Mastering the Politics to make your “MDM and Data Governance program” a Success
The field of master data management (MDM) is developing quickly. MDM hubs from large technology vendors, such as Oracle, IBM and SAP, and smaller vendors, such as Siperian, Initiate Systems and D&B/Purisma, are maturing rapidly. Because MDM is growing so quickly, systems integrators have been piling into the space, repurposing their other methodologies and rebranding their resources. But getting the technology right - selecting the right software products and implementing them well - is only part of the challenge. MDM is a set of disciplines and processes for ensuring the accuracy, completeness, timeliness and consistency of the most important types (or domains) of enterprise data across different applications, systems and databases, multiple business processes, functional areas, organizations, geographies and channels. Whenever a business activity crosses so many boundaries within a large organization, there are going to be political issues. Experience shows that to be successful, your MDM strategy needs to take that into account and to embrace it.
Just as a good program management office (PMO) needs experienced project managers, a successful MDM initiative needs a politically savvy leader within the organization who can drive the project, keep senior management engaged and supportive, allow the business to “own” the initiative but keep IT involved as a supporter and facilitator, address the cultural issues and, most importantly, balance the need for quick wins and securing and keeping the funding while maintaining the longer-term vision and architectural integrity that will keep the MDM program from becoming just another island of data.