Produced by :In Association with : Customer Data Integration & Master Data Management Summit London 2006 13-14 July, London, UK.

Produced by :

In Association with :

Customer Data Integration & Master Data

Management Summit London 2006

13-14 July, London, UK

MDM as a key enabler for the Agile, Global Enterprise

•Erik-Jan van de Meent – BTGS OneIT Chief Design

•Issue 1.0

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What you will know afterwards (spoilers)

A tiny little bit on BT as a company

What challenges we face

How we intend to resolve it through

-Help of technology (MDM, SOA)

-Change our ways of working (Agile)

Optionally some sneek peeks into my pool of ideas

Spoilers/my opinion for any company out there:

-Expect some help from technology (MDM and SOA). Don’t expect miracles to boost your ability to change though.

-Focus on implementing Change as a standard process (Agile), this is where you should focus your efforts; it’s hard work, face it.

4

BT as a company

We sell Local&Global Networked IT Services (all OSI layers)

About 100.000 permanent staff

UK Incumbant (ex-PTT)

Most regulated company in the world

Split into:

-BT Openreach

-BT Wholesale

-BT Retail

-BT Global Sevices Area of growth

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BT as a company (2)BT Global Services facts

The origins:

-Former Joint Ventures (now owned) in 8 countries (USA, IE, UK, NL, Be, FR, GE, ES) with their own market, P&L, their own versions of products, system stacks and processes

-Special contracts for large customers, special legal obligations, special processes, information flows and systems

-Large local and international networks

-All in all, several 100’s of systems supporting the above, with interdependencies

The Drive:

-We’ll lead on building, enabling and using the DNE

-We’ll extend our Global reach; acquired Infonet (USA) and Albacom (Italy)

-We’ll redefine operational excellence, and implement it

-We operate in “Follow The Sun” mode

-A core of roughly 150 systems supporting a harmonized operation

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BT as a company (3)

We’re transforming:OneIT for OneBT

IT split in Experience programmes (below), and platform programmes ().

-Lead To Cash

-Trouble to Resolve

-Concept to Market

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The challenges we face (1)the Digital Networked Economy

Speedy delivery and reliability of services

Low costbase to be a player in the DNE

Global reach as well as appreciation of local specifics

Smooth collaboration with Business partners, mutual benefits

Frequent changes to the supplier base based on sharp metrics

Mergers, demergers and takeovers

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The Challenges we face (1)DNE Frequently observed consequences

Mergers and takeovers often on Financial and legal basis only.

Lack of insight on E2E Operational performance

-Little or no use of Operational optimization

-Clunky delivery and repair of services

-Little or no cost base improvement

-Competition for same supplier from one business at a certain locality

-Domain hogging due to no tangible benefits from cooperation

General uplift in complexity due to information unintelligibility

-Difficult to find out which services affected on a failure

-Difficult to find out who’s the best team to hand an issue resolve to

-Difficult to find out the best up sell-strategy to existing customers

-Inability to help a customer with insight at the first-line

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The challenges we face (2)Budget, budget, and mistrust on ROI

Gone are the days of 2 year projects with huge scopes, limitless ambition, breathtaking technology to bluff everyone; no budget available

We also don’t want it any more; I’m never ever going to get caught between a Sponsor (pushing and funding) and the Operation (don’t want to change) again.

The spoils of “Big Bang’s” and large (DWH, Order systems, …) projects: Mistrust of the operation, blame culture, fingerpointing

And the irony; we do it all for the operation, as there is where the money is lost & made

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The aim, how to resolveMake change part of the operational process

-Make internal partnering part of the culture

-Understand your partner, deliver measurable business benefits

-In summary: aim for CMMI level 4&5

-Harvest on MDMand SOA

Sell the internal skills;Support the customer byenabling change

Sell the internal skills;The competition wants touse your business & information flow model

http://www.teraquest.com/CMMI

11

What you will know afterwards (spoilers)

A tiny little bit on BT as a company

What challenges we face

How we intend to resolve it through

-Help of technology (MDM, SOA)

-Change our ways of working (Agile)

Optionally some sneek peeks into my pool of ideas

Spoilers/my opinion for any company out there:

-Expect some help from technology (MDM and SOA). Don’t expect miracles to boost your ability to change though.

-Focus on implementing Change as a standard process (Agile), this is where you should focus your efforts; it’s hard work, face it.

12

Help of Technology (1)Agora – The Market Place

An agora (αγορά), translatable as marketplace, was an essential part of an ancient Greek polis or city-state. An agora acted as a marketplace and a forum to the citizens of the polis.

Agora is an Information-Hub (not a data hub), in which semantic alignment and information consolidation is executed to get to the best possible company information available

Agora focuses from the Inventory up, not from customer down

Agora is positioned at the centre of the systems architecture to support the business. The functions can be divided in 3 categories:-

-Classical Data Warehousing

-Insulation against change, keep on being able to see E2E operational information without being affected by migrations "under the hood" (Mergers & Acquisitions, upgrading the systems architecture etc etc)

-Mastering of Aggregated SOA capabilities

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Clarification

“Inventory”, can mean many things to many people.

What I mean is: Product Service Resource

This is what: You sell deliver the kit it runs on

Product & services have a hierarchy, between each other and amongst each other

Business statements using the same words:“We sell Services now, not products” “Inventory based billing”

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Help of Technology: Agora depicted

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Help of Technology (2)Agora – The Market Place

Fairly standard Warehouse techniques used:

-Landing data in one central Data Reception Area (DRA)

-The DRA features Data Replication to be timely (also Batch of course)

-The DRA features Delta Table processing to support continuous processing

Three really new things are added

-Inmerlo (Rules management)

•This masters the business rules execution

•A business tool for business people, not a technical tool for technical people

•The key system to execute Data assurance from

•All business validation activities will be available as webservices (i.e. customer deduplication; if you develop something, expose it for generic use)

•Home grown, Java Based

-Manage Event Notification SOA service to load the CDM directly from the bus

•Skips the DRA/ETL loop

•More real time even, and less CPU cycles

-Mastering of SOA "Aggregated" read and Find Operations, i.e. make SOA accessible for the consuming applications (Portal etc).

Just in time/just if needed data fixing; only fix data that costs you something

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Enter a Business Problem statement, not requirements

-Requirement asks you to do something, hence you have no responsibilities beyond fulfilling

-Problem statement just formulates the problem, not the resolve

-We should help the business resolve problems, not to draw them into “feature” speak. I realize this is a sales tactic, but it’s not healthy.

Business Partnering

-No more internal customers; Achieve a business result together

-Start small, deliver benefit with confidence

-In looking forward, plan to boil small bits of the ocean at the time. Ensure not to create "Boomeranging" solutions, previous parts boiled will not be boiled again

Measure business effectiveness (current and changed) in

-Cycle time

-Right first Time (CMMI, costs of developing unfit software)

Example RequirementPlease give me the data from this list of systems

Business ProblemI can not move this customer to the other LOB, as

than I can’t deliver him the service he’s used to

Example RequirementPlease give me this spec PC

Business ProblemI need to teach my children how to read, write and

count.

Change our ways of working (1)

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Change our ways of working (2)

90 day cycle deliverables

Start with a Hot House, day one is day one of 90 days

-Business Partner & IT together, competing teams

-3 days: Identify problem, resolve problem, demonstrate & plan

Benefits claimed from a solution are measured, costs are measured, ROI is measured. Bonus depends on it.

Full involvement of all parties; 90 days contains so-called sprints: incremental results & benefits.

Prototype, prototype, prototype, and welcome change. Prove the resolve of the problem, and than scale.

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Change our ways of working (3)

Sell the results achieved together, use all comms available. (Failures will be communicated without your help)

-Publish newsflashes

-Demo to senior leadership

-Setup on-line demo’s

-Video users comments; examples

•20 day Stretch-activity on Order management improvement: before and after

•Trouble Ticketing before and after

•Business impact comments

Build trust in each others skills (deliver together)

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Sneek and Peeks in my pool of ideas

Agora TeDA (carries a Billing focus)

-Agora Temporal Data Archive

-Make your applications hold operational data only, centralise the archiving, in a standard format.

-Really delete old applications rather than to hold a read-only instance alive, and pay for it

Web 2.0 initiatives

-Experiment with the metadata to store people's system/data/semantics knowledge and make it accessible/usable

-This will drive separation of people skills and knowledge, and will yield the Skills-based organisation

- So: Publish Inmerlo Rules through a Wiki, do social bookmarking

"Spidering" the Data Reception Area

-This will ease the analysis of new applications coming in, or to assess changes in data patterns. Be more effective with more data in the CDM.

Build centre of expertise in India, explore the Chinese possibilities.

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Summary

BT as a company and the changes we’re applying

The challenges of the Digital Networked Economy (plus the usual suspects)

What we do with Technology to address this (i.e. Agora)

How we change our way of working (Agile, Business Problems)

Some Seek-Peeks on what’s to come

But in conclusion:

-Focus on the Agile processes to change your company into one where Change is welcomed and executed on

-Harvest technology to aid that, not vice versa

-So whilst painting: Focus on the paint, not on the brush

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Thank you for attending

Apply change to yourself, do things that make you slightly uncomfortable; Present at a Conference

By presenting you will have more result from a conference than from attending! Hot House Principle; Be Intense, don’t hide

Also present work in progress; No one is ready, and if they are it’s no fun to see it. Being in a state of Change is what matters

Thanks to Aaron, Jeremy and Laura (CDI Institute & IRM UK) for making this happen. Thanks to the Vendor sponsorship for their support and input. Great Job!

Spare Slides, for illustration

•Erik-Jan van de Meent

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Business Benefit explained, Real world example

Case: In my house, the valve that connects the garden irrigation system is broken:

Wife makes me irrigate the garden regardless:

1) Running up and down the house from kitchen into garden with 5L buckets

2) Repeat about 50 times

3) Than also do the front-garden: about 10 times

4) Seeing ineffectiveness of water pooring onto the pavement

5) Repeat back-garden now that the ground is wet: 25 times

6) Repeat front-garden: 5 times

7) Than cleaning up the house carpet and kitchen floor for footprints

Total investment: 3 Hours, about 500 ml sweat, and a sore back. Every 2 days whilst it’s hot

Now compare. Should I buy:

1) Repair-equipment at a value of Eur 15 and invest 2 hours of sweat in a dark crawling space beneath the floor or

2) That new IPod Nano to listen to my favourite music whilst irrigating the garden, and investing 3 hours in reading the manual and finding out how it works

Votes please.

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Agora Cycle 3 plan