Tales from a Master Data Management Road Trip <br />March 17, 2010<br />1:30 – 2:30 pm <br />Jaime Fitzgerald<br />Art Gar...
Table of Contents<br />Introduction<br />1<br />Overview: Why Did We Embark on This Journey?<br />2<br />Key Landmarks on ...
Introduction<br />1<br />Overview: Why Did We Embark on This Journey?<br />2<br />Table of Contents<br />Key Landmarks on ...
Introduction:What Are We Going to Cover Today?<br />Today, we would like to:<br />Introduce ourselves<br />Share our exper...
Art Garanich<br />Who Are We?<br />Jaime Fitzgerald<br />Architects of Fact-Based Decisions™<br /><ul><li>Private label cr...
Subsidiary of Bridgestone Firestone
Boutique strategy consulting firm focused on fact-based decisions
Takes a holistic approach to turning “data into dollars”</li></ul>About My Company<br /><ul><li>25 Years in Technology
Focus on legacy modernization
Enjoys metaphors and parenting
13 years in Management Consulting
Focus on the strategic value of data, and helping companies profit from it
Enjoys cycling and parenting</li></ul>About Me<br />
Table of Contents<br />Introduction<br />1<br />Overview: Why Did We Embark on This Journey?<br />2<br />Key Landmarks on ...
Before our Journey, the Data Environment at CFNA was “Messy”<br />CFNA’s data environment was not actively managed…causing...
Data elements
Relationships between elements
Business rules
Business purposes & users of data
Data flow
Existing documentation not always utilized</li></ul>No holistic view of our customers<br />Extremely time-consuming to pul...
Examples of the Tension “Back Then”<br />Sales and Marketing<br />“Poor data, systems, and product features are holding us...
Examples of the Tension “Back Then”<br /><ul><li>So they kept demanding more new reports
They created “homegrown” reports with “surprising results”</li></ul>Users didn’t trustexisting reports . . .<br />Executiv...
An Ongoing Journey Towards Improvement<br />Our adventure got underway via three main phases…<br />Phase of Journey<br />1...
More effective system modernization
Reduced operational risk
More transparency</li></ul>Complexity Increasing<br />“Here’s a workaround.”<br />Let’s Stop the Bleeding …<br />Data Qual...
Table of Contents<br />Introduction<br />1<br />Overview: Why Did We Embark on This Journey?<br />2<br />Key Landmarks on ...
Key Landmarks<br />Since beginning this journey, we passed four key landmarks…<br />Key Landmark:<br />What it was like:<b...
For example: building our customer profitability database, we encountered and solved data quality issues and created a “sa...
Upcoming SlideShare
Loading in...5
×

Jaime Fitzgerald: A Master Data Management Road-Trip - Presented Enterprise Data World 2010

3,059

Published on

Tales from a Master Data Management Road-Trip.

Published in: Business, Technology
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
3,059
On Slideshare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
190
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • 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….
  • Jaime Fitzgerald: A Master Data Management Road-Trip - Presented Enterprise Data World 2010

    1. 1. Tales from a Master Data Management Road Trip <br />March 17, 2010<br />1:30 – 2:30 pm <br />Jaime Fitzgerald<br />Art Garanich<br />Architects of Fact-Based Decisions™<br />
    2. 2. Table of Contents<br />Introduction<br />1<br />Overview: Why Did We Embark on This Journey?<br />2<br />Key Landmarks on the Journey<br />3<br />A Crucial Turning Point: Moving to Execution<br />4<br />Journey of MDM Transformation<br />Lessons Learned<br />5<br />Results: What Makes it All Worthwhile<br />6<br />
    3. 3. Introduction<br />1<br />Overview: Why Did We Embark on This Journey?<br />2<br />Table of Contents<br />Key Landmarks on the Journey<br />3<br />A Crucial Turning Point: Moving to Execution<br />4<br />Journey of MDM Transformation<br />Lessons Learned<br />5<br />Results: What Makes it All Worthwhile<br />6<br />
    4. 4. Introduction:What Are We Going to Cover Today?<br />Today, we would like to:<br />Introduce ourselves<br />Share our experiences on the “Journey of MDM Transformation”<br />Share the lessons we’ve learned – what worked well, what didn’t<br />Answer questions you may have<br />Encourage others to start their own transformation!<br />
    5. 5. Art Garanich<br />Who Are We?<br />Jaime Fitzgerald<br />Architects of Fact-Based Decisions™<br /><ul><li>Private label credit card issuer
    6. 6. Subsidiary of Bridgestone Firestone
    7. 7. Boutique strategy consulting firm focused on fact-based decisions
    8. 8. Takes a holistic approach to turning “data into dollars”</li></ul>About My Company<br /><ul><li>25 Years in Technology
    9. 9. Focus on legacy modernization
    10. 10. Enjoys metaphors and parenting
    11. 11. 13 years in Management Consulting
    12. 12. Focus on the strategic value of data, and helping companies profit from it
    13. 13. Enjoys cycling and parenting</li></ul>About Me<br />
    14. 14. Table of Contents<br />Introduction<br />1<br />Overview: Why Did We Embark on This Journey?<br />2<br />Key Landmarks on the Journey<br />3<br />A Crucial Turning Point: Moving to Execution<br />4<br />Journey of MDM Transformation<br />Lessons Learned<br />5<br />Results: What Makes it All Worthwhile<br />6<br />
    15. 15. Before our Journey, the Data Environment at CFNA was “Messy”<br />CFNA’s data environment was not actively managed…causing pain and tension in many places<br />Our Legacy Data Environment<br />Prior to our MDM Transformation, we faced:<br />Multiple platforms<br />Numerous locations of data<br />Limited documentation of:<br /><ul><li>Data locations
    16. 16. Data elements
    17. 17. Relationships between elements
    18. 18. Business rules
    19. 19. Business purposes & users of data
    20. 20. Data flow
    21. 21. Existing documentation not always utilized</li></ul>No holistic view of our customers<br />Extremely time-consuming to pull new information<br />Significant tension between business users, analysts, and IT staff<br />This presentation is about our journey to “a better place”<br />
    22. 22. Examples of the Tension “Back Then”<br />Sales and Marketing<br />“Poor data, systems, and product features are holding us back!”<br />Analytics Team<br />Operations Functions<br />“Our analysis generated millions of dollars in new value… but it took forever to obtain and clean the data!”<br />“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!”<br />
    23. 23. Examples of the Tension “Back Then”<br /><ul><li>So they kept demanding more new reports
    24. 24. They created “homegrown” reports with “surprising results”</li></ul>Users didn’t trustexisting reports . . .<br />Executivesde-prioritizedfact-based decisions<br />An unhealthy relationship developed between usersand IT…<br />“We don’t have data to measure customer value.”<br />“Why bother asking for something they can’t do?”<br />“Before I can tell you what I want from it, I need to know what it can do!”<br />“I THINK we should try new pricing….”<br />
    25. 25. An Ongoing Journey Towards Improvement<br />Our adventure got underway via three main phases…<br />Phase of Journey<br />1<br />2<br />3<br />Suffering Ledto Interest<br />“What is MDM?”<br />“Should I care?”<br />…Which Led to Desire for A Cure…<br />“How do we get there?”<br />…and to a Never-Ending JourneyTowards Better MDM…<br />“Feeling better every day”<br />State of Information Landscape:<br />MDM Knowledge: Low<br />There Is a Cure!<br />MDM Function Setup<br />Get Me to It!<br />MDM Governance in Place<br />Data Situation: Messy<br />Where To?<br />“Show me the Results!”<br />Many Pain Points…<br />“Targeted” Application to Gain:<br />Results of<br />Current State:<br />Brittle Systems“We can’t change that!”<br />List of Pain Points Growing<br /><ul><li>More confident decisions
    26. 26. More effective system modernization
    27. 27. Reduced operational risk
    28. 28. More transparency</li></ul>Complexity Increasing<br />“Here’s a workaround.”<br />Let’s Stop the Bleeding …<br />Data Quality: Low<br />…And Start with the Basics<br />
    29. 29. Table of Contents<br />Introduction<br />1<br />Overview: Why Did We Embark on This Journey?<br />2<br />Key Landmarks on the Journey<br />3<br />A Crucial Turning Point: Moving to Execution<br />4<br />Journey of MDM Transformation<br />Lessons Learned<br />5<br />Results: What Makes it All Worthwhile<br />6<br />
    30. 30. Key Landmarks<br />Since beginning this journey, we passed four key landmarks…<br />Key Landmark:<br />What it was like:<br /><ul><li>Some problems were SO painful and SO immediate, we needed to apply MDM principles “surgically” even before we had a fully fledged MDM function.
    31. 31. For example: building our customer profitability database, we encountered and solved data quality issues and created a “safe route” for data to enable this analysis…</li></ul>1<br />Stopping the Bleeding<br />2<br /><ul><li>A few early wins on analysis increased the appetite for even better information
    32. 32. The organization recognized the role of MDM in improving information AND agility
    33. 33. The IT department shifted towards more strategic imperatives</li></ul>Getting Buy-in & Alignment<br />3<br /><ul><li>We built a new MDM function to define and institutionalize key best practices
    34. 34. Established our policies, standards, governance, and stewardship roles
    35. 35. We reached a fork in the road: lots of new knowledge built, where should we begin applying them?</li></ul>Building the MDM Function<br />4<br />Turning the Corner to “Targeted Application”<br /><ul><li>The list of pain points is long: we realized that we can’t “boil the ocean”
    36. 36. We developed a “targeted approach” to applying MDM capabilities
    37. 37. Our first successful case: a new Data Warehouse for the growing analytics team</li></li></ul><li>About “Stopping the Bleeding”<br />We had tried many times to fix data-related problems, without addressing the root issues well…<br />You can TRY and FAIL tostop the bleeding . . .<br />If the skills, experience, andbest practices are missing . . .<br />New SQL instance withconsolidated data<br />This preserved existing problems with data and created new ones! <br />Created self-serve data access via Intranet<br />Led to more misuse of data(right data, wrong use)<br />“Home-grown data stores”<br />Data security issues arose<br />
    38. 38. Our First Landmark: “MDM Critical Care” to “Stop the Bleeding”<br />We needed to stop the bleeding before we could resolve the systemic patterns causing them…<br />Symptoms (Systemic)<br />Symptoms (Immediate)<br />Diagnosis<br />Systemic Issue:“The Downward Spiral”<br />Immediate Issue:“Toxic Data”<br />1. A Systemic Problem w/ Data Systems. Frequent symptoms point to a larger problem…with broader root causes.<br />1. Request for Change to Systems / Data<br />High Stakes Analysis Underway . . .<br />Prescriptions<br />2. Workaround Solution<br />Data Quality Low<br />Change the Way you Manage Data. Manage data as distinct from systems or processes, but keeping in mind the inter-relationships<br />1. Short-term: stop the bleeding<br />2. Once bleeding stops: deal with the more fundamental issues<br />Strategic Growth At Risk<br />3. Increased Complexity<br />
    39. 39. Our Second Landmark: Gaining Buy-In<br />We took the time to “connect the dots” in ways that built buy-in for an MDM function…<br />Drivers of Buy-In<br />How Buy-In Was “Formalized”<br />Strategy for Growth<br /><ul><li>Creation of MDM function
    40. 40. Establishment of governance
    41. 41. Skills and knowledge built and acquired
    42. 42. Required more analytics
    43. 43. Required better systems, new products, etc.</li></ul>Value of Analytics Increases<br /><ul><li>High profile “wins”
    44. 44. Desire for more</li></ul>Dissatisfaction with Status Quo<br />
    45. 45. Our Third Landmark: Building the MDM Function<br />Establishing the function included creation of 1) the MDM Team itself and 2) the data stewards…<br /><ul><li>Responsible for optimizing the benefits of data at the enterprise level
    46. 46. Reviews and advises on MDM consequences of IT/Business changes
    47. 47. Builds & Maintains MDM function, including:</li></ul>Guiding principles<br />Essential capabilities<br />Documentation<br />MDM Team(Enterprise Level)<br />1. Sales & Marketing<br />2. Operations<br />3. Finance<br />4. Analytics<br />5. Information Technology<br />Data Stewards (Department Level)<br /><ul><li>Responsible for optimizing the benefits of data at the departmental level
    48. 48. Responsible for ensuring standard use of data according to MDM principles and standards
    49. 49. Ensures clear business requirements with regard to data elements, usage, business rules, and communication with IT</li></li></ul><li>Our Fourth Landmark: Turning the Corner to “Targeted Application”<br />To get value from our investment, it was essential to move from theory to execution…<br />Selection of Opportunities<br />Application of MDM Principles<br />
    50. 50. Table of Contents<br />Introduction<br />1<br />Overview: Why Did We Embark on This Journey?<br />2<br />Key Landmarks on the Journey<br />3<br />A Crucial Turning Point: Moving to Execution<br />4<br />Journey of MDM Transformation<br />Lessons Learned<br />5<br />Results: What Makes it All Worthwhile<br />6<br />
    51. 51. Execution<br />At first, we were overwhelmed with choices . . .<br />Where to start? What destination first?<br />
    52. 52. Our Solution: “Work Backwards from the Goal” of ROI on MDM Programs<br />Ultimate Goal = Return on Investments in MDM Programs<br />How Do We “Bridge this Gap”?<br />Precondition: Application of MDM Principles in High ROI Ways . . .<br />Applied Case 1<br />Case 2<br />Case 3<br />Case 4<br />
    53. 53. “Unpacking the Steps” on the Pathway to ROI . . .<br />Ultimate Goal = Return on Investment<br />Preconditions:<br />Organizational Commitment<br />1. Commitment<br />Develop Governance Capability: “How do we manage this?”<br />2. Governance<br />Capability to Select & Execute on the Best Opportunities<br />3. Selection<br />Apply MDM Principles & Best Practices to High-Impact Use-Cases<br />4. Execution<br />
    54. 54. Challenges at Each Stage<br />
    55. 55. Our Decision:To Focus our Limited MDM Resources on Building a Better Data Warehouse…<br />The Data Warehouse will provide consolidated data which enables better strategic decisions<br />Benefits of the Data Warehouse<br />
    56. 56. Table of Contents<br />Introduction<br />1<br />Overview: Why Did We Embark on This Journey?<br />2<br />Key Landmarks on the Journey<br />3<br />A Crucial Turning Point: Moving to Execution<br />4<br />Journey of MDM Transformation<br />Lessons Learned<br />5<br />Results: What Makes it All Worthwhile<br />6<br />
    57. 57. Lesson Learned: Value of Buy-in<br />Buy-in from the Executive team was essential to moving forward<br />
    58. 58. Lesson Learned: An Iterative Approach Maintains Momentum <br />By taking an iterative approach that mixes building and applying capabilities, we’ve found it easier to maintain momentum and buy-in…<br />Building Capabilities<br />Applying Capabilities<br /><ul><li>Target next opportunity
    59. 59. Get value
    60. 60. Measure value</li></ul>↑<br />$<br />More Capabilities<br />Measureable Benefits Unlocked<br />↑<br />$<br /><ul><li>Target high ROI application
    61. 61. Get value
    62. 62. Measure value
    63. 63. Communicate and promote</li></ul>Capabilities<br />Time and Money Invested<br />
    64. 64. Lesson Learned: Importance of Capability Building<br />We had to put in place the basic infrastructure and skills before we could move forward<br />Governance Policy, Standards, and Procedures<br />Data Stewards<br />MDM Team<br />Develop Basic Knowledge<br />Develop Basic Skills<br />
    65. 65. Table of Contents<br />Introduction<br />1<br />Overview: Why Did We Embark on This Journey?<br />2<br />Key Landmarks on the Journey<br />3<br />A Crucial Turning Point: Moving to Execution<br />4<br />Journey of MDM Transformation<br />Lessons Learned<br />5<br />Results: What Makes it All Worthwhile<br />6<br />
    66. 66. A Better Pattern: Then vs. Now<br />“The Downward Spiral”<br />1. Request for Change to Systems / Data<br />MDM Function<br /> Business Results<br />Pain Points<br />2. Workaround Solution<br />ROI<br />Business Goals<br />Learnings<br />3. Increased Complexity<br />
    67. 67. Results: Enterprise-Level Progress!<br />Our strategy is working, analytics has become a strength, IT is more nimble, and profits are up!<br />Area of Progress:<br />Strategy<br /><ul><li>Growth strategy has gained traction, with new capabilities driving growth in card sales volume, fee revenue, and profits
    68. 68. Confidence in organizational capacity for continued growth is up</li></ul>Analytics<br /><ul><li>Starting with construction of customer profitability analytics, the team has unlocked tens of millions of dollars in new profit growth
    69. 69. Analytics team has grown from one person to six (and from a team to an official function!)</li></ul>Legacy Modernization<br /><ul><li>We have begun phased legacy modernization that will enable more strategic growth
    70. 70. Our MDM capabilities will be essential to this modernization initiative</li></ul>Profit Growth<br /><ul><li>Despite the economic crisis, we achieved record sales and profits this year
    71. 71. While regulatory uncertainty has increased this year, our analytic capabilities are helping us to rapidly adapt…</li></li></ul><li>Continue the Journey with Us!<br />Our journey continues…we hope to stay in touch with you, our “fellow travelers,” to learn from each other and improve results!<br />Art Garanich<br />Jaime Fitzgerald<br />Architects of Fact-Based Decisions™<br />jfitzgerald@fitzgerald-analytics.com<br />917-846-3759<br />garanichart@cfna.com<br />216-362-3418<br />
    1. Gostou de algum slide específico?

      Recortar slides é uma maneira fácil de colecionar informações para acessar mais tarde.

    ×