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DataGovernance:TheKeytoDataManagementLiaisonProfessionalServices
LIAISONTECHNOLOGIES3157RoyalDrive,Suite200Alpharetta,Georgia30022Tel+1.866.336.7378or+1.770.442.4900www.liaison.com
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TableofContentsHOWTOFACILITATEORGANIZATIONALCHANGE...................................................................3
BusinessCaseDevelopment.............................................................................................................4
BuildingaTeam.....................................................................................................................................4
THEDATAGOVERNANCECHARTER................................................................................................4
ProvidingtheDefinitionsforDataManagement.....................................................................4
RASCIDevelopment.............................................................................................................................6
MaturityModel.......................................................................................................................................7
StagestoDefine.................................................................................................................................7
MaturityLevel...................................................................................................................................7
PriorityFactoring..................................................................................................................................8
MaintainingDataGovernance.........................................................................................................9
PROCESSIMPROVEMENTS...................................................................................................................9
ReasonstoChange-Marketing.......................................................................................................9
ReasonstoChange-Business.......................................................................................................10
CurrentStateCapture......................................................................................................................11
Exampleofacurrentstatediagram......................................................................................12
DevelopingBusinessRequirements.....................................................................................12
FutureStateOptimization..............................................................................................................14
ExampleofaFutureStatediagram.......................................................................................16
UseCaseDevelopment................................................................................................................16
GapAnalysis,JustificationsandPowerofthePeople........................................................17
WherearetheGaps......................................................................................................................18
BuildingaheuristicpricemodelandROI...........................................................................18
PeopleManagement.....................................................................................................................18
CONCLUSION............................................................................................................................................21
CREDITS......................................................................................................................................................22
AboutTomMarine.............................................................................................................................22
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DataGovernance:TheKeytoStrategicDataManagementIntoday’scompetitiveandfast-movingbusinessworld,mostorganizationsneedtoquicklyadapttonewmarketsandopportunities,andtogetthemostoutoftheirvaluableassetslikedata.Datagovernance(DG)isanimportantapproachtooptimizingbusinessprocessesandthedatathatflowsthroughthem,eliminatingredundanciesandcreatingaccountability.
Datagovernanceconsistsof:
• redefiningorganizationalprinciples,• changingdecision-making,• increasingcollaborationacrosstheorganization,and• culturalmaturity(veryimportantandtypicallyoverlooked).
Whilemuchofdatagovernanceinvolvespeople,practicesandprocesses,softwareplaysanimportantpartinexecutingaworthwhiledatagovernanceinitiativetoo.
PartneringbusinesspeoplewithITteamstochooseandimplementasoftwaresolutionbetterensuresthattheoveralldatagovernanceprogramnotonlymeetsarangeofbusinessrequirements,butcanscaletohandlefutureneeds,providescohesivedataacrossallchannels,andsupportsaconsistentworkingenvironment.
Butit’sstillimportanttorememberthatwhilesoftwareprovidestherighttools,it’snotgoingtodotheworktocreateaneffectivedatagovernanceprogram.
FacilitatingOrganizationalChange
Startingtheprocessfororganizationalchangemayrequirethirdpartyfacilitation.Thisensuresanobjectiveobserverwithnohiddenagenda.Maybeit’sjusthavingsomeonewhocanaskquestionswithoutfearofretribution.Ormaybeit’sthatyourpeoplearejusttooclosetotheirprocesses,andwithoutpropercoaching,theywon’tbeabletohandlechange.
Butit’salsoabout“firstthingsfirst”–preparingforaprojectthatmayrequirechange.Anddatagovernance,inmanyways,isallaboutchange.Itchangesdecision-makingresponsibilities;changesaccountabilityamongthoseinvolvedintheprocesses,workflowsandprocesses;andinevitably,changesthewayyourbusinessworks.Aconsultantcanhelpyoubuildthebusinesscasetohighlightthebenefitsofimplementingdatagovernance.Ifyouendupdoingthisonyourownwithoutathirdpartywhohasexperienceinthefield,youmayendupmissingsomeimportantnuggets.
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BusinessCaseDevelopment
Thebusinesscasefordatagovernanceprobablysitssidebysidewithanotherdatainitiative,likearequirementforbetterproductdatamanagement.Ifso,thedevelopmentofabusinesscasewill,ofcourse,reflecttheneedsofthatinitiative.
It’simportanttobringITandthebusinesstogetheratthispoint,todevelopacollaborativebaseandtobuildalliancesaroundwhatthebusinessneeds,notjusttodecideonatechnologysolution.Inthebusinesscase,currentchallengesshouldbeidentified,alongwithanypertinentquantitativemeasurementstosupportthecase.
Industrytrendslendadditionalcredibilitytothereport.Thebenefitsshouldreflectamatchbetweenthetrendsandthechallenges.Aheuristicpricingmodelwillhelpwiththethoroughness,withsomespecificbenefitswrappingupthereport.
BuildingaTeam
Therightmixofpeopleisacriticalcomponentofthedatagovernanceagenda.Therearetypicallymanykindsofpersonalitiesandjobfunctionsthatneedtobeconsidered.
Forinstance,youcan’tjustbringinallthe“yesmen”andthepeoplethathaveapositiveoutlookorwanttoseechange.You’llalsoneedthosewhoarecontrary,don’twanttochange,andmayactuallybeabitnegative.
Whatyoumightfindisthattheonesyouleastexpectcanturnonadimeandbecomeyourmostenthusiasticevangelists.Whyisthis?Becausetheyfeelthey’rebeingaskedfortheirinputandtheywanttocontribute.
Additionally,aDGleaderwillneedtobeappointedorelected.Theresponsibilityoftheleaderwillbetomaintaintheteam’sintegrity,throughminutes,schedulesandcreatingongoingenthusiasmforthelaunchandmaintenanceofdatagovernance.
TheDataGovernanceCharter
SettingupaDGcharteristhegroundworkneededtodevelopanyfuturedatamanagementgoals,maintenanceandchange.Thecharteritselfisnothingmorethanadocumentthatoutlineswhotogotowhenchangestodatamanagementarerequired.
ProvidingtheDefinitionsforDataManagement
Thecompanywillcontinuetoevolve,andsowillthedata,peopleandprocesses.Thedefinitionofhowsuchevolutionwillworkresidesinthecharter.
Herearesomekeyareasthatneedtobeaddressedinadatagovernancecharter:
• WorkflowStatuses–Thesearethestepstobefollowedasdatamakesitswaythroughtheenterprise.Theseneedtobeflexible,dynamic,andlogical.Butwe’vefoundthatthere’snosingleworkflowthatservesacompany
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throughalloftheirdatamanagementsteps.Theobviousonesare“NewProductIntroductions”and“ProductDataMaintenance.”Buteachofthosecouldhavemultipleoptions,likeNewProductIntroductions(NPI)thatcomefromsuppliersvs.manufacturers.DefiningandmaintainingthesewillbeakeyresponsibilityoftheDGTeam.
• Responsibilities–Withtheworkflowstatusescomestheresponsibilitiesofthepeopleperformingtheworkineachofthosestatuses.DefiningthoseshouldstabilizeafterthefirstseveralmonthsofaDGinitiative,butascompaniesgrow,managementchanges,andcustomerdemandsgrow,sowilltheresources,tableoforganizationsandmarketingstrategies–allofwhichcanhaveaneffectonwhodoeswhatandwhen.
• SecurityandPrivileges–PartofaDGinitiativewillcenternotonlyonwhoisresponsible,butalsowhoisNOTresponsible.Therefore,settingupsecurityandprivilegeswillcomefromthat.Anexampleofthiswouldbedataentrypoints.It’snotjustimportanttoenterdataonce,butit’salsoimportantwhoentersthedata,whocaneditdata,andwherethedataisentered.Manydatamanagementsoftwareproviderspreachthe“enteronce,usemany”mantrawithintheirsolution–butit’salsoaboutthesinglepointofentry,whichcould(andprobablyshould)beinmultipleintegratedsystems.
• Communication–Thereneedstobeastandardtimefortheteamtomeet,anditshouldbetreatedasuntouchable.Weeklyminutesandactionitemsneedtobecompiledandtracked.Thesemeetingsmaystartoutmorefrequent,buttheyshouldnevergoawaycompletely.FindingwaystomakethemengagingwillbeanongoingchallengefortheDGleader.
• IntegrationPoints–Adiagram(Visio,Omnigraffle,whiteboard)needstobecreateddepictingalltheintegrationpointsandhowtheyaremanaged.Agraphicalrepresentationseemstonotjusthelpinunderstanding,butitalsoservesasaconversationstarter.Thesearetypicallyinvaluabledocumentsandcontinuetoevolveastheprojectprogresses.
• SyndicationPoints–Similartotheintegrationpointdiagram,havingasyndicationmapisalsoadvantageous.Thisistypicallymoredynamicandmaybeaspin-offoftheintegrationpointdiagram.
• DataQuality–ThekeytotrackingDQistoalignonwithwhichnormalizationstostart,butalsotheconsiderations,approvalandimplementationofDQchanges,modificationsormaintenancerequirements.Thiscanaffectwhatappearsinlists,hownewdataiscaptured,andnewauto-fillcontent.
• DataStewardship–Conciselywrittenguidesfordatastewardstofollowwillbeapartofthecharter.Thefirstdraftandapprovalcyclearebestdone
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asapartoftheprocessdesign.Afterthat,changesshouldbepartofthedatagovernancemaintenancecycle.
• SingleBestPointofEntry–Havinganentrypointinonelocationmaybethemantraofsome“centralsourceofthetruth”providers.Butamorelogicaldefinitionisnotonlytohaveentryofdataonce,butitalsotohaveitinthebestpointofentry.Therefore,asinglepieceofcontentmaybeinseparatesystems,butthekeyistonotre-entercontentinmultipleplaces(orsystems).Integrationofdatabetweensystemsthenbecomescritical,alongwiththeprivilegesofthoseattributes.DGprovidesthedefinitionsofthesepointsofentry,wheretheyareandwhowillperformthem–aswellasanychangesthatneedtohappenassystemsanddataevolve.
RASCIDevelopment
Identifyingwhatgroupsandpeoplefallintothefollowingcategoriescreatesclarityandaccountability.Thistypicallybecomesawidelyuseddocument:
• Responsible–Thepersonwhoisresponsiblefordeliveringtheproject/task.• Accountable–Thepersonwhohasultimateaccountabilityandauthority.
Theyaretheonestowhom“R”isaccountable.• Supported–Thepersonorteamwhoareneededtodothe“realwork.”• Consulted–Someonewhoseinputaddsvalueand/orwhosebuy-inis
essentialforimplementation.• Informed–Thepersonorgroupwhoneedstobenotifiedofresultsor
actions,butarenotneededfordecision-making.
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MaturityModel
Thedevelopmentofamaturitymodelhelpsinidentifyingthepriorityfactoringexercise,butmorefromamarketingimplementationperspective.The“stateofmaturity”inadatamanagementinitiativemayfollowthesedescriptions:
StagestoDefine
• ProductToMarket–Whatisthematurityofgettingproductstomarket?• DataManagement–Whatisthematurityofmanagingdata?• Technology–Whatisthematurityofthetechnologybeingused?• ContentEnrichment–Whatisthematurityofhowcontentisenriched?• SEM–Whatisthematurityofsearchenginemarketing?• Marketing–Whatisthematurityofthemarketinggrouparoundusingdata?• DataGovernance–WhatisthematurityofcompanyaroundDG?
MaturityLevel
• NoStrategy–redundancies,spreadsheets,outdatedERP,non-modifiedsupplierdata,nointegration,noDG
• Promise–someworkflows,initiativeunderway,landscapeunderstanding,recognitionofcontentneeds,understandingoftaxonomies,understandingofmultichannelbenefits,someworkaroundworkflows
• Development–somesystemsynchronizations,demonstrationsdelivered,roadmapdesigned,contenttargetedbutnotcentralized,SEOdataentryrolesdeveloped,channelalignmentplanned,DGCharterindevelopment
• Coordinated–triggeredworkflows,solutionimplementedbutnotoptimized,roadmapdefinedbutnotimplemented,datacentralizedbutnotimplemented,toolsinplacebutnotimplemented,coordinatedmarketingforsomechannels,DGteamandcharterinplace
• Alignment–taxonomiesalignmentwithworkflows,solutionutilizedbutnotorientedtobusinessrequirements,roadmapalignedwithsomeimplementations,datastewardscentrallyhandlingcontent,SEOtoolsfullyutilized,complexmarketingmessagesacrossallchannels,DGhandlingchangerequestissues
• Synchronized–Allworkflowssyncedtobusinessrequirements,datafullysynched,roadmapoperational,contentsynched,webcontentsynchedtobusiness,marketingmessagesalignedwillallchannels,DGfullysynchedwithbusinessrequirements
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PriorityFactoring
Partofdetermininganapproachtoimplementationissettingpriorities.Thereareeightfactorswetypicallyreviewtodothis.Atahighlevel,theexerciseincludesamatrixdevelopedaroundtheseparameters:
• Sequence–Doesitmakesensetoproceedinaparticularorder?
• Dependencies–Dotheactivitieshavedependenciesoneachotherthatcreatethatsequence?
• Resources–Dotheresourceshaveenoughtimetohandletheimplementationresponsibilities?Ifnot,whatcanbedonetolimitinvolvementinoutsidedistractions?
• Opportunities–WhatbusinessopportunitieswillbegainedORmissedduringtheimplementationprocess?
• Capacity–Istherecapacitytohandlethecurrentload(technologically,knowledgeexpertise,infrastructure,etc.)andhowcanthosebemanaged?
• Demand–Howdoesthedemandonthebusinessgetaffectedandwhatisthedemandtomakethechange?
• Efficiency–Willthegainsexpectedfromtheprojectoutweighthechallengesoftheproject?
• Productivity–Willtheexpectedproductivityimprovementoutweighthechallengesoftheproject?
STAGES&\&MATURITY NO&STRATEGY PROMISE DEVELOPMENT COORDINATED ALIGNMENT SYNCHRONIZED
Product&to&MarketRedundancies,+no+defined+workflows.
Some+workflows+and+documented+responsibilities.
Some+system+synchronization+and+roles+defined.
Triggered+workflows+and+responsibilities+on+most+systems.
Taxonomies+and+hierarchies+appropriately+aligned+with+workflows.
All+workflows,+taxonomies+and+NPI+synched+to+business+requirements.
Data&ManagementSpreadsheets+and+Word+documents+are+the+main+data+sources.
Initiative+under+way+to+determine+opportunities.
Demonstrations+have+led+to+decisions+to+improve+or+purchase+DM+solution.
Solution+implemented,+but+not+fully+utilized.
Solution+fully+utilized,+but+not+fully+oriented+to+business+requirements.
Data+fully+synchronized+to+business+requirements.
TechnologyDated+ERP+(if+any)+and+no+best+in+class+bolt+on+solutions.
Understanding+of+offerings+(On+Premise+&+Cloud)+leading+to+evaluations.
Corporate+infrastructure+roadmap+is+designed,+but+not+fully+implemented.
System+roadmap+defined,+but+not+fully+implemented.
System+roadmap+aligned+and+prioritized+with+several+systems+implemented.
System+roadmap+in+place+and+operational.
Content&EnrichmentData+used+is+from+supplier+and+used+without+modifications.
Recognition+of+need+to+have+specific+content+for+market,+channel+and+customer.
Targeted+content+is+developed,+but+not+centrally+with+one+source+of+the+truth.
Workflows+and+systems+allow+for+central+repository,+but+lack+full+alignment.
Data+Stewards+handling+content+for+all+channels+and+markets+in+central+repository.
Content+across+channels+fully+synched+to+business+requirements.
Search&Engine&MarketingNo+strategy+or+defined+content+entry
Understanding+of+the+need+to+have+correct+taxonomy+and+search+terms.
Specific+roles+developed+to+enter+SEO++data+intended+to+improve+search.
Tools+to+evaluate+and+help+decisionNmaking++are+in+place+but+not+fully+implemented.
SEO+Tools+are+fully+utilized.
All+web+content+synched+to+business+requirements.
MarketingNo+Integration Understanding+of+what+
benefits+multichannel+and+omnichannel+marketing+can+do.
Planning+on+how+to+approach+aligning+of+channels,+markets+and+customer+content.
Marketing+messages+are+coordinated+across+most+channels.
Marketing+messages+add+complexities+across+all+channels+and+markets.
Marketing+messages+are+aligned+with+sale+channels+and++business+requirements.
Data&GovernanceNo+strategy Some+meetings+
designed+to+address+workflows+and+quality+are+in+place.
Data+Governance+Charter+in+development.
DG+Team+and+charter+in+place,+but+in+early+stages+of+working+together.
DG+Team+consistently+handling+issues+and+change+requests.
DG+Team+fully+synched+with+business+requirements.
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MaintainingDataGovernance
KeepingtheDGteam'senthusiasmandmomentumgoingcanbeadifficultchallenge.Ongoingmeetingsshouldbekeptsacredandthecontinuityoftheteamshouldbekeptasconsistentaspossible.
• Meetings–Don’tbetemptedtohavetheseasoptional.Evenifnothingisontheagenda,sparkingadialogmayleadtopertinentconversationsaroundthedata.There’salwayssomethinggoing,itjustneedstogetfacilitatedintoaconversation.
• Communications–Followtheoldrule:
1) Tellthemwhatyou’regoingtotellthem(putoutanagenda)2) Tellthem(themeeting)3) Tellthemwhatyoutoldthem(aftermeetingnotes)
Don’tlimitthenotestojusttheteam–it’sgoodforotherkeyplayerstohearwhatisgoingon,sincethatmayleadtoadditionalinsights.
• CharterMaintenance–Thecharterisadynamicdocument.Itisnotan“etchedinstone”guide.Butthereneedstobeappropriateaccountabilityonitsupkeep.Itwillbelookedatforreference.Considerthecharteranagendaitemforeachmeeting.
PROCESSIMPROVEMENTS
Datagovernanceplaysakeyroleinimprovingprocesses.Whendoingthegroundworkofdefiningresponsibility,theworkflowswillhaveappropriatereference.First,let’sreviewthemainreasonsthatdatamanagementimprovementstypicallyaredesired.
ReasonstoChange-Marketing
• Speedtomarket–gettingproductsintroducedandreadyforsalefaster.
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• SingleSourceofTruth–havingoneplacetohousedataeliminatesmultiplepointsofentry,whichmeansreducingtheopportunityforerrors.
• VendorIntegration–Puttingtheonusonyourvendorsforprovidingcontentisanongoingchallengeformanymanufacturersanddistributors.Byprovidingthetoolstheyneedwithanintuitiveinterface,youcreate“endlessaisle”opportunities.Thishelpsina“onestopshopping”scenario.
• ContentisKing–Besideshavingdirectinputfromvendors,which,insomecases,canbeusedwithoutmodification,generatedcontentusingaPIMisversatileforcustomer-specific,channelspecificandotherpossibleuses.Additionally,thenatureofacentralsourceofthetruthallowsforaccessremotelywithbothinternalandpossibleoutsourcingmodels.
• OmnichannelMarketing–Bybeingabletohavespecifictargetedcontent(marketingcopy,images,associatedcontent),aPIMgivesyoutheopportunitytohavecoordinatedcampaigns–notjustmultichannel,butomnichannel.“Omnichannelmarketingisjustmultichannelmarketingdonecorrectly.”Thecoordinationofcontentistypicallytheobstaclewhendevelopingcampaigns–findingit,preparingitanddeliveringit.ThePIMprovidesthatstructureforchannel/market/customerdistribution.
• DataSyndication–Onthebackendofthedatacycleisthedeliveryofdatatoretailersandotherdistributors.Unfortunately,thosetargetshaveuniquerequirements,whetherit’sthedata,themappingornamingconventions.Therefore,havinganagilesystemtodeliverthatdatadramaticallydecreasesthecustomizationandcustomdevelopmentusuallyassociatedwiththesechallenges.
ReasonstoChange-Business
• Speedofworking–beingabletoworkfasterbyeliminatingredundancies.• Speedofresponsibility–bydefiningaccountabilityandresponsibilities,
proofingcyclesandtouchescanbereduced.• SinglePointofEntry–similartothesinglesourceishavingasinglepointof
entry.Butthekeyistointegrateandmapthosesinglepointstothesinglesource.Forinstance,anERPmaystillbethepointofentryforsomeproductdata,butitneedstoalsobeinthesinglesourceoftruth(PIM)ifrequired.Thatshouldnotbearedundancy,butanintegrationflowsothatanyentryintheERPmakesitswaytothePIMwithouthavingtobetouched.
• PricingEfficiencies–Thisisacommonissue.Thesecancomeintheformofwherepricesareentered,howmanytimesthey’reentered,howtheyarecalculated,trackingcustomizedcustomer-specificpricing,etc.
• IncreaseProductivity–Althoughsomecompaniestrytojustifyexpensesbyreducingoverhead,thebestuseofproductivityistoincreasetheoutputofthecurrentresources.Bygivingyourteamtheappropriatetools,you’reabletomeetmorecustomer/retailerrequirements,create/delivermoreproducts,andincreaserevenuethroughvolume.
• ImprovedCross-TrainingofResources–Althoughthisisnotadirectrequirement,allowingdifferentresourcestobeexposedtotheentireprocess(sometimesforthefirsttime)cancreatebothrespectandknowledgegains.
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Otherswon’tseetheircolleaguesasmysteriesandmayhavemorecomfortinhowtodealwithrequirementsthatcrossdepartmentborders.
• RetainLeadershipPositionintheMarket–Maybethebestquestionhereis,ifwedon’tdoit,willourcompetitorsdoit?Because,iftheydo,thentheymaysuddenlybecomemoreformidable.
• ImprovedCommunication–Havingeveryoneworkingtogetheronacommoncausebringspeopletogether.Theytypicallyhave“ahhah”momentswheretheyrecognizetheirdependenciesonothersanddeveloprespect,createaccountabilityandimproverelationships.
CurrentStateCapture
Youneedtoknowwhereyouare,beforeyoucansetyourcourseforwhereyouwanttogo.That’swhythecreationofacurrentstatediagramiscritical.Therearemanywaystoapproachthis–whetherit’sbuildingalargediagramonawhiteboardtostimulateconversation,orstickynotespostedonawallinthesequencetheyoccur.
Herearesomekeypointstofollowasyoubuildthecurrentstate:
• Choosetheappropriatetime–Dependingonwhereyoumightbeorwhatyouwanttoknowandinhowmuchdetail,theappropriatetimemayvary.Youmaystartoutwithonlyasmallengagement,justtoseehowtheprocessmayfitandthenworkyourwayintoalargerandmorein-depthinitiative.Thefactorsmayincludehowcloseyouaretoneedingadatamanagementsolution,andhowmatureyourcompanyis…especiallyaroundculturalchange.
• “What”isthequestion–Ifthereisonethingthatwillhelpthisprocessgosmoother,it’sthewayquestionsareformed.Whenatallpossible,shyawayfromtheaccusatoryanddefense-responseriddenquestionof“Why?”You’llonlysetbacktheproject.Phrasingyourquestionwitha“What”willelicitopen-endeddialogandanswersbasedonthereceiverfeelingthatyouwanttheirknowledge,notchallengingit.
• TypicalFlow–Trytoavoidtheexceptions.Goafterthebigfishfirst.Ifyousolvethose,thentheexceptionshaveatendencytogoaway,oratleastbecomeeasiertodealwith.
• Don’tSolveProblems–Thisneedsalertmonitoring.Remember,thisisanexerciseinwhereyouare,notwhereyou’regoing.Ifyoutrytosolveissuesduringthispartoftheengagement,thenyou’llnevergetthroughtheprocessand,sometimes,you’llbeplayingagameofchange/changeback.
• “Aha”Moments–However,therewillbesomeobviousquickwinsbasedonsome“Aha”moments.Don’tdiscountthem,butbecarefulthatanyinterimsolutionisano-brainer.Don’ttrytodomorethanoneofthematatime.
• ParkingLot–Ifatopicarisesthatcreatesalotofenergyandthedialogdoesn’tapproachclosure,thenit’stimetomovethetopicofftotheside.Createa“parkinglot”fortheseitems,withtheintentionofreturningtothem
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afterfurtherinvestigationorwhentheenergyisnotasintense.Besureyoudoreturntosuchtopicstoshowaccountability.
• BusinessRequirements–Muchliketheparkinglot,documentbusinessrequirementsforeveryonetoseeandcontinuetobuildtherequirementsasyougo.Don’tfocusonthese,justcapturethem.ThiswillmaketheRequirementsGatheringgomuchfaster,andthesubsequentRFP.
Exampleofacurrentstatediagram
DevelopingBusinessRequirements
Animportantfact-findingmissionshouldbearoundidentifyingtherequirementsbasedonthebusinesscaseandbusinessneeds.GettingthesebusinessrequirementsdoneRightUpFront(RUF)willkeepyoualignedthroughtheprocessandwillkeepyoufromveeringofftrack.Itwillalsocreateacohesiveteamunderstandingofthedirectionoftheinitiativeasaguidelinetotheendresult.
Continuetoaskthequestion–Howwillthedatabeused?You’llhaveaheadstartifyou’vebeencapturingtheanswersduringtheCurrentStateprocess.
Becarefulnottobaseyourrequirementsonasolutionprovider’ssetoffeatures.Solutionprovidershavecustomersacrossmanymarketsandindustries.Thiscanbeaconundrumforanorganization:Doyouallowsomeonewhodoesn’tunderstandyourbusinesstellyouhowtobuildyoursystem;ordoyouignoretheirinputbecauseyou“know”youareunique?
Well,both,frankly.Solutionprovidersneedtotakethetimetounderstandyourbusinessinordertodeveloptheproperconsultingapproach;andprospectsneedtorealizethataprovidermayhaveexperiencethatisinvaluable.Thekey:beopenbutfirm.
Quote / Bid
Product Manager
RFQ
Quote Summary
Financial CP Analysis
Customer Profitability
Report
Order Samples
Bill of Material
Part No. & UPC Set up
MAPICS Entry
Product Specific Spreadsheet
Product Spec Log
Pricing Approval Form
Engineering Change Notice
Customer Portal
Nancy
Images (+)
FileNet
WebFTP
Jenny
Print Catalogs
Video $
WebCMS
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Herearesomebasicrequirementsbucketstoconsiderasyouprepareforadatamanagement/datagovernanceinitiative.Manyofthesewillhavebeenaccomplishedifthedatamanagementsystemisalreadyimplemented,butmanytimes,thoseimplementationsdon’tfullyengagetheDGgroup–therefore,leadingtothepossibilityofnothavingfullydevelopedprocessesandsystemutilizationtechniques.Inmanycases,theseendupbeinggovernedbytheDGteamandincorporatedintotheDGCharter.
• Taxonomies,HierarchiesandtheDataModel–Howwillthedatabestructuredinordertomeetthebusinessneeds,notthetechnologicalfunctions?Doyouneedtohavemultiplehierarchies?Doyouhavemultiplechannelsandmarkets?Willyouhavedistributorsyndicationrequirements?
• ManagingClassifications,SKUsandAttributes–WhatwillmakeyourSKUsmorevaluableandmoreefficienttoprepareformarket?Whatareyourglobalattributes?Whattheattributesbyclassification?Whatareyourattributeconfigurations(algorithmic,charactervalidation)?Whatkindofattributeinheritancescanbeestablished?
• TechnicalandIntegrationPoints–Howwillallthedatagetknittedtogether?Whatandwhereareallthesystems?Whatarealltheoperatingsystemsandnetworkprotocols?Whatarethedifferentdatabasesbeingused?Whatarethecurrentintegrationtools/processes?Wheredoesallthedatagetused(syndication)?Aretherewaystoperformmassdataimportsandexports?Willtheinfrastructureneedadjustmentbasedonrequirements?Howisadministrationandconfigurationhandledforcurrentaccess?
• DataQualityParameters–Whatarethelimitationsofhavingdatathatmeetsyoursandyourcustomers’expectations?Isthereanormalizationprocesstomanagemultipledatainputpoints?Aretherefieldvalidationsthatwillneedtobeadheredtoorchanged?DoyouuseChoiceListstolimitdataentry?Whatkindofspecialcharactersareusedinyourdata?
• Workflows,Collaboration,PrivilegesandAlerts–Aretheredocumentedworkflowsandprocessesonhowdatatravelsduringitsusage?Arethoseprocessesoptimized?Aretherolesoftheusersclearandhavetheybeentrainedtoperformthoserolesinaparticularfashion?Hassystemaccessbeenconfiguretomimicthoseroles?Aretheresystemalertssetinordertounderstandwhenthereareproblems?Aretherestructuredstatusestomonitoranddirectthedataflow?
• AssetManagement–Wherearealloftheassets?Whatisthenamingconvention?Whereareassetsused?Whatarethedifferentfiletypesthatarerequired(PDF,JPG,TIF,EPS,etc.)?Whataretheversionsandrenditionsrequirements?Howareassetsacquired?Whatkindofnormalizationisdone?Whatkindofmetadataisassociatedtotheassets?
• MarketingSupport–Whatareyourcurrentchannels?Whatareyourcurrentmarkets?Whoareyourcurrentcustomers?Whatkindsoftoolsareusedtocoordinatesynchronizedreleasesofpertinentdatathroughyourmulti-channelstocreateanomni-channelexperience?
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• Security–Howdeepwillprivilegesandsecurityneedtobetaken?Whatarethedifferentroles?Whoarethedifferentplayers?Whereistheearliestpointofentry?Whereshouldtheone-timeentrybe?Whatlimitationsshouldbeplacedonaccesstoproductgroups,products,attributesandtaxonomies?Whataretherulesaroundduplicationofthose?
• Regulatory&Compliance–Aretherespecificregulatoryrequirementsthatneedtobewovenintoprivileges,workflowsandalerts?Iscountryoforiginandharmonizedcodemaintenancerequired?Whatarecountry,stateandlocalsellingrestrictions?
• ImplementationInterruptions–What,who,how,howmuchtimeandwhendothesolutionprovidersintendtobeabletoimplementyoursolution?Aligningthosewithyourownchallenges(busytimes,resources,otherprojects)willneedtobeaddressed.Also,dothesolutionsprovidersdotheirown,ordotheyuseathirdpartyimplementationgroup?Ifso,whatisthetrackrecordandwhatdoesthatrelationshipbetweentheimplementerandtheproviderlooklike?Whereistheresponsibilityandaccountability?Howmanyotherprojectsdotheyhavegoingon?Whatisthelevelofexperience?Thismaybeoneofthemostimportantrequirements,sincegettingitrightorwrong,canmakeorbreakanimplementation.Digdeepintotheirhistoriesandgetreferences.
• Maintenance&Support–Whatareyourexpectations?Howdotheyalignwiththeproviders?Howarebreak-fixeshandledandinwhatkindoftimeframe?Whatistheroadmapofthesolution?Whatkindofupgradeplansdotheyadvise?Whatarethecostsofupgrades?Whatisthecostoftheyearlymaintenance(typicallyapercentageofthesalesofthesoftware)?Aremaintenancefeesproratedonafiscal/calendaryear?
FutureStateOptimization
Thereisalogicalsequencetooptimizingyourdata–first,completeyourCurrentStateworkshop.UtilizingtheCurrentStateresults,defineandbuildtheoptimalprocesses,whichcreatesthebaselineneededtodevelopyouroptimalflow.
Thisisagoodtimeforinsightfulfacilitationtoaddressbothculturalanddataoptimizationchallenges.Wefindthatorganizationsstrugglewithobjectivefacilitationofthisstep,mostlybecauseeveryoneinvolvedhassomeskininthegame.Byworkingwithanoutsideparty,you’lldevelopanopenforumforfeedback,ifdonecorrectly.
Herearesomekeypointstofollowasyoubuildthecurrentstate:
• “What”isthequestion–Asmentionedbefore,oneinvaluablelessoninfacilitationisthe“what”question–trytoformallyourquestionsas“what”andsteerclearof“why,”whichcanelicitdefensiveresponsesandseemtochallengetheintellectofthepersonbeingquestioned.
• Peopledon’tlikechange–Whatareyourbiggestfears?Whatareyouwillingtoinvestintheprocess?Sinceyoucan’tgobackwards,whatcanyoucontributetothefuture?
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• AddressthePainPoints–Nowthatanoptimizedprocessisbeingdeveloped,thecapturedpainpointsfromthepreviousexercisesneedtobeaddressed.Thereasonsmaybemoreobviousnow,butifthere’sstill“energy”aroundthem,they’llneedtogetaddressed.Typically,thesegobacktotrust,exceptionsandaccountability.Becareful…andbenice.
• Comfortablewiththedata–Whatwillittaketotrustthedataprocesses?Canyouagreetotrustthedataatacertainpointifthosecriteriaaremet?Canyouhelpinidentifyingwhenit’sadataissueoraprocessissueinordertobecomecomfortable?
• Softwareisnotthesolution–WhatdoesthesoftwaredothatwillallowyoutoimproveYOURprocesses?Whatdothemanualprocessesdothatcannotbereplicatedinthesoftware?
• RefertotheRACSIChart–Thisshouldbethebasisforthenewoptimizedfuturestate.Howdoweconverttheseintostatuses,alertsandworkflowstomovedatathroughthesystem?
• EliminateRedundancies–Wherearethereduplicateentries?Whatoriginallycausedthatredundancy?Werethoseredundanciesknownbeforetheprocessworkshopwasstarted?Whatarethereasonstokeeptheredundancies?Whatarethereasonstoremovethem?
• Don’tbeafraidtoaskforhelp–Whoelse,insideoroutsidetheteam,canshedlightonanything?Don’tbeafraidtoask–it’snotasignofweakness,it’saboutgettingitrightandhearingotherperspectives.
• KeeptheParkingLot–Don’tletextendeddialogandopiniondifferencesstopmomentum.Putitasideand,insomecases,meetseparatelywiththeplayersthatareatodds.Askthemina1:1situation,whichshouldeasesomeoftheenergy.Afterthat,developtheapproachtobringthesolutiontogether.
• GOBACKTOTHEBUSINESSREQUIREMENTS–Keepthequestionsthataremostimportanttothebusinesshandy–gobacktothoseandrepeatthem.Afterawhile,theteamwillstartaskingthemforyou.Anothergoodexerciseistohavethempostedonthewall.
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ExampleofaFutureStatediagram
UseCaseDevelopment
Thekeytobeingabletomakecomparableevaluationsofsolutionprovidersisthroughthedevelopmentofusecases.Theseareactualdefinitionsofcurrentstepsthatneedtobemappedtothenewprocess.Thesolutionprovidersusethesetodevelopcontextualdemonstrations,whichhelptheusersseehowthesolutionfits.
Usecasesneedtobedefinedkeepingseveralthingsinmind:
• Whatarethesetoftasksthatmimicsacurrentoptimizedflowandleadstosoftware-assistedflow?
• Whoisdoingthetasknow?• Chooseataskthathasseveralhandoffsinordertoinvolvemultipleteam
members.• Definewhatthedesiredoutcomeshouldbe.• MapthestepstotheBusinessRequirements.• Iftheusecasesolutionvariesfromtheusecasesteps,thereasonsneedto
bestatedspecifically.• Makesuretowalkthroughtheusecasespriortothesolutionsproviders
preparingtheirusecasedemonstration.• Givethesolutionproviderscontextualdatatouse,whichwillbring
relevancytothedemonstration.ProductcontentshouldincludeERPdata,marketingdata,images,andanyothercontentthatwouldbeassociatedrelationallytoaproduct.
ERP Load/Edit Complete ERP & PIM Datafields
Link Logos & Photography
Create Product Group
Create New Logo and add to PIM
New Product Introduction
TIMELINE:
Product Manager
Merchandise Manager
Copywriter
Creative
eCommerce
Systems
Marketing
PhotographyCreate New
Photography and add to PIM
Build Price Table
Add Content including Index
terms
Proof Product Group
Proof Product Group
Proof Product Group
Add Metadata
Approve Product for All Channels
Catalog
Web Site
ERP ERP & PIM PIM PIM & DAM PIM & DAM PIM PIM PIM, WCMS, eCom
Syndication Retailer/Distributor
Order No Sell Sellable
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Also,usecaseswillneedtoincludeseveralkeyfunctionsacrosstheboardofhowuserswork.You’llneedtothinkoutsideofthebusinessrequirementsonthis.
• Admin/Configuration–Showtheprocesstosetupusers,privilegesandalerts.RefertotheRASCIchart,again,tohelpwiththesedefinitions.You’llneednames,jobfunctions,groupsofusersthathavesimilarresponsibilities,etc.
• ProductDataOnboarding–AkeyareathattypicallysurfacesasaUseCaseistheproductonboardingprocess.Whatstepsarerequiredtogetaproductfromasupplierintothesystemandreadyforuse?Sometimesacomparativeparalleldepictionoftheprocessshowingtheproposedstepstotheexistingstepswillcreatecontextfortheusers.
• TaxonomyandHierarchyBuilding–Manytimes,Merchandisers/ProductManagerswillwanttoorganizedataspecificallyfortheiruse–“Mynewproductsfor2015”or“Thismonth’swebspecials”or“ThePrintCatalog2016”–theabilitytomanagetheseinawaythatcurrentlyisbeingdone(intuitivetotheuser,butprobablymanual)willtypicallycreatecomfort.Afterall,thisisthe“thinking”partofthedatamanagement–somethingthatcannotbeassembledwithartificialintelligence.
• ContentChanges–Oneofthebiggestopportunitiesresultingfromcentralizeddataistheeliminationofredundancies.ItshouldbeaUseCasetoshowhowcontentchangesinonelocation(thePIM)andthengetssyndicatedtomultiplesources…changecopyinthePIMandthatcopyshowsuponthewebandonthecatalogpage…changeanimageinthePIMandthatimagechangesonthewebandonthecatalogpage.Or,haveadditionalcustomizedcopyorimagesthatchangeonaspecializedcatalog(bymarket,bycustomers)oronspecializedcustomersubdomains.
• AssetUsages–AlthoughmoreintheDAMrealm,mostPIMswillhavesometypeof“light”DAM.TherearesomekeyusagesinthoselightDAMsthatcouldbefactorsinthePIMsfit.Forinstance,cantheusecaseshowhowcustomers/distributors/retailersmaybeabletoaccessyourimages?Cantheybedeliveredusingspecificparameters(colorspaces,DPI,filetype)?
GapAnalysis,JustificationsandPowerofthePeople
Partofacompletedatagovernanceinitiativeisunderstanding“who?”and“how?”datamanagementwillbeabletocometofruitionandthenevolveintheorganization.Inordertoachievethis,therearethreekeyareasthatmayneedyourconsideration:
1. GapAnalysis2. ReturnonInvestment(ROI)3. PeopleManagement
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WherearetheGaps
Agapanalysislooksatthedifferentareasofresourcesastheycurrentlyexist,andthencomparesthemtothedestinationthattheorganizationdesires.
• People–Dothehumanresourcesyouhavematchwhatyouhavedefinedasnecessarytoachieveyouroptimalstate?Ifnot,doestrainingneedtooccur?Areadditionalresourcesrequired?Aretheresomeresourcesthatareexpendable?Isthisanopportunitytostreamlinetheworkforce?Isittimetoimprovetheworkforce?Doesthetalentmatchtherequirement?Canresourcesbere-allocated?
• Technology–Doesthecurrentinfrastructuremeettherequirementsofthefuturestate(andbeyond)?Doesenterprisesoftwareaccommodatetherequirements?Doesdesktophardwaremeettherequirements?Doesdesktopsoftwarealignwiththeinfrastructureandhardware?Doesthetechnologyroadmaplogicallyleadthecompanytowardsthefuturestate?
• Processes–Althoughthenewprocessesshouldhavebeendefinedinthefuturestate,thatmayonlybefortheaffectedareasoftheproject–merchandising/productmanagement,advertising/creative.However,therewillbeotherdepartmentsthatmayenduphavingtangentialprocessesneedingtobeaddressed,likepurchasing,distribution/warehouse,andaccounting.Maybethosedepartmentswon’thaveevery-dayaccess,buttheymayendupbeingaffected,seeopportunitiestofurtherimprovedatamovementorrequirechangestotheirprocessesthatmayhavebeenunforeseenornewprocesses.
BuildingaheuristicpricemodelandROI
• Gatheringpricingfromvendorscanbetimeconsumingandfrustrating.Ifyoudon’tknowtherightquestionstoask,orifyoudon’thaveyourrequirementsfullydeveloped,solutionprovidersmaynotevengiveestimates,andiftheyare,theywillprobablynotbeaccurate,orattheleast,extremelyoverpriced.
• Havingguidanceinthisareatodealwiththevendorswillprovidequickerandmoreaccurateresponsesinordertobuildbudgetaryrequirements.Havingdonethesebefore,thisconsultingwillallowforclosergeneralitiesinordertohelpinthedecision-makingprocess.
• GatheringROIinformationrequiresbothinsightfulexperienceandon-the-groundresearchandtenacity.Thelegworkwillneedtobedoneinternally,butthedirectiononwheretolookcanbeprovidedbytheconsultant.
• Oneplacetostartwouldbe–anytypeofmetricscurrentlycapturedthatapplytotheabove“ReasonstoChange.”
PeopleManagement
Becauseofthehumanresourcegapanalysisandtheamountofchangethathappensduringadatamanagementchange,peoplemanagementisveryimportanttodatagovernanceinitiatives.
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Forinstance,theRASCIchartisallaboutpeopleandthechangesthey’llbeexpectedtomake.Creatingaccountabilitystartsbymanagingthoseindividualsandgroupsofindividuals.Onekeydifferentiatorformanagerstograspisthedifferencebetweenempoweringandenabling.
• Empower–Giveyourreportstheabilitytomakedecisionswithoutaskingforpermission.Ifthey’retrainedcorrectlyandgiventheappropriateknowledge,thentheyshouldbetrustedtodowhatisright.Iftheydon’t,thenitbecomesadevelopmentopportunity.
• Enabling–Ifyouhaveemployeesthatare“covering”forthecolleagues–doingtheirworkforthembecause…“Well,ifIdon’tdoit,thenitwon’tgetdone”–thenit’stimeforadis-enablingexercise.Thosethatarebeingcoveredwillneverlearnaccountabilityaslongassomeoneelseswoopsinanddoesthework.Bystoppingthis,you’lleitherforceaccountabilityorhaveaperformanceissuethatwillneedtobeaddressed.
Herearesomeotherkeypeoplemanagementapproachestodrawonasyoudevelopyourresourcesandbuildateamatmosphere.Someoftheseareidealforworkshops.Manytimes,thebestresultsfromworkshopscomethroughthirdpartyfacilitation–someoneleadingwithoutanagenda.
ZengerMillerPrinciples
1. Focusonthesituation,issueorbehavior,notontheperson2. Maintaintheself-esteemandself-confidenceofothers3. Maintainconstructiverelationships4. Taketheinitiativetomakethingsbetter5. LeadbyExample
EmpowermentPrinciples
• Adulttoadultconversations• Givedecisionmakingtothosethatmakeit• Don'tdelegate• Accountabilitystartswithyou• Understandingthebusinessasawhole• Youcansay"no"• Areyoutherightfit?• Owningyourpiecevs.“that'snotmyjob”• Createanenvironmentthatallowspeopletochangetheirparadigm• Herearethemajorgoals.Howwillyousupportthem?
GivingReviews
• Asamanager,focusongrowthandaccountability.• Whatdoyoulikemostaboutworkinghere?• Whatdoyouexpectfromme?
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• Howdoyouappraiseyourskills?Whereareyounow?Whatdoyouwanttodonow?Wheredoyouseeyourselfinfiveyears?
• Whatcanyoudotogathermoreinformationaboutyourself?• What'soneaspectofthejobyou'dliketochange?• What’syouropinionastowhatIsayastowhatIdo?• Howdoyouseemyvalues?• Whatdoyouthinkother'sperceptionsofyouare?Yourwork?• Whatmakesyouhappy?• Whatdoyoubelieveaboutmyinterestinyou?• Whatisimportanttoyouatwork?• We'reallleadersinaway(byexample).Whatdoyouthinkaboutyour
leadershipskills?Values?• Whatmakesyouunhappy?• WhatdoyoubelieveaboutmycompetencytocarryoutwhatIsayI'lldo?• Whatarethebarriersbetweenushavingagoodworkingrelationship?• Listen.• Don'tdefendorargue.• Thankforinput.• WhatcanIdotomakeyourjobmoresatisfying?• Whatareyouwillingtoriskforchange?• Areyouconfidentthatthingscanchange?• Whatdoesmotivationmeantoyou?Ican'tmotivate,Icanonlycreatean
environmentthathelpsyouto.
ASacredPlaceforChange
• Thereneedstobeaplace…preferablywithlotsofwhiteboardsorcorkboard,secludedifpossible,andtheabilitytokeepitintactduringthecourseoftheengagement.(ThisalsogoesbacktothePriorityFactoring–ifyouneedthisformultipleprojects,youmayhavetoomuchgoingon.)
• RulesofEngagementforthisplace:o Howvaluableofanexperiencedoyouplantohavetoday?o Howengagedandactivedoyouplantobe?o Howmuchriskareyouwillingtotake?o Howmuchdoyoucareaboutthequalityoftheexperienceofthose
aroundyou?o Everythinginthismeetingisconfidential.o Aftermeetingresearchisforinformationgatheringonly.No
politics,please.• GroundRuleswhichmakethissacred:
o Peoplearetryingtodotheirbest.o Thereisalackofknowledgeofothers'responsibilities(both
ways).o Itisacceptabletosaytheproblem.o TheVegasRule-whathappenshere,stayshereo Wearenotsolvingtheproblemstoday.
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• “What”isthequestion.(Period.)o Thiscan’tbestressedenough.Anemployeeoncesaidthiswas
THEMOSTIMPORTANTtrainingsheeverreceived.Ithelpedherworklife,herhomelifeandrelationshipswithherfriends.
• No“Telling”o Thecommentsyoumakeareyourownandnotsomeoneelse’s.
You’renotgoingtospeakforsomeoneelse.
Covey’s7Habits
1. BeProactive2. BeginwiththeEndinMind3. PutFirstThingsFirst4. ThinkWin-Win5. SeekFirsttoUnderstand,ThentobeUnderstood6. Synergize7. SharpentheSaw
CONCLUSION
There’sacertainsequencethatneedstobefollowedtocreatetheopportunityforsuccessinadatamanagementimplementation…andthatsequencestartsbypreparingforthechangesfirst.
1. DeveloptheDGCharter2. Developtheprocesses3. Developthepeople4. Implement
Don’tbeafraidtoaskforhelp.It’snotaweakness–ittakesstrengthtorecognizethere’sthepossibilityofnewanddifferentperspectives.Objectivity,sincerityandsupportwillcreatemomentumwithintheorganizationthatwilloutlasttheproject.
Don’tbeafraidtobringupperspectivesthathavenotbeentouched.Datamanagementisallaboutapplyingdataideastoasmanypossibilitiesasyoucanfind.
Beanevangelist!Seizetheopportunitytobeachangeagentinyourorganization–youmayfindit’sthemostrewardingprofessionalexperienceofyourcareer.
Anddon’tforgettohavefun!
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CREDITS
AboutTomMarine
Tomisanaccomplishedexecutivewithmorethan30yearsofmarketingstrategyintegratedwithtechnology.Tomstronglyembracescultural-trainingtechniques.HehasfacilitatedchangeinmanydifferentDataManagementenvironments,fromworkflowsinhighlytechnicale-Commerce/legacyintegrationstocreativeproductivityplanninginmarketing-advertising-productmanagementsuites.
Tom’stechnicalareasofexpertiseincludeMDM/PIM,e-CommerceandMultichannel(Omnichannel)marketingwithadditionalexperienceindatagovernanceinitiatives,dataqualityengagements,integrationroadmaps,andtaxonomy/hierarchydevelopment.Havingbeenauser,providerandconsultantonMDM,Tombringsa360-degreeapproachtothespecificneedsoftechnologysolutionswithmarketing.