Data Management Presentation at Enterprise Data World Conference 2010

8/8/2019 Data Management Presentation at Enterprise Data World Conference 2010

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12010-3-17 Enterprise Data World Presentation

Tales from a Master DataManagement Road Trip

March 17, 2010

1:30 2:30 pm

-

Architects of Fact Based Decisions

a im e F it zg er al drt Ga r an i c h


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Table of Contents

:verview Why Did We Embark on ThisJourney?2ey Landmarks on theJourney3

:Crucial Turning Point Moving toExecution4

:esults What Makes it AllWorthwhile6

Journey of MDM

Transformation

essonsLearned5

Introduction

1


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Table of Contents




Journey of MDM

Transformation

essonsLearned5

Introduction

1


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:ntroductionhat Are We Going to Cover Today?Today, we would like to:

Introduce ourselves

Share our experiences on the Journey of MDMTransformation

Share the lessons weve learned what worked well, whatdidnt

Answer questions you may have

Encourage others to start their own transformation!


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rt Garanich

ho Are We?

- Architects of Fact Based Decisions

25 Years in Technology Focus on legacy modernization Enjoys metaphors and parenting

13 years in ManagementConsulting

Focus on the strategic value of,data and helping companies

profit from it

Enjoys cycling and parenting

Private label credit cardissuer

Subsidiary of BridgestoneFirestone

Boutique strategy consulting-firm focused on fact based

decisions

Takes a holistic approach toturning

data into dollars

ut My Company

bout Me

aime Fitzgerald


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Table of Contents

Introduction

1




Journey of MDM

Transformation

essonsLearned5


7/3172010-3-17 Enterprise Data World Presentation

,efore our Journey the Data Environment at CFNA was essy CFNA s data environment was not actively managed causing pain and tension in

many places

Prior to our MDM Transformation, we faced:

Multiple platforms

Numerous locations of data

Limited documentation of: Data locations

Data elements

Relationships between elements

Business rules

Business purposes & users of data

Data flow

Existing documentation not always utilized

No holistic view of our customers

Extremely time-consuming to pull newinformation

Significant tension between businessusers, analysts, and IT staff

Our Legacy Data Environment

h is p re s e n ta tio n is a b o u t o u r jo u rn e y to a b e tte r p la ce



xa m p le s o f th e T e n sio n B a ck T h e n

!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 d

, , !data systems and product features are holding us back

nalytics Team

ales and Marketing

perations Functions



Executives-e prioritized-act based decisions

sers didn t trust. . .xisting reports

xamples of the Tension Back Then

So they kept demanding more newreports

They created homegrown reports with surprising res

.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 . I THINK we should try new pricing

n unhealthy relationshipeveloped between usersnd IT



n Ongoing Journey Towards Improvement

uffering Ledo Interest What is MDM?

Should I care?

hich Led to Desire for A Cure How do we get there?

nd to a-ever Ending Journeyowards Better MDM Feeling better every day

1 2 3hase ofJourney

tate ofInformationLandscape:

esultsofurrent:tate

:MDM Knowledge Low

:Data Situation Messy

Brittle Systems ! We can t change that

Complexity Increasing . Here s a workaround

:Data Quality Low

!There Is a Cure

!Get Me to It

Where To?

Let s Stop the Bleeding

And Start with the Basics

MDM Function Setup

MDM Governance in Place

!Show me the Results

More confident decisions

More effective system modernization

Reduced operational risk

More transparency

List of Pain Points Growing

Many Pain Points

Our adventure got underway via three main phases

:Targeted Application to Gain



Table of Contents




Journey of MDM

Transformation

essonsLearned5

Introduction1



ey Landmarks

topping the Bleeding

- &etting Buy in Alignment

uilding the MDM Function

1

2

3

:ey Landmark , Since beginning this journey we passed four key landmarks

urning the Corner to argeted Application4

, e problems were SO painful and SO immediate we needed to apply MDM principles surgically even before we had a fully: , example building our customer profitability database we encountered and solved data quality issues and created a saf

A few early wins on analysis increased the appetite for even better informationThe organization recognized the role of MDM in improving information AND agilitThe IT department shifted towards more strategic imperatives

We built a new MDM function to define and institutionalize key best practices , , ,Established our policies standards governance and stewardship roles : , We reached a fork in the road lots of new knowledge built where should we begin appl

: The list of pain points is long we realized that we can t boil the ocean We developed a targeted approach to applying MDM capabilities :Our first successful case a new Data Warehouse for the growing analytics tea

:hat it was like



bout Stopping the Bleeding

, ,f the skills experience and. . .est practices are missingou can TRY nd FAILto. . .top the bleeding

This preserved existing problems with data and createdNew SQL instance withconsolidated data

Led to more misuseof data( , )right data wrong use

-Created self servedata access via Intranet

Data security issues arose - Home grown data stores

- ,We had tried many times to fix data related problems without addressing theroot issues well



: ur First Landmark MDM Critical Care to Stop theleeding

Diagnosis

. /equest for Change to Systems Data

. orkaround Solution

. ncreased Complexity

:ystemic Issue he Downward Spiral.1 / .Systemic Problem w Data Systems Frequent symptoms point to a larger

.hange the Way you Manage Data ,Manage data as distinct from systems or processes

. - :1 Short term stop the bleeding

Symptom(Systemi) :mmediate Issue oxic Data

ymptoms(Immediat)

. . .i gh S tak es A nal ys is U nd er wa y

ata Quality Low

trategic Growth At Risk

Prescriptions

. :2 Once bleeding stops deal with the more fun

We needed to stop the bleeding before we could resolve the systemic patternscausing them



alue of Analytics Increases

: -ur Second Landmark Gaining Buy In

-ri ve r s o f B u y I n - o w B uy I n W a s F o r m a l i z e dtrategy for Growth

equired more analytics

, , .equired better systems new products etc

High profile winsDesire for more

Creation of MDM function

Establishment of governance

Skills and knowledge built and acquired

issatisfaction with Status Quo

-We took the time to connect the dots in ways that built buy in for an MDM function



:ur Third Landmark Building the MDM Function) )Establishing the function included creation of 1 the MDM Team itself and 2 the

data stewards

. &Sales MarketingOperations

Responsible for optimizing the benefits of data at theenterprise level

/Reviews and advises on MDM consequences of IT Businesschanges

& , :Builds Maintains MDM function including

)1 G uiding principles

)2 E ssential capabilities

)3 Documentation

. Finance . AnalyticsInformation Technology

Responsible for optimizing the benefits of data at the departmental level

Responsible for ensuring standard use of data according to MDM principles and standards

, , ,Ensures clear business requirements with regard to data elements usage business rules andcommunication with IT

ata Stewards ( )Department Level

DM Team( )Enterprise Level



: ur Fourth Landmark Turning the Corner to Targetedpplication

pplication of MDM Principles

Pain-Point IdentificationPrioritization of Pain Points

Initiative-Level PrioritizationResource Allocation

election of Opportunities

Implementation standards andframeworksTools

Integration with SDLC (SystemDevelopment Lifecycle) and ProjectManagement Standards

,To get value from our investment it was essential to move from theory toexecution



Table of Contents


:Crucial Turning Point Moving toExecution4essonsLearned5


Journey of MDM

Transformation

Introduction1



Execution , . . .At first we were overwhelmed with choices

h e r e t o s ta rt ? Wh a te s ti na t io n fi r s t ?Prior to our MDM Transformation, we faced:

Multiple platforms

Numerous locations of data

Limited documentation of: Data locations

Data elements

Relationships between elements

Business rules

Business purposes & users

Data flow

Existing documentation not always utilized No holistic view of our customers

Extremely time-consuming to pull new information

Significant tension between business users,analysts, and IT staff

Our Legacy Data Environment



: ur Solution Work Backwards from the Goal of ROI onDM Programs

pplied Case 1

: . . .recondition Application of MDM Principles in High ROI Ways

=ltimate Goal Return on Investments in MDM Programs

ase 2 ase 3 ase 4

How Do We Bridge this

Gap ?



. . .npacking the Steps on the Pathway to ROI=ltimate Goal Return on Investment

& - -pply MDM Principles Best Practices to High Impact Use Cases

Understand Problems it Solves, and Therefore the Value PropositionUnderstand Concepts, Principles, Application, and High-Level Techniques to Measure Value

rganizational CommitmentPrecondition:s

PrinciplesBest Practices

Governance FrameworkData Stewardship Roles and Processes

: evelop Governance Capability How do we manage this?

Pain-Point IdentificationPrioritization of Pain Points

Initiative-Level PrioritizationResource Allocation

&apability to Select Execute on the Best Opportunities

.Commitment

.ExecutionImplementation Standards and FrameworksTools

Integration with SDLC (Solution DevelopmentLifecycle) and Project Management Standards

.Governance

.Selection



hallenges at Each StageStage (Precondition) Challenges Solutions and Learnings

1. OrganizationalCommitment

Without broad buy-in, implementation will bemessyThe linkbetween MDM and business resultsis not obvious to everyone. Some people

NEED specifics to believe in it

Use specific examples to help peopleunderstand the problems MDM solvesSolve a problem right away, even if thishappens before a full-fledged programexists

2. Develop GovernanceCapability: How do WeManage This?

There is a lot to learnGovernance requires ongoing commitmentGovernance alone doesnt unlock results

Align governance with OTHER keyareas where standards already existLink with Knowledge ManagementMaximize cross-functional breadth

3. Capability to Select& Execute on the BestOpportunity

Users often report pain points withoutbroader contextThe business case for solving individual pain

points can be ambiguous

Look for projects with the biggestbusiness benefit AND most likely tobenefit from MDMBundle pain points into the projectsthat would solve them

4. Apply MDM

Principles & Best Practicesto High-Impact Use-Cases

Some organizations try to jump right to this

point! (the myth of turnkey application)Even WITH preparation, this is a toughtransition to make

A good toolkit is essentialFacing specifics improves theframeworks and standards alsoGetting results maintains momentum



:ur Decisiono Focus our Limited MDM Resources on Building a Better DataarehouseThe Data Warehouse will provide consolidated data which enables better strategic

decisions

Category urrent State -uture State Benefits with DataWarehouseigh StakesDecisions Decisions often made withmperfect data etter data ( ,more accurate relevant and)holistic will nable better decisionsfficiency ofAnalysis Analysis is ime consuming nvolvement from IT

necessary to source data

ncreased speed of analysis More requent updates available ewer resources needed per analysis Analysts will not be accessing operational

,data educing operational burdenntegration ofSources nconsistent datalimitsability to use multiple data

sources

Combined data will provide olistic viewf customer and businessSecurity -d hoc use of data exports is

not optimal Analysts access operational

,data causing some isk tosystems

Data Warehouse data will ask sensitiveustomer data Standard source will -imit ad hoc usage Analysts will not be accessing operationaldata

ata Clarity Data sources are otdocumented nconsistent fields across

data sources

:Greater clarity about data thanks to ell documented sources Data management standards Data dictionaries

enefits of the Data Warehouse



Table of Contents




Journey of MDM

Transformation

Introduction1


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: -esson Learned Value of Buy in -Buy in from the Executive team was essential to moving forward


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:esson Learned An Iterative Approach Maintainsomentum

Time and Money Invested

Capabilities

$

More Capabilities

$

Building Capabilities

Applying Capabilities

Target high ROIapplication

Get valueMeasure value Communicate and promote

Target nextopportunity

Get valueMeasure value

,By taking an iterative approach that mixes building and applying capabilities - we ve found it easier to maintain momentum and buy in

Measurea

bl

e

Ben

efi

ts

Un

loc

ke

d


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:esson Learned Importance of Capability BuildingWe had to put in place the basic infrastructure and skills before we could moveforward

e v el op B a si c K no w le dg e

a t a S t ew a rd s

, ,ov e r na n ce P o li cy S ta n da r ds a n d Pr o ce du r es

e v el op Ba si c S k i l ls

D M T e am


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Table of Contents




Journey of MDM

Transformation

Introduction1


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: .Better Pattern Then vs NowOld Pattern Via a

LongJourney

New Pattern

DM Function ROIainPoints

usiness Goals

usiness Results

Learnings

. /equest for Change to Systems Data

. orkaround Solution

. ncreased Complexity

he Downward Spiral


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: - !esults Enterprise Level Progress , , ,Our strategy is working analytics has become a strength IT is more nimble and

! profits are up

Strategy:rea of Progress

Analytics

egacy Modernization

rofit Growth

, ,Growth strategy has gained traction with new capabilities driving growth in card sales volume fee reConfidence in organizational capacity for continued growth is up

,with construction of customer profitability analytics the team has unlocked tens of millions of dol( !)s team has grown from one person to six and from a team to an official function

We have begun phased legacy modernization that will enable more strategic growth Our MDM capabilities will be essential to this modernization initiative

,Despite the economic crisis we achieved record sales and profits this year , While regulatory uncertainty has increased this year our analytic capabilities are helping us to


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!ontinue the Journey with Us

- Architects of Fact Based Decisions

rt Garanich aime Fitzgerald

[email protected] com- -17 846 3759

.aranichart@cfna com- -16 362 3418

, Our journey continues we hope to stay in touch with you our fellow, !travelers to learn from each other and improve results

Documents

Data Management Presentation at Enterprise Data World Conference 2010