Thank you for attending the MDM for the Enterprise Seminar Series!

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1 Thank you for attendg the MDM for the Enterprise Semar Series! Please do not distribute this presentations without permission from the speaker (see contact formation with.) This is just tended as an additional reference for semar participants. Keep touch! What other MDM events, topics, articles or resources will help you? with your thoughts.

2 : Settg Goals, Settg Roles, Gettg It Right! Jill Dyche Evan Levy, Partners & CoFounders, Basele Consultg TechTarget MDM for the Enterprise Series Copyright 2007, Basele Consultg. All rights reserved. 1

3 Industry Views " is the organizg framework for establishg strategy, objectives, policies for corporate. governance encompasses the people, processes procedures required to create a consistent, enterprise view a company's... The overall management the availability, usability, tegrity, security the employed an enterprise. A sound governance program cludes a governg body or council, a defed set procedures, a plan to execute those procedures. Copyright 2008, Basele Consultg. All rights reserved. 2

4 Sales Analysis Physician contact formation Contact history Specialty details Hospital privileges Office location(s) Hospital privileges Event participation Why? Applications: Manipulators Trag Events Healthcare provider contact formation Contact / vite history Participation history Event details Physician spend Guest details Order Management Customer/ Account Setup Invoicg Order Details Product Catalog Purchase Details Sales Forecast Vacce Systems Who can update contact details? Account details Healthcare provider details Delivery location Product approval details Purchase history Balance history How is accurate formation corrected? How are conflictg needs addressed? How are changes identified & resolved? 3 rd Party Details Provider contact formation Provider type (role / responsibility) Affiliations PPO relationships License details Tax identifiers Sales Market Support Operations Users : Consumers Fance Which stakeholders make the decisions? Exec Mgmt Customers Copyright 2008, Basele Consultg. All rights reserved. 3

6 Do You Need? Some Key Indicators We ve gotta stop havg the who owns the? conversation. We can t do MDM if we don t formalize decisionmakg processes around our enterprise formation. Fixg the a sgle system is potless; no one owns across all the systems. Everyone agrees quality is poor, but no one can agree on how to fix it Our CRM/supply cha management/erp program has hit the wall. Are you kiddg? We have multiple versions the sgleversionthe truth. Copyright 2008, Basele Consultg. All rights reserved. 5

7 What Does Establishes busess stakeholders as formation owners. meang, content, access reflect busess policy. Positions enterprise issues as crossfunctional. Information policy change is owned by a crossfunctional team. Aligns quality with busess measures acceptance. Acceptance accuracy is described busess terms. Removes IT from busess/ conflict ownership. Repositions IT as formation engeer facilitator, not problem owner. Ensures is managed separately from applications. dependent dividual applications. Exps change management to clude. Application systems respond to both busess process requirements. Requires monitorg measurement. Any itiative must monitor progress measure outcomes improvements. Copyright 2008, Basele Consultg. All rights reserved. 6

8 The Crux the Issue: One Client s Hard Truth Underlyg cost drivers Underst dig, search, ask, collect, consolidate Analyze develop, document, test, query, report Coordate plan, review, wait for others, wait for conditions Communicate expla, prepare, follow procedures, meet, discuss, convce, defend Relative cost share 40 % 20 % 10 % 30% Proprietary. Copyright 2008, Basele Consultg. All rights reserved. 7

9 Designg Guidg Prciples Need & Readess? DecisionMakg Bodies IT Portfolio Management Budgetg & Approval Exceptions Process Decision Rights Mechanisms Stewardship Dashboard Trackg & Measurements Communications Plan Tools & Capabilities? Copyright 2008, Basele Consultg. All rights reserved. 8

10 Steps to Deployment 1. Assess your readess 2. Defe DG guidg prciples 3. Identify decisionmakg bodies 4. Defe decision areas decision rights 5. Identify governance mechanisms 6. Develop tools capabilities Good governance must be designed. It cannot be mated. The iterative diverge/converge process thkg it through develops ownership commitment. Copyright 2008, Basele Consultg. All rights reserved. 9

11 Cultural Change Management The Team Structure Executive Steerg Committee Committee Busess Functions & Processes Busess Users Advisory Team Busess Implementation Management Project Development Team Information Technology Department Management Team Copyright 2008, Basele Consultg. All rights reserved. 10

12 : Sample Roles Responsibilities Executive Steerg Committee Committee Busess Users Advisory Teams FOCUS: FOCUS: Culture Culture TASK: TASK: Change Change Champion Champion Drive Drive awareness awareness & & culture culture change change with with the the corporation corporation Act Act as as fal fal decisionmakg decisionmakg authority authority Review Review execution execution prior prior decisions decisions ( ( the the related related project project activities) activities) Establish Establish the the enterprise enterprise itiative itiative hold hold busess busess & & IT IT areas areas accountable accountable Resolve Resolve busess busess policy policy organizational organizational issues issues Participate Participate regular regular reviews reviews Committee Committee decisions decisions FOCUS: FOCUS: Strategy Strategy TASK: TASK: Lead, Lead, Decide, Decide, Oversee Oversee Drive Drive awareness awareness culture culture change change with with their their organizations organizations Support Support crossfunctional crossfunctional prioritization prioritization subject subject areas areas opportunities opportunities Approve Approve requests/itiatives. requests/itiatives. This This may may clude clude approval approval resources, resources, fundg, fundg, etc. etc. Monitor Monitor project project progress; progress; remove remove roadblocks roadblocks Name Name personnel personnel to to Busess Busess Users Users Advisory Advisory Teams Teams Participate Participate monthly monthly governance governance planng planng status status sessions sessions FOCUS: FOCUS: Tactics Tactics TASK: TASK: Advocate Advocate Operationalize Operationalize Identify Identify new new governance governance issues issues Recommend Recommend priorities, priorities, solutions, solutions, conflict conflict resolution. resolution. advocate advocate for for fundg fundg Include Include busess busess requirement requirement stakeholders stakeholders Participate Participate development development defitions defitions busess busess rules rules Assist Assist defg defg itial itial acceptance acceptance criteria criteria for for new new subject subject Copyright 2008, Basele Consultg. All rights reserved. 11

13 : Sample Roles Responsibilities Project Development Team FOCUS: FOCUS: Tactics Tactics TASK: TASK: Implementation Implementation Enforce Enforce policy policy across across all all systems systems through through development development support support methodology methodology Execute Execute development development activities activities based based on on governance governance management management policies policies Submit Submit changes changes to to Committee Committee as as new new busess busess requirements requirements or or stware stware products products conflict conflict with with existg existg policy policy Participate Participate regular regular reviews reviews Committee Committee decisions decisions Management Team FOCUS: FOCUS: Tactics Tactics TASK: TASK: Support Support Other Other Teams Teams Provide Provide expertise expertise to to other other teams. teams. This This cludes cludes admistration admistration sourcebased sourcebased analysis analysis Support Support the the conflict conflict resolution resolution process process through through providg providg oriented oriented metrics metrics details details to to the the decisionmakg decisionmakg teams teams Provide Provide ongog ongog prilg prilg analysis analysis to to ensure ensure that that policy policy is is beg beg supported supported all all ITbased ITbased systems systems Ensure Ensure that that all all management management stards stards reflect reflect existg existg governance governance policy policy Participate Participate monthly monthly governance governance planng planng status status sessions sessions Copyright 2008, Basele Consultg. All rights reserved. 12

14 DON T: Ignore Decision Rights The concept decision rights establishes WHO is responsible for makg WHAT types decisions Decision rights implies busessit alignment The busess owns key decisions Another DON T: DON T make governance an ITonly itiative, not even temporarily! Most companies lack formal means assigng decision rights The squeaky wheel syndrome is the determant Politics is the defacto way to assign decision makg authority without decision rights isn t governance Decision Rights Owner: a Subject Matter Expert with the vested authority to develop structional rules for others to follow. From isixsigma.com Copyright 2008, Basele Consultg. All rights reserved. 13

16 vs. Management Executive Sponsorship Protect, enhance, fund the asset Provide oversight, assess compliance, manage risks to the asset Subject Matter Expert Subject Matter Expert Subject Matter Expert Intimate with busess processes; expla busess policies, rules, guideles. Stewards Stewards Stewards Management Develop & support the asset per governg policies & stards Requirements Admistration Meta Management Quality Privacy & Security Copyright 2008, Basele Consultg. All rights reserved. 15

17 A Word About Management Project #3 (More Manual Effort) Project #2 (More Manual Effort) Project #1 (Manual Effort) Terms Defitions Access / Security Cleansg/Correction Value Stardization Modelg Meta Source Documentation Increased reuse Reduced ReInvention Faster time to deployment Entrenched skill sets Lower costs through: Automation Centralized vendor licenses Less rework Fewer specialists Enterprise Management Copyright 2008, Basele Consultg. All rights reserved. 16

18 Regimes Council Core Busess Processes Sales Customer Service Fance Marketg Human Resources Procurement Campaign Management Hirg Order Management Billg Trouble Ticket Trackg Accountable Consulted Informed Copyright 2008, Basele Consultg. All rights reserved. 17

19 Three Waves Measure Effectiveness Identify Conflicts/Obstacles Establish/Acquire Additional Tools Broaden the Reach: Adjust Repeat 3 Deploy Establish Key Measures Identify Enabled Busess Initiative Embed Steps Project Plan Deploy Controlled 2 Embed Determe Readess Design Determe Governg Bodies Identify Initial Mechanisms 1 Design Copyright 2008, Basele Consultg. All rights reserved. 18

20 Takg Action 1. Determe if you need governance Do you need what governance does Describe your existg decisionmakg oversight process. Can you? 2. Solicit stakeholder support Position governance concepts with executives. Walk through the process decision gates to describe how governance solves both IT busess issues. Fd a champion or change agent. 3. Select a governance design taskforce Identify enlist the itial participants Debate the issues; improve on origal concepts. Tailor the design to your company its culture. Present your plan to senior executives for endorsement. 4. Launch the Steerg Committee Name members a facilitator. Communicate publicize the plan. Conduct a trial run. Select an itial project. is a new way workg. You are challengg entrenched thkg. It will take time to get it right. But the payf is worth the effort. Copyright 2008, Basele Consultg. All rights reserved. 19