Jaime Fitzgerald: A Master Data Management Road-Trip - Presented Enterprise Data World 2010
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Tales from a Master Data Management Road-Trip.
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Jaime Fitzgerald: A Master Data Management Road-Trip - Presented Enterprise Data World 2010
- 1. Tales from a Master Data Management Road Trip March 17, 2010 1:30 – 2:30 pm Jaime Fitzgerald Art Garanich Architects of Fact-Based Decisions™
- 2. Table of Contents Introduction 1 Overview: Why Did We Embark on This Journey? 2 Key Landmarks on the Journey 3 A Crucial Turning Point: Moving to Execution 4 Journey of MDM Transformation Lessons Learned 5 Results: What Makes it All Worthwhile 6
- 3. Introduction 1 Overview: Why Did We Embark on This Journey? 2 Table of Contents Key Landmarks on the Journey 3 A Crucial Turning Point: Moving to Execution 4 Journey of MDM Transformation Lessons Learned 5 Results: What Makes it All Worthwhile 6
- 4. Introduction:What Are We Going to Cover Today? Today, we would like to: Introduce ourselves Share our experiences on the “Journey of MDM Transformation” Share the lessons we’ve learned – what worked well, what didn’t Answer questions you may have Encourage others to start their own transformation!
- 6. Subsidiary of Bridgestone Firestone
- 7. Boutique strategy consulting firm focused on fact-based decisions
- 9. Focus on legacy modernization
- 10. Enjoys metaphors and parenting
- 11. 13 years in Management Consulting
- 12. Focus on the strategic value of data, and helping companies profit from it
- 13. Enjoys cycling and parentingAbout Me
- 14. Table of Contents Introduction 1 Overview: Why Did We Embark on This Journey? 2 Key Landmarks on the Journey 3 A Crucial Turning Point: Moving to Execution 4 Journey of MDM Transformation Lessons Learned 5 Results: What Makes it All Worthwhile 6
- 16. Data elements
- 18. Business rules
- 19. Business purposes & users of data
- 20. Data flow
- 21. Existing documentation not always utilizedNo holistic view of our customers Extremely time-consuming to pull new information Significant tension between business users, analysts, and IT staff This presentation is about our journey to “a better place”
- 22. Examples of the Tension “Back Then” Sales and Marketing “Poor data, systems, and product features are holding us back!” Analytics Team Operations Functions “Our analysis generated millions of dollars in new value… but it took forever to obtain and clean the data!” “When I talk to customers I scroll through 12 screens to find the info I need…then I don’t know where to put the info I capture!”
- 24. They created “homegrown” reports with “surprising results”Users didn’t trustexisting reports . . . Executivesde-prioritizedfact-based decisions An unhealthy relationship developed between usersand IT… “We don’t have data to measure customer value.” “Why bother asking for something they can’t do?” “Before I can tell you what I want from it, I need to know what it can do!” “I THINK we should try new pricing….”
- 26. More effective system modernization
- 28. More transparencyComplexity Increasing “Here’s a workaround.” Let’s Stop the Bleeding … Data Quality: Low …And Start with the Basics
- 29. Table of Contents Introduction 1 Overview: Why Did We Embark on This Journey? 2 Key Landmarks on the Journey 3 A Crucial Turning Point: Moving to Execution 4 Journey of MDM Transformation Lessons Learned 5 Results: What Makes it All Worthwhile 6
- 32. The organization recognized the role of MDM in improving information AND agility
- 34. Established our policies, standards, governance, and stewardship roles
- 36. We developed a “targeted approach” to applying MDM capabilities
- 38. Our First Landmark: “MDM Critical Care” to “Stop the Bleeding” We needed to stop the bleeding before we could resolve the systemic patterns causing them… Symptoms (Systemic) Symptoms (Immediate) Diagnosis Systemic Issue:“The Downward Spiral” Immediate Issue:“Toxic Data” 1. A Systemic Problem w/ Data Systems. Frequent symptoms point to a larger problem…with broader root causes. 1. Request for Change to Systems / Data High Stakes Analysis Underway . . . Prescriptions 2. Workaround Solution Data Quality Low Change the Way you Manage Data. Manage data as distinct from systems or processes, but keeping in mind the inter-relationships 1. Short-term: stop the bleeding 2. Once bleeding stops: deal with the more fundamental issues Strategic Growth At Risk 3. Increased Complexity
- 41. Skills and knowledge built and acquired
- 44. Desire for moreDissatisfaction with Status Quo
- 46. Reviews and advises on MDM consequences of IT/Business changes
- 48. Responsible for ensuring standard use of data according to MDM principles and standards
- 50. Table of Contents Introduction 1 Overview: Why Did We Embark on This Journey? 2 Key Landmarks on the Journey 3 A Crucial Turning Point: Moving to Execution 4 Journey of MDM Transformation Lessons Learned 5 Results: What Makes it All Worthwhile 6
- 51. Execution At first, we were overwhelmed with choices . . . Where to start? What destination first?
- 52. Our Solution: “Work Backwards from the Goal” of ROI on MDM Programs Ultimate Goal = Return on Investments in MDM Programs How Do We “Bridge this Gap”? Precondition: Application of MDM Principles in High ROI Ways . . . Applied Case 1 Case 2 Case 3 Case 4
- 53. “Unpacking the Steps” on the Pathway to ROI . . . Ultimate Goal = Return on Investment Preconditions: Organizational Commitment 1. Commitment Develop Governance Capability: “How do we manage this?” 2. Governance Capability to Select & Execute on the Best Opportunities 3. Selection Apply MDM Principles & Best Practices to High-Impact Use-Cases 4. Execution
- 54. Challenges at Each Stage
- 55. Our Decision:To Focus our Limited MDM Resources on Building a Better Data Warehouse… The Data Warehouse will provide consolidated data which enables better strategic decisions Benefits of the Data Warehouse
- 56. Table of Contents Introduction 1 Overview: Why Did We Embark on This Journey? 2 Key Landmarks on the Journey 3 A Crucial Turning Point: Moving to Execution 4 Journey of MDM Transformation Lessons Learned 5 Results: What Makes it All Worthwhile 6
- 57. Lesson Learned: Value of Buy-in Buy-in from the Executive team was essential to moving forward
- 59. Get value
- 61. Get value
- 62. Measure value
- 63. Communicate and promoteCapabilities Time and Money Invested
- 64. Lesson Learned: Importance of Capability Building We had to put in place the basic infrastructure and skills before we could move forward Governance Policy, Standards, and Procedures Data Stewards MDM Team Develop Basic Knowledge Develop Basic Skills
- 65. Table of Contents Introduction 1 Overview: Why Did We Embark on This Journey? 2 Key Landmarks on the Journey 3 A Crucial Turning Point: Moving to Execution 4 Journey of MDM Transformation Lessons Learned 5 Results: What Makes it All Worthwhile 6
- 66. A Better Pattern: Then vs. Now “The Downward Spiral” 1. Request for Change to Systems / Data MDM Function Business Results Pain Points 2. Workaround Solution ROI Business Goals Learnings 3. Increased Complexity
Hinweis der Redaktion
- Next steps: Art by EOD or Wed am – notesJF add his by Wed PMMark: why would you do this? Art: 1) get out of comfort zone, 2) Meet others who help us, 3) JF: get extra value via our thought-partnershipWalk through with equipment…
- Art
- JF to prepare succinct talking points re setup:Our goals, there goalsTime Keeper = Shannon
- Both presents:CFNA: division of BS – highly regulated….25 years with Enterprise work, now doing legacy modernization….Have enough experience to share, but lots also to lean….Art notes:Focus on legacy modernization – have been working on this for a long time, have recognized the need for itOver time it has become apparent how essential data management will be to enable legacy modernization….Art’s background:Started at Anicom out of colleage – built system for Aramco oil----global mainframe-based purchasing system. Used technology in ways “ahead of our time” – process maturity, standards, etcAfter several years, were pursuing contract w Exxon, but Exxon was not comfortable hiring Anicom’s small size….EDW wanted relationship w Exxon, so they acruired this division of Anicom…..landed Exxon clientCareer changed when Art become lead on new software development for – enterprise software handling end to end purchasing – “bill to payment” – WertonStell = client. Leadership role managing customer and team – sseveray years, and very successful project.Others companies were interested in this purchasing product, but wanted new architectures and software (it was COBOL mainframe) – EDW not able to find resources or partners to make this happen. Current was in IMS, goal was more relational….there was concern about what would happen to the division, so they turned it into internal resources /staff aug plus advisory consulting org (internal). Supported GM customers throughout NE OHIO…..With Mark Kula, did a Data Warehouse for Benjamin Moore Paints….Y2K was crazy time…..lots of involvement there~ 2000, opportunity arose in the credit card processing unit (where Art’s wife also works) – new role, new little about infrastructure needed in this function (telco, wide-area networks, txn processing)After 1 year, EDW centralized this function – Art become title = Service Delivery Executive – in charge of managing relationship between EDS and clients…..”reach out person”Got to the point where EDS was trying to sell capabilities they were not able to support…for example, bringing in outsourcing contracts, committing to SLAs not currently being achieved, NOT improving the infrastructureJF to package this into useful document!When Art was hired on, there was a guy named Bob Porter – visionary – of how a solution could be developed / should be developed – standards were remarkable – example: if you generated cobol code, 95% of code was “generated” – even on maintenance programs, 50-60% were Met Tawney when he stared….she was part of that team that developed that capability….she was very technical back the…..the structure and standards…..System consisted of 500-600 problems. If you had a problem….if happened in the same part of the program……so making the fix was very efficient…..Realized that to be successful, you didn’t need to be a technical GURU….felt this became a potential liability…..Arlene: let’s get you into the system…..realized needed good people……trustworthy people…..realized the importantce of people skills…..staff loyalty and retention a passion and a strength….EDS developed a career progression that fit this profile (art’s profile_ -== developed two career paths (technical vs leadership) --
- Art presents this section
- Art presents this sectionFor many years, complexity ruledIncreased commitment to analyticsEarly efforts around Data Integration had “unintended consequences”Documentation minimal – working with eyes haff closed/IT/Biz Unhappy…..needed to get to a better place
- Art: A few examples of the tension we saw back then….1) First hit the quotes2) Then talk about the Business Case for Fixing the “Analytics Pain Point”
- Art: favorite Quote is on right…..JF: comment on universality of these perspectives….
- Art: bc of the pain….we realized we needed to change….The suffering that led to interest…..Tee up the “essential moment of truth….” – preview how seriously we’re going to address that in more detail in the project…..JF prep thoughts….
- Jaime presents this section
- JF riff is on causal links between these items….Highlight examples: fixing data as precondition to customer profitability databaseEarly wins increased appetite
- Diagnosis at BOTH the Enterprise/Holistic POV….One key element of stopping the bleeding…..BUYING TIME….(buy time)
- Compliance and risk
- Focus is on Data Warehouse, business case is on Data WarehouseNote upon return: messaging and communication around1) Needed to build the function to gain the benefits…..Now that it has been built, we have the ability to apply MDM principles in a structured way……2) In terms of applying the function in high value ways, we had to start somewhere, and that first project is the Data Warehouse….But over time we’ll be applying it to a variety of high-stakes legacy system modernization initiatives (where data management is a key precondition to success in these initiatives)
- Key preconditions to applicationIntegrate principles and best practices and standards into existing process and core capabilities as an organizationIf you have these core capabilities, you can plug MDM in. If you don’t have those capabilities, MDM will be harder to apply….
- If you can’t read this, don’t worrym, bc it ‘s the same picture of current state before we started our journey….
- Resource allocation =Pain point ID…..a bundle are being solvedNote to JF – pain points back in the building
- Stage 1 – buy in based in Paiin pointPoint 3 – opportunity to be engagedIt will never be turnkey BC it’s a more of a discipline than a tangible application
- Art
- To maintain buy in we realized that while building the capabilities we needed to show the value….Started w Data Warehouse…..iterative…..Fortunately, leads nicely into next projects
- Right people in right rolesStructure in place – find right people….
- Initiave must have structure in place….