0714 MDM Key Learnings, Cost Drivers and Accelerator Templates. Ward Witkowski, The Coca-Cola Company

Transcription

1 0714 MDM Key Learnings, Cost Drivers and Accelerator Templates Ward Witkowski, The Coca-Cola Company

2 500 BRANDS 200+ COUNTRIES 3,500 PRODUCTS 1.8 BILLION SERVINGS PER DAY

3 20 48 MILLION OUTLETS World's largest distribution system 16 BILLION DOLLAR BRANDS BILLION ANNUAL REVENUES YEARS OF HAPPINESS

4 KEY LEARNINGS Before you start: How well you understand MDM, Java Stack, Implementation Partners and your data will determine your success You need a strong roadmap for master data management with MDM, MDG, other tools which may be a mixed model Estimating and then realizing project timelines, work plans, and costs are harder than you think, but basics rule. As SAP MDM matures it will certainly help you, but you need to stay on top of it or it can hurt you too. You may find you are able to head off costly customizations with a more clear analysis and business justification before starting any work Use MDM Accelerators from SAP, Partner Implementers and Us!!

5 Hindsight is 20/20 after 1 year in MDM Formal Training for IT on SAP MDM suite well before any project starts, and summary level training for business clients MDM landscape Architect Project Solution Architects, Developers, Production Support Basis, Security, Release Services Delivery Manager, Project Manager, Business Analyst Landscape definition, operational processes and monitoring SAP technical team engagement early + often Architecture System configuration + maintenance Support Pack analysis, OSS process / MDM Development Implementation Partner Introduction and Evolution Build off past successes/accelerators Development partner(s) FEW exist, may have to grow collaboratively Production Support partner(s) Nearly None exist, expect to grow your/their own Accelerators in Place and Followed ASUG & MDM customer connections

6 Core IT Cost Drivers Impacts = REAL $$$ Topic Cost impact during project Go Forward Approach to reduce cost Requirements definition, scope & change management Security Iterations & updates requiring PM, DM and Vendor engagement (2-3x impact) High cost Onsite consultant and iterative updates. Role now internal resources and simplified. Use new templates. Tighter PM/BA roles. Strengthen role & participation of Data Strategist. More efficient Client confirmations. Use new requirements and design template. Leverage offshore Security team for development Basis engagement level & Manual move of objects up landscape Delivery Mgr and Testing resources, internal vs. Vendor on/off use Engagement model, IT deliverables, reviews, Change Management Processes Once erected and stabilized Basis levels off. Manual collect process and moves continue (vs. FiLo/BW Transport process). DM must know MDM basics. Better Offshore Testing ensures quality being achieved Estimated at 20% of total Implementation of CTS+ transport mechanism in 1Q13 will reduce manual effort and impact significantly As business and IT mature in delivery expect more offshore utilization Only reduces slightly over time

7 Specific factors drive MDM Costs UP Complex validation or calculation logic Workflow size and complexity Syndication set up size (number of tables, fields, and target systems) complexity (real-time vs. scheduled, data transformations, format required by target system) Conditional logic / behavior on screens in workflows Total number of end user roles Requirements for non-standard functionality Java Stack complexities in object control and MDM/BPM integration

8 Leverage/Influence SAP for more in MDM Standard SAP MDM/BPM Functionality Master data repository Hierarchies & Taxonomies Lookup Tables Role-based security Standard generated UI forms (no logic) Workflow engine Business rules engine Notifications Attachments & Notes (for workflow) Standard status reports Universal Work List Syndication Key Mapping Catalog Publishing Change Tracking Reusable Capabilities Custom developed YTD View attachments after request completion in workflow (BPM) was an audit requirement Manual process routing / approver selection Cross-user view of completed forms Download to Excel capability for necessary fields Requested Capabilities Not Yet Available which adds cost if implemented Reusable Mass Approval of Multiple Requests Display next approver (person request is pending with vs. list of approvers available) Document attachments for master data in MDM repository Archiving change tracker and workflow history Easy indication of requested updates in full record display on screen/request (SAP Gap)

9 MDM Accelerators we are willing to share Just Leave me your business card! MDM Project Accelerators MDM Development Standards & Guidelines MDM Project Startup Kit (Planning and Requirements Gathering Guidelines for PM/BA) MDM Security Requirements Template MDM Order-of-magnitude estimating tool MDM Physical Blueprint Template Object collection and Basis steps to migrate MDM Project SDLC and Project Workplan Template MDM BRR Template for PM/BA BPM/BRM Development Standards & Guidelines Logical Design Template Status 1Q2013 1Q2013 1Q2013 1Q2013

10 Manage your BW Accelerator Too! MDM Customization Governance: To minimize customization to standard SAP products. Regular cadence with metrics on customization, reusability, and TCO. Direct to remove/change Requirement or custom develop 4. Final Approval if required 3. Alternatives & Recommendation MDM Customization Steering Committee Senior Business Director Global IT Director Own project scope & manage change control Resolve issues/risks escalated Approve Funding for non-standard development MDM Customization Council Global Data Management Director Global IT Development Director MDM Managers Accountable for realization of GIT foundational strategy Minimize customization across GIT GIT Road Map integration Apply ongoing cost of customization request MDM Project Team SAP Inc Business Lead, Global Initiative Lead Project Manager & Business Analyst Delivery Manager & MDM System Analysts 1. Needs & Alts MDM Architect 2. Confirm Options, Eta for new MDM Development

11 THANK YOU FOR PARTICIPATING Please provide feedback on this session by completing a short survey via the event mobile application. SESSION CODE: 0714 For ongoing education on this area of focus, visit