PART IV
Implementing and Governing Master Data Management
CHAPTER 12 Building a Business Case and Roadmap for MDM
CHAPTER 15 Beyond Party Match: Merge, Split, Party Groups, and Relationships
CHAPTER 16 Data Synchronization, MDM System Testing and Other Implementation Concerns
CHAPTER 17 Master Data Governance
Up to this point, our discussion was focused on issues and concerns surrounding the architecture and design of Master Data Management systems. We took a close look at the business and technology drivers for MDM, discussed architecture considerations and design concerns, and offered an architected approach to addressing some of the key challenges presented by the MDM goal of integrating data across the enterprise, and especially the challenges related to data security and visibility.
This part of the book deals with the practical aspects of implementing MDM solutions as complex, multidisciplined, enterprise-wide projects or programs. The complexity and multidisciplined nature of MDM systems are such that implementing these solutions requires an approach that may be broader than a single project, and should be managed as an initiative-level, enterprise-wide program that consists of multiple projects, phases, steps, tasks, and activities that are organized into a cohesive set of concurrent but interdependent work streams. The terms “project,” “program,” and “initiative” are often defined according to the rules, structures, processes, and standards of an individual organization, and are frequently treated as synonyms. Therefore, to avoid confusion related to the appropriate use of these terms, we will use the familiar term “project” when discussing the implementation concerns of MDM systems.
We begin this discussion with a focus on creating and justifying a compelling business case and defining the roadmap for Master Data Management implementation.