remediation. Impact to systems and data flow and business processes.
TECHNOLOGY Definitions of each master data domain, including system(s) of
record, systems of entry, system(s) of reference. Well-integrated data quality facilities for cleansing, matching, linking
and identifying data from different sources.
1
2
3
4
5
6
THE BUSINESS CASE FOR MDMSCOPE, VALUE & COST
MDM Opportunity Identification & Business Case Considerations
• Opportunity Inventory• Customer?• Products?• Services?• Locations?• Others?
• Business Value and Priority:• Regulatory• Financial; Direct/Indirect• Agility/Performance
• Cost and Risk• Business users and systems
impacted• Data and quality definition• Dependencies on other
information• Cost and ease of
implementation
Master Data Management (MDM) initiatives can provide
great business value, but that value must be defined to
ensure short and long-term business benefit and thus
success.
YOUR MDM BUSINESS CASE
INCREASE REVENUE “We’ll be better able to do cross-sell and up-sell” $X million increase * 10% profitability = $A million / year
REDUCE COSTS “We can lessen payments for external lists and data quality services” $B million / year
COST AVOIDANCE “Implementing new applications will be faster and easier” $X cost reduction + $Y opportunity cost = $C / application
BETTER UTILIZE ASSETS “We’ll get better use of our people and/or equipment” X% better utilization * Y people/assets * $Z cost/asset = $D / year
“GIVE ME $1 TODAY, I’LL GIVE YOU BACK $3 IN 18 MONTHS” Your solution should cost 1/3 or less of the quantified business benefit.
HAVING AN MDM SDLC IS CRITICAL
INITIATION
OPERATE
EXECUTION(See PLMP)
PLANNING
Develop Problem Statement
ID MD OpportunityMove to
PLANNING Phase?
Impact & System Analysis
Assign Resource(s)
Update Business Case
Develop Business Requirements
DocumentJustified?
Create/Update MD Model
(Canonical structure)
Source to Target Mapping(Canonical structure to
System of Record)
Confirm Data Owner(s)
Business ProcessDefinition & Impact
Analysis
Bus Process Estimate
Define Integration Service
Design Integration Service
Estimate Integration Service
Data ProfilingData Quality
ReviewDefine Data
Quality
Define DQ Remediation
Estimate DQ Remediation
Define DQ Management
Define DQ Services
Design DQ Services
Estimate DQ Services
Update Business Case
ID Project(s)
Complete Business Case &
PLANNING Phase
Update Domain Management Plan
Monitor Alignment of Data
Monitor AlignmentCompliance
Monitor Project (DQ, Scope, Adeq of Solution)
Move to EXECUTION
Phase?
Develop Business Case
CLOSURE
Complete Initiation Phase
Develop Project Plans
Complete EXECUTION
Phase
Move to CLOSURE
Phase?
Complete CLOSURE Phase
Move to OPERATE
Phase?
Your MDM Solution Development Lifecycle (SDLC) should be based upon
Integration Competency Center (ICC) best practices.
MDM PLANNING SDLC: 1 OF 2
PLANNING Impact & System Analysis
Assign Resource(s)
Update Business Case
Develop Business Requirements
DocumentJustified?
Create/Update MD Model
(Canonical structure)
Source to Target Mapping(Canonical structure to
System of Record)
Confirm Data Owner(s)
Business ProcessDefinition & Impact
Analysis
Bus Process Estimate
Define Integration Service
Design Integration Service
Estimate Integration Service
Data ProfilingData Quality
ReviewDefine Data
Quality
Define DQ Remediation
Estimate DQ Remediation
Define DQ Management
Define DQ Services
Design DQ Services
Estimate DQ Services
Update Business Case
ID Project(s)
Complete Business Case &
PLANNING Phase
Update Domain Management Plan
Move to EXECUTION
Phase?
Develop Project Plans
B
A
A
B
MDM PLANNING SDLC: 2 OF 2
PLANNING Impact & System Analysis
Assign Resource(s)
Update Business Case
Develop Business Requirements
DocumentJustified?
Create/Update MD Model
(Canonical structure)
Source to Target Mapping(Canonical structure to
System of Record)
Confirm Data Owner(s)
Business ProcessDefinition & Impact
Analysis
Bus Process Estimate
Define Integration Service
Design Integration Service
Estimate Integration Service
Data ProfilingData Quality
ReviewDefine Data
Quality
Define DQ Remediation
Estimate DQ Remediation
Define DQ Management
Define DQ Services
Design DQ Services
Estimate DQ Services
Update Business Case
ID Project(s)
Complete Business Case &
PLANNING Phase
Update Domain Management Plan
Move to EXECUTION
Phase?
Develop Project Plans
B
A
A
B
MDM REFERENCE FRAMEWORK
Vision & Strategy Current StateConceptual Architecture
Solution Roadmap ImplementationPost
Implementation
Master Data Structures Define MDM vision
Detailed master data structure analyisis
Design new master data structures
Conduct gap analyisis Implement quick w ins Continuous cleansing
Create transformation map
Analyze master data definitions
Create new master data definitions
Outline implementation approach
Implement data structures based on
definitions
Define master data object scope
Analyze master data customer and supplier
as-is
Define master data customer and supplier
to-be
Finalize implementation plan
Perform data cleansing and migration
Summarize improvement opportunities
Specify technology requirements
Validate and obtain sign off
Specify data cleansing and migration requirements
Processes and Organisation Define process
scope
Analyze existing processes and
organisation
Design new processes and
organisationConduct gap analyisis
Establish data ow nership
Maintain master data
Summarize improvement opportunities
Specify technology requirements
Outline implementation approach
Implement processes
Finalize implementation plan
Implement organisation
Validate and obtain sign off
GovernanceDefine governance
scopeAnalyze existing
policies and controlsDefine new policies
and controlsConduct gap analyisis
Implement policies and controls
Ensure adherence to policies and controls
Analyze existing security framew ork
Design security framew ork
Outline implementation approach
Implement security Monitor master data
Analyze existing measurements and
KPIs
Define measurements and KPIs
Finalize implementation plan
Implement measurements and
KPIs
Support security department
Summarize improvement opportunities
Specify technology requirements
Validate and obtain sign off
Vision & Strategy Current StateConceptual Architecture
Solution Roadmap ImplementationPost
Implementation
Technical/ Architecture Link Define technical
scopeAnalyze current MDM
toolsEvaluate requirements
from other streamsConduct gap analyisis
Support data cleansing and migration
Manage tools
Analyze current system landscape
Select MDM toolsOutline implementation
approachSet up system
landscapeManage system
landscape
Summarize improvement opportunities
Define future system landscape
Finalize implementation plan
Carry out/supervise developments
Assess delivery options
Validate and obtain sign off
Change Management Initiate collaborative
change approachAssess change
readiness
Align stakeholders w ith change vision and
design
Align stakeholders w ith change vision and
design
Set up implementation support
Communicate w ith stakeholders
Conduct stakeholder analysis
Create change and communication plan
Monitor change readiness
Monitor change readiness
Develop and conduct trainings
Ongoing transfer of capabilities
Launch colloborative change netw ork
Design training planFinalize training and communication plan
Manage stakeholders Support leadership
Transfer change management responsibility
Business Case
Set up business caseDevelop top dow n
business caseIdentify and quantify
benefitsIdentify and quantify
costsDefine benefits tracking KPIs
Perform benefits tracking
Finalize and present the business case
Set up KPI monitoring process
Analyze success of the project
Start baseline measurements
Perform benefits tracking
An MDM Reference Framework includes a structure, best practices and templates for MDM architecture definition and realization.
HUNT THE ZEBRAS!
Quantify and qualify the business case for the domains you are considering
Make sure you are conducting a business initiative, not an IT project
Piggy-back on other initiatives, e.g. data migrations
Make sure you address ALL of the “MDM Building Blocks” before you start
any implementation(s)
Establish the key roles and have them develop the Vision, and SDLC
Apply the SDLC to the opportunities to develop the roadmap (strategy)
for any/all MDM domains you are considering
Develop your governance, prioritization processes, roles/organization,
technology, etc. as a by product of the roadmap (strategy)
Be patient! You are likely to uncover much education that will need to be
done
Do not underestimate the importance of data quality or the duration of data
remediation efforts; “It is always about the data”
Also do not underestimate the importance of data and application integration
technologies
Don’t fight any battles that you cannot win (now), e.g. technology discussions
can become a jihad; focus on demonstrating value, so that $ starts flowing
When scoping any domain implementation, iterate top-down (business
process) and bottom up (data flow) analysis until they match
Iterate so that value can be shown early and any delays/failures are small
“Any intelligent fool can make things bigger and more complex... It takes a touch of genius - and a lot of courage to move in the opposite direction.”
- Albert Einstein
LARGE REGIONAL BANK: CUSTOMER MDM
The team that runs the CIF is not necessarily the team that should do the migration and/or run the MDM solution. They incoming project IT Director was prudent enough to suspect issues and bring in experienced consultants for an evaluation. The ultimate solution will be faster, cheaper and less problematic that the original approach.
• Got initial MDM support team on the ground
• Understood current state scope and goals the existing MDM initiative(s)
• Reviewed current state architecture• Inventoried projects in progress and in
pipeline• Estimated demand• Defined capacity model for both • Defined MDM CoE Run Model• Gained Run Model acceptance• Complete Startup Phase and begin Run
Phase• Identified key foundational issues that
direct work away from an MDM CoE to an ETL/AI CoE
Engagement Overview
• Defined support team and environment• Created initial CoE “Run” definition and
playbook• Process and activities defined to mature
and/or lower the cost of the Run team• Revealed the immaturity in the scoping,
planning, prioritization and delivery processes
• Developed a plan to first establish a solid integration (ETL/AI) Center of Excellence to address the key data quality management and integration gaps
Value Delivered
• (Initial) Establish an MDM CoE• (Final) Establish an ETL/AI CoE
Engagement Objectives
• Client had an aged custom-built Customer Information File (CIF) system
• As development and support got more expensive and problematic, they decided to go to a commercial CDM product
• However, they didn’t evaluate all “Build Blocks” and quickly ran in to issues
Initial Situation
Key Success Criteria & Lessons Learned