MDM Mistakes & How to Avoid Them!

MDM – Master Data Mistakes
and How to Avoid Them!

05/19/2010 MDM-DQ University
06/07/2010 Data Governance Annual Conference &
International Data Quality Conference

Confidential & Proprietary • Copyright © 2009 The Nielsen Company

Abstract

Data is an important asset to many companies and leveraging that data
properly can result in operational and IT cost savings as well as drive
business growth. Furthermore, managing strategic data assets is
foundational to a service oriented architecture, which in turn facilitates
business process management.. These statements make master data
Alan White
Enterprise Architect management an enticing proposition for many executives but to achieve
Chief Technology Office these results, a proper examination and evaluation of the risks affecting
The Nielsen Company such a decision must be performed.
Phone: 813.366.4184
Mobile: 813.417.2946
When considering master data management, a proper due diligence
www.nielsen.com
effort should consider the business drivers, expected benefits, costs,
resources, vendors, data profiling, integratability, infrastructure, social
norms, and the new operating model. MDM is more than a single
product or process, rather, it is an ecosystem of products, processes,
people and information. When executed properly, a master data
management initiative can provide both savings and revenue
opportunities and fewer quality escapes.

June 16, 2010 Page 2 Confidential & Proprietary
Copyright © 2009 The Nielsen Company

Master Data Mistakes…

• Not leveraging your master data as an enterprise asset
• Lack of master data management (MDM) education
• Not instituting an Information Governance Board
• Inability to identify and articulate your data quality needs
• Failure assessing MDM needs and planning appropriately
• Neglecting to put into place proper communication paths
• Improper evaluation and selection process
• Inability to identify an architecture and method for accessing data
• Modeling for your MDM initiative as an afterthought
• Failure to manage expectations on all facets of an MDM initiative
• Trying to “boil the ocean” instead of attaining a “quick win”
• Ignoring MDM best practices and principles
• Not providing continuous business engagement
• Planning without requirements for success


Working definitions

• Master Data
– “Master data is the consistent and uniform set of identifiers and extended
attributes that describe the core entities of the enterprise – and are used
across multiple business processes.” – Gartner

• Governance
– “The way we make and set on decisions about managing a shared
resource for the common good.” [1]

• Master Data Management (MDM)
– MDM comprises a set of processes and tools which allow the creation,
management, and distribution of master data throughout the organization.

• Data Governance
– “Data governance is the political process of changing organizational
behavior to enhance and protect data as a strategic enterprise asset.” [1]

• MDM must start with data governance.


Realize master data is a common asset

Master Data, an Enterprise Asset
• “First, your company must reach a collective understanding that master
data in an enterprise is a common asset, and that it is not being
effectively used to the greatest benefit of the organization.” [1]

• “The specific approaches
that can solve the specific
problems of master and
reference data
management must be set
within a strategy of the
overall management of
enterprise information.”
•Source: Information Management Magazine


Educate stakeholders on MDM!

• Successful efforts start with a thorough
understanding of MDM by all stakeholders
throughout the organization.

• Excellent resources are available for learning
the business, technical, and organizational
aspects of MDM. – See Resources

• Learning should include MDM governance,
data quality, methods-of-use, implementation
styles, and information as a service.

• Stakeholders will need to keep in mind that
MDM is a strategic initiative with phased
implementations.


Foundation should be built on accurate data

•Source: TCS

•Source: Zoomix


Put in place an Information Governance Board
to…

• Define the scope and aspects of master data that will be managed
based on business goals and/or regulatory requirements

• Decide who makes the decisions for master data, how the governing
body is organized, and the processes to be followed

• Distribute the decisions about what will and will not be done and what
will and will not be encouraged when using master data

• Assign responsibilities for implementing the processes, policies, and
procedures to the shared resource

• Monitor the use of master data and the master data itself in order to
assess the effectiveness of the policies and procedures


Information Governance Board in practice

• Define Data Stewardship Activities
– Set data quality (DQ) rules, validate and enforce them
– Define data domain values for key attributes
– Set up business rules
– Set up security and privacy rules
• Build standard and repeatable processes to govern data
– The processes here are rules (not business rules) that outline how data is
reconciled, or how a DQ rule is promoted
– Ensure there is a clearly outlined escalation path for resolving data related
problems
• Write policy, standards, and data related requirements
– Data quality rules
– Naming conventions (in domain and logical models, but not physical models)
– Business rules that are common over the enterprise
– Security and privacy rules
• Establish architecture and method for Master Data access
– Access schema
– SOA or manual request
– File interchange formats •Source: [7]


Understand your data quality needs
• It is important to perform Within the same product class, the same
structural and semantic profiling characteristic may be coded as many times as
to truly understand your data required in order to meet internal needs
quality needs and to properly
estimate the effort required to 180GR
improve the data quality 180 GR

Across categories, the same attribute or
= 180 G
0180
180
180G
characteristic might have different names and 000180
its values may be different •Source: Nielsen Global Operations

Country 1 Country 2
Packaging Packaging Pack Type • Survivorship • Verification
Mineral Water Glass Bottle Glass Bottle • Consolidation • Standardization
Juices Bottle Bottle • Matching • Enrichment
Water Softeners Bottle Refill Bottle Refill • Classification • Recognition
Laundry Detergents Plastic Bottle Plastic Bottle • Correlation • Versioning
•Source: Nielsen Global Operations


Articulate your data quality needs
Metadata
Classification
Reconstruction

Accurate Matching

•Source: Zoomix


Assess your MDM needs and plan properly

• Project Drivers
– Understand current state of the organization
– Identify key business and technical drivers
– Articulate the need for MDM

• Stakeholder Management
– Determine initial and ongoing stakeholders
needed
– Gain commitment across relevant business &
technical areas

• Project Scope
– Understand the current landscape surrounding
master data
– Business processes
– Organizational capabilities
– Methods of use
– Define what the target should be
•Source: [1]


Assessment & Planning
Project Drivers

• Operational Efficiencies
– Lower IT costs
– Reduced time to market
– Faster implementation
– Best demonstrated practices
– Reduced operational footprint

• Value Creation
– New opportunities with existing customers
– Designating high-value and low-value customers
– Retaining customers
– New information products (when data is your core competency)

• Data Risk Management
• Regulatory Compliance
•Source: [1]


Project Drivers

Challenges Business Impacts
• Lack of consistent information • Inability for IT to innovate quickly
across transactional systems and cost effectively to support
business mandates
• Lack of automated processes or
controls to validate and manage
data • Downstream data errors are
much more costly to fix than
• Growth creates data errors fixed at their source
fragmentation
• Information re-work requires a
• Customer mandates and lot of expertise and support
regulatory compliance for
standards based master data • Breakdowns in transactional
synchronization with business
processes
units & partners

•Source: Nielsen Global Operations


Project Drivers
UPC Item Identifier Brand Owner Recipe Flavor Packaging Material
Europe 8257002274 EXTRUDED PROCTER & GAMBLE BARBEQUE CARDBOARD
CRISPS

productCode brandDescription parentDescription pccMajor variant
US 1159 PRINGLES POTATO CHIPS PROCTER & GAMBLE CONFECTIONERY CAN/BARBEQUE
CAN/BARBEQUE CO & SNACKS

UPC Item Description FLVR SubPC MANUF
Canada 5610010056 PRINGLES REGULAR BBQ 56 BBQ 0461 SNACK P&G
GM FOODS-POTATO

UPC Brand Owner Item Description Flavor Product Packaging
Category Material
Golden
Record 5610010056 PROCTER & PRINGLES BARBEQUE SNACKS CARDBOARD
GAMBLE POTATO CHIPS FOODS-POTATO

For illustrative purposes only •Source: Nielsen Global Operations


Stakeholder Management

• Executive Sponsors
– Chief Information Officer or proxy
– Chief Information Security Officer or proxy
– Chief Technology Officer or proxy
– Lines of Business executive sponsors

• Business/Operations
– LOB resource owners
– Business data stewards
– Business analysts

• IT Architecture and Operations
– Strategist
– Enterprise architect
– Data architects
– Solution architect(s)
•Source: [1]



• The MDM Executive Team should:
– Provide oversight for the MDM project
– Commission an MDM project team of business
analysts, data stewards, architects, and data
integrators to create the MDM roadmap
– Set up a management and decision making structure
for the MDM project team

• The MDM Project Team should:
– Define the project scope and the characteristics of
your organization’s MDM governance practice
– Collect information on master data quality, existing
business processes, workflows, event notifications,
data models, quality rules, & security controls
– From a governance perspective, begin to answer the
critical questions regarding the data to be stored,
sources of data, current systems, data stores, and
processes
•Source: [1]



Initiative Leader

Operations Program Management Tech Build

Lead Program Design Office Products &
Governance
Integrator Lead Brands Lead
Leader

Products Content Products Platform Operations App Dev Program Build Factory
Locations Lead
Lead Lead Program Manager Manager Lead

Locations Lead Media Lead Production Media Lead
HR Partner
Quality Lead

End State
UAT Lead Consulting
Planning Lead Finance Partner
Partner

•Source: Nielsen MDM Executive Team


Project Scope

EEU

GC

NA WEU

MEA API
•Zero footprint client
•Synchronization LATAM

•Data Governance
•Workflow
•Business Rules
Local System
•Data Quality Regional Hub
•MDM as a Service Global System

June 16, 2010 Page 19

Evaluate your options; including buy vs. build

Engage
Gather Research Create Distribute
Leading
Requirements Vendors Scorecard RFI
Vendors

Compile Select Compile
Execute POC Deliver
Qualitative Vendors for Quantitative
and POT Results
Results POC/POT Results


Gather your requirements
Accessibility Content
• Services • Domain (Including but not limited to)
– Searching capabilities – Business Enterprises
– Cleansing, enriching, matching external and internal files – Products
– Reporting – Location
– Subscription based – Media - People; Titles, Domain Names, Lineups, …
• Publish • Attributes
– Real time and scheduled – Support of Global and Regional/Business’s attribute views;
– Content following business rules and “Fit for Usage”
• Relationships
– Controls on replication of published data
• Interface – Will support relationship between entities
– A single integrated zero client foot print application • Hierarchy
– Multilanguage – Multiple user and client defined hierarchy for an entity
– Multiple collection points • Versioning
• Availability – Keep historical version of entities
– 24/7 with scheduled downtime windows • Audit trail

Governance Security
• Matching • Access, Ownership and Privacy
– Users can configure all matching rules. – Maintained at field level; (licensing, client specific hierarchy)
– Rules are domain and content type specific – External users only has access to “fit for use” data.
• Content
– Governance enabled at appropriate level for content types • Roles and Permission
– Governed in real time (in all languages) – User are given CRUD and functionality access based upon
– Direct impact on “fit for use” entity roles
• Workflow Management
– Integrated
– Cater to specific domains and functions;
• Knowledge Management
– Integrated content knowledge base
– Enable user to provide incremental updates


What to ask for, look for, and prove – high level

• Be sure you and the vendor agree on what out-of-the-box and
configurable/modifiable means.
• Often times OOB is misinterpreted to mean that the feature is
available without any configuration or modification.


What to ask for, look for, and prove – detailed


Evaluating your options


Determine your implementation style


MDM approaches

• Single-copy approach
– Changes made directly to master data
– Guarantees consistency Global Repository
– Applications have to be modified
• Multiple copies, single maintenance Media

– Single master copy, changes sent to
copies stored locally at source Locations
– Applications can only change data not part
Products
UI

of master data MDM Application

– Reduces application changes
– Learning curve for users
• Continuous merge
– Copies stored locally where applications Application

can change master data Local Local

– Local changes are sent to the master,
Local

where they are merged
– Changes to master are sent to source
systems and applied to copies
– Minimal (maybe no) source system
changes
– Update conflicts may be difficult to
reconcile


Conceptual Sync Approach (Consolidation)
Current Transition

Target

• Current State – Separate IMDB Instances
Region
Global • Consolidate IMDB system data into MDM
Hub & Apply Global Characteristics
• Retire legacy systems incrementally


Conceptual Hybrid Approach (Federation)
Global
• No synchronization
Global
• Hybrid Architectural Style Products,
(Transaction & Registry) begins Chars, &
evolutionary approach Values with
• Global hub stores global chars & keys to local
local keys for federated access to
Example Only
local products/chars
• Virtual consolidated view is Global ID Brand Parent Global Char System Key
assembled dynamically
12345 Totinos General Mills xxx EIMDB 235
• Converge systems 34567 Triscuit Kraft xxx NIMDB 456

• Retire legacy systems 67546 Vault Coca Cola xxx ProdRef 897
incrementally 56473 Mach3 Gillette xxx CA IMDB 564

Europe North LATAM
Local Chars America Local Chars
Local Chars


Conceptual Architecture
Applications & Reports
Data Quality
Services
Third party • Profile & Analyze
data services • Standardize & Cleanse
• Matching

Process Manager

Messaging FTP, HTTP, etc.
Connectivity & Operability
Application Integration Service Integration

Information Master Data Mgmt
LOB Systems
Integration Services Services
(MSci, Claritas,
RMS, Media)
Enterprise Data • Extract, Transform, Load • Workflow
Warehouses • Abstract and Virtualize • Search
• Federated Access • CRUD
Mainframes RDBMS
• Products
• Locations
• Media
XML Files Web Files
Excel
Services


Duopoly of Master & Reference Data

Products
Business Process
User Interface

Web Services

Products^ Rules* Custom Chars* Hierarchies*

Data Management

Web Services
Outputs
Parser Parser
1
Execution Engine
2

^ Reference Data Rules interface 1 Snapshot of filtered products
* Master Data Rules management 2 Navigation of products
Rules implementation (e.g. hierarchy)


Model for your MDM initiative

• Common Information Model
– Object Oriented modeling
– Reusable data types, inheritance, operations
for validating data
– Hierarchical
– Nested data types with ability to declare
behaviors on data
– Relational
– Manage referential integrity constraints

• Canonical Model
– Business rules and format specifications
– Standard view of data for an organization
– Mapping back to application view
•Source: [6]
• Operating Model
– “Describe how your organization will govern,
create, maintain, use, and analyze consistent,
complete, contextual, and accurate data values
for all stakeholders.” [4]
– The most important set of models


Manage expectations on all facets of MDM

• MDM software is not the “silver bullet”; it is often times one of many
components in a LOB system

• MDM is usually a strategic initiative that involves a high degree of
coordination across several Lines of Business

• When estimating costs one should consider hardware, software,
resources, training, consulting, travel, etc.

• Skills should include systems integration, data quality, programming,
data architecture, data stewardship, business process, etc.

• People, processes, and politics are at the core of any MDM initiative!


Think Big, Start Small; Don’t Boil the Ocean

To provide Global Operations
with a consistent business
process and technology
platform that enables global
content and implements best
demonstrated practices to
govern, create, maintain,
publish, and analyze data
values for all stakeholders while
providing the authoritative
source of data assets in
a flexible and scalable
architecture capable of
expanding into new markets
and services aligning
with Nielsen's business strategy


Think Big, Start Small; Don’t Boil the Ocean
Each track in in this phased implementation
Track 1 - Consolidate Track 2 - Harmonize approach builds upon one another and provides
incremental value to the business.
Europe Europe Track 1:

NA NA •Provides the foundation for global convergence by
defining the global content schema (common
LATAM LATAM information model).
•Aligns with the global publication strategy.
•Design common data structure •Reconcile Global Content
Track 2:
•Map source and target systems •Determine rules for products
•Facilitates global content harmonization via global
•Perform initial data load •Apply Global Characteristics characteristics and value administration.
•Synchronize SOE with SOR •Synchronize SOR with SOE •Aligns with the global data integration strategy.
Track 3:
•Replaces the local user interfaces and business
Track 3 - Centralize processes with one global interface using best
demonstrated practices
•Is part of the Global Operations convergence
strategy
NA €IMDB Incremental Deliverables

LATAM Legend Track 1
•Develop global user interface
Track 2
•Replace SOE with global SOE
(starting with Europe) Track 3


Apply MDM best practices and principles

• Executive sponsorship should be and remain actively involved
• Business people must be involved and must collaborate with IT
• Project management and organizational change management should be in place
• Open communication across organization must be present
• The operating model should drive processes
• Processes should be enforced through automation
• Processes should be built to support continuous improvement
• Access to master data should occur at the MDM service interface layer
• Data models should be extensible to allow changes as needed to meet requirements
• Processes should be flexible for changing business process as the business dictates


Engage the business with incremental success
Phase
User Interface
Master Data
Legacy
Consumers


Create decision and escalation paths

• Identify parties and define their
roles and responsibilities

• Ensure that all parties have the
information necessary to fulfill
their responsibilities

• Define the communication
process, escalation process
and decision making process


Planning for success and on-time delivery

• Strong leadership
• Skilled resources
• Team composition
• Shared accountability
• Achieve parallelism
• Continuous development
• Training as necessary
• Business availability
• No calendar or scope creep


…and how to avoid them

• Identify and leverage your master data assets
• Educate stakeholders on MDM
• Put in place an MDM governance board
• Understand and articulate your data quality requirements
• Involve data and enterprise architects in your MDM strategy
• Create decision and escalation paths
• Proper evaluation and selection process
• Determine your implementation style
• Model for your MDM initiative
• Manage expectations on all facets of MDM
• Think big, start small; don’t boil the ocean
• Apply MDM best practices and principles
• Engage the business with incremental success
• Plan for success


Questions


References
1. Enterprise Master Data Management: An SOA Approach to Managing Core
Information, Allen Dreibelbis et al, IBM Press 2008
2. Using Master Data in Business Intelligence, Colin White, BI Research, March 2007
Master Data in Business Intelligence
3. Seven Master Data Mgmt Best Practices, Hannah Smalltree, News Writer
05 Jul 2006 | SearchDataManagement.com
4. Modeling the MDM Blueprint Series, James Parnitzke, Applied Enterprise
Architecture, 2009 | PragmaticArchitect.wordpress.com/
5. Information service patterns, Part 4: Master Data Management Architecture
Patterns, Allen Dreibelbis et al, 29 Mar 2007 | IBM.com
6. Canonical Data Model: Design Challenge, Steve Hoberman, Information
Management Magazine 01 Aug 2008 | information-management.com
7. Information Governance Board Charter and Approach, Jay Noh, 2008, The Nielsen
Company
8. Master Data Management (MDM) Hub Architecture, Roger Wolter, Microsoft
Corporation, Apr 2007 | MSDN Library


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