6. Keeping Business Governance Out of the Program
MDM needs business governance as a forum for supporting the program among all the business units. It needs governance to advocate, and it needs governance to govern the program from a business perspective. There will be many important decisions to be made in the MDM program, and it is essential that governance members are already on board with the program and up-to-date.
7. Being Unprepared for Change
Tactical organizational changes occur with MDM, such as the roles participants will play in the governance processes that originate the master data. In these processes, people will enter, edit and approve a variety of fields related to the subject area. They will need to respond to new forms of messages, and the process will have expectations of timeliness in the responses. Strategically, the added efficiency should do more than speed up existing processes.
8. Staffing Solely With Technicians
Leadership matters more than anything else on MDM projects. Identify daily leadership opportunities to determine how to react or adjust as business requirements change. As changes occur and requirements are adjusted, the perception of the project's success hinges on communication. Communication demands are met only by up-to-date documentation including project plans, status reports, issues logs, requirements lists, mapping documents and business rules documents. Players change, and immature technology fights back at our best laid plans. In short, MDM is not all about the technology. Not even close.