part i: business requirements - iSites

triparkansasΔιαχείριση Δεδομένων

31 Οκτ 2013 (πριν από 3 χρόνια και 10 μήνες)

271 εμφανίσεις

ISMT
-
200 | SPRING 2013




TEAM 2

|
Anaid Chacón, Nick Kesler, Joe Rose, Chris Woods


UNICUS
:

CUSTOMER

CONSOLIDATION

FOR

GLOCO


Pegasus Consulting

|
EXECUTIVE SUMMARY

2


Table of Contents

EXECUTIVE SUMMARY

................................
................................
................................
...........................

4

Client

................................
................................
................................
................................
................

4

Vendor
................................
................................
................................
................................
..............

4

Business Challenge

................................
................................
................................
............................

4

Proposed Solution

................................
................................
................................
.............................

4

PART I: BUS
INESS REQUIREMENTS

................................
................................
................................
.........

5

Assumptions

................................
................................
................................
................................
.....

5

Current (As
-
Is) Situation

................................
................................
................................
.....................

5

Proposed (
To
-
Be) Situation
................................
................................
................................
.................

5

Use Cases

................................
................................
................................
................................
..........

6

User Case 1: Sales B
id

................................
................................
................................
...............

6

User Case 2: Customer Management (Update/Add/View Customers)

................................

6

User Case 3: Reporti ng on Customer Ongoi ng Acti vi ty for Pl anning

................................
...

7

Summary of Requirements

................................
................................
................................
.................

8

Busine
ss Benefit Justification
................................
................................
................................
..............

9

Revenue Enhancers
................................
................................
................................
....................

9

Costs
................................
................................
................................
................................
.................

9

Success Metrics

................................
................................
................................
................................
.

9

PART II. TECHNICAL SPECIFICATION AND PROTOTYPE

................................
................................
............

10

Architectural Approach

................................
................................
................................
....................

10

Software solution

................................
................................
................................
............................

12

Depl oyment Model and Pl atform

................................
................................
...........................

12

System Metri cs
................................
................................
................................
.........................

12

Integration with existing enterprise systems

................................
................................
.....................

13

Enterpri se Servi ce Bus (IBM InfoSphere ESB)
................................
................................
.......

13

Busi ness Intelli gence (IBM SPSS & IBM Uni ca)

................................
................................
.....

13

GLOCO Identi ty Management Server (Tivol i Access Manager)

................................
...........

13

Data design and management

................................
................................
................................
..........

13

The Key Data

................................
................................
................................
................................

13

Data Management
................................
................................
................................
....................

14

Solution demonstration

................................
................................
................................
...................

15

PART III: IMPLEMENTATION PLAN
................................
................................
................................
........

19

Pegasus Consulting

|
EXECUTI
VE SUMMARY

3


Solution development
................................
................................
................................
......................

19

Scope

................................
................................
................................
................................
............

19

Stakehol ders

................................
................................
................................
................................

23

Solution deployment

................................
................................
................................
.......................

25

Depl oyment Model

................................
................................
................................
..................

25

Mi grati on Steps

................................
................................
................................
........................

26

Project Ri sks

................................
................................
................................
.............................

27

Dependenci es

................................
................................
................................
...........................

28

Constrai nts

................................
................................
................................
...............................

28

Launchi ng Business Operations
................................
................................
..............................

29

Operational readiness

................................
................................
................................
......................

29

Supporti ng Components
................................
................................
................................
..........

29

System Operation

................................
................................
................................
....................

29

System Performance Requi rements
................................
................................
.......................

29

Infrastructure Operati ons and Processes

................................
................................
.............

29

User enablement

................................
................................
................................
.............................

30

Busi ness User
Adopti on

................................
................................
................................
..........

30

Busi ness Process Changes
................................
................................
................................
.......

30

Success Metrics

................................
................................
................................
...............................

31

APPENDICES
................................
................................
................................
................................
........

32

Appendix I: Project Timeline
................................
................................
................................
.............

32

REFERENCES
................................
................................
................................
................................
........

33




Pegasus Consulting

|
EXECUTIVE SUMMARY

4


EXECUTIVE SUMMARY

Client

GLOCO is a privately held, multinational, USD 7B, manufacturi ng company that provides medical
equipment, supplies and services

to consumers and businesses. Incorporated in 1988, GLOCO is based in
Cambridge, MA, USA and employs 29,000 people in their 110 sites, grouped in 4 distinct geographic regions. In
addi tion to these GLOCO
-
owned locations, the company also has a network of 7
0 independent distributors that
promote and sell their products.
. In order to mai ntain a competitive advantage and position itself as the world
market leader of high
-
quality medical equipment, GLOCO is looking to ICT to build capabilities to deliver new
business initiatives to drive top
-
line sales
.


Vendor

Pegasus Consulti ng is a full
-
service custom application desi gn, development and software consul ting firm
based in Cambridge, MA. Our mission is to provide high
-
end, specialized software solutions and co
nsulting
services that solve real
-
world business problems.

From the onset, our dedicated team of analysts, integrators
and software developers work wi th our clients to shape ideas and implement the most cost
-
effective and best
-
suited enterprise software so
lutions.

Business Challenge

GLOCO has successfully expanded to four different regions of the world through the strategic placement of
sales and service centers, the acquisition of former competitor sales sites, and the integration of independent
distributo
rs. Although this has increased GLOCO's market penetration and customer base, there is not a
homogeneous platform
to record and visualize

customer information and activity.
GLOCO’s sales
centers have
an IBM
-
based product servicing thei r operations, whereas

the recent

acquisition of GlobalVirtual

brought
locations that
use an

Oracle solution into the GLOCO organization. To complicate this further, their independent
resellers record their GLOCO product and customer interaction through an existing in
-
house Dis
tributor Web
Portal.

Currently, each location manages and collects their own account information, but there is no centralized
process or resource that allows either GLOCO’s sales force or executives to have an accurate and unified view of
customer data a
nd transactions across different sites. This lack of integration negatively impacts sales

and

service efforts across the company.

With this challenge in mind, GLOCO is looking for a solution that would provide a unified 360
-

degree view
of customer data ac
ross the company. This solution should make the data available for the different business
units to design
targeted
revenue increasing strategies based on customer data
.

Proposed Solution

To resolve this challenge, A Master Data Management
-

Customer Dat
a Integration (
MDM
-
CDI
) Customer
Knowledge Management System (CKMS) will be
develop
ed

and deploy
ed

by Pegasus Consulting to integrate the
disparate data from GLOCO’s existing applications and provide a
360
-
degree view of

customer data and
reporting
capabilities

for their ongoing
sales
activity
.


A consolidated customer data initiative delivers several benefits to GLOCO:



F
urther
s

top
-
line strategic growth and sales initiatives
.



F
oster
s

an environment for management to have a company
-
wide vision of cus
tomer activity
&

data



A
llow
s

the company to explore customer
-
centric pricing and sale strategies
.



P
rovide
s

the field sales teams with information to prepare more effective sales bids
.



A
llows all sites access t
o a more comprehensive unified view of customer

information



E
nabl
es

cross
-
sell
&

up
-
sell opportunities from marketing campaigns developed by this aggregated data



P
romote
s

vertical integration of customer data between new businesses (such as recently acquired
globalvirtual.com), GLOCO and its external partners and distributors

It is expected that the combination of these benefits will help the company increase revenue by 1%

during the
first full fiscal year after implementation is completed
.

Pegasus Consulting

|
PART I: BUSINESS REQUIREMENTS

5


PART

I: B
USINESS

R
EQUIREMENTS

Assumptions

GLOCO has an
Enterprise

Service Bus (ESB) and the legacy systems communicate
with it.

Additionally the
e
xisting

B
usiness
I
ntelligence (BI)

tools
will

perform the analysis on the CKMS data and feed the resulting
strategies back into the specific CKMS field
.


Current (As
-
Is) Situation

Three sal es and customer i nput platforms separately

record

purchase and profile information for each
location.

N
ightly
batch processes and data loads
of aggregated sales data
between the different sources

provide
updates to GLOCO’s central office.


Figure 1
.1
:

Existing
Business Data Flow

Proposed (
To
-
Be) Situation

The customer information and transactions will be sent through the ESB in real time to centralized
database called MDM Hub which has the necessary components to integrate and rationalize the data. The BI tool
users will be able to analyze customers from th
at one view and make recommendations. These
recommendations and the unified customer data will be exposed to the sales teams in the three locations
through the UNICUS dashboard.


Figure

1.
2:

Proposed
Business Data Flow

Pegasus Consulting

|
PART I: BUSINESS REQUIREMENTS

6


Use
Cases

User Case 1: Sales Bid

Fi eld Sales
Representati ve or Di stri butor Sales Representati ve


As
-
Is

P
rocess:

Customer

data
is retrieved by sales representatives
from the local sales history, customer
profile and payment history.
A sales bid proposal is
created through a manual analysis by c
ombin
ing

this

data

with the customer inqui ry (if any
)
.
Distributor s
pecific customer information and sal es history
is viewed by

d
istributor Sales
representative
s

through the
Distributor portal.

To
-
Be
Process:

Sales bid is ini tially recorded i n the
legacy sales platform

by the sales representative
.
The
UNICUS
dashboard

is queri ed for c
ombined sales history, single customer profile with targeted strategies, and
customer inquiry (if any)
to
generate a sales bid pr
oposal
.



Figure
1.
3:

Use Case 1:
Sales Bid Process
As
-
Is and To
-
Be


User Case 2: Customer Management (Update/Add/View Customers)

Fi eld Sales
Representati ve or Di stri butor Sales Representati ve


As
-
Is

P
rocess:


Sales
representative

checks for customer record in local system. If it is not there, a new
record is created wi thout checking company
-
wide. Sales
representative

updates customer information
locally;

each site has its own version of the customer profile and statements. Distrib
utor Sales
representative

logs into
the Distributor portal and views their specific customer

information. New customer

additions

and
customer
modification
are

done within their respective silo’ed customer data set.


To
-
Be
Process:


Sales representatives query customer information through their respective legacy sales
platform which is now integrated wi th the centralized CKMS.
. If no matching customer exists, a new record is
created
locally and an INSERT web service call is made into

the ESB with the new customer
information
.
Matching and record integration takes place in the MDM hub and the data is updated centrally.

Pegasus Consulting

|
PART I: BUSINESS REQUIREMENTS

7



Figure
1.
4:

Use Case 2:

New Customer Process
As
-
Is and To
-
Be


User Case 3: Reporting on Customer Ongoing Activity
for Planning

COO
&

Marketi ng Team

As
-
Is

P
rocess:


Marketi ng strategies come from aggregated
batch processes for
sales figures and fulfilled
orders
.
No link between purchase history of a customer across locations; if needed, it is manually
consolidated
,
but

it is challenging to reconcile because customer data varies across regions and systems.

To
-
Be
Process:

Existing Business Intelligence

(BI)

tools

will be used by the
COO and Marketing team

to
analyze the
CKMS
sales and customer data

in order to
formulate s
trategi es about overall sales/pricing

and
targeted
up
-
selling and cross
-
selling opportunities
. These strategies will be plugged back into the MDM
database by the BI tools
and will be made available through the UNICUS dashboard to be put into action by the
sales teams.

Figure
1.5:
Use Case 3:
Sales

Strategy Process
As
-
Is and To
-
Be

Pegasus Consulting

|
PART I: BUSINESS REQUIREMENTS

8



Summary of Requirements

Table 1.1

shows how the UNICUS solution will address GLOCO’s needs and mentions what customizations
and

Key Performance Indicators will be met
to fulfill
each requirement.



Requirement

Solution

Key Performance
Indicator

R1

The scope of the MDM project shall
be limited to the customer data
domain provided by a rules
-
based
integration from the existing legacy
Sales, Distributor, and Global
Virtual systems.

Provided out
of the box with the
vendor product.

Customizations:
Need to determine the
rules
for implementation.

Data Completeness
,
Data De
-
Duplication/

Hierarchical
Correctness

R2

System shall provide a single,
centralized, globally accessible
database w
hich aggregates and
stores the data based on a unique
customer ID in a consistent and
non
-
redundant form

Provided by the Integration Services
of the MDM Hub.

Customizations
:
Interfaces to plug

the
MDM
services into

the

existing
applications.

Data
Completeness
,
Data De
-
Duplication/

Hierarchical
Correctness

R3

GLOCO field sales representatives,
COO, marketing team, and
distributors shall be able to query
and retrieve a unified customer
profile from the new system
through a common user interface.

Sales representatives will have access
to the GLOCO dashboard, whereas the
COO and Marketing team will use the

existing

BI tools and their own
dashboards to mine the MDM data.

Customizations:

Integrate the UNICUS
dashboard to GLOCO’s intranet site to
give
view access to sales sites.

Data Completeness

Data De
-
Duplication/

Hierarchical
Correctness

R4

GLOCO COO and marketing team
shall be able to use existing BI tools
to analyze the consolidated
customer data.

The MDM services will be made
available to the
existing BI tools (SPSS
and Unica) through the ESB.

Order Diversity,
Cross
-
Sell
/Up
-
Sell/Target Marketing

Sales Booked
Percentage

R5

The new system shall not interfere
with existing legacy applications
and databases.

The system will retrieve the
information from the existing
databases and integrate it in its own
database. The
current

sales and
customer setup processes will remain
unchanged.

N/A

R6

The new system shall support a
logical data model with attributes
for
global unique customer
identification and matching as well
as various aspects of customer,
partner, and prospect information,
including customer profiles,
accounts, buying preferences,
service requests and complaints,
contact information, and purchase
hist
ory.

The MDM integration services will
unify the data and its schemas using
the customer matching rules and the
Dun & Bradstreet information.

Customizations
: Creation of the
matching rules and read the reference
data from Dun & Bradstreet.

Order Diversity,

Cross
-
Sell
/Up
-
Sell/Target Marketing

Sales Booked
Percentage
,
Data
Completeness
,
Data
De
-
Duplication/

Hierarchical
Correctness

Table
1
.1
:
Summary of

Requirements



Pegasus Consulting

|
PART I: BUSINESS REQUIREMENTS

9


Business Benefit Justification

Category

Benefit

Quantized Benefit

Revenue Enhancers

Increased cross
-
sell / up
-
sell

$
46.6M

Target Marketing & Sales Offerings

$23.3M

Table 1.
2
:

Business Benefits

Revenue Enhancers

Increased cross
-
sell / up
-
sell

/ target marketi ng.

Predictive analytics performed on data from the CKMS by the Business
Intelligence engines (SPSS and Unica)
will provide cross
-
sell, up
-
sell, and target marketing recommendations. These recommendations are expected
to provide the opportuni ty to increase sal es revenue by $70 million in the systems first year of deployment

as
shown in Table 1.2
.



When a customer requests an item,
the system
present
s

a list
of
cross
-
sell, up
-
sell, and target marketing
items

in the UNICUS dashboard. Cross
-
selling items are items that are related to an item the customer is purchasing.
Up
-
selling is converting a sale from a less expensive functionally equivalent item to a more expensive one.
Target marketing is offering unrelat
ed items that analysis of customer purchase histories suggest are of i nterest
to a particular customer.

Costs

The total one
-
time cost of the project is $8,942,219. Payments are due at the completion of each phase as
follows: 10% phase 1, 10% phase 2, 10%
phase 3, 20% phase 4, and 50% phase 5. In addition, GLOCO will pay
annual software licensing and support fees of $1,351,008. Annual licensing and support fees are paid directly to
the software vendor (IBM).

Category

One
-
Time

Annual

Application Licenses

$6,105,600

$1,221,120

Database License

$649,440

$129,888

Hardware

$74,250


Project Management

$150,000


Training

$150,000


System Integration & Customization

$500,000


System Installation

$500,000


Pegasus Fees

$812,929





Total

$8,942,219

$1,351,008

Table 1.
3
:

Project Costs

Success Metrics

The purpose of this project is to help GLOCO increase its sales revenue by $70 million which is about 1% of its
current revenue. GLOCO needs to increase the amount its existing customers spend with them to achieve this
goal.
There are several metrics GLOC
O will use to track the success of this project. They are
shown

in the table
below.


Key Performance
Indicator

Target

Measure

Applicability

Revenue

+1%
(~
$
70M)

GLOCO financial data (Revenue previous
period / Revenue current period)

Ongoing

Cross
-
Sell
Sales Booked
Percentage

+10%

GLOCO sales and financial data ( Cross
-
Sell Sales / Cross
-
Sell Bids)

Ongoing

Up
-
Sell Sales Booked
Percentage

+10%

GLOCO sales and financial data ( Up
-
Sell
Sales / Up
-
Sell Bids)

Ongoing

Pegasus Consulting

|
PART II. TECHNICAL SPECIFICATION AND PROTOTYPE

10


Target Marketing Sales
Booked Percentage

+
10%


GLOCO sales and financial data ( Target
Marketing Sales / Target Marketing
Bids)

Ongoing

Cost Per Sale

-
5%


GLOCO operational budget data
(Marketing campaign cost / Number of
sales booked)

Ongoing

Order Diversity

+30%

GLOCO sales and marketing
data
(Product mix bid per distributor)

Ongoing

Table
1.
4
:

Success Metrics


PART II
. T
ECHNICAL SPECIFICATION AND PROTOTYPE

Architectural Approach

The UNICUS CKMS will provide a master version of the customer data through the implementation of a
MDM

Hub using IBM’s InfoSphere MDM solution (Figure
2.
1). This MDM hub is essentially a database

of the
“single version of the truth” about GLOCO’s customer’s information

consolidated from

the

existing

disparate
sales
transactional systems.


The existing
systems have access to the Enterprise Service Bus (ESB) and are summarized as below:



GLOCO locations: IBM WebSphere Customer Relationship Management (CRM).



GlobalVirtual: Oracle Fusion Middleware CRM.



Distributors: GLOCO Java/SOAP based Distributor porta
l.




Figure
2.1
:

Architectural Business Context Diagram

Pegasus Consulting

|
PART II. TECHNICAL SPECI
FICATION AND PROTOTYPE

11


The existing WebSphere ESB shall allow the MDM Hub to access the data created and stored by the disparate
systems.
As figure 2.1 illustrates,

this is extremely convenient
since

the
legacy sales

applications already have in
place components that allow them to invoke and consume services registered in the ESB.

The InfoSphere
Information Server

will provide

customizable services
to create or updat
e customer data
and commit those chan
ges
to

the centralized database
. These services will be

registered in the WebSphere ESB
and inv
oked by the legacy applications to feed data to the hub.


The current BI analysis tools (IBM SPSS and UNICA) will
connect to
the hub through SQL
, query

the unified
customer data
,

and use it to generate customer recommendations and targeted sales strategies. These
recommendations will be sent back to the MDM hub and will be stored in an additional record associated to
the
customers.


The second challenge our solution encounters is the integration of the data and the creation of a unified
view of the customer contact and purchase information. This will be discussed in more detail in the data design
and management section

of this proposal, but the process will essentially flow as
the
following figure shows.



Figure 2.
2:

Process Flow

Initially, the MDM database will be populated using batch processes (ETL
-

extract, transform and load)
followed

by subsequent updates using real
-
time messaging (EAI
-

enterprise application integration) that travel
through the ESB.


For both cases, the

customized

IBM
Integration Services


will extract customer information from the
disperse applications and perform data cleansing, customer matching (de
-
duplicating) and integration using
predefi ned business rules that are stored in the central metadata repository (Figure 2
.2
). In addi tion t
o them
the information will also be verified against the Dun and Bradstreet data

utilizing the Business Verification API
.
The latter will provide i nformation about businesses that will serve as a reference for our cleanup, matchi ng,
and integration process
es.
More details of this are discussed in the Data Integration section.


Pegasus Consulting

|
PART II. TECHNICAL SPECIFICATION AND PROTOTYPE

12


Software solution

After reviewing vendor offerings, IBM’s J2EE based, master data management portfolio, InfoSphere Master
Data Management
(MDM)
server, was selected based on the quali
ty of the software, its maturity in the
marketplace, and GLOCO’s existing business relationship and compatibility with IBM products through the
already deployed IBM WebSphere Application Server architecture.
This solution comes with a set of predefined
ser
vices to process customer information provided by IBM that will be customized to work with GLOCO’s data.
These services are tied to a business rule engine that can also be customized to provide a flexible solution that
will minimize changes to existing bus
iness processes but still consolidates data in a single hub.


Another advantage is that the InfoSphere MDM Server

is based on a service
-
oriented, process neutral
architecture. The MDM server is implemented as a hub whose primary interface is the services
layer, which in
turn can be integrated with existing front
-
office and back
-
office systems.


T
he
InfoSphere MDM will be integrated with the IBM InfoSphere Information Server data integration
software platform

in order to derive more value from the informati
on spread across systems
. The latter
integrates data from multiple high
-
volume data sources and target applications to help ensure systems deliver
accurate, complete information to business users across the enterprise.

Deployment Model and Platform

UNICUS
will be deployed in GLOCO owned equipment and will plug into the Enterprise Infrastructure. The
summary of the software and hardware components and cost is listed in Table
2.
1
.
Each

server has a secondary
instance
for disaster recovery purposes and there
is a development environment.



MDM Server

Information Integration Server

Master Database Server

OS

Red Hat Enterprise Linux (RHEL) Server 6

Application
Server

IBM WebSphere Application Server Network Deployment 8.0

N/A

Core
Software

InfoSphere

MDM
Advanced Edition
10.1

IBM
InfoSphere

Information Server

N/A



IBM Initiate Master Data Service


N/A

DBMS

N/A

IBM DB2 Enterprise Server Edition 9.7 for Linux

HD

100 GB

100 GB

400 GB

RAM

8 GB

6 GB

8 GB

CPU

4 Processor Cores

2
-

4 processor cores

4 Processor Cores

Network

1 GB

1 G
B

1
GB

Proposal

3

IBM x3850 @
$
8550

3 IBM x3850 @$7650

3

IBM x3850 @ $
8550

Table
2.
1
:

Hardware / Software Components

System Metrics

GLOCO has 4 primary regions with a total of 126 remote field offices and 1134 sales employees in addi tion
to the distributor network of 46 distributors with 322 sales employees. Each remote field office and distributor
averages 68 customers and 149 leads
, for an average total of 217 company records, and an average of 2.6
individual contacts per company, for an average total of 564 i ndividual records. Each remote field office and
distributor averages 322 sales per year.


The total row count for the com
pany table is approximately 37,000 (including duplicates) and the total row
count for the individual contact table is approximately 97,000. The sales table has three
years’ worth

of sales
and a total row count of approximately 166,000 rows. With indexes
and peripheral tables, the combined
database size is currently 167 GB and growing at an average annual rate of 28GB.


Pegasus Consulting

|
PART II. TECHNICAL SPECIFICATION AND PROTOTYPE

13



The UNICUS system will experience a low transactional load, averaging only about 2,700 updates per day.
Because of the global nature of the GLOCO sales and distributor teams, concurrent load will currently reach only
620 users at the busiest times. The

UNICUS system will need to be available globally 99.9% of the time and
provide access to consolidated customer data through the
dashboard

with a maximum response time of 9
seconds per request.

Integration with existing enterprise systems


The
UNICUS CKMS integrates with three existing systems:

Enterprise Service Bus (IBM InfoSphere ESB)

There are three mai n sales applications used by GLOCO and its distributors: IBM WebSphere CRM, Oracle
Fusion, and the distributor web portal.
WebSphere

and Fusi
on are integrated wi th the ESB. Their respective
APIs and/or web services are available to other applications via the ESB. The distributor web portal makes use
of web services from the ESB but does not expose an API or web service. Integrating the CKMS wit
h the ESB
allows

each sales application to consu
me
customer data from
the
CKMS
.
Customize and
c
onsume existing IBM
-
provided SOA services to push customer data through the ESB using the IBM
-
provided API
. These services are
recorded in the registry as
etlLoad and realtimeLoad.

Business Intelligence (IBM SPSS & IBM Unica)

There are two Business Intelligence (BI) applications used by GLOCO: IBM SPSS and IBM Unica. The BI
applications need to consume data from the CKMS' Master Database Server to perform an
alytics
.


A dedicated
gigabit Ethernet connection to the MDM database server is provided because of the large data sets returned by
SQL queries from the BI applications.

There is no other integration of the BI applications with the CKMS
although both BI ap
plications are integrated into the ESB.

GLOCO Identity Management Server (Tivoli Access Manager)

GLOCO
provides a singl e sign
-
on identity management service that
uses a Li ghtwei ght Directory Access
Protocol
(LDAP) server to manage login

requests for applications on its network
.
Privileges within the CKMS
are managed internally but initial authentication requests are handled by GLOCO's identity management
system. IBM InfoSphere provides a Java
-
based LDAP wrapper which facilitates calls to

an external LDAP server.
This integration eliminates the need for the CKMS to maintain a parallel identity management system.

The
MDM Hub server, Integration Server, and Database server will be located on an internal subnet, and the UNICUS
dashboard wil
l also only be available to the internal GLOCO network.


Data design a
nd management

The Key Data

Customer data is the

focus of this system. The data will be structured into three primary tabl es: Company,
Contact, and Sal e (Figure
2.
3). Each table contains a portion of the customer data and is related to each other
utilizing foreign key relationships. This allows the data to be easily queried and manipulated by the Analysis
Services server. The Data Relationship illustrates the th
ree tables, their fields, and the relationships between
them.

Pegasus Consulting

|
PART II. TECHNICAL SPECIFICATION AND PROTOTYPE

14



Figure
2.3:

Data

Relationship

Figure
2.
4 provides an illustration of the customer data integration from the legacy systems into the MDM
Hub and its use by the end users.


Figure
2.
4.
UNICUS

Data Process Flow

Data Management

Unders tand the data.

A
n
i nitial load

shall be performed

by extracting data from the disparate legacy
systems.
Initial

batch loads
will be built
for each site from
batch processing
jobs

already in place for the remote
field offices
.
D
ata
profiles within the MDM hub of our
customer
data
will be built using d
ata discovery and
Pegasus Consulting

|
PART II. TECHNICAL SPECIFICATION AND PROTOTYPE

15


profiling tools (InfoSphere Discovery and InfoSphere Information Analyzer)

with

test loads of the data
to be
perfo
rmed prior to the cutover of each site.


Cleanse the data.

Once data profiles have been compiled, the InfoSphere Information Server supports
information quality and consistency by standardizing, validating, matching, and merging the data. It will certify
a
nd enrich common data elements, use trusted data such as Dun and Bradstreet records for name and address
information, and match records across or within data sources. InfoSphere Information Server handles suspect
duplicate processing (SDP) and allows a sin
gle record to survive from the best information across sources for
each unique entity, helping to create a single, comprehensive, and accurate view of information across source
systems. This process retains important source lineage data. This data lineage
is retained by loading the source
system records first, and then removing duplication second.


Handle Duplicates.

When InfoSphere MDM Server collapses two or more existing records into a new
record, it first inactivates the existing records, applying survi
vorship rules to create a new master record, and
then finally creates linkages among the records for data lineage purposes. This is a critical feature in our master
data management implementation.



Transform the data into information.

The UNICUS system,
running InfoSphere Information Server,
will transform and enrich information to ensure that it is in the proper context for new uses. It will provide
inline validation and transformation of complex data types and high
-
speed joins and sorts of heterogeneous

data.




Deli ver the i nformati on.

Through web services exposed on the ESB, UNICUS allows the much
-
needed
consolidated customer information to
be delivered to
the people, processes, or applications that need it,
enabling faster and better business
decisions and driving more sales.


Solution demonstration

The current situation is exemplified by figures 2.5 and 2.6 w
here a query for the same customer

in
a GLOCO
location and a former Global Virtual center
show different
location record
and purchase history.
This situation
demonstrates a case where two locations will display the two entities of the same parent customer differently
since they only make use of their local databases to retrieve the information and history.



Pegasus Consulting

|
PART II. TECHNICAL SPECIFICATION AND PRO
TOTYPE

16



Figure
2.
5:

WebSphere CRM in GLOCO locations.




Figure
2.
6
:

Oracle Fusion CRM in Global Virtual locations


UNICUS will read the data from the exi
sting sales and CRM systems through an initi al load process and real
-
time updates to consolidate it in the MDM Hub. The information will be sent through the ESB to the hub using
the integration and MDM services to determine the correct hi erarchy of the rec
ords. The SPPS and Unica
analytical tools (Figure 2.7) will have access to the hub data to generate sal es strategies and suggest targeted
offerings that will later be written to the customer record in the MDM hub DB.


Pegasus Consulting

|
PART II. TECHNICAL SPECIFICATION AND PROTOTYPE

17



Figure 2.7:
SPSS Dashboard
connected to MDM Hub



The recommendations and consolidated customer records will be made available to the field sales teams
through the UNICUS dashboard. This dashboard is a new web page in the existing Sales section within GLOCO’s
Intranet portal. An exa
mple of the consolidated records is shown in figure 2.8.



Figure
2.8:

UNICUS Dashboard for Sales Offices


As it can be appreciated the basic customer information, transaction history and details are shown in the
page. Additionally, when a customer has
different sites within its hierarchy each will be presented as a separate
record in the locations tab (figure 2.9).

Pegasus Consulting

|
PART II. TECHNICAL SPECIFICATION AND PROTOTYPE

18



Figure
2.9:

UNICUS Dashboard for Sales Offices


Locations Detail


The recommendations will appear in a separate tab called Recommendation
s
as shown in figure 2.10:


Figure
2.10
:
UNICUS Dashboard for Sales Offices


Recommendations

Detail



Pegasus Consulting

|
PART III: IMPLEMENTATION PLAN

19


PART I
II
:
IMPLEMENTATION PLAN

Solution development

Scope

We propose using the
UNICUS

CKMS to provide the following:



Extraction of customer master data
from ESB
-
enabled legacy sales, distributor and globalvirtual.com
systems
.



Integration of customer master data into centralized MDM Hub
.



Creation of the process to cleanse, de
-
duplicate, and integrate data to increase master data quality.



Purchase, installa
tion and configuration of centrally
-
locate
d MDM Hub software and hardware.



Configuration of MDM services
.



Implementation of web
-
based UNICUS dashboard
.



Establishment of rules
-
based business processing and governance
.



Facilitating a new Data Steward Role as

a part of workflow processing
.



Establishment of BPM remediation workflow for data
.



Syndication of updated records to BI systems
.



Inclusion of Sales and Marketing Strategy data through BI tool integration
.




Creation of training material designed for the
end user
.



Implementation of additional DR instances for the MDM Hub.



Dun and Bradstreet data Integration
.


Our proposal for the UNICUS CKMS will not include:



Integration of other non
-
customer master data
.



Integration of master data at platforms other than

3 mentioned
.



Deletion of customer master data from legacy systems
.



Project support and governance after handover to GLOCO IT
.



Figure 3.1
:

Implementation Overview



Pegasus Consulting

|
PART III: IMPLEMENTATION PLAN

20


Figure 3.1 outlines the implementation overview with project
oversight occurring throughout the project
and a phased approach yielding defined deliverables as the project commences. Table 3.1 indicates the various
tasks to be performed at each phase of the project with those defined deliverables per phase called out
.


Task

Deliverable

Phase I (2 months)

Business Planning

Project Management

Roles and Responsibilities with RACI matrix.

Project Management Team Creation.

Project Management Plan with milestones, success criteria, timeline, and deliverables
(this
document).

Communication Plan

Development of a Backup Plan.

Data Governance

Governance Steering Committee

Governance Strategy Documentation

Data Stewardship Roles and Responsibilities

Phase II (
3

months)

Technical Planning

Hardware/Software

MDM Hub
specification and order

MDM Hub Configuration and installation plan for development, disaster recovery, and
main sites.

MDM Services definitions for ETL load and delta real time updates.

Dun and Bradstreet subscription

Design of the UNICUS dashboard page a
nd the integration to the existing business
processes.

Training

MDM user training plan

Legacy Systems
Integration

Data mapping requirements for legacy systems (to include stakeholder interviews, sales
team collaboration to capture and document the
business owner’s data and application
service
-
level expectations)

䱥gacy Systems Interface Integration and Transition Plan

BI tool and UNICUS Dashboard Integration Plan

Master Data / Business models

Presentation and Review to stakeholders

Data Quality Man
agement

Quality Management Plan ⡅xception handling, rejections, matching rules, thresholds,
stewardship, cleansing, de
-
duplication)

Testing

Master Data Integration and Test Plan

Data Modeling

Data modeling schema

Phase III (
3

month)

System Install and
Architecture Build

MDM Hub
(software/hardware)

MDM Hub HW: 3 DB Servers, 3 MDM Servers and 3Integration Servers. One Main site,
one disaster recovery site (DR) and one development environment.

MDM Hub SW: IBM InfoSphere MDM Advanced, IBM InfoSphere Info
rmation Server and
IBM Initiate Master Data Service, IBM DB2 Enterprise Server

Initial Database load with customer data obtained from the existing batch process (for
testing purposes).

MDM Hub installation and setup

MDM Hub Development and Disaster
Recovery environments setup

UNICUS Dashboard

Dashboard website with customer data display and sale strategy data.

UNICUS Dashboard documentation

Dun and Bradstreet
Integration

Dun and Bradstreet Customer Data Set accessible to Integration and MDM
Services.

Pegasus Consulting

|
PART III: IMPLEMENTATION PLAN

21


ESB Registry and Legacy
Integration

Customization of the IBM provided Integration and MDM services for GLOCO’s data set.

Addition of the customized IBM Services to the ESB registry.

Configuration changes on the legacy applications in development

environment to
consume the exposed services during customer creation, update, and sale bid processes.
This includes the ETL service for initial load and real time updates.

BI Tools Integration

Configuration changes to Integrate to the existing Unica and

SPSS BI tools. Initial
customer strategies generated using test data.

Testing (Unit, Integration,
and U
A
T)

Unit, Functional, Integration and Regression Reports

User Acceptance Testing (UAT) Presentation and review to stakeholders

Phase IV (4 months)

Beta Testing

Service Integration

Roll out of configuration changes to initial 12 test sites.

Service Integration Test Results

Customer Data Load

MDM Database with initial bulk ETL of Customer Data and subsequent incremental Data
Loads

Data Quality

Data

Quality and Rejection Report

User Training

End User Training

Configuration and Management documentation for GLOCO IT.

UNICUS Dashboard

UNICUS dashboard with site specific customer data

BI Tools

Generation and validation of customer and sales recommend
ations for beta sites.

Exit Phase Review

Beta Testing Presentation and Review to stakeholders

Phase V (6 months)

Production Roll
-
out*

*Rollout Plan will be the same for all regions following a tiered approach (North America,
South America, Europe and
lastly Asia
-
Pacific)

Service Integration

Service Integration Test Results

Customer Data Load

MDM Database with initial bulk ETL of Customer Data and subsequent incremental Data
Loads

Data Quality

Data Quality and Rejection Report

User Training

Training

Process and documentation

UNICUS Dashboard

UNICUS dashboard with site specific customer data

BI Tools

Generation and validation of customer and sales recommendations for this region.

Deployment Review


Regional deployment Presentation and Review to stakeholders

Exit Phase Review

Final project signoff


Table 3.1
:

Tasks and Deliverables

Pegasus Consulting

|
PART III: IMPLEMENTATION PLAN

22




Figure 3.2
:

Project Timeline

The various phases of the project cascade with gated go
-
no go decisions required to
move into the next
phase. Figure 3.2 illustrates the overall project timeline with important milestones indicated

in the project
timeline (Figure 3.3)
. An un
-
collapsed view of the
Gantt
timeline can be found in Appendix I.



Pegasus Consulting

|
PART III: IMPLEMENTATIO
N PLAN

23




Figure 3.3:

Project
Timeline


Stakeholders

Table 3.2 describes the roles and responsibilities required for this project with Table 3.3 providing added
detail for those roles.


Role

Responsibility

Project Manager

Manage project tasks, prevent scope
-
creep, provide status
reports to CIO, implement project plan,
ensure project budget.

Project Sponsor
(Chief
Information
Officer)

Gain project acceptance from GLOCO senior management, approve project funding, ensure
organizational engagement for project, drive success of busine
ss objectives, and support strategic
view.

Business User

Sales/ Distributors


will validate their results once project reaches production, will be informed
about rollout, receive training in new business processes and UNICUS dashboard, will be part of
meetings and informed of decisions throughout project

Business
Analyst

Participate in the business process modeling and data requirements analysis process, identify the
customer master data to be integrated, provide user expectations and feedback, provide

feedback
Pegasus Consulting

|
PART III: IMPLEMENTATION PLAN

24


for training, provide feedback on project utility, document requirements

Information
Architect

Investigate and implement the requirements, structure and standards for the customer data
content, create an authoring environment for information del
iverables. Design the interfaces to
obtain the data from the legacy systems. Design the interfaces to connect the BI tools to the MDM
Hub.

System
Developer and
Tester

Develop the systems and application services required for the project Develop
functional and unit
tests. Test modules and deploy them.

Data
Governance /
Quality Analyst

Introduce stewardship, ownership, and management policies specifying the acceptable levels of
data quality, define data quality expectations and rules, monitor and
manage quality of data and
changes to master data, provide stewardship to oversee data processes and the subsequent
elimination of sources of flawed data.

System
Administrator

Ensure that the configuration, implementation, and maintenance of the MDM Hub a
re to
specification.

Network
Engineer

Ensure that the MDM Hub interface and service to the GLOCO ESB Infrastructure are to
specification.

Database
Administrator

Ensure that the configuration, implementation, and maintenance of the MDM Hub DBs are to
specification.

Table 3.2
:

Roles and Responsibilities




Project Manager

Project Sponsor

Business User

Business Analyst

Information
Architect

System Developer

Data Governance /
Quality Analyst

System
Administrator

Network Engineer

Database
Administrator

Planning / Roles

A

C

C

R

R

C

C

C

C

C

Processes/ Requirements

R

I

C

A

R

C

C

C

C

R

Technical Design

R

I

I

R

A

C

C

C

C

R

Development

R

I

I

C

A

R

C

R

R

R

MDM Hub
Hardware

R

C

I

I

R

R

I

A

R

R

Software
Deployment

R

C

I

C

A

R

R

R

R

R

Ops/Support

R

I

I

I

R

A

R

R

R

R

Training

for End Users

R

I

C

A

R

C

I

I

I

C

Key:

R
: responsible for deliverables to complete

the task

A: accountable for task deliverables or

milestones


C: consulted for opinions on completing the task

I: informed and kept up to date on the
progress of the task

Table 3.3
:

Stakeholder RACI metric


As the project moves through the different phases of development and deployment, various levels of
involvement will be required from the different roles outlined in Table 3.2. Table 3.4 addresses
the full time
headcounts. Each distinct number can represent one individual at 100% or various breakdowns such as 2
people working 50%. Figure 3.3 graphically illustrating the ramp up in personnel as the project enters into the
rollout, phase 5. These numb
ers represent a maximum requirement and can be scaled back as needed.


Pegasus Consulting

|
PART III: IMPLEMENTATION PLAN

25




Project Manager

Business Analysts

Information
Architects

System Developer

Data Stewards/
Quality Analysts

System
Administrators

Network Engineers

Database
Administrators

Phase 1
(2 months)

1

4

1

0

0

0

0

0

Phase 2 (
3

months)

1

4

1

1

1

1

1

1

Phase 3 (
3

months)

1

2

1

8

1

1

1

1

Phase 4 (4 months)

1

2

1

6

4

1

1

1

Phase 5 (6 months)

1

4

1

8

6

2

2

2

Table 3.4
:

Full Time Headcounts



Figure 3.
4:

Phase specific head counts

Solution deployment

Deployment Model


The

implementation of the MDM hub will consist of several phases. This gradual switch will start with 12
beta sites; one for each application type (Distributor, GLOCO, former GlobalVirtual) for each one of the 4
regio
ns. Once this phase is completed, the regions will be integrated one by one. A phased approach serves to
manage the risks associated with the deployment and contain them within each region
, while also capturing
customer data across regions
. With this, the

development team can respond quickly to issues and focus their
efforts to a limited number of sites if required.



The existing systems will experience minimal changes. These configuration changes will allow them to
send customer information through the ESB into the MDM hub. Since the consolidated information will not be
pushed back into the local legacy databases the
re is no need to decommission or modify them. Instead, the
consolidated data and recommendations from the BI tools will be exposed through the UNICUS Dashboard.

Pegasus Consulting

|
PART III: IMPLEMENTATION PLAN

26



This dashboard will be deployed as part of the existing intranet portal and will be a new pag
e inside the
“Sales Resources” section of the site. The page will use the existing login credentials to manage the access level
for the unified data if required. It has no other internal dependencies and only relies on the MDM Hub and
services to be access
ible to query for data.


The BI tools will not undergo any structural changes either, as they will just be configured to have access to
the new MDM customer data source.

Migration Steps

Design Mapping Solution


Phase I
-

II



T
he Information Architect
will complete t
he design work on this phase
.
. The requirements and
documentation shall be provided by the Business Analysts and validated by the DBA and Data Stewards.

This
applies for all subsequent phases.

1.

Define a schema for MDM database based on the re
quired attributes for the unique customer record and its
associated hierarchies. Document equivalences or exceptions from data input systems.

2.

The Business Analysts should define the rules to map the data from the 3 sales platforms and outline the
attrib
utes from Dun & Bradstreet that will be used to set the rules to differentiate, clean, and associate
records. This will be validated by the Data Stewards.

3.

Use the data mapping documentation to identify the customizations that need to be made to the defaul
t
IBM’s MDM and customer data Integration services. The Dun & Bradstreet logic will need to be
implemented in code, whereas the rul es can be specified by confi guring the business rule engine that is part
of the MDM platform.


System Install & Archi tecture

Bui ld
-

Phase III



All tests in this phase are to be performed in the Development environment but the configuration changes
need to be replicated in
the
other two MDM environments (production and DR site). The installation, development,
and configuration

tasks will be completed by the developers, system administrators, network engineers and DBAs,
all under the technical direction of the Information Architect and reporting to the Project Manager.

1.

Install the hardware for
the
three different environments:
main
production
site, disaster recovery, and
development. Each site has 1 DB server, 1 MDM server, and 1 Integration server.
Each has

access to the ESB
and the MDM and DB servers have open ports to allow the BI tools to query them. The physical location of
these servers needs to be defined by GLOCO IT.

2.

Deploy the application and web servers and the
Database Management System (
DBMS
)

acco
rding to the
architectural specification of this document. Configure end points to comply with the ESB connectivity.

3.

Configure a connection to Dun & Bradstreet and develop the logic to query for customer data. This code
needs to extract the query attribut
es for any of the three different input systems and produce a match
recommendation. Matches under a certain threshold (defined by the business) will need to be manually
reviewed by Data Stewards.

4.

Test the Dun & Bradstreet module with test data from eac
h source.

5.

Configure the MDM and Integration services to read data from different data sources and match it with the
central schema. Based on the existing records and the Dun & Bradstreet recommendation the record will
be consolidated, updated or added by
the MDM rules engine.

6.

Configure the ETL bulk load service (part of Integration suite) to make singl e initial loads of data. Before
loading this data into the MDM database, it will be processed by the Integration and MDM services.

7.

Add the MDM and
Integration services to the ESB registry and make them available for the three
environments (development, DR, and production). They won’ t be consumed until the changes are made on
the input systems (sales applications).

8.

Test the integration and MDM service
s with mock requests and sample data from the three input systems.

9.

Make the configuration changes on the development versions of the three applications to make them i nvoke
the MDM update service after a customer record creation, update or a sale. Make the
configuration changes
to also allow the ETL load service to access the data in the sale sites databases.

Pegasus Consulting

|
PART III: IMPLEMENTATION PLAN

27


10.

Connect the Unica and SSPS BI tool servers to the MDM hub and test the creation of recommendation notes
with the sample data.

11.

Develop the UNICUS dash
board which is a single web page which provides query capabilities from the sales
sites into the MDM Hub DB. The results will be presented in a form, as specified in the architectural section.

12.

Deploy the UNICUS dashboard page in the Intranet portal and te
st the correct display of existing sample
data and the test sample notes created in s
tep 10
.

13.

Perform final User Acceptance Test with Business Users and Data Stewards.

14.

Present results to stakeholders to define if we move to the next phase. The communicati
on plan will be
executed as described in the User Enabl ement section of this document. Training documents for sales users
need to be finalized and all the configuration changes should be fully documented at this time.


Beta Testi ng


Phase IV

1.

Conduct communication and training sessions for personnel
at

the beta sites by the Business Analysts. This
will also make the training materials available for review after the fact.

2.

Make the ETL bulk load service available to three sales locations from eve
ry region, each one wi th different
sales system. This means 12 sites will simultaneously get the ETL functionality deployed.

3.

Make SOA enabled incremental processing services available to the legacy sales systems in the chosen
locations.

4.

Commence initial

bulk load of data using the ETL service.

5.

Provide access to the UNICUS dashboard for the chosen locations through the Intranet.

6.

Generate recommendations from the BI tools for the newly available data and verify results.

7.

The development team will closely

monitor and address issues for this initial development. If code,
business rules, or configuration changes are requi red these will have to be tested in the development
environment, accepted by the Users and Data Stewards and finally deployed to production

to be monitored
for a reasonable time.

8.

Results presentation to stakeholders to define if we move to the next phase. The communication plan will
be executed as described in the User Enablement section of this document.


Producti on Roll
-
out


Phase V



The
production roll
-
out will follow the same steps as the beta testing phase. The fundamental difference is
that the configuration changes to the legacy applications will be deployed by region.



The regions will receive the changes in the following order: North America, South America, Europe, and
finally Asia
-

Pacific.



The deployments will be monitored and tested serially. Each region has a timeframe of 6 weeks. The first 4
weeks will be used t
o deploy the changes in every site of a region and give them access to the UNICUS
dashboard. The remaining two weeks will be used to moni tor the behavior of all the sites in a region and
address any additional problems.



After the 2 week monitori ng period
,

the project stakeholders and Business Users need to determi ne if they
agree to move ahead with the next region. Once all regions are completed, the project stakeholders need to
sign
-
off the completion of the project.

Project
Risks

The following table desc
ribes the identified risks associated with the implementation of this project.
The

severity value
indicates

the level of impact to project success. The probability measure is a function of the
nature of the solution and the mitigation actions considered t
o prevent the risk from taking place.

RISK

SEVERITY

PROB.

MITIGATION

Data Integration
Issues

HIGH

MEDIUM



Thorough analysis of data sources during the planning and
architectural phases.



Definition of specific m
atching rules
, a workflow to
address
exceptions, and creation of Data Stewards role.




Integration Service

maps attributes to a centralized
previously agreed schema.



Creation of code to query

Dun & Bradstreet data

based on
information retrieved from all 3 legacy systems.

Pegasus Consulting

|
PART III: IMPLEMENTATION PLAN

28




Exhaustive unit, int
egration, UAT, and beta testing.



Phased roll
-
out to production to contain risks.

Operational
Issues

MEDIUM

LOW



Tivoli

identity manager tests for each role and application.



Network and infrastructure changes are minimal.



Use of the existing ESB.

Language

Issues

MEDIUM

MEDIUM



Involvement of Business Analysts from the 4 regions and
time to document specific language rules or constraints in
existing systems



Phased roll
-
out to contain the impact of changes per
region.

Legacy system
compatibility

HIGH

LOW



Use of existing ESB.



Thorough analysis of the sales, customer update and
creation processes to hook in the invocation of the new
real time update service.

Schedule
overrun

MEDIUM

LOW



Planning stage with accountabilities and deliverables
clearly outlined.



Backup plan to address any deviations from the initial
project timeline.



Constant result and communication meetings to anticipate
and react to emerging challenges.

Cost overrun

MEDIUM

LOW



Staffing planned for all project tasks, maintenance and
monitoring.



Comprehensive budgeting of hardware and software
components.

Service Modeling
Issues

LOW

LOW



Use of existing ESB requires Architect and developers to
use technology for which

they’re already knowledgeable.



Experienced Pegasus consultants will implement the
service customizations.

Scope Creep

MEDIUM

LOW



Scope agreed to and signed off after the first two phases.



Clear definition of the datasets and applications impacted.

to
User
Acceptance

HIGH

MEDIUM



Early involvement in design of business rules and data
mapping mechanisms.




Constant communication, testing, and results validation
meetings.



Preparation of training materials and sessions for the
different users.

Table 3.5
:

Project Risk and Mitigation

Dependencies



Full support and readiness from GLOCOs subject matter experts to outline the business rules used in the
data cleansing and integration process.



Unified browser solution across the enterprise to access the UNICUS dashboard.



Existing Intranet portal manages the credentials of the users to determine the user role and to determine
the access level to the UNICUS dashboard.



Pre
-
existing Tivoli manager

to manage user roles to access the data in the MDM Hub.



Access to configuration, servers, and infrastructure that comprise the solution outlined in this document.

Constraints



Appropriate technical and business documentation of existing platforms will be
provided to Pegasus
Consulting during Phase I of the project.



All deployments should be performed during low impact timeframes in each region and shouldn’ t
negatively impact existing ESB or network connection.



Existing legacy data source data, the batch
upload data or existing business analysis tool usage should not
be impacted during this project.

Pegasus Consulting

|
PART III: IMPLEMENTATION PLAN

29


Launching Business Operations



Workflow templates produced by Business Analysts and communicated through training documentation.



User access level will be mana
ged through Tivoli. User and access requests for new Data Stewards or BI tool
users need to be approved by the Data Stewards and executed by the System Administrators. New users
from sales locations will be added with the existing user creation process and

will have the default access
level.



Metrics of data quality will be generated by 2 permanent Data Steward positions using the feedback from
the BI tool recommendations created by the Business Analysts.



Data will be governed by the Data Stewards. Exceptions from the rules need to be reexamined by the
Business Analysts and approved by representatives from all 4 regions.



Once the final phase of the migration steps has been completed and UNICUS has been dep
loyed company
-
wide, the support, management, and administration of the system will transition fully to GLOCO IT and
Pegasus Consultants will complete any final cross
-
training, handoff all documentation and project artifacts,
and disengage from the project
team.

Operational readiness

Supporting Components

The UNICUS system has been designed to integrate into the existing GLOCO Information Technology
infrastructure and for maximum re
-
use. To this end, UNICUS will interact with a variety of existing Business

Intelligence tools

(
IBM SPSS and UNICA
)

for sales strategy creation and analysis, the IBM WebSphere ESB for
message transport and web services, and Tivoli Access Manager for user administration.

System Operation

Changes to the production system will be
minimized and collected into batches

with severe or high
-
impact
bugs being addressed on an
accelerated

deployment
schedule

Changes

will be applied on a quarterly basis, with
a communicated downtime window during a minimum impact time according to existing
change management
procedures. In order to keep downtime to a minimum, when significant upgrades are to be applied, the
production servers will be cloned back to the development servers, the updates applied and tested, then during
the approved downtime win
dow, DNS will be updated to point the production services at what was formerly
the development environment. GLOCO’s existing IBM Remedy Service Desk system will handle incident
management and change and release management Primary change types include: O
perating System upgrades,
IBM MDM application upgrades, configuration changes, and the addition or modification of connectors/web
services.

System Performance Requirements

To support the global nature of the GLOCO sales and distributor networks as well a
s GlobalVirtual.com, the
UNICUS system will be operated 24x7 with an internal SLA of 99.9% uptime. Given the size of the sales and
distributor teams, the UNICUS environment has been designed to support up to 800 concurrent users. Internal
business client

satisfaction will be measured by the number of submitted service desk tickets as well as by an
annual IT performance survey, which will contain a section specifically related to UNICUS.

Infrastructure Operations and Processes

Because GLOCO is choosing
to deploy an IBM MDM solution, much of the coding necessary to accomplish
the project goals has already been written. Custom code will be written by the Systems Developers
implementing an Agile based approach already in use as a standard by GLOCO software

development projects.
As a part of an initiative to improve their IT service delivery, GLOCO has striven to improve their change
management processes through the years and has implemented a Change Advisory Board, have partially
completed a Configuration
Management Database which helps with impact analysis, and use IBM Rationale for
change management submission and review. Although GLOCO uses many of ITIL’s guiding principles, they
have adapted some of the standard processes to better match their busines
s needs. System and application
event monitoring and availability management are handled by the IBM Tivoli Monitoring and Composite
Application Manager products already deployed in the environment. Combined, these tools provide not only
the basic system
performance monitoring of up/down, utilization percentages, and disk space availability, but
also are designed to monitor web application performance to ensure user experience is satisfactory.


Pegasus Consulting

|
PART III: IMPLEMENTATION PLAN

30


User enablement

Business User Adoption

User adoption is expect
ed to encounter relatively little resistance. Data Stewards and Application
Administrators will be filling new dedicated roles rather than adapting existing business roles and processes,
and as such, adoption planning will not be required. The adoption s
trategy for executive users and business
analysts is very similar and primarily driven by the advantages facilitated by UNICUS and its data set. The
executive users will be able to access customer data through existing BI tools, the executive dashboard, a
nd the
UNICUS web
-
based interface. The superior nature of the aggregated data compared to previous state, coupled
with the fact that only the UNICUS web
-
based interface is new should lend itself to rapid adoption. Business
Analysts who are accustomed to

having to perform many hours of manual effort to rationalize, combine, and
analyze data in order to generate reports, strategies, and dashboards will benefit significantly in their work
with the customer data through the existing BI tools.

Business Proc
ess Changes

GLOCO sales team and distributors represent the largest population of business users, and they also pose
the greatest adoption challenge. These users will be changing several of their key business processes including
new customer entry, custo
mer information updates, and preparation of sales bids.
T
he introduction of the
UNICUS system will provide an extra step in several processes, so there must be a significant
-
enough benefit to
the business users that they are willing to adopt the new soft
ware and process. The key to this adoption plan is
the fact that the sales teams are compensated heavily on a commission
-
basis, and UNICUS is being implemented
to facilitate greater sales.
Early success stories of changes leading to sales will be distrib
uted internally to
encourage these business users’ rapid adoption.




Business User Communication

UNICUS communication to the business users will be handled through a vari ety of mediums, including
email, intranet site posting, newsletters, and memo’s from local management. Project summary information,
milestones, progress, and key upcoming dates will
be communicated to business users on a regul ar basis
throughout the project. Training modules are being created for delivery through the existi ng home
-
grown
custom training delivery platform, and all necessary employees, both current and new hi res, will n
eed to
complete this training as a part of Phase 5.
A vari ety of articles addressing these changes are being added to
GLOCO’s internal Knowledge Management System (KMS).


User Provisioning and Access


Users will be provisioned to work with the new UNICUS system through the existing IBM Tivoli Access
Manager application. Access will be provisioned to new users as a part of the new user account provisioning
process
.

E
xisting users will be assigned
permissions using role
-
based access control, both for improved security
and simplified admi nistration. The IBM Remedy Service Desk will handle and evaluate any special access
requests on a case
-
by
-
case basis. The primary user roles will be application ad
ministrator, Data Steward, sales
representative, business analyst, and executive. The roles will have the following effective permissions to
UNICUS.




Figure 3.
5:

Role Permission Mapping

Pegasus Consulting

|
PART III: IMPLEMENTATIO
N PLAN

31


Success M
etrics

GLOCO identified six strategic initiatives for IC
T in FY 2013:



Enable Strategic Alignment



Grow Revenue



Reduce Cost



Reduce Business Processes



Increase IT Platform Efficiency



Organize Intellectual Capital


The following table defines Key Performance Indicators (KPI) for the UNICUS project and identifies
associated strategic initiatives.


Key Performance
Indicator

Target

Measure

Applicability

User Training
Completion Percentage

95%

GLOCO HR training
completion records
(Head count training completion / head
count designated users)

Ongoing

User Adoption Rolling
Percentage

98%

GLOCO user account provision data and
accession logs (Provisioned accounts /
Active logins per period)

Ongoing

System
Availability

99.9%

System log files

Ongoing

Data Reject Rate

<10%

Percent of records requiring data
stewardship

Ongoing

Data Freshness

98%

System log files time
-
stamp comparison
within x period per period

MDM to local

Ongoing

Data Completeness

99%

MDM
customer table row count
compared to de
-
duped customer list

Immediate

Data De
-
Duplication/

Hierarchical Correctness

> 97%

Algorithmic comparison of data records

Ongoing

Order Diversity

+30%

GLOCO sales and marketing data
(Product mix bid per distributor)

Ongoing

Scope

100%

Delivered requirements / Defined
requirements

Immediate

Cost

Budgeted
Cost

No greater than

Immediate

Schedule

6/16/2014

No later than

Immediate

Table 3.6:
Success Metrics



Pegasus Consulting

|
PART III: IMPLEMENTATION PLAN

32


APPENDICES

Appendix I: Project Timeline


Pegasus Consulting

|
REFERENCES

33


REFERENCES



Bill

O’Kane, “Hype Cycle for Master Data Management, 2012”,Gartner G00227133, 2012



Andrew White, “The Five Vectors of Complexity that Define Your MDM Strategy”, Gartner G00175538, 2010



Altman, Ross “MDM, SOA and BPM: Alphabet Soup or a Toolkit to Address Criti
cal Data Management
Issues?”, Gartner G00212128, 2011



John Radcliffe, “The Seven Building Blocks of MDM: A Framework for Success”, Gartner G00168103, 2013



Kevin Looi. MDM for Customer Data: Optimizing CustomerCentric Management of Your Business, MC Press



A
lex Berson & Larry Dubov. Master Data Management and Data Governance, Second Edition, McGraw
-
Hill



John Kalogirou, “Master Data Management Meets SOA” soa.sys
-
con.com. 29 Apr 2007. Web. 27 Feb 2013



Allen Dreilbelbis, et al. Enterprise Master Data Management:

An SOA Approach to Managing Core
Information, IBM Press



Bill O’Kane, “Four Essentials for Starting and Supporting MDM”, Gartner G00233352, 2012



Colin White, Using Master Data in Business Intel
ligence, BI Research, SAP, Mar

2007



Eberhard Hechler, Martin Ob
erhofer, Paul van Run, Implementing a transaction hub MDM pattern using
IBM InfoSphere Master Data Management Server, IBM, 20 Mar 2010



Alex Jia, Miguel Ortiz, Best Practices: IBM InfoSphere MDM Server Security, IBM, 2010



Dennis Shi, Best Practices: InfoSph
ere MDM Server Installation: WebSphere Application Server Network
Deployment for AIX and DB2 for Linux, UNIX and Windows, IBM, 2010



David Borean, Best Practices: Implementing InfoSphere MDM Server for High Performance, IBM, 2010



IBM InfoSphere Information
Server, Version 9 Release 1, IBM, 2012



IBM InfoSphere Information Server architecture and concepts, IBM.com Web. 12 Apr 2013



5724
-
S78 IBM InfoSphere Master Content for InfoSphere Master Data, IBM United
States Sales Manual, 02
Nov

2011



John Baldwin,
Stephanie Hazelwood, Charles Jia, Lena Woolf, Best Practices: InfoSphere MDM Server
Suspect Duplicate Processing (SDP), IBM, 2010



Madhukar, White Paper: Implementing Federated Data Domains Infosys.com 2011 Web 23 Apr 2013



Nick Kanellos, Dennis Shi, Best P
ractices Achieving high availability and scalability with IBM InfoSphere
MDM Server, IBM, 2010



IBM InfoSphere Information Server, Version 9 Release 1, Integration Scenario Guide, IBM, 2012



Joe Bugajski, Master Data Management (MDM) Improves Information Quality to Deliver Value, MIT
Information
Quality Industry Symposium, Jul

15
-
17, 2009



Martin Oberhofer, Allen Dreibelbis, An introduction to the Master Data Management Reference
Architecture,
IBM.com, 24 Apr 2008 Web. 23 Mar 2013



Dr. Guenter Sauter, Bill Mathews, Mei Selvage, Dr. Eoin Lane, Information service patterns, Part 1: Data
federation pattern, IBM.com Web. 12 Apr 2013



Bill

O’Kane
, “Magic Quadrant for Master Data Management of Customer

Data Solutions
”, Gartner
G00233198, 18 Oct

2012



Nagraj Alur, Zhe Bin Cong, Maciej Mlynski , et al. SOA Solutions Using IBM Information Server, IBM Press,
2007



Jan
-
Bernd Bracht, Joerg Rehr, Markus Siebert, Rouven Thimm.
Smarter Modeling of IBM InfoSphere
Master
Data Management Solutions, IBM Press, 2012



FX Nicolas, Back to Basics: Deciphering the MDM Hub Patterns, semarchy.com, 6 July 2012 Web 10 Apr
2013



Sanjay Kumar, Customer Data Integration: Creating a Single Version of the Truth, information
-
managemen
t.com,1 Oct 2006 Web 10 Apr 2013



Supal Chowdhury, Divakar Maddikera, InfoSphere MDM Collaboration Server V10.0design strategy and
implementation, Part 1: A guideline using a sample business case, IBM.com 06 Sep 2012 Web 10 Apr 2013



Berson & L. Dubov, Maste
r Data Management and Customer Data Integration for a Global Enterprise,
McGraw
-
Hill, 2007

Pegasus Consulting

|
REFERENCES

34




J. Dyché & E. Levy, Customer Data Integration: Reaching a Single Version of the Truth, John Wiley & Sons,
2006



Paul Zikopoulos, Deb Jenson, DB2 and IBM's Processor V
alue Unit pricing, IBM.com, Web 22 Mar 2013



McGittigan, Jim, "Top 10 Guidelines for IT Budgeting", Gartner G00232995, 27 June 2012



Andrew White, John Radcliffe, "Where MDM Adds Value to the Business
", Gartner G00160371, 3 Dec

2008