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Methodology for sustainable MDM and CDI success
Kalyan ViswanathanPractice Director, MDM Practice - Tata Consultancy Services
Global Consulting Practice (GCP)Master Data Management
Agenda
• Some Definitions - SOA and MDM
• Transitioning from Legacy to SOA
• Some Definitions - Data Governance
• Methodology for sustainable success with MDM and CDI
• The TCS MDM / CDI Framework
Global Consulting Practice (GCP)Master Data Management
Some Definitions
• What is a Services oriented Architecture ?
• What is Master Data ?
• What is Master Data Management ?
• What is Data Governance ?
• What is Data Stewardship ?
• What is the relationship between Master Data Management and Data Governance ?
Global Consulting Practice (GCP)Master Data Management
What is a Service Oriented Architecture (SOA) ?
A Service Oriented Architecture involves :
1. The Building blocks of - Services and Business Processes• Monolithic Applications decompose into Services and Business
Processes
2. A Robust Interoperability Architecture
3. Maximization of Re-use of services that are loosely coupled
4. Elegant Enablement of Composite Business Process across heterogeneous application and Service domains
5. Standard agreements and protocols
6. The exploitation of the Convergence of XML, Web Services, and EAI – resulting in the potential for unprecedented levels of integration (Meta Group)
Global Consulting Practice (GCP)Master Data Management
What are the “promised” benefits of SOA ?
1. Agility of IT to respond to Business change
2. Re-use of legacy code without a total rip and replace
3. Flexibility of IT systems – easy adoption of new sales channels and B2B interfaces
4. Enhanced Productivity of the IT organization
5. Information integration and standardization (eg. Single customer view)
6. Potential to build new kinds of applications and business processes – faster and cheaper
Global Consulting Practice (GCP)Master Data Management
What are the “Challenges” of implementing SOA ?
1. Introduces new ways of thinking about IT systems – almost a cultural paradigm shift
2. Unclear as to what the first steps and the sequence of activities towards an SOA architecture are
3. Re-use has to be engineered carefully – It does not occur by accident
4. Difficult to create business cases for stand alone SOA projects –Ownership and Funding
5. SOA standards still developing
6. Service Levels, Performance and Scalability
Global Consulting Practice (GCP)Master Data Management
What is Master Data ?
Master Data – includes the core business entities which constitutes the enterprise’s data assets such as Customers, Products, Accounts, Suppliers, Parts, Employees, Locations, Factories, Reference Data, Hierarchies, and so on that meet the following three criteria:
Definitions – Criteria for Master Data
1. Master Data is relatively “slowly changing” data – that is updated infrequently (each subject area may differ in frequency)
2. Master Data is “referenced” by many different transactional scenarios (reference data is a subset / category of master data)
3. Master Data generally tends to be widely “replicated” in many applications and used by many business processes (some master data may be totally private, and is still master data)
Global Consulting Practice (GCP)Master Data Management
Data
Master Data
Transactional Data
Analytical Data
Describes relatively static dimensions of a CustomerIncludes Customer Identity, Profile, Demographics, Relationships with other customers (both individual and corporate), Credit History, Account Relationships, Privacy, Channel Preferences etc.
Describes a Customer’s Operational State with respect to his/her relationships Eg. Balances, Principal, Premiums, Interest accrued, Claims, Invoices, withdrawal, payment, Deposit, Transfers, Sales status, Service tickets Represents business activity at a point in time
Describes a Customer’s performance with a historical or futuristic viewEg. Trends, Forecasts, Sales history, Buying patternsAlso includes derived information such as profitability, segmentation, propensity to buy, Lifetime Value, Risk exposure
What is Master Data as distinct from other data ?Eg. Customer Master Data
Global Consulting Practice (GCP)Master Data Management
What is Master Data – Contd. ?
Characteristics –
• Master Data Semantics i.e. Entity and Attribute definitions have to be reconciled, between different departments and business functions
• Master Data ownership is often distributed and sometimes the same attribute has multiple owners, while others have no owners
• Master Data has a definitive scope / list for any organization
• Master Data occurs as dimensions in analytical environments
• From 15% to 40% of any Legacy Application deals with Master Data
Global Consulting Practice (GCP)Master Data Management
What is Master Data Management (MDM) ?
Master Data Management is the combination of
1. Governance2. Processes and 3. Technologies
needed to
define, create, store, maintain, secure, and make available
a Consolidated, Consistent, Contextual, Complete and Accurate view of master data
across multiple Business Processes, external business partners, and application systems.
Global Consulting Practice (GCP)Master Data Management
Data Access Services provide : • Virtualization of Data - Enterprise-wide data abstraction layer• Integrated views of data from multiple sources
– Relational databases, Applications, Files, Data Warehouses, Data Marts, ODS & MDM environments
• Ubiquitous Access - Re-useable Data Services for data consistency• Data Access Services are consumed by other Services and Applications• Data Access Services are closely related to Enterprise Data Management, which organizes and
manages data over its life cycle
Data Access Services Layer
Operational and Analytical Applications : Transactional Systems Portals, Reporting Apps, Workflow, Imaging et al.
Legacy Data Sources : DB & file Data Marts & ADSMaster Data Hubs ODS & Warehouses
Business Services Layer
DATAFARM
Met
aD
ata
Data Access Services and Business Services
Global Consulting Practice (GCP)Master Data Management
Products Customers Dealers Contracts Channels Transactions
Master DataSystem
TransactionalSystems
Operational Data Stores
(ODS)
Data Warehouse
(DWH)
Data Marts (DM)
Data Class Master Master Transaction
Master Transaction
Master Transaction
Analytic
Master Transaction
Analytic
History Yes NoNone
Limited Yes Yes
Integration Yes No YesLimited
Yes Yes
Data Currency Real Time Real Time
Close to Real time (+1
Day)
Sometimes Daily
Weekly Monthly
Sometimes Daily Weekly Monthly
Data Scope Fully Integrated Application
Neutral
Local Application
Specific
Integrated (Limited to a few
applications)
Fully Integrated Application
Neutral
Analytical, Derived and Summarized, Application specific
Data Creation
Yes Yes No Limited to Derived Data
Limited to Derived Data
The Information Value Chain – Looking at the Data Farm
Master Data moves left to right through the Information Value chain over its life cycle
Global Consulting Practice (GCP)Master Data Management
Attributes Business Services Data Access Services
Core concern Business Logic composition Data Access virtualization
Encapsulates Re-usable Business Logic, Business Rules Data Definitions & Sources, Data Integrity constraints
Characteristics Large Grained, Functionally oriented Fine Grained, Data Oriented
Invocation Patterns
From the Web, through EAI layer, direct API, from Applications
Other DAS and Business Services, from Applications, from the Web, through EAI Layer
Design Method Top down, Process Driven Bottom up, Data Driven
Modeling Method Business Process Models Canonical Data Models
User Interfaces Will frequently invoke Business Services for executing Business Logic
May occasionally directly invoke a Data Access Service for direct data access
Relationship Business Services will invoke Data Access Services
Data Access Services will rarely invoke business services – but may invoke other Data Access Services
Degree of Re-use Re-used within similar Business Processes eg. Open Account
Re-used across widely varying Business Processes – Maximal Re-use
Data Access Services versus Business Services
Global Consulting Practice (GCP)Master Data Management
Architecting the Service Mosaic
Large grained Business Service
Fine grained Data Service
Increasing Degree of Reuse
How should a service be defined in order to maximize its Re-use potential and its compos-ability characteristics ?
Increasing Value of Reuse
Global Consulting Practice (GCP)Master Data Management
Agenda
• Some Definitions - SOA and MDM
• Transitioning from Legacy to SOA
• Some Definitions - Data Governance
• Methodology for sustainable success with MDM and CDI
• The TCS MDM / CDI Framework
Global Consulting Practice (GCP)Master Data Management
The Key Challenge on the SOA Journey
Legacy SoA
Monolithic, Large sized Legacy Applications somehow have to “unbundle”or “dis-aggregate” into an orderly set of Business and Data Services, in the new Architecture. How do we accomplish this – while also ensuring Business Continuity and Service levels ?
Global Consulting Practice (GCP)Master Data Management
Service Identification – Ensuring Re-usability and Compos-ability
1. How should a service be identified and defined in order to maximize its Re-use potential and its compos-ability characteristics ?
2. How do “combine” fragments of shared business logic currently scattered in many Legacy Applications to form a useful Service ?
3. How do we ensure that Business Rules that are scattered in different Applications are consolidated, rationalized and encapsulated into Re-usable services ?
4. Should we start with an Enterprise wide Services Architecture first ?
5. How do we consolidate Data that is widely replicated in many Applications, so as to encapsulate them into Re-usable Data Services ?
6. How do we ensure that Services are “tested” for future use, in service composition scenarios not yet identified ?
Global Consulting Practice (GCP)Master Data Management
Master Data Services – A natural place to start
Legacy SoA
The Re-organization of Master Data in an enterprise that consolidates widely replicated instances of Master Data, reconciles and creates a single version of the Master Data Record, along with a sufficient set of Master Data Access Services, is an important milestone in the SOA Road Map. It represents a critical “unbundling” step of the Legacy Applications
Customer Product
Location Account
Global Consulting Practice (GCP)Master Data Management
Legacy Transition – A Method
Legacy Applications undergo the following sequence of transitions in the wake of their Master Data being Re-architected :
1. The Master Data from Legacy Applications are extracted and consolidated into a separate Master Data environment.
2. Interfaces are constructed to keep the Legacy Master Data in synch. with the new Master Data environment
3. New Master Data Access Services are created that deliver Master Data to “Requesting” Applications
4. Gradually, Master Data Access in the Legacy Applications are transitioned to the new Master Data Environment
5. Eventually Master Data Creation and Maintenance is also transitioned into the new Master Data Environment
6. Finally, the physical instance of Master Data within the Legacy Applications are altogether removed, representing a near surgical “Cut”of the Legacy environment (15 to 40%)
Global Consulting Practice (GCP)Master Data Management
Agenda
• Some Definitions - SOA and MDM
• Transitioning from Legacy to SOA
• Some Definitions - Data Governance
• Methodology for sustainable success with MDM and CDI
• The TCS MDM / CDI Framework
Global Consulting Practice (GCP)Master Data Management
What is Data Governance ?
Data Governance creates a culture where creating and maintaining high quality data is a core discipline of the organization.
Data Governance is the formalized discipline of ensuring accountability for the management of an Enterprise’s Core Information Assets.
Data Governance includes
1. A defined Process
2. An Organization Structure
3. Well defined Roles and Responsibilities
4. Clear Rules of Engagement and Escalation
Global Consulting Practice (GCP)Master Data Management
What is the Relationship between Master Data Management and Data Governance ?
The scope of Data Governance goes well beyond Master Data. It includes
Structured Data
1. Master Data2. Transactional Data3. Analytical Data4. Meta Data
Unstructured Data
1. Documents2. Content3. Knowledge
Global Consulting Practice (GCP)Master Data Management
Products Customers Dealers Contracts Channels Transactions
Master Data
System
Transactional
Systems
Operational Data Stores
(ODS)
Data Warehouse (DWH)
Data Marts (DM)
Data Class
Master Master Transaction
Master Transaction
Master Transaction
Analytic
Master Transaction
Analytic
History Yes No None Limited
YesYes
Integration Yes No YesLimited Yes Yes
Data Currency
Real Time Real TimeClose to Real time (+1
Day)
Sometimes Daily
Weekly Monthly
Sometimes Daily
Weekly Monthly
Data Scope
Fully Integrated Application
Neutral
Local Application
Specific
Integrated (Limited to a
few applications)
Fully Integrated Application
Neutral
Analytical, Derived and Summarized, Application
specific
Data Creation
Yes Yes No Limited to Derived
Data
Limited to Derived Data
Data Warehouse and BI versus MDM oriented Data Governance
Data Warehouse and Business Intelligence focused Data Governance Initiatives lack a Data Life-cycle view, and get exclusively focused on preparing Data for Data warehouses, Data Marts and Reporting environments.
Master Data Management focused Data Governance Initiatives, are concerned with the entire life cycle of the Master Data, starting from how they originate and are used in the various Operational Systems as well as the analytical environments, however they tend to ignore the transactional data.
Data Warehouse and Business Intelligence focused Data Governance Initiatives
Master Data Management focused Data Governance Initiatives
Global Consulting Practice (GCP)Master Data Management
Agenda
• Some Definitions - SOA and MDM
• Transitioning from Legacy to SOA
• Some Definitions - Data Governance
• Methodology for sustainable success with MDM and CDI
• The TCS MDM / CDI Framework
The Case for a Strategic MDM Vision
Global Consulting Practice (GCP)Master Data Management
Master Data Management represents an Architectural paradigm shift
Rationale
• Master Data is highly shared across many business processes and applications• At the heart of MDM is a radical idea that the governance of Master Data must
be de-coupled from Transactional, Operational and Analytical systems• The way Master data is delivered to various applications, must be through well
defined and highly re-used Master Data Access Services
Implication
• The introduction of an MDM Solution is disruptive to the existing Architecture• The way existing applications own, manage and share Master data will
fundamentally change in the wake of MDM initiatives• The Architectural style of Off the shelf Applications (i.e. Products) must also
adapt to his emerging paradigm shift
Global Consulting Practice (GCP)Master Data Management
De-coupling Master Data from Transactional Systems is the end state
Rationale
• The concept of Master Data Management goes beyond merely consolidating master data and providing appropriate data governance
• It even goes beyond synchronizing master data across many different applications, from a central Master Data Hub
• In a Services oriented Architecture, it is possible to deliver Master Data to various consuming applications, through Data Access services
Implication
• Application design must undergo a radical transformation. • Instead of making the Master Data as part of the Application design, it must
allow for the possibility that Master data may be accessed through services• Off the shelf products must also begin to allow for externally provided Master
Data Services (as an alternative to their internal Master Data tables)• Managing referential integrity will be more complex in this environment
Global Consulting Practice (GCP)Master Data Management
Master Data Management is a key milestone in SOA adoption
Rationale
• At the heart of Service Oriented Architecture is the concept of separation of data from process.
• As SOA adoption scales beyond the initial Pilot exercises, it will encounter a critical cross road i.e. the fact that Master Data is scattered in many different applications
• Top down process oriented approaches to SOA adoption do not adequately address the problem of highly replicated, and scattered data
Implication
• Bottom up Data oriented approaches to SOA adoption will be recognized as key milestones in the SOA Road map
• MDM initiatives and SOA initiatives must be closely coordinated and converged
• Master Data services will be building blocks for creating more coarse grained Business oriented services
Global Consulting Practice (GCP)Master Data Management
Master Data Management initiatives are enterprise programs
Rationale
• Master Data Management initiatives are not “yet another project”. They deliver critical Enterprise infrastructure
• They impact many different applications and business processes including most concurrent projects within the organization
• It these implications are not adequately accounted for, the real potential value of Master data initiatives will not be realized
Implication
• An enterprise level vision and road map must be established for Master Data Management initiatives
• The governance of Master Data Initiatives must be co-ordinated at the enterprise level
• The Executive level governance structures must provide the right steering signals to align concurrent initiatives with the MDM initiatives
Global Consulting Practice (GCP)Master Data Management
Master Data Management must address all Master Data subject areas
Rationale
• Some subject areas are more obvious and critical to the business than others. They may not get recognized in the initial stages of an MDM program.
• An enterprise level vision and road map for Master Data Management must encompass all Master Data subject areas
• These subject areas are typically the key Master Data concepts within an enterprise such as “Customer”, “Product”, “Location”, “Contract”, “Geography”, “Employee”, ‘Asset” and so on.
Implication
• An enterprise level MDM program, will have many tracks, with each track pertaining to a subject area
• There may be different business sponsors for these tracks • The MDM Solution pattern for each subject area, may also vary by subject
area
Global Consulting Practice (GCP)Master Data Management
Customer Data Integration (CDI) is an important track within MDM
Rationale
• The emerging CDI space is a critical subject area within the Master Data Management space
• CDI has gained momentum, simply due to the fact that the Customer Data is critical to most businesses
• Customer Master Data is also scattered widely amongst many operational and analytical systems
Implication
• Enterprise wide MDM initiatives can benefit from the early success of CDI initiatives
• When CDI initiatives do not have an Enterprise wide MDM context, the potential value of MDM may not be realized
• When CDI initiatives are created as stand alone initiatives, they will not yield re-usable patterns across other subject areas
Global Consulting Practice (GCP)Master Data Management
Enterprise Master Data Models are critical for Data consolidation
Rationale
• Data Modeling allows an enterprise to establish unique definitions and address issues of semantic dissonance, across its various organizational components
• Data concepts such as “Customer” and “Party” acquire different definitions over time, especially in different contexts.
• MDM initiatives are occasions to address the fundamental definitions that a business is based upon a well defined business concept and context
Implication
• The notion that we are buying a “Product” so why focus on Data modeling which is common in the contexts of ERP applications, must be counteracted
• While an “MDM” product vendor can provide a “Starter” Data model, these must be carefully assessed and customized
• MDM by its very nature is “Application neutral”. So Application specific data models, must be avoided in MDM initiatives
Global Consulting Practice (GCP)Master Data Management
Data ownership and governance are critical for Data Synchronization
Rationale
• Data ownership implies that there is a single business owner, for each business attribute, in each Master Data subject area
• Historically data ownership has been confined to “Application” boundaries. The resolution of data semantics across applications has been relegated to the domain of “Integration”
• Enterprise wide Data ownership and Governance is not well understood or developed, today. But it is a critical milestone in MDM
Implication
• It is obvious that the SVP of Sales and Marketing is a good candidate to own and govern ‘Customer’ Master Data.
• However, he has to own and govern ‘Customer’ Master Data on behalf of the entire enterprise, not just Sales and Marketing. This is a different paradigm.
• New Enterprise wide roles and responsibilities are required in the wake of Master Data Management initiatives
The Case for tactical MDM Delivery
Global Consulting Practice (GCP)Master Data Management
MDM initiatives impact many business areas
Rationale
• Master Data Management results in improved data quality, semantic consistency and can impact many business areas.
• For example, a typical CDI initiative can impact a variety of areas related to the Customer subject area – such as Sales, Marketing, Servicing, Business Intelligence, Risk Management, Privacy, Compliance and so on
• The real business value of MDM initiatives is the aggregate of the business benefits in each impacted area
Implication
• Building a comprehensive business case for MDM requires understanding its potential business value across these varied business areas
• No one Business Executive is going to have MDM on the top of his or her agenda
• Selling the concept of MDM to the business requires constant evangelization, and advocacy across a broad range of business executives
Global Consulting Practice (GCP)Master Data Management
MDM Initiatives must deliver business value for sustainability
Rationale
• The creation of a Centralized Master data hub cannot be an end in itself. It has to be leveraged appropriately to deliver measurable business value
• The business value of an MDM initiative must be forecasted before the initiative begins, and assessed after it ends
• When business value is clearly demonstrated, subsequent iterations of the MDM Road map can be funded more easily
Implication
• The business value must be articulated clearly through a well developed business case
• The business case must be built on the basis of critical business measures that will be impacted by the MDM initiative
• Business executives must be educated on the fact that MDM initiatives deliver critical infrastructure, which must be accompanied by business strategies and solutions
Global Consulting Practice (GCP)Master Data Management
The business benefits of MDM are intuitive yet difficult to quantify
Rationale
• MDM initiatives only deliver the ‘foundational infrastructure’ for potential business value.
• For example, the fact that we now have a single customer view in the customer data hub, does not guarantee that the Cross Sell ratio will go up.
• The single view of the customer has to be leveraged through ‘effective’ cross sell business strategies
Implication
• As an enabling infrastructure, it is difficult to directly attribute business value to an MDM initiative.
• Selling the concept and acquiring funding for an enterprise wide MDM initiative is going to be challenging
• It will always be easier to sell an enterprise on the concept of a tactical MDM initiative, (as part of a larger business project) with limited scope and budget.
Global Consulting Practice (GCP)Master Data Management
MDM Solution delivery must be aligned with tactical business projects
Rationale
• Often there are in-flight, funded projects that are currently being addressed through custom development, or off the shelf products
• These efforts may not have considered an MDM based approach at all• If an MDM Architectural vision is not aligned tactically with ongoing funded
initiatives, it may never get off the ground• By aligning an MDM Road map with tactical Business initiatives, the enterprise
can begin the MDM journey
Implication
• Some central agency must own the MDM architectural vision and arbitrate it across numerous in flight and upcoming initiatives
• Tactical business projects must be assessed for convergence with the MDM architectural vision
• There must be a well articulated MDM Architectural vision, that has been established at the enterprise level
Global Consulting Practice (GCP)Master Data Management
MDM Initiatives must have many iterations within each subject area
Rationale
• MDM initiatives impact multiple business areas. The delivery of business value to a specific business area or function could be constituted as a specific MDM iteration
• For example, delivery of Customer Master data to the Sales function, and the attendant benefits could be a single iteration in the MDM Road Map
• The delivery of business value to a specific business area is easier to manage in a shorter time frame. Shorter time to value builds confidence in the initiative
Implication
• The MDM vision for an enterprise must encompass the notion of an “MDM adoption iteration”
• The business case and the solution footprint of each iteration must be carefully constructed in order to build growing consensus for the initiative
• There are no tactical MDM projects – only MDM adoption iterations that build upon a Strategic Architectural vision
The Case for creative balance between Strategic Vision and Tactical Alignment
Global Consulting Practice (GCP)Master Data Management
Lack of Strategic Focus will yield disconnected MDM infrastructures
Rationale
• Without a strategic MDM Vision, it is possible for most large enterprises to end up with multiple MDM infrastructures, which are not appropriately integrated
• The design of MDM solutions will not be established to evolve through multiple MDM delivery iterations
• Tactical MDM design patterns that do not scale up to a coherent MDM architecture are predictable
Implication
• A strategic MDM Vision that has the buy in with the key enterprise stakeholders, on both the Business and IT organizations is critical to success along the MDM journey
• A mechanism to co-ordinate the project portfolio with the MDM initiatives is also critical to MDM success
Global Consulting Practice (GCP)Master Data Management
Lack of tactical alignment will result in challenges in getting started
Rationale
• Without tactical alignment, the MDM journey will remain a vision without a sponsor
• A big bang approach without tactical short term value delivery will be difficult to get funded
Implication
• The MDM Vision must be reconciled with the current funded project work • A beach head project must be identified that can become the ‘pilot’ to get the
MDM program started• The business value of tactical MDM iterations must be clearly demonstrated
Global Consulting Practice (GCP)Master Data Management
MDM initiatives must balance strategic focus with tactical alignment
Rationale
• Without an appropriate balance between strategic vision and tactical alignment, MDM initiatives can suffer for want of adequate sponsorship and visibility
• Every MDM initiative during its life cycle will lean either towards the strategic vision or the tactical alignment
• Maintaining this balance is a key challenge with steering MDM initiatives
Implication
• Enterprises must have the appropriate ownership and governance structures to achieve this balance with MDM initiatives
• Executive steering signals must drive organizational behavior • Senior executives must be sensitized to the nature of this balance
Global Consulting Practice (GCP)Master Data Management
Enterprise Architecture must provide the Strategic guidance for MDM
Rationale
• Enterprise Architecture has the broadest view of the IT portfolio in the organization
• Without such a broad view of the IT portfolio, MDM initiatives can become narrowly focused
• Enterprise Architecture must provide the leadership and guidance, to establish an MDM road map
Implication
• There must be a strong Enterprise Architecture team • EA must educate and evangelize the concept of MDM and the nature of the
MDM journey with the senior IT and Business executives• Enterprise Architecture must guide individual projects, product selection
exercises, and technology choices to align them with the MDM vision
Global Consulting Practice (GCP)Master Data Management
Enterprise Program Management must align Projects with MDM
Rationale
• Without a program management function governing and overseeing the current in flight projects, there is a risk of individual projects making decisions that are not in alignment with the over all MDM vision
• Individual project design and architecture decisions made without the overall MDM vision in mind can be counter productive and cause inefficiencies
• It is not uncommon to have multiple MDM like initiatives sprout up, each with a narrow focus and little convergence
Implication
• The enterprise program management function, must work closely with Enterprise Architecture to provide Architectural convergence across the portfolio of projects currently in flight
• Clear mechanisms for Architectural reviews, compliance assurance and exception management must be established
Global Consulting Practice (GCP)Master Data Management
Agenda
• Some Definitions - SOA and MDM
• Transitioning from Legacy to SOA
• Some Definitions - Data Governance
• Methodology for sustainable success with MDM and CDI
• The TCS MDM / CDI Framework
TCS Approach to MDM
Global Consulting Practice (GCP)Master Data Management
Master Data Management is a journey, not a project. MDM Solutions redefine an Enterprise’s approach to data management, across both their operational and analytical environments
Envision
Building anMDM consensus
EnvisionTo-Be BusinessConcept model
EnvisionBusiness Value
Assessment
StrategizeMaster/Meta
Data Architecture
Strategize
Data Quality
StrategizeTechnology
Selection
StrategizeData Governance
Framework
Build & Deployment
ArchitectSolution Architecture
&Design
ArchitectDetailed Analysis
& Planning
Envision
Program Road Map
Support & Evolution
Enabling the complete MDM Adoption cycle
Deliver Deliver
Enabling the MDM / CDI Adoption Cycle
Account Data
Management
Customer Data
Integration
Geo Spatial Data Management
Product Information Managemen
t
Reference Data
Management
Location Data
Management
Manage Your Master
Data
Strategize M
DM
Del
iver
M
DM
Envision MDM
ArchitectMDM
Thank You & Q & A
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