Adopting a Process-Driven Approach to Master Data Management
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What is a lasting solution to the sea of errors, headaches, and losses caused by inconsistent and inaccurate master data such as customer and product records? This is the data that your business counts on to operate business processes and make decisions. But this data is often incomplete or in conflict because it resides in multiple IT systems. Master Data Management (MDM)'s programs are the solution to this problem, but these programs can fail without the investment and involvement of business managers. Listen to Rob Karel, Forrester analyst, and Jignesh Shah from Software AG to learn about a new, process-driven approach to MDM and why it is a win-win for both business and IT managers. Visit us at http://www.softwareag.com Become part of our growing community: Facebook: http://www.facebook.com/softwareag Twitter: http://www.twitter.com/softwareag LinkedIn: http://www.linkedin.com/company/software-ag YouTube: http://www.youtube.com/softwareag
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Adopting a Process-Driven Approach to Master Data Management
- 1. Adopting a Process-Driven Approach to Master Data Management
- 2. September 6, 2011 | Software AG - Get There Faster | Jignesh Shah VP, Business Infrastructure Products & Solutions, Software AG Rob Karel Principal Analyst Forrester Research
- 3. The Traditional Approach: Data-Focused MDM September 6, 2011 | Software AG - Get There Faster | Address data management & quality challenges Objective Disjointed data in system silos Focus DM/DQ Metrics: duplicate reduction, errors ROI Almost always IT-driven, limited business involvement Owner
- 4. Challenges with Data-focused MDM September 6, 2011 | Software AG - Get There Faster | Data-focused MDM Takes too long, too little value IT stuck with a problem that requires business involvement Many scream for quality master data, few willing to pay for it
- 5. September 6, 2011 | Software AG - Get There Faster |
- 8. September 6, 2011 | Software AG - Get There Faster | AUDIENCE POLL
- 9. Master Data Management is not – and should never have been – about the data… … the vision for MDM is to improve the business processes and decisions master data enables!
- 10. Agenda Business process and data management efforts not aligned today. A focus on process data management can ensure both process and data initiatives deliver greater value. Suggestions to align existing data management and business process optimization efforts. Recommendations
- 12. Source: November 22, 2010, “Avoid Process Data Headaches: Align Business Process And Data Governance Initiatives” Forrester report. Underlying data quality issues grind BPM implementations to a halt…
- 13. …and present high risk for data-centric initiatives not connecting quality data to process context Fragile or weak data foundation Business processes without data considerations Predictive analytics Strong data management foundation Processes connected to master data Trusted predictive analytics Low-quality outcomes High-quality outcomes
- 14. Root cause: business process and data management professionals play hard to get Data Pro “ All she ever thinks about is the data.” “ Why do you keep ignoring me?” Resulting culture? BP Pro “ If I build it they will come” “ Data is an IT problem”
- 15. Effective data management requires a focus on business process. Forrester calls this approach Process Data Management. The solution?
- 16. The Process Data Management truism: Process and data are two sides of the same coin
- 17. Agenda Business process and data management efforts not aligned today. A focus on process data management can ensure both process and data initiatives deliver greater value. Suggestions to align existing data management and business process optimization efforts. Recommendations
- 18. Business process optimization not on the radar for most data-centric initiatives February 2011 “Trends 2011: It’s Time For The Business To Own Master Data Management Strategies”
- 19. Yet alignment of data management and business process efforts is required to drive MDM success Data Process
- 20. Three flavors of dependent business processes must be scoped in all MDM efforts (1) Upstream business processes that create, update, purchase or import data Capture (3) Operational and analytical processes that derive insight and value from data Consume (2) Stewardship processes that cleanse, repair, reconcile, escalate and approve data discrepancies Govern
- 21. Agenda Business process and data management efforts not aligned today. A focus on process data management can ensure both process and data initiatives deliver greater value. Suggestions to align existing data management and business process optimization efforts. Recommendations
- 22. Suggestion 1: Embrace your business analysts as stewards. They are the key to process data governance
- 23. You already employ a wide variety of business analyst expertise…
- 24. … and business analysts excel at bridging the intimidating process/data divide Process Data Language barrier
- 25. Suggestion 2: Establish a virtuous cycle of process data success Governance Is there accountability for process and data throughout the entire life cycle? Scoping and assessment Are we structuring and analyzing process data across internal silos? Have we identified the “critical few”? Requirements Do process models show relationships to existing master data? Do trusted data models show relationship to processes? Architecture and solution Do our business, data, and application architectures support all data capture, govern, and consume use cases? Monitoring Can we measure the business value process data management delivers? Iterative feedback
- 27. Suggestion 4: Use business-driven KPIs to recruit business sponsors for MDM Today IT Data Mgmt Pros Focus on… … business leaders really care about: Eliminating duplicate/orphaned data Increasing revenue Standardizing and centralizing data/ metadata Decreasing costs Meeting operational SLAs Increasing operational efficiencies Data enrichment Reducing risks Data integration and synchronization Improving customer experiences Use business-value driven KPIs to evangelize MDM benefits Reduction in direct marketing postage costs Reduction in average handle time in call center Increase in customer self-service for order management, technical support and customer service Increase in campaign response rates Reduction in customer privacy compliance risk exposure Delivering a consistent cross-channel customer experience
- 28. Agenda Business process and data management efforts not aligned today. A focus on process data management can ensure both process and data initiatives deliver greater value. Suggestions to align existing data management and business process optimization efforts. Recommendations
- 31. How does Software AG enable Process-Driven MDM? September 6, 2011 | Software AG - Get There Faster | Methodology & Expertise for Process-Driven MDM Technology for Process-Driven MDM
- 32. Process-driven MDM Methodology Education & Training MDM Program Management Operation Implementation Assessment & Advisory Industry Scenarios & Reference Processes MDM Audit MDM Optimization Customized Workshops Technical Product Trainings MDM Monitoring & Control MDM Conception & Process Design webMethods OneData Implementation
- 34. webMethods OneData MDM Platform September 6, 2011 | Software AG - Get There Faster | webMethods OneData Legacy Custom External Data Providers Reconcile Cleanse Organize Govern Sync Operational Use Analytical Use
- 35. OneData Supports All Domains and Subject Areas Brand Group Brand SKU Category Sub-category Order Customer Customer Group Customer Type Transactional Data Operational MDM Analytical MDM Customer Address Vendor Vendor Risk Rating Chart of Accounts Country Product Customer Vendor COA Geography
- 36. webMethods OneData September 6, 2011 | Software AG - Get There Faster | Multi-domain platform Multiple styles, operational & analytical Drop-in, extensible data model Highly configurable, no coding Business-user friendly data-governance Versatile Rapid implementations Leverage existing DM/DQ investments Comprehensive data interchange: direct, services, messaging Legacy Custom External Data Providers Operational Use Analytical Use Reconcile webMethods OneData Cleanse Organize Govern Sync
- 37. Successful Customers September 6, 2011 | Software AG - Get There Faster | Financial Insurance Consumer Products Healthcare/Pharmaceuticals Government Office of Personnel Management Federal Aviation Agency Environmental Protection Agency Telecommunications Management Consulting
- 38. What you can do next Read Information Difference Report Available at: softwareag.com/mdm View OneData Demo Schedule Process data quality workshop
- 39. September 6, 2011 | Software AG - Get There Faster | Q and A Jignesh Shah [email_address] Twitter: @jshah0209 Rob Karel +1 650.581.3821 [email_address] Twitter: @rbkarel
- 40. What you can do next Read Information Difference Report Available at: softwareag.com/mdm View OneData Demo Schedule Process data quality workshop
Hinweis der Redaktion
- Rob is a leading expert in how companies manage data and integrate information across the enterprise. Rob has more than 14 years of data management experience, working in both business and IT roles to develop solutions that provide better quality, confidence in, and usability of critical enterprise data. Prior to joining Forrester, he managed enterprise data management and data quality initiatives Intuit, Cisco and Thomson Financial. Jignesh Shah is Vice President of Business Infrastructure Products & Solutions at Software AG. He guides the direction of Software AG’s SOA, Integration and MDM products and solutions. He has 15 years of experience in using technology to address business needs of large enterprises. Jignesh’s prior experience includes founding a Cloud-based emergency management solution. Jignesh was a Solutions Architect at KPMG Consulting where he led the design and implementation of several IT solutions for Fortune 500 clients.
- To add or remove rows in the table: Select the table. Your cursor will change to an icon of two lines and an arrow above and below will appear on mouse-over of the baseline of the row. Right-click and select INSERT > ROW BELOW. Or DELETE ROW. To add a row after the last row, you can press [Tab], and the cursor will go to a new row. Highlighting new areas: Select the bracket group from the right bracket. Hold SHIFT and pull cursor down over the next bullet item. Select the previously highlighted text and in the HOME tab unclick the [ B ] button for bold, and click on the [ A ] button and choose the gray swatch (Gray-50%, Accent 5) second to last in the top row of the palette. Select the text for the newly highlighted area and click the [ B ] button for bold, and click on the [ A ] button and choose black.
- http://www.istockphoto.com/stock-photo-9083740-fired.php
- To add or remove rows in the table: Select the table. Your cursor will change to an icon of two lines and an arrow above and below will appear on mouse-over of the baseline of the row. Right-click and select INSERT > ROW BELOW. Or DELETE ROW. To add a row after the last row, you can press [Tab], and the cursor will go to a new row. Highlighting new areas: Select the bracket group from the right bracket. Hold SHIFT and pull cursor down over the next bullet item. Select the previously highlighted text and in the HOME tab unclick the [ B ] button for bold, and click on the [ A ] button and choose the gray swatch (Gray-50%, Accent 5) second to last in the top row of the palette. Select the text for the newly highlighted area and click the [ B ] button for bold, and click on the [ A ] button and choose black.
- To add or remove rows in the table: Select the table. Your cursor will change to an icon of two lines and an arrow above and below will appear on mouse-over of the baseline of the row. Right-click and select INSERT > ROW BELOW. Or DELETE ROW. To add a row after the last row, you can press [Tab], and the cursor will go to a new row. Highlighting new areas: Select the bracket group from the right bracket. Hold SHIFT and pull cursor down over the next bullet item. Select the previously highlighted text and in the HOME tab unclick the [ B ] button for bold, and click on the [ A ] button and choose the gray swatch (Gray-50%, Accent 5) second to last in the top row of the palette. Select the text for the newly highlighted area and click the [ B ] button for bold, and click on the [ A ] button and choose black.
- Rob
- To add or remove rows in the table: Select the table. Your cursor will change to an icon of two lines and an arrow above and below will appear on mouse-over of the baseline of the row. Right-click and select INSERT > ROW BELOW. Or DELETE ROW. To add a row after the last row, you can press [Tab], and the cursor will go to a new row. Highlighting new areas: Select the bracket group from the right bracket. Hold SHIFT and pull cursor down over the next bullet item. Select the previously highlighted text and in the HOME tab unclick the [ B ] button for bold, and click on the [ A ] button and choose the gray swatch (Gray-50%, Accent 5) second to last in the top row of the palette. Select the text for the newly highlighted area and click the [ B ] button for bold, and click on the [ A ] button and choose black.
- This would take the place of a classic recommendations slide. It would be mandated for all presentations. We would not mandate how the analyst would have to balance between short-term and long-term advice, except that we would require that there must be some short-term advice. Our coaching to analysts on this would be: These are like recommendations, but we need to be sure they are very concrete and actionable. The things in the short-term bucket are the things we recommend the client actually do as soon as they get back to the office – and we should build our content in a way that they will have a true sense of urgency to do those things. The things in the long-term bucket should be no less concrete and actionable, but are the more strategic actions that clearly take more time to bring about, and also (in areas where things are changing rapidly, like Cloud) when we think the world of “thing X” will be very different a year from now.
- An overview on the different offerings along the MDM methodology lifecycle from assessment to operation. Using the offering components on this slide we provide customers different entry points dependent on where they are in the life cycle. If they are just starting to think about MDM the MDM Audit is the natural first step. As this is not bound to our products we help customers to identify the potential and value of MDM without forcing them to decide for a tool at that stage. Based on the results of this audit we provide planning and technical implementation offerings as well as optimization.
- GOAL OF SLIDE: Cover the main features of wM OneData and why OneData (unique points along bottom) Presentation Title Date Author
- Rob is a leading expert in how companies manage data and integrate information across the enterprise. Rob has more than 14 years of data management experience, working in both business and IT roles to develop solutions that provide better quality, confidence in, and usability of critical enterprise data. Prior to joining Forrester, he managed enterprise data management and data quality initiatives Intuit, Cisco and Thomson Financial. Jignesh Shah is Vice President of Business Infrastructure Products & Solutions at Software AG. He guides the direction of Software AG’s SOA, Integration and MDM products and solutions. He has 15 years of experience in using technology to address business needs of large enterprises. Jignesh’s prior experience includes founding a Cloud-based emergency management solution. Jignesh was a Solutions Architect at KPMG Consulting where he led the design and implementation of several IT solutions for Fortune 500 clients.