Zornes_Top 15 Field Reports

8/9/2019 Zornes_Top 15 Field Reports

1/43

Product Evaluation Criteria &Field Reports for the

Leading MDM & MDG Solutions7th Annual MDM & Data Governance Summit

Canada – June 27-28, 2012

Aaron ZornesChief Research Officer

The MDM [email protected] www.linkedin.com/in/aaronzornes

@azornes

+1 650.743.2278

mailto:[email protected]://www.linkedin.com/in/aaronzorneshttp://twitter.com/azorneshttp://twitter.com/azorneshttp://www.linkedin.com/in/aaronzornesmailto:[email protected]


2/43

“Top 10” MDM Evaluation Criteria

1. Data model2. Business services

3. Identity resolution

4. Data governance

5. Architecture6. Data management

7. Infrastructure

8. Analytics

9. Developer productivity10. Vendor integrity

I n f r a s t r u c t u r e f r a c a s w i l l es ca l a t e a s m e g a a p p v e n d o r s r u s h t od o m i n a t e b u s in e s s se r v i ce s / p r o c e ss es & d a t a m o d e l s a s h i g h g r o u n d

© 2012 The MDM Institute www.The-MDM-Institute.com

http://www.mattwardman.com/blog/wp-content/uploads/20070411-old-scrummage-2.jpg


3/43


MDM Institute Field Reports – MDM**

DataFlux Heiler

IBM MDM Server

Informatica MDM

IBI MD Center

Kalido MDM

Microsoft MDS

Oracle MDM

Orchestra Networks

Pitney Bowes Riversand

SAP MDM & MDG

Software AG

Stibo

Talend

Teradata MDM

TIBCO MDM

Visionware

** Persisted customer or product data hubs


4/43


Field Report:

DataFlux qMDM v3.0

Caveats Modest # of MDM references

– DSM, NMBS/Belgian Railways, PPL,The Travel Group, …

Modest support & referencesfor product master data

Relatively small # ofcustomers adding productmaster to customer master

No references for registry orhigh-volume transactionalMDM implementations

Lack of SI channels

Nascent BPM/workflow for “policy hubs”

Strengths Graduated approach to MDM –

DQ->DG->MDM

Quick time-to-value – noper-record or per-domain charges

Integrated DQ (incl entityresolution) + quality knowledge DBs

Flexible data model – domain-neutral & multi-entity-based

Commitment to active data

governance & related work flow SAS “deep pockets”, common data

mgmt, channel & stability

Midmarket CDI references1

1 – Accident Compensation Corporation, Actelion BSN Medical, Carl Zeiss, CPP, Edwards LifeSciences, Hyundai, Invacare, Northern Virginia Electric Cooperative, West Midlands Police,…


5/43


Field Report:

Heiler Software Product Manager 6

Caveats Focus on PIM – missing CDI, just

adding B2B supplier

Lack of inheritance/OOfundamentals in data model

Nascent SI channel strategy –Logica & Sapient best partners

Strengths Focus on multi-commerce MDM

– multi-channel + int’l multi-shop

Expertise in aftermarket/MRO,CPG & life sciences

Rich workflow-oriented UI withflexible data model – e.g., built-indata governance & dashboards

“PIM 360” – a.k.a. Prometheusmethodology

App Suites – Catalog Mgr, DigitalMedia Mgr, Print Mgr, BusinessCatalog, Supplier Portal

Scalability & complexity1

International focus2

Momentum

3

1 – High SKU count (25 000 products or more); complexproducts (250+ data elements, multi-level product / SKU);

2 – Multi-lingual; distributed data governance3 – Baumark Direkt, General Motors, Harman, Otto, Мир Книги,

Music Group, Puma, Saks Fifth Avenue, Sartorius Werkzeuge,Tommy Hilfiger, Universal Music , …


6/43

Field Report:

IBM InfoSphere MDM

Caveats Integration of MDM

technologies still in early stages

Industry/use case-specificsolutions just emerging

(outside of traditional strengthsof HC/FSI)

Integration with other IBMproducts still emerging

Strengths Comprehensive – Integration of 3

best-of-breed technologies – MDMServer, Initiate MDS, MDM4PIM

Collaborative authoring – workflows

for collaborative tasks Strong solution for R/T processing

with business services, MDM Application Toolkit & BPM Express

Real-time probabilistic search/match

accuracy, scalability & performance Strong emerging offerings in areas

of Data Governance & RDM

Market share leader – strong in FinSvcs, Public Sector, Healthcare & Retail

1 – MDM Server family 2012 nomenclature^ Collaborative Edition = Collaboration Server

(formerly MDM Server for PIM)^ Standard Edition = Initiate Master Data Service^ Advanced Edition= Initiate MDS + MDM Server^ Enterprise Edition = Collaboration Server +

Initiate MDS + MDM Server1 – Financial Services - BofA, Barclays, Capital One2 – Government – London Borough of Brent, State of

North Dakota, HMRC3 – Healthcare – UPMC, Wellpoint, BCBS NC/KS/MN

4 – SIs = Kingland, dbMotion, Cognizant, Capgemini,Perficient, Stream Integration, IBM GBS, …© 2012 The MDM Institute www.The-MDM-Institute.com


7/43

Field Report:

Informatica MDM 9.5

Strengths

Extensible multi-entity/domain support1

Data governance console (IDD2)

Multiple deployment – on-premise,cloud, hybrid

Multiple implementationarchitectures/use cases – e.g.,registry/transactional/coexistence

4th gen features: integrated BPM(Fujitsu), cloud integration, …

Strong integration with: dataintegration, identity resolution (IIR),metadata & DQ

Partnerships with ACN, CAP, CTSH,CSC, EMC, IBM GBS, TCS & WIT

Caveats

Nascent active datagovernance

Nascent reference datastrategy

Scalability concerns Registry-to-Hub

migration

1 - Products/Customers;B2B/B2C/B2B2C;

Employee/Contractor/ClinicalProtocol/Product

2 – Informatica Data Director (IDD) isdata steward console application forentity lifecycle management

3 – 2012 momentum = 20th Century Fox, Aviva USA, BMC Software, DevonEnergy, Global Hyatt, IP Australia,

Logitech, Outback, Polycom,Printemps, …© 2012 The MDM Institute www.The-MDM-Institute.com


8/43

Field Report:

IBI Master Data Center (MD Center)

Caveats

Under invested in marketing

Nascent data governancevision & roadmap

No reference data strategy

No BPM strategy Lack of industry data models –

data model agnostic mostly, just starting with healthcaredata model

SI channel ramping up

Modest # of references

Strengths

Proven multi-entity MDM product – via OEMing of Ataccama withaddt’l upgraded deterministicmatching & DQ Center

Real-time data integration1 –

including process-level integrationwith Oracle & SAP

Integrated with iWay application& data adapters2

Integrated, separately marketeddata profiling via DQ Center

New name customer momentumresulting from MDM as integralcomponent of 2012 go-to-market BI strategy3

1 - B2B Suite (full E2E monitoring of B2B &B2B2Agent); BPA Suite; EIM Suite

2 - iWay Data Migrator iWay Service Mgr, iWay Search3 – CNWL NHS, Ministry of Transportation (Ontario),

Mt. Sinai Hospital, SABRE Marketing, …



9/43

Field Report:

Kalido MDM 9.0

Caveats

Data governance needsbetter integration (round-trip)

Lack of awareness forKalido’s operational usecases

Lacks native customer/address standardization

Lack of strong major SIchannel

1 – Customer, product, financial, supplier,employee, location, KPI, etc.

2 – Recent European momentum in CPG,pharma, financial services, insurance, as wellas established successes in Virgin Media, VisaInt'l, Imperial Tobacco, Post Office Limited,

AB InBev, etc


Strengths Time-to-value/ROI Focus on active data governance

via data policy mgmt

Multi-entity1

Reference data support Visual business modeler

Process flows & workflow enginefor data governance/stewardship

Model-driven user-specific

customized interfaces w/nocoding

European momentum2


10/43

Field Report:

Microsoft Master Data Services

Caveats

No data governanceroadmap

No roadmap for integrationwithdynamic ERP & CRM

Lacks identity resolution

Not enterprise scalable

Lack of strong SI channel

Under invested inmarketing

**Formerly Stratature +EDM

(Enterprise Dimension Management)© 2012 The MDM Institute www.The-MDM-Institute.com

Strengths Hierarchy management

Customer, product, financial,supplier, employee, KPI, etc.

Pending RDM capabilities 2H2012

Integration with SharePoint &MS Office

(Eventual) integration with MSData Quality Services (MS DQS)

Support for PSFT, SAP BW, R/3hierarchy import

Low cost of ownership / SQLServer 2008 bundling


11/43

Field Report:

Oracle Customer Data Hub v12.1.1

Caveats

Minimal high-endreferences

Fair-to-meek customerrecognition capability

Best fit is B2B & mid-market

Lack of industry-specificdata models

Strengths Multi-entity platform1

Trading Community Architecture

Mid-market references2

High-tech manufacturing expertise Global ID generation, mgmt & x-

ref

Integrated DQ & Analytics

Global reach3 1 - Parties, Products (PIM Hub), Locations (Site

Hub)

2 - Agrokor, Church Pension Group, Etat deGeneve, GGB, Hanjin Shipping, KangwonLand, LG Telecom, Network Appliance, RandMerchant Bank, Symantec,, …

3 - Security blanket for government, high tech, &

manufacturing industries



12/43

Field Report:

Oracle Hyperion DRM 1,2 11.1.2.x

Strengths Analytical MDM for sharingdimensions, hierarchies, & reporting Operational MDM (Ledger Hub) for

chart of accounts, cost centers, legalentities

Robust business rules engine (BPM) Active data governance – i.e., changerequest/approval workflows, role-based access,

granular security, model-driven

Integration with Oracle ERP/GLs,Hyperion EPM apps & others

Strength in both financials & FinancialServices industry

Mature product, strategic technology3 Sold by HYSL & Oracle MDM sales

force overlays

Caveats Lack of CDI references Minimal marketing of the

solution

1 - Formerly Hyperion MDM

2 - DRM = data relationship management

3 - Potential to provide hierarchicalunification across CDH & UCM (as well asIBM, SAP, & others); frequent use asmaster reference data system



13/43

Field Report:

Oracle Customer Hub1

Caveats

Active data governancestrategy emerging – OracleData Governance Manager= DQ workflows

Delay of Fusion MDM

Registry strategy stillevolving

Strengths

Strong enterprise MDM & DGvision & roadmap

Enterprise-strength vertical Hubapplications

OOTB integration w/ both Oracle& non-Oracle apps

Momentum & expertise in Telco &Retail Banking

High-end production sites2

Integrated DQ & identityresolution (Datanomics) &analytics

Strong SI channel

1 - Formerly Siebel Universal Customer Master 8.2a.k.a. “UCM”

2 – Areva T&D, Bank of Riyad, CSFB, Home Depot,KPN, Nokia, Qwest, Royal Caribbean Cruise Lines,Saudi Telecom, Toyota Financial Services, Westpac,Zebra Technologies, …



14/43

Field Report:

Oracle Healthcare Master Person Index1

Strengths

Open source (Mural, JCAPS)

SeeBeyond heritage

Primarily supporting registry-styleapproach

High scalability – albeit via toolkitapproach

Party data – customer,supplier, & citizen

100+ installations of SeeBeyond

2

10+ of MDM Suite

Caveats

Open source

Under invested inmarketing

Perceived as “healthcare-

& government-centric” Staff reductions

1 – Formerly Sun Microsystems MDM Suite R6

2 – Geisinger Health Systems, Harrods, Harrow Council,Infonet, Los Angeles Department of Water & Power,Providence Health System, National Health Svc (UK)



15/43

Field Report:

Orchestra Networks EBX 5

Strengths

Integrated pro-active datagovernance – data models, DQ rules,workflow config, role-based security, …

Native support for party & product+ reference master

Strong multi-entity support viasemantic modeling & OO layer (vs.relational orientation of others)

100% web-based UIs for business& IT

3-way versioning – “what if?”, “as of?”, “who did what?”

Standards-based, not 3rd party –Java, any RDBMS, any ETL

Cloud/SaaS offering, MDM Alliance

Caveats

Modest marketing budget

Lack of SI channel

Lack of momentumoutside France1

Matching – new in EBX 5 Only modest references

for high-end scalability2

1 – BNP Paribas; Bolloré Africa Logistics;Credit Agricole; Geodis; La Poste;L'Oreal; Michelin; National Bank ofCanada; netSpend; Oseo; Technip; UBISoft; United Technologies Corp; VUBBanka …

2 – BNP Paribas, Geodis

© 2012 The MDM Institute www.T, he-MDM-Institute.com

Fi ld R t


16/43

Field Report:

Pitney Bowes Master Data Hub

Strengths Short time-to-value

Entry-level with scalability

Graph-DB foundation enables

Complex hierarchy analysis of big data& social media-integration

Location context support

Visual analytics

Built-in social network analysis

Built-in social network analysis

Proactively understand influentialentities within network to enhance 360°customer view

Built-in Data Governanceframework

Caveats New to market

Modest marketing budget

More Social MDM thanclassic MDM

Lack of SI channel

© 2012 The MDM Institute www.T, he-MDM-Institute.com


17/43

Field Report:

Riversand PIM 6.1, MDM, & Plant MDM

Caveats Nascent operational MDM

for ‘customer/party’

Lags other vendors indeployments

Underinvested in marketing

Current focus in NA butexpanding to EU (2012) & AP (India office 2011)

Ongoing channel conflict(minimal implementation partners)

New DQ partners as

channel – CNET, D&B, Experian,LaCross, Loquate, Trillium

Strengths

Built-in data quality & data governance

Multi-entity MDM focus – product, supplier,material, location, …

Singular, modular, highly-integratedsolution = better process orchestration

Deep comprehensive PIM functionality – well-integrated, search, digital asset mgmt,workflow, print publishing

Deterministic matching

Quantity of PIM references1

Retail, Petrochemical & Mfg expertise

Hosted model available1 – RETAIL: Fingerhut/Geddington, Overstock.com, PC Connection, VF Corp,;

MFG: Cytec Industries, Dresser-Rand; Ingersoll-Rand, Saint-Gobain,Siemens, DISTRIBUTION: ScanSource, Schneider Electric; ENERGY:ConocoPhillips, ExxonMobil, Spectra Energy, BP; PHARMA: Teva, GHX



18/43

Field Report:

SAP NetWeaver MDM v7.1

Caveats Operational MDM for

‘customer/party’ not field proven Did not support “full data”

model until 7.13

Confusion/concern over longterm roadmap/viability SAP NW MDM = enterprise MDM

for heterogeneous environments

SAP MDG – “embedded” w/ SAPsolutions, starting w/ BOBJ;domain-specific MDM apps

SAP MDF/MDS (master datasvcs) – HANA-enabled MDM forreal-time CDI

Registry strategy still maturing

Strengths

Analytical MDM reporting forcustomer/party

Operational MDM for supplier& product

Quantity of MDM references1

Supply chain expertise

Multi-entity MDM focus2 &consistent product strategy

Integration with BOBJ

data quality & integration (ETL)

SAP underpinnings for sys mgmt

1 – CDI-related = Adidas, Intel, Nortel, Whirlpool, … 800+ sites for PIM

2 - Including full product information management (PIM) capability & support for material, vendor, etc.

3 –Very conservative ramp up; Previously lacking due to party model limitations

© 2012 The MDM I nstitute www.The-MDM-Institute.com


19/43

Field Report:

Software AG webMethods OneData v8.2

Caveats Lack of market awareness of

MDM acquisition

SI channel ramping up

Under invested in marketing

Modest number of CDI

references3

Process-oriented MDMapproach is new to market

Strengths

Fully integrated multi domain1

Multiple architectural styles & usecases in one instance2

Data model flexibility

Sophisticated hierarchy mgmt—e.g., relationship charts, rulesmgmt

Full lifecycle with DG framework

Integrated DQ engine (Trillium)

Full SOA

Future integration of Software AG’s BPM strengths to MDM

Price & time to value via pre-

packaged templates

1 – Enterprise data model covering all domains, or aportion, generates the framework of the MDMsolution which can be extended or configured

2 – Supports all architectural styles except Registry;supports operational MDM & analytical MDM usecases

3 – Avon, Cargill, GE, Novartis, Paraexel, Wellpoint,

...© 2012 The MDM Institute www.The-MDM-Institute.com


20/43

Field Report:

Stibo Systems STEP 5.2

Caveats Nascent operational MDM for

‘customer/party’

Active data governancecapabilities just emerging

Registry strategy still

maturing BPM strategy evolving

Reference data strategyneeded

SI channel ramping up2

Underinvested in marketing Ongoing channel conflict

(minimal implementation partners)

Strengths

Deep functionality for PIM –comprehensive, well integrated(product, supplier, location)

PIM scalability

Quantity of PIM references1

Retail, Travel & Hospitalityexpertise

Multi-entity MDM focus&consistent product strategy

Deep pockets/financial stability Global sales & support

1 – BlueLynx/GP, bol.com, Fairchild Semiconductor, General Motors, Hagemeyer, HomeDepot, Mitchells & Butlers, Office Depot, Oriental Trading Company, Sears, Target, …

2– Acuity Group, ACN, Deloitte, EMC, Logica, Platon, Sapient, Steria

3 –STEP 5.3 is full-stream multi domain MDM with an all new entity model at the core


i ld


21/43

Field Report:

Talend Enterprise MDM v5.x

Caveats

Lacking "active datagovernance" (upstream)

Lacking identity resolution

Under invested in

marketing Uncertain strategy re:

software-as-a-serviceMDM capability

Strengths

XML-based MDM with non-intrusiveSOA

Multi-entity MDM support – customers,suppliers, products, organization, employees, ...

Lower cost than proprietaryMDM solutions

Proven commercial open sourceexpertise & business model fromrecognized market leader in opensource data integration

Integration with Talend open sourceDQ & data integration (ETL)capabilities; nascent BPM integration

Rapidly evolving “big data” alignment

– e.g., Hortonworks© 2012 The MDM Institute www.The-MDM-Institute.com

1 – 80 projects worldwide using the 'free'

version

2 – BBC; Berlingske; Boston College; FederalReserve Board; Gendarmerie; IronMountain; RTE; SAB Miller; SourceMedia; St.Judes’s Research Hospital; Swisscom; TheWeather Channel; Time-Warner Cable;

Veolia; Vinco Group …

Fi ld R t


22/43

Field Report:

Teradata|Aprimo MDM 3.1

Strengths Analytical & operational MDM

+ party & product & financial & RDM

Full lifecycle & process flows formulti-entity support

Consolidated EDW & MDM platform +focus on reference data mgmt for DW

Integration with Teradata DB, Profiler, Aprimo Relationship Manager, et al

CDI & PIM accelerators

DQ integration with Trillium, SAP DQM,SAS DataFlux, Informatica IdentityResolution (matching)

Packaged CDI Solution planned for MDM3.2 for release in June 2012

Caveats Modest # references1

Active datagovernance strategyevolving

SI support ramping up

1 – ANZ Bank; top 3 W/W CPG Co.;Electronic Arts; Hershey’s; Intel;

large Indonesian mobilecommunications firm; MillerCoors;NAB; NCR; Pratt & Whitney; Telstra;Teradata; Vodafone Australia


Fi ld R t


23/43

Field Report:

TIBCO MDM1

Strengths Well-suited for both operational &

collaborative MDM

Full lifecycle & process flows for multi-entity support + reference data

Multi-hub, multi-application MDM

deployment Active data governance via integrated

BPM/workflow for collaborative authoring& orchestration

Integrated (Trillium) Data Discovery &

Data Quality Architecture fits well with real-time &

distributed services nature of SOA + BPM

Import/export of hierarchical data frommultiple sources simultaneously

Intelligent MDM-integrated search

Caveats Missing formal CDI

solution – i.e. packagedmore as a “kit” ... verticalCDI solutions due 2H2012

BPM dominates MDM

within TIBCO Under invested in

marketing

Prof svcs orgsomewhat

competitive vs. SIs1 – formerly Collaborative

Information Mgr (CIM) 8.x

2 – Covance, Digikey, GFI Group,Lafarge, Lion Nathan, Mahindra &Mahindra, RAC of WA, Rent-a-Center, Paul Hartmann AG, SanofiPasteur, State CompensationInsurance Fund, Vodafone…


Fi ld R t


24/43


Field Report:

VisionWare MultiVue Identification Server

Strengths

Analytical–capable +operational–focused MDM

Multi-entity – people, property &assets

Public sector expertise

Sophisticated, yet well-packagedcore MDM functionality – e.g., DBpartitioning, web services, BPM

Mid-market pricing

Microsoft as channel Microsoft software stack

affinity

Longevity – e.g., 100+ installations

Caveats

Strategy beyond public sector just beginning

UK-centric

Currently mid-marketscalability1 – e.g., millions vs.10s of millions of master records

Matching algorithms for datacustodianship evolving – notautomated self-tuning level yet

Data governance strategy

evolving Registry-orientation more

than persisted data hub

1 – Product tested up to 50 million records withno performance issues; additional futuretesting with Microsoft Scalability labs


25/43


MDM Institute Field Reports – MDG

ASG BackOffice Associates

Black Watch Data

Cognizant + Collibra

DataFlux

EMC/RSA/Archer

IBM MDPH

IBI MD Center

Informatica IDD

Kalido DGD Microsoft DG Console

Oracle DGF

Orchestra Networks

SAP MDG

Software AG

Utopia

Varonis

** Persisted customer or product data hubs

G


26/43

Master Data Governance “Top 10” Technical Evaluation Criteria

1. Methodology2. Data exploration/profiling3. Data model, policy model

& business glossary mgmt4. Rules/policy mgmt

5. Decision rights mgmt6. MDM hub integration7. Enterprise application

integration8. Integrated metrics

9. Multi-level, role-based security10.E2E data lifecycle support


Un ders tand ing scope , d i ve r s it y l im i t a t ions

o f cu r ren t ly -m arke ted M DG o f fe r ings i s tr em endou s l y cha l l eng ing



27/43



28/43


i ld


29/43

Field Report:

IBM Master Data Policy Hub (MDPH)

Strengths Common DG layer across

Standard & EnterpriseMDM Server editions

Ultimate integration withGuardium, Optim, et al

Ongoing integrationw/BPM (BPMExpressa.k.a. Lombardi)

IBM BAO/GBS teamsavailable w/w

Caveats Lack of integration w/

Reference Data asset

Big IBM stack req’d

Lack of integration withSmart GovernanceCouncil assets


Fi ld R


30/43

Field Report:

Informatica Data Director (IDD)

Strengths Good for fundamental

MDM administration asdata steward console

Task-oriented & businessprocess-driven

Access to history & datalineage

Optimized around DQ

anomalies Flexible security model

Caveats Out-of-step with main

INFA MDM process flow

Too easy for end users to

trash performance withill-advised queries


1 – Formerly Siperian Business DataDirector

2 – Informatica Data Director (IDD) isdata steward console application forentity lifecycle management

Fi ld R t


31/43

Field Report:

Kalido Data Governance Director (DGD)

Strengths

Visionary leader

UBM methodology

Flexible decision rights viamapping of roles &

responsibilities Export of policy

compliance metrics

Policy-focused solution

incl remediationprocesses

Proactive workflow fordata & processes

Accenture heritage

Caveats

Late-to-marketintegration with KalidoMDM

One-way trip/export into

Kalido MDM Only supports Kalido BPM


Fi ld R t


32/43

Field Report:

SAP Master Data Governance (MDG)

Strengths

Ready-to-use governanceapplications integratedw/SAP ERP

Predefined & extensible

data model Prebuilt & flexible

workflows

Multi-mode data replication

Integration with BOBJdata quality/validationassets (cleansing, matching, &consolidation)

Verifiable audit trail

Caveats

Late-to-market with B2Ccustomer

Lacks flexible hierarchicalmanagement of data

Lacks master data withintransactions

Lacks identification ofdata pattern profiles

Nascent cloud-enablement & integration

Nascent big data &analytics support forsocial CRM data

© 2012 The MDM Institute www.The-MDM-Institute.com1 – SAP MDG-F (finance), MDM-M (materials), MDG-S (suppliers), MDG-C

(customers)

Fi ld R t


33/43

Field Report:

Utopia

Strengths

Strong growth North America1, 2

SAP, Open Text & ACNpartnerships

Utopia Lab/COEs, Uni

Multiple entry points for sales inmigration, quality & governance

Support (via Open Text) tointegrate unstructured

Full E2E lifecycle methodology(EDLM) – Assessment, Strategy,Roadmap

Cloud & HANA

MENA3 depth

Caveats

No longer sole preferredpartner for SAPMDM/MDG as of 2012


1 – 250% growth despite torpid economy

2 – Captaris, Coca Cola Enterprises, ConAgra,CSL Behring, CVS/Caremark, Dubai

Aluminum, DuPont, ExxonMobil, Grainger,

Harley-Davidson, John Deere, Kellogs’s,Kennametal, Kimberly-Clark, Kraft, Malaysia

Airlines, Neptune Orient Lines, NewmontMining, Pertamina, RasGas, Saudi Arabian

Airlines, Suncor Energy, Tyco Electronics,Wolters Kluwer

3 – MENA = Middle-East & North Africa


34/43


MDM Institute Field Reports – RDM

Aprimo LRDM(Teradata)

ASG ROCHADE(Metadata-driven RDM)

DataFlux qMDM IBM MDM RDM Hub

Informatica RDM

Kalido

Microsoft RDM(to be announced)

Oracle Hyperion DRM

Orchestra Ebx

Profisee

SAP MDG-R

Software AG

WebMethods OneData

** General-purpose or multi-domain RDM, not industry-specific solutions such as capital markets,pharma, e.g., AIM, Asset Control, Eagle, Golden Source , Kingland Systems 360 Data, and RSD

Reference Data Management


35/43

Reference Data Management “Top 10” Technical Evaluation Criteria

1. Ability to map reference data2. Administration of reference

data types3. Management of reference

data sets

4. Architecture5. Hierarchy management oversets of reference data

6. Connectivity7. Import and export

8. Versioning support9. Security & access control10. E2E lifecycle management


Un ders tand ing scope , d i ve r s it y l im i t a t ions

o f nascen t R DM o f fe r ings is cha l l eng ing

Field Repo t



36/43

Field Report:

IBM MDM Reference Data Mgmt Hub

Strengths

Purpose-built,commercially proven RDM

Utilizes IBM MDMfoundation

Full function with strongtaxonomy support &mappings

Ease of deployment,implementation, & use

Market momentum1

Caveats

Lack of BPM integration &workflow (needs configurableworkflow)

Lacks Cloud architecture

& SaaS offering Perception of excessive

software stack foundation

Missing adapters for otherIBM software (Discovery,etc.) & other major appssuch as Oracle & SAP


1 – Achmea, ANZ Bank, BCBS of North Carolina, Citi Mortgage, DnB NOR ASA, IBM Officeof the CIO, LabCorp, Standard Bank of South Africa and The CIT Group


37/43

BOTTOM LINE

Acknowledge no single MDM vendor “does it all well” CDI vs. PIM

Analytical vs. Operational vs. Collaborative MDM

B2B vs. B2C vs. B2B2C

Batch vs. real-time Recognize that industry expertise matters

Test drive identity resolution/matching & consultingexpertise

Reference check based on complexity of use case &scalability

Invest on data governance capabilities contractuallywith specific deliverables



38/43

“Lessons Learned” 1H2012

Promote MDM as essential business strategy

with IT deliverables to leverage high-valueinfo used repeatedly across many businessprocesses

Position MDM as enabler of key business

activities such as improving customercommunication & reporting – rather than animportant infrastructure upgrade

Begin MDM projects focused on eithercustomer-centricity or product/service

optimization Plan for multi-entity MDM solutions evolving

from “early adopter” status into “competitivebusiness strategy” during 2012



39/43

How to Leverage the MDM Institute

Kick start the “MDM evaluation process” Attend public workshop

Bring workshop on-site

Fine tune in-process MDM strategies Due diligence on reference checking & contract details

Stay ahead of curve via MDM Business Council Re-qualify every 6 months via survey

Receive MDM Alerts & access to Web-hosted research

Increase your knowledge & negotiatingstrengths via MDM Advisory Council Membership Participate in monthly email surveys & receive updated industry scorecard

Receive monthly MDM consultation via telephone

“ I n d e p e n d e n t , A u t h o r i t a t i v e , & Re le v a n t ”


MDM & Data Governance Summit™


40/43

MDM & Data Governance SummitConference Series

MDM & Data Governance Summit CanadaThe Carlu – Toronto ▪ June 27-28

MDM & Data Governance Summit Americas Marriott Marquis NYC Times Square ▪ October 14-16

MDM & Data Governance Summit Singapore Marina Bay Sands Resort ▪ November 27-28

MDM & Data Governance Summit Shanghai Shanghai International Convention Center ▪ March 2013

MDM & Data Governance Summit EuropeRadisson BLU – London ▪ April 13-15, 2013

MDM & Data Governance Summit Asia-PacificFour Points Darling Harbour– Sydney ▪ May 20-21, 2013

MDM & Data Governance TokyoBelle Salle Kanda– Tokyo ▪ June 14, 2013

MDM & Data Governance Summit San Francisco Hyatt Embarcadero – San Francisco ▪ June 2013


“ M o r e MDM p r o g r a m s g e t t h e i r su c ce ss f u l s t a r t a t MDM& D a t a Go v e r n a n c e Sum m i t s t h a n a n y w h e r e e l se ”


41/43

Authoritative

Relevant

Independent

Aaron ZornesFounder & Chief Research Officer

[email protected]

www.linkedin.com/in/aaronzornes

+1 650.743.2278 @azornes


mailto:[email protected]://www.linkedin.com/in/aaronzorneshttp://twitter.com/azorneshttp://twitter.com/azorneshttp://www.linkedin.com/in/aaronzornesmailto:[email protected]


42/43

About the MDM Institute

Founded in 2004 to focus on

MDM business drivers & technology

challenges

MDM Advisory Council™ of 150 Global 5000 IT organizations withunlimited advice to key individuals, e.g.CTOs, CIOs, data architects

MDM Business Council™ websiteaccess & email support to 35,000+ members

MDM Road Map & Milestones™ annual strategic planning assumptions

MDM Alert™ newsletter

MDM Market Pulse™ monthlysurveys

MDM Fast Track™ one-daypublic & onsite workshop rotatingquarterly through major North American, European, & Asia-Pacific

metro areas MDM SUMMIT™ annual

conferences in London, Madrid, NYC,San Francisco, Singapore, Sydney,Tokyo & Toronto

“ I n d e p e n d e n t , A u t h o r i t a t i v e , & R e le v a n t ”

About Aaron Zornes Most quoted industry analyst authority on topics of MDM & CDI

Founder & Chief Research Officer of the MDM Institute Conference chairman for DM Review’s MDM SUMMIT conference series Founded & ran META Group’s largest research practice for 14 years M.S. in Management Information Systems from University of Arizona



43/43

MDM Institute Advisory Council

Advisor agrees to provide Institute’s

consultants with advice & insight regardingthe use of MDM software & related businessprocesses at Advisor’s convenience

Advisor agrees to participate in at least onefifteen (15) minute survey teleconference callevery sixty (60) days

Optionally, Advisor may respond to the bi-monthly survey request via email or Internet-based survey fulfillment

Results of such MDM market researchsurveys shall be aggregated by the Institute& made available to all Advisory Councilmembers

In no case, shall any Advisor-specific surveyinformation be made available to otherparties unless Advisor has specifically agreedto the release of such information in writing

1 5 0 o r g a n i z a t io n s w h o r e c e iv e u n l i m i t e d MDM a d v i c e t o k e yi n d i v i d u a l s , e .g . CTOs , CI O s , & MDM p r o j e c t l e a d s

R ep r e s e n t a t i v e M em b e r s

• 3M

• Bell Canada

• Caterpillar

• Cisco Systems

• Citizens Communications

• COUNTRY Financials

• Educational Testing Services

• GE Healthcare

• Honeywell

• Information Handling Services

• Intuit

• JC Penney

• McKesson• Medtronic

• Microsoft

• Motorola

• National Australia Bank

• Nationwide Insurance

• Norwegian Cruise Lines

• Novartis

• Polycom

• Roche Labs

• Rogers Communications• Scholastic

• SunTrust

• Sutter Health

• Westpac

• Weyerhaeuser

Date post:	01-Jun-2018
Category:	Documents
Upload:	swaroopmehta1982
View:	219 times
Download:	0 times

Zornes_Top 15 Field Reports

Documents