Keys to Master Data Management

Keys to Master Data Management (MDM)
Effectiveness in the Federal Government Sector
April 23, 2015

Building a path to business value
¡Focus on solving the
business problem
not the data problem
¡A top down approach
to sustain change and
measure benefits
¡Establish
dependency of
specific business
processes on high
quality data
¡Business functions
own data quality to
drive business
transformation
¡Business assumes
ownership over the
data ‘Business
Case’
¡IT’s role is one of an
enabler of
capabilities - not an
owner of data
¡A large majority of the
root cause of data
issues are NOT
related to technology
¡Data processes
should be
standardized to sustain
data quality
¡Data standards and
definitions are jointly
established by
functional and
technical teams
¡All-encompassing
enterprise data
projects are difficult
to sustain
¡Many effective data
projects are
embedded in larger
business
transformation
efforts
¡Establish a
foundation of data
capabilities and
efficiently apply to
multiple domains
1. Solve business
problems
2. Establish
business
ownership
3. Technology is not
the cure
4. Deploy in phases

Information and Data
Management
Business drivers for MDM in Federal Government sector
Provide official, timely and accurate
information about defense operations
Provide the American public with trusted,
affordable, universal service
Improve access to healthcare and provide
exceptional patient experience
Maintain stability and public confidence in
the nation's financial system
Protect the public health by assuring the
safety of food and drugs

Employee
• Workforce distribution,
planning, and retention
• Benefits administration
• Learning, training, and
development
Examples
• Employee ID
• Employee names
• Addresses
• Skills and Experiences
Master data domains critical to mission effectiveness
Product/Service
• Supply Chain
• Product Spend
• Go-to-Market Strategy
• Inventory Management
• Product Life Cycle
Customer Supplier
• Customer 360
• Customer Retention
• Upsell/Cross-sell
• Customer Behavioral
Patterns
• Global Supplier Base
• Contracts and Policies
• Master Service
Agreements
• Managing Supplier
Spend
Example Example Example
• Product/Service ID
• Description
• Physical Attributes
• Suppliers
• Customer Names
• Addresses
• Contact Information
• Supplier Names
• Addresses
• Global Identifiers
• Tax ID
Location
• Retail/Wholesale
Locations
• Manufacturing Sites
• Distribution Network
• Merchandising Traits
Example
• Addresses
• Square Footage
• Geographical Hierarchies

Master Data
Management
(MDM) is a
discipline focused
on effective
management of the
fundamental data
building blocks,
shared across
multiple business
units.
Master Data
Management
Data Quality
Management
Deloitte’s business driven approach to MDM
View Information
as a Strategic Asset
Driven
by
Business
Value
Linked to
Strategic
Objectives
Enabled with
Change Leadership

How to get started on the MDM effectiveness?
Measure
Business Impact
MDM Model
Envisioning
Confirm
Enterprise
Priorities
Confirm Current
Capabilities
Gaps Issue
ID
Quick Win
Hit List
MDMValueApproach
Define Strategic
Priorities
Rationalize
Against
Enterprise Plans
MDM Priority and
Roadmap
Align on MDM
Capabilities
Prioritize MDM Roadmap
Engage Business
Stakeholders
Map to Data Gaps
RoadmapStrategy
Quick wins
Document Business
Impact
Pursue the Low Hanging
Opportunities
Identify Key
Stakeholders
Where should the
focus be for the data
strategy?
What are the
measures of maturity
for each capability?
What business
processes are being
impacted?
What business pain
points are critical to
solve?
What is the
sequencing of MDM
projects?
What business
stakeholders should
have a voice in
setting priorities?
What data capability gaps
are the root cause of
business impacts?
What improvements can be
made to the data
management processes,
standards?

• Realistic scope and timeline
• Measurable goals
• Consistent use of methodology and
approach
• Documented lessons learned
• Relevant data management tools and
accelerators
• Relentless focus on value
• Alignment with strategic priorities of
the business
• Business ownership and executive
sponsorship
• Appropriate training, communication
and stakeholder engagement
Competencies for Effectiveness
1. What should be done first?
2. How to balance
foundational activities vs.
critical business
requirements?
3. Where will business
engagement and
participation come from?
4. What hurdles could impact
effectiveness?
Action Plan Items
Day 1 planning for implementation

This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other
professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may
affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be
responsible for any loss sustained by any person who relies on this publication."
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description
of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.
Copyright © 2015 Deloitte Development LLC. All rights reserved.
36 USC 220506
Member of Deloitte Touche Tohmatsu Limited
Greg Jones, Director Deloitte Consulting LLP
Business Intelligence and Data Warehouse Capability Lead
grjones@deloitte.com | +1 571 882 7625
Rahul Chande, Specialist Leader Deloitte Consulting LLP
Enterprise Data Management
rchande@deloitte.com | +1 703 251 4182

Keys to Master Data Management

Keys to Master Data Management

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