Establishing An Enterprise MDM Program TIAA-CREF

Transcription

1 Establishing An Enterprise MDM Program TIAA-CREF Presented By: Mark Clare, VP, Data Integration Services Rakshit Kapoor, Director, Master Data November 27, 2007 Internal Use Only

2 Agenda Why do you need an MDM Program? Good Intentions, Poor Results.. Why? Building the right foundation Helping achieve organization s priorities The MDM promise Key Challenges for establishing an MDM Program Build the business case for an MDM initiative Selling the business benefit of MDM initiative Justifying the investment Alignment with the Enterprise Data Framework Establish Vision, Mission & Goals MDM/EDM Maturity Model Building the Foundation for the MDM Program Process: Strategy, Standards and Metrics People: Organization, Roles and Alignment Technology: Data, Architecture and Application Build MDM as a Program, not as a project 2

3 MDM - Definition What is Master Data? Data can be put in three categories: * Data that keeps track of events (e.g., sales detail, deposit/withdrawal txns, CDRs, etc.) * Data that keeps track of the state of an entity (e.g., customer, account, product, etc.) * Data that keeps track of relationships (e.g., the relationship between products and categories, persons and households, etc.) MDM generally encompasses the second category and the third category as it applies to the second category. In other words, MDM keeps track of state entities and relationships between state entities. But not events or relationships to events. - Steven Brobst, CTO, Teradata MDM is NOT: * A data warehouse * A data Mart * An Operational Data Store * A single source system * A Tool, or technology MDM is: * A governance process * A Business driven process * A consolidation of localized information used for reference by the business to better understand their business processes Adapted from Case Studies of Enterprise Architecture Migration published in 2002 by the Working Council of CIOS 3

4 Why Do You Need An MDM Program? Good Intentions, Poor Results..Why? The Winchester Mystery House 160 Rooms 47 Fireplaces 6 Kitchens 10,000 Windows Gas Lights Intercoms 65 Doors to Blank Walls 13 Staircases Abandoned 24 Skylights in Floors Builders = 147 $5.5 Million Total Cost Over 38 Years Vision of a state-of-the-art abode built without an architecture or master blueprint Everyone was Well Intentioned! Adapted from Case Studies of Enterprise Architecture Migration published in 2002 by the Working Council of CIOS 4

5 MDM Challenge - Reducing Complexity, Improving Data Integrity & Delivering Sustainable Business Value The Problem: We can not effectively plan, manage, or control what we can t see -Paul Gaffney, CIO, Staples Turning this....into this! Front office for Data Consistency and Channel Parity NCC Call Ctr & IVR Wealth Advisors IC Web Institutional Relationship Advisor Services Advice Middle Office for end-to-end Data Controls and Data Availability Back Office for Data Access Controls and Data Reliability (with data store rationalization and consolidation) Enterprise Service Bus Integrated workflow layer Customer information defined as business services/data process mgmt. framework foundational capabilities Robust customer request tracking, Scaleable routing end-to-end FMBO and performance control management Data Warehouse across all channels Enterprise Service Bus Optimized OPS and other Back Office Engines to Individual Business as Individual usual environment Mailing/ Instl. Treasury pay Indexing pay-in pay-out pay in in & pay out engine engine engine operations Brokerag Trust Life & Pension plan recordkeeping e engine engine Ann. engine engine Internal counterparty (entity to entity) Standard Internal settlement internal/counterparty (e.g., Finance) interface (e.g., SWIFT) Sterling Commerce GIS (B2B Integration Services) External Counterparties (e.g., NSCC, SEI, Fund acct.) Data Governance Data Ownership Data Quality & Common Definitions Data Security Create compliance rules and mgmt. processes 5

6 Why Do You Need An MDM Initiative? Helping achieve organization s priorities If your business s current need is to do either of the following: Need for 360 degree view of a customer Improved customer analytics Establish a golden record of customer Consolidated view of products Reducing the integration complexity Setup governance for data ownership Improve data quality Consolidate multiple applications Establish a successful market campaign across all channels Build collateral around current products and offerings.. establishing an MDM initiative will help reaching your goals efficiently and quickly 6

7 The MDM Promise Assists in solving organization s challenges Organizational Challenges Inability to react quickly to market trends Long lead time to market with new solutions Limited flexibility and adaptability in current portfolio High Cost to implement (and integrate) solutions Limited Reuse of current portfolio Data Quality Issues throughout enterprise (also limited Reuse) The MDM Promise Agility and Adaptability to Changing Market Trends Flexibility of Solutions Speed to Market with Solutions Cost Effective Solutions Increased Productivity of IT Staff Quality and Accuracy of Information 7

8 Key Challenges For An MDM Program Process People Insufficient Funding Project vs. Program Lack of awareness Proliferation of manual and non-standard business processes Politics Insufficient Executive Support Lack of skilled resources in industry Data ownership and governance Use of non-standard tools and technology in existing org. Technology One tool doesn t solve all the needs MDM Technology can cause disruption to existing solutions Integration challenges with best of breed applications

9 Building on the Case for MDM Initiative Selling the business benefits of an MDM initiative Quantify the cost of bad data quality within the organization. Exhibit the benefits of reducing data integrity risk and cost/complexity with technology platforms that can deliver long-term, scalable integration Leverage MDM foundation to integrate Front and Back Office functions through the scaleable, consistent Middle Office capabilities Demonstrate how an effective MDM program will assist in: Delivering an consistent, scalable cross-channel, customer facing services Managing market opportunities through enhanced business intelligence abilities Delivering accurate, consistent and timely data, including reports and statements to our customers Continue growth across additional products and customers Continue eliminating redundant technologies and multiple versions of the truth 1 Focus on improving customer data accuracy, consistency and timeliness issues and reducing complexity & cost long-term by adding Data Governance, Data Quality Program/Tools, Common Definitions/Model, Data Movement Monitoring & Controls, Data Integration Tools and Data Warehouse/Reporting/Business Intelligence tools

10 Building on the Case for MDM Initiative (continued) Justifying the investment Lower Costs Increase Efficiency Increase Returns Integrating data across multiple applications Eliminates redundant data Reduces duplication of effort Risk avoidance Reduce Complexity Improves quality of data Establishes data governance and ownership Reduces time to market Utilize IT investment efficiently Golden copy of a customer Assists in cross-selling and up selling opportunities Acquire new customers

11 MDM Aligns with Enterprise Data Framework Ensure that it Encompasses People, Process & Technology Data Value Data Integrity (end-to-end) Business Intelligence Driven Decisions Data Agility Business Services (SOA) Business Process (BPM) Orchestration Business Rules Engine (BRE) Driven Data Consistency & Reuse Data Movement & Integration (ESB) Data Transformation Data Services (CRUD, Access & Monitoring) Data Enablement Enterprise Data Model Data Architecture (SORs, Data Flows, etc ) Metadata Master Data Data Governance Data Ownership & Stewardship Data Definitions Data Foundation Data Monitoring, Controls & Balancing Data Quality 11

12 MDM Program Vision, Mission & Goals Vision Mission Goals Achieve world class competency and competitive advantage in the way we create, handle and present master data within the organization Execute on a framework to deliver data that is reliable, available and consistent to maximize the quality of the products and services delivered to organization s customers, shareholders and employees Deliver accurate, consistent and timely data to our customers Create a single integrated view of customers data across all the products Deliver an efficient, agile & scalable data management framework to deploy reusable, cross-channel, customer facing services Deliver realistic way to evolve functionality and add value without data access being an issue Eliminate redundant technologies and multiple versions of the truth Provide the right data to the right place at the right time 12

13 Establish and Manage Expectations Accurately EDM / MDM Maturity Model Disparate Converging Centralized Managed Controlled Optimized Risk Unmanaged Data Risk IT Backlog Cost center Holistic Data Integration and Intelligence Cost Value Improve Data Understanding Data Risks Known and Observed Eliminate Redundancy Streamlined Data Analysis Data costs controlled Data Integrity Data Value Investment Data Risks Controlled Operational data to support transactions Data managed as a corporate asset The business value of an EDM/MDM environment grows slowly during the first three stages as organizations struggle to consolidate silos of data, deliver a consistent view of information, and empower users with tools to give them a reliable and repeatable source of content. Business value and risk mitigation accelerates in the last three stages as EDM/MDM becomes an enterprise philosophy that drives mission-critical processes and delivers data-managed environment and rich insights for a competitive advantage. 13

14 Foundation For MDM Program People process and technology have to support the five pillars of the MDM Program. MASTER DATA MANAGEMENT PROGRAM ARCHITECTURE & DATA FLOWS DATA MODEL & DEFINTIONS METADATA DATA QUALITY DATA GOVERNANCE PEOPLE: Organization, Roles & Skills PROCESS: Strategy, Standards & Metrics TECHNOLOGY: Data, Architecture & Application 14

15 People: MDM Organization Organization, Roles & Skills MASTER DATA MANAGEMENT PROGRAM ARCHITEC DATA TURE MODEL METADATA DATA & & QUALITY DATA DEFINTION FLOWS S PEOPLE: Organization, Roles & Skills DATA GOVERNA NCE PROCESS: Strategy, Standards & Metrics TECHNOLOGY: Data, Architecture & Application Master Data Director Consulting Services Program Mgmt Metadata Mgmnt. Manager Data Architecture TBD, Sr. Manager Data Quality TBD, Manager Data Modeling TBD, Manager Sr. Data Analyst TBD Sr. DBA Sr. DBA Data Architects (2) DQ Sr. Data Modeling Data Analyst (2) Administrator Developers Sr. DQ Developers (2) Data Modelers (1 per Bus Team) Data Architects (1 per Bus Team) --- Team Director --- Core Team --- Business Delivery Teams (dotted line to MDM) --- Third Party Contingent Staff Data Stewards (1 per Bus Team)

16 Process: Business Driven MDM Program Strategy, Standards & Metrics MASTER DATA MANAGEMENT PROGRAM ARCHITEC DATA TURE MODEL METADATA DATA & & QUALITY DATA DEFINTION FLOWS S PEOPLE: Organization, Roles & Skills PROCESS: Strategy, Standards & Metrics DATA GOVERNA NCE TECHNOLOGY: Data, Architecture & Application Create an actionable 3-5 year MDM Strategy and Roadmap based on strategic business priorities and alignment with the business architecture model Align with the corporate business strategy, enterprise business architecture (EBA) and enterprise data management (EDM) The EBA and EDM models should guide MDM direction and prioritization Initiate the MDM Maturity Model, based on: > Organization s current MDM Framework > Data Best Practices and critical Building Blocks (this model will include people, process and technology elements) 3-5 Year MDM Roadmap Strategic roadmap comprised holistically of people/organization, process, and technology elements Defines path for organization to align enterprise data initiatives with business initiatives and value Provides the MDM (Governance) Council an outlined portfolio of projects, prioritized based on company s data management gaps and requirements driven from the business priorities MDM Metrics Build Metrics/Measures to keep the track the progress of the MDM progress. Measures should be reported up to the IT and Business Leadership 16

17 Ensure MDM Architecture Aligns with EBA/EDM Technology: EDM Target Vision Architecture MASTER DATA MANAGEMENT PROGRAM ARCHITEC DATA TURE MODEL METADATA DATA & & QUALITY DATA DEFINTION FLOWS S PEOPLE: Organization, Roles & Skills DATA GOVERNA NCE PROCESS: Strategy, Standards & Metrics TECHNOLOGY: Data, Architecture & Application Front office for Data Consistency and Channel Parity Middle Office for end-to-end Data Accuracy, Data Availability/ Timeliness and Scalability Back Office for Data Quality, Data Movement Controls and Data Reliability Business Process Mgmnt (Orchestration, Integrated Workflow & Monitoring) Create Channel Agnostic Information Access Single View of Customer NCC Call Ctr & IVR Wealth Advisors Advisor Services Institutional Relationship Enterprise Service Bus Integration (Inquiry & Transactions) Single Business View of Intelligence Enterprise (Reports, Data Statements & Analytics) Advisor Services Advice Web CDI Active Data Warehouse Transformation Services Enterprise Service Bus Optimize data movement and integration from Back Office NCC Call Ctr & IVR Advisor Services NCC Call Ctr & IVR Advisor Services Glass Pipeline - Data Movement Monitoring & Controls Data Governance Data Ownership Data Quality & Common Data Definitions Data Security Wealth Institutional Wealth Institutional Relationship Relationship Advisors Advisors EDM/MDM Components Benefits: RAACS (Reliability, Accuracy, Availability, Consistency, Scalability) 17

18 Questions & Answers 18