Showing posts with label SAP MDM Tables. Show all posts
Showing posts with label SAP MDM Tables. Show all posts

SAP Customers Talk MDM: Part Five - Surgutneftegas

URL: http://download.sap.com/SMIGlobal/download.epd?context=DCF9E9612960FA8B7BA9A70B0DD5CE4718181F29E6160F3709AE270A81012D2784E4F4C9632D76375832B546A8B3A6D5CF93E336B8FE68BD

 

The Customer: Surgutneftegas

Surgutneftegas, one of the largest oil and gas producers in Russia, employs innovative technologies and automated processes. To create an IT infrastructure and facilitate its transition to service-oriented architecture, the company deployed sophisticated SAP® software and technology. By helping to raise data quality, the solutions allowed Surgutneftegas to optimize inventory, reduce purchasing costs, and achieve a dramatic return on investment.

“SAP Consulting professionals helped us build a solution that supports our business processes with current, consistent master data. This project is the first step in building our new, service-oriented IT architecture.”

Rinat Gimranov, CIO, Surgutneftegas

Key software components involved:

  • SAP NetWeaver Master Data Management
  • SAP NetWeaver Portal
  • SAP NetWeaver Process Integration
  • SAP NetWeaver Business Warehouse
  • SAP ERP

For complete scenario and implemetation details, click the link above.

Stay tuned for the next customer example.

Regards,
Markus

Markus Ganser Active Contributor Gold: 1,500-2,499 points is a solution manager in SAP Master Data Management (MDM)

You’re not the only one wearing a fireman’s hat: tactical to strategic treatment of information is still a struggle

I’ve been to quite a few customer meetings lately, which is awesome. Best part of the job. One consistent theme is that many groups are still failing to get traction for information management initiatives.  A few anecdotes:

  • CompanyA said that they were so decentralized that every individual region just did whatever they wanted in regard to the treatment of information, from each region having different ERP systems (from different vendors) to no global roll-up of key information elements. Now the company says they want to be strategic, but the mountain is *high*. Not only will they have major organizational change management issues to deal with regarding regional independence, but the amount of disparity in the information they have seems never-ending.  They are struggling to even identify which key information elements to start with.
  • CompanyB said they that they have started strategic information management projects multiple times in the last two years, but every project has failed. Why? CompanyB was playing eenie-meenie-minie-mo to pick an executive sponsor. That sponsor would read some analyst reports and talk to a few internal people. From there, grand (but shallow) plans were developed, full of statements like “data is an enterprise asset”. But without a solid, tactical execution plan—and an executive with a deep understanding of how information feeds an enterprise—these grand plans gradually fizzled and are now gathering dust.
  • FireCompanyC said that there has been so much business volatility that they are barely treading water in IT. Projects aren’t planned strategically…there are always fires to put out. IT and Business are constantly rushing to simply put out the largest fire of the week. Consequently, each fire is put out as quickly as possible (it IS a fire, after all). The short-term impact to this approach is obvious, but also consider this: business units accustomed to dealing with fires have more trouble understanding why they need to be strategic in their approach to information management. They don’t understand how information propagates through the organization and has long-term effect, because, after all, the fire from last week is no longer burning. Something must be working.

In all of these cases, some employees can see the problems. They show up to workshops and conferences and you can clearly see the frustration on their faces. Their questions are not technical. They are not asking about Hadoop integration. They want to know how to get their organization to see that the poor information virus has not just made the person in front of them sick, but has become an epidemic.

If only I were that smart. Every organization is different, and the answer to the question depends so much on politics and organization makeup (for more, see the blog entry “Refrigerator smells and information governance”) .  However, there a few approaches to follow:

  1. DQ Tales of WoeKeep a  Data Quality Tales of Woe notebook, as recommended by Maria Villar. In this notebook, capture the stories you hear around your organization. Also note who told you the story and the impact of the bad data. Then, as you have time, track down the real root cause of the data problem. Finally, go back to the story originator and tell them what you’ve discovered. At that point, you’ve converted them into a Friend of Data. (And yes, I’m considering adding FoD to my signature. Why should Hall of Famers be the only ones with HoF? FoD is good enough for me!)
  2. As the notebook fills up, you should be able to notice some common themes. Start rolling up the Tales of Woe into multiple theme areas (i.e. Customer, Vendor or Material; BI, Business Process, or Marketing)

Guess what you just did? You captured a great list of information problems and their real business value. No guessing…straight from the horse’s mouth.

  1. Now look at which area has the most damaging Tales of Woe. Armed with your notebook and business language to describe your problem, start to work your network . Eventually, you should get to an upper-level manager in that area that can help you get executive sponsorship.

Only that executive manager can accomplish these key tasks for you:

  • Establish funding and multi-year commitment to an information program.
  • Spearhead incentive programs that reward data creators and consumers for the right behavior (for example, are call centers rewarded for how fast they key in the information, instead of how accurate the information is?).
  • Drive the organizational change management across the company. Without this, your program will not work. Did I say that out loud? True.

Give it a try. Everyone likes to tell Tales of Woe, so starting should be easy!

Ina Felsheim Active Contributor Platinum: 2,500+ points is a Solution Manager focusing on EIM.

Key EIM and Information Governance sessions for SAP TechEd 2011

Markus Ganser wrote a great blog on some key EIM sessions at SAP TechEd. I’m going to highlight a few from the TechEd Las Vegas session, because that’s where I get to go. J I’m also including Expert Networking Sessions and Pod discussion topics from the show floor. Because Information Governance spans so many technology areas, I thought I’d pull them together for you.

Pre-conference seminar: Newly-added SAP Master Data Governance session on Monday.

Key Hands-On sessions

  • EIM266: Next Generation Archiving: Extend Compliance in Your Corporate Environment
  • EIM161: Using Business Content Extractors in SAP BusinessObjects Data Services
  • EIM164: SAP Data Migration Solution Overview: Best Practices Hands-On
  • EIM163: Profile and Create Data Quality Scorecards to Understand the Health of Your Data
  • EIM267: The Importance of Cleansing and Standardizing Product Data
  • PMC265: Accelerating Business Rules with SAP NetWeaver BRM
  • PMC263: Process Analytics with SAP NetWeaver Business Process Management
  • EIM260: Getting Started with SAP Master Data Governance
  • EIM262: SAP NetWeaver Master Data Management and SAP BusinessObjects Information Steward

Key Lecture sessions

  • SAP BusinessObjects Data Services 4.0 and Beyond
  • EIM102: SAP Data Migration Solution Overview: Best Practices
  • EIM204: Connecting ECM to Business Processes: Evolving Needs and Technologies
  • EIM100: Enterprise Information Management Overview
  • PMC228: IDEXX Runs Marketing Points Program on BRF Rules Engine
  • PMC228: Applied NetWeaver BPM and BRM in Agile and High Volume Scenarios
  • PMC102: Business Rules Management with SAP: BRFplus and SAP NetWeaver BRM
  • EIM203: SAP BusinessObjects Information Steward 4.0 Product Overview
  • EIM112: Strategies and Tools to Ensure the Quality of Your SAP Data
  • EIM114: Information Governance: Reducing Costs and Increasing Customer Satisfaction
  • EIM211: Showcasing MDM Workflow Integration with BPM and Data Services
  • EIM106: SAP NetWeaver MDM for Customer Data Integration: Rapid Delivery in Eight Weeks
  • EIM201: Applying Information Governance in End-to-End MDM Scenarios

Pod topics on the SAP Show Floor

  • EIM-P11: Access and transform data from any source (Tuesday at 10am)
  • EIM-P01: SAP BusinessObjects Data Services Roadmap (Tuesday at 11am)
  • EIM-P19: SAP NetWeaver Information Lifecycle Management (Tuesday at 12pm)
  • PMC-P06: Business Rules Management with SAP (Tuesday at 2pm)
  • EIM-P17: Master Data Management at SAP (Wednesday at 10am)
  • PMC-P02: SAP NetWeaver Business Process and Rule Management (Wednesday at 1pm)
  • EIM-P14: Support your Information Governance program with Information Steward (Thursday at 2pm)

Expert Networking Sessions

  • Tuesday at 2pm: Guidelines on Starting a SAP Data Archiving Project (Karin Tillotson)
  • Wednesday at 11:30am: Build your own network with SAP StreamWork (Sharon Haver)
  • Wednesday at 1:30pm: Getting started with Information Governance (me!)
  • Thursday at 6pm: How to organize and deliver a business rules project (Carsten Ziegler)

PLEASE join me in the Influence Council session for EIM350: Enterprise Information Management on Tuesday afternoon.

To get a complete picture of the lectures and hands-on sessions offered in the Enterprise Information Management track, click the EIM session overview link and select the topics that you are interested in and would like to attend. To display the overall education and session catalogue, click the URL at the top of the blog.

Mark your calendars! Join us at a lecture, hands-on session, Expert Networking Lounge, or Expert Pod. Find us when we're there by sending a tweet to @InaSAP, @SAPMDMGroup, @SAPILM, @SAPECM, or @SAPBOEIM. 

Ina Felsheim Active Contributor Platinum: 2,500+ points is a Solution Manager focusing on EIM.

One SAP for Data Quality: Building an Operational Data Management Organization

Lessons from SAP

Launch of CDM

Customer Data Management (CDM) came into sharp focus at SAP as the data management topic was launched as a board sponsored program in 2008.  To support the CDM program a cross line of business leadership team was established and a multi-year business case and plan was developed.  CDM’s overall purpose was to address highest priority customer master data issues.  Improvement opportunities existed from both short and long term perspectives.   The team set about to fix the immediate issues such as getting the “basics” in place.  In addition, long term solutions included the design and build of an operational customer data management solution.   The successful program spanned a year with staff of 6 full time resources supported by an extended team of subject matter experts from the business and IT.

CDM program scope and focus

Very quickly the CDM team realized that to be successful scope definition and control was required as well as a sharp focus on the most important customer master data issues.  It was apparent that customer data had not received attention over the years. Without governance and quality management many data challenges existed.  The CDM team explored the issues in detail, from an outside in perspective, and found that 20% of the master data elements were delivering the most value to SAP.  That input was used to narrow the scope and evolved into a guiding principle to “get those right”.  To address the longer term root cause information governance issues, master data accountability and standard definitions were included in scope.  

CDM approach overview

Given the CDM scope and the broad nature of the requirements, the program methodology reflected a phased rollout of global data standards which were tested via a pilot and then rolled out to a broader audience. 

Country pilots of global data standards and ownership model (for the most critical elements of customer master data) was successful in delivering business benefits, particularly in the sales and marketing areas.  Data quality reporting and cleansing services leveraged SAP’s EIM suite and clearly demonstrated that the global CDM approach would successfully operate within a regional model.  

The pilots also served to validate the design of the future state data organization and transition plan which reflected a phased rollout to other areas and lines of business within SAP.  For example, the CDM program leadership evolved to form a Global Data Council, consisting of the newly appointed data leads within each line of business many of whom were directly involved in the pilot launch.  

Part of the operational plan also included ongoing data cleansing and resolving the priority customer master data issues.  That scope ran parallel to the establishment of the data management organization which was being established.  The tactical data quality cleansing enabled the program to stay on track and deliver business benefits in the shorter term while building the foundation for longer term data management solutions. 

The successful pilots and data quality improvements enabled the longer term CDM vision to move forward.  Upon program closure in Q1 2010, the team executed a smooth 4 month transition to the operational  “run” state.

SAP's current CDM organization

Fast forward to today as the transition is complete with Maria now leading  SAP’s  operational global data management team.  Maria wears “two hats”, leading both the global data management across the lines of business as well as detailed management within the global field organization.  She is responsible for driving both the global master data strategy and the sales line of business data strategy.   There’s also a close collaboration with the business process owners and a continuation of the data standards and governance established by the CDM program.

Cross LOB governance model

The global data management organization extends to all lines of business (LOB) which have identified data leads who are tasked with driving tactical and strategic data programs.  The LOBs are also responsible for delivering business process engineering and ensuring information governance and accountability is enforced throughout their organization. 

To support the cross-LOB collaboration a Global Data Council was established as a vehicle for the business leads, along with IT and others, to work together to address common data issues and foster cross-LOB alignment.  For example, the Council handles strategic functions such as defining information governance requirements, as well as having direct responsibility for business rollout/adoption.  The council also prioritizes and manages the IT portfolio for the data tool and technology changes , providing one business voice to IT for master customer data related IT projects 

The Council is supported by a cross-LOB Executive Data Steering Committee which provides oversight and decision support.  Executive engagement is a critical success factor for the master data management approach as their attention to the topic results in budget and resource allocation to the data programs.  

Regional data centerswill support process execution

One additional operational component established this year is the development of a Regional Data Management Center model.  Each region now has a team of skilled data resources who focus on delivering improvements to core master data such as enriching customer records, creating master data and updating account assignments.  The regional centers currently support marketing and sales data requirements but will soon expand to support other LOBs such as Finance and Customer Support.

These centers not only provide data services but they are also engaged in driving quality process improvements via best practices and tools.  The DMCs have the master data knowledge and are best positioned to best deliver best practice solutions.  For example, business partner creation processes can be developed and tested by the global data team and once proven can then be enabled via the regional data operations team.   The Global data management team, under Maria, provides the DMCs with common global tools, processes, resources.  They have established global KPIs by which to measure the DMC’s effectiveness.  

2011 areas of improvement

SAP’s global data quality program is measured on both specific KPIs such as reducing duplicates but also process improvements such as reduced data creation time.   KPIs are tracked with data quality reports which use EIM tools such as SAP BusinessObjects Explorer and Dashboard Design (formerly Xcelsius).  These online reports measure both regional and global data improvements and are tailored for the specific audience (e.g. executives vs. data managers) with drill down capabilities. 

Process improvements contribute to overall data management business case in a significant way, particularly in areas that impact the bottom line such as days sales outstanding.  These metrics are tracked by the global data team and are reporting to the executives through dashboards and scorecards. 

Tracking of these improvements is formalized into data quality readouts to the Executive Data Steering committee.  We are now also tracking specific line of business contributions via a holistic scorecard that monitors each line of business’ support of the data portfolio and helps provide a complete picture of all contributions to master data quality.  

Data management technology vision

Technology and tools are critical enablers of SAP’s data strategy and will allow us to more quickly scale and address additional master data requirements.  The vision or roadmap centers on a partnership with IT to deliver solutions that align with best in class technology capabilities.  For example, the roadmap reflects the use of tools to centralized workflow and business rules for easier management and control.  Data models and management tools will help us diagnose and automate changes as needed for more active governance.   Analytics and dashboard tools are required for transparency to all of the processes.  Thus, there’s a significant amount of funding allocated to a multiyear portfolio of IT projects to deliver Information management tools required by the business and prioritized by the Global Data Council.   We use SAP technology from the EIM product portfolio, as well as the SAP business suite.  SAP uses  SAP !! We  partner with the product develop team to provide our feedback  on future and current products .

EIM success factors

While information governance programs are tailored to a company’s Information Maturity,  company pain points  and culture,  there are many common success factors.  First, the company has to be ready for a top’s down enterprise governance approach where all functions participate, collaborate and play a part.  Business sponsorship is also key- the higher in the organization the better as roadblocks will be encountered that will need to be resolved . Funding is another  EIM success factors.  Perhaps even more important is having the right visibility on the required data capabilities along with business sponsorship and readiness for successful change management.   Data tool delivery goes hand in hand with having an organization in place to best leverage the automation with the right people and skills.

What does great data management look like?

Through the journey from focused program to creating a data management business capability , we have defined a few key practices for “great” data management at SAP.  It’s not just about creating roles and building work teams but data management must become an integral part of the organization with cross business decision making forums who will actively engage in driving accountability. The organization must ensure  the data programs enable business goals and don’t exist just for the sake of creating “good” data.  Great data management is embedded as a core part of the business and IT process so that whenever data is created, changed or updated and information governance is clearly defined and easy to follow.  This requires engagement from business leaders and IT leaders with simple language and clear accountability. Data quality is not just an organization practice but extends to trusted sources of data as those sources should adhere to the same standards.  These lessons learned have helped shape SAP’s data management organization; our priorities reflect a desire to achieve high levels of data confidence across the company.

Table Types

A traditional SQL DBMS stores data in the records and fields (rows and columns) of a collection of flat database tables. All tables have the same rectangular structure in SQL. A SQL database is relational because of the relationships set up between the different tables.

In an relational DBMS (RDBMS), information about a single record can be combined from multiple tables by relating values in matching columns. This helps to eliminate redundant data; beyond that, however, an RDBMS does not support any additional structuring of the data itself.

By contrast, the MDM system supports a variety of different table types that are specifically suited for the particular requirements of storing, organizing, structuring, classifying, managing, and publishing information in an MDM repository (including efficient support for category-specific attributes, which are inherently non-relational), as shown in the following table.

Table Type

Description

Main table and subtables

Flat

Main table or subtable. A flat table has the standard, rectangular SQL structure consisting of records and fields (rows and columns). The main table of an MDM repository is always a flat table.

Hierarchy

Subtable. A hierarchy table organizes information in a hierarchy, where each record is related to a parent record (even if the only parent is the root) and may also be related to sibling records and/or child records. The main table in an MDM repository typically contains some fields whose data may be hierarchical in nature. For example, a Manufacturer field may need to accommodate division and subdivision information for manufacturers. This hierarchical information is stored in a separate, hierarchy subtable associated with the Manufacturer lookup field in the main table. Most of the hierarchy tables used in an MDM repository contain lookup information for fields in the main table. Other hierarchy tables in MDM include taxonomy tables, the Masks table, and the Families table, described below. MDM supports hierarchies with an unlimited number of parent/child levels.

Note that a hierarchy table is useful even when it is flat (i.e. only leaf nodes below the root), because it stores the ordered sequence of sibling records, allowing you to override the unordered sequence of values in a flat table and instead put the values in a fixed order.

Taxonomy

Subtable. A taxonomy is the classification scheme that defines the categories and subcategories that apply to a collection of records. Categorizing records enables you to isolate subsets of records for various organizing, searching, editing and publishing purposes.

A taxonomy table in MDM stores a hierarchy of categories and subcategories and also supports attributes, “subfields” that apply to particular categories rather than to the entire collection of records. MDM supports multiple simultaneous taxonomies.

Qualified

Subtable. A qualified table in MDM stores a set of lookup records, and also supports qualifiers, “subfields” that apply not to the qualified table record by itself, but rather to each association of a qualified table record with a main table record. MDM supports multiple simultaneous qualified tables.

Qualified tables can be used to support product applications and application-based search, and also to store any large set of subtable records that contain fields whose values are different for each main table record, such as multiple prices for different quantities, divisions, regions, or trading partners, cross-reference part numbers, and additional distributor/supplier/customer-specific information for different distributors, suppliers, or customers.

Object tables

Images

A single table named Images. Stores image files, where each image is stored as a record in the table.

Text Blocks

A single table named Text Blocks. Stores blocks of text, where each text block is stored as a record in the table.

Copy Blocks

A single table named Copy Blocks. Stores blocks of text interpreted as copy, where each text block is stored as a record in the table.

Text HTMLs

A single table named Text HTMLs. Stores blocks of text interpreted as HTML, where each text block is stored as a record in the table.

PDFs

A single table named PDFs. Stores PDF files, where each PDF is stored as a record in the table.

Sounds

A single table named Sounds. Stores sound files, where each sound file is stored as a record in the table.

Videos

A single table named Videos. Stores video files, where each video file is stored as a record in the table.

Binary Objects

A single table named Binary Objects. Stores other binary object files, where each binary object file is stored as a record in the table.

Special tables

Masks

A single hierarchy table named Masks. In concept, a mask acts like a stencil, in that it blocks (“masks”) all main table records from view except the defined subset of records that are included in the mask, to allow the subset to be viewed and manipulated as a whole. A mask is a static snapshot of the set of records that are included in the mask (as opposed to a view or a named search, where the results set is determined dynamically every time the search is run). Each record in the Masks table is the name of a subset of main table records. MDM supports an unlimited hierarchy of masks.

Named Searches

A single flat table named Named Searches. A named search is a static snapshot of the search selections that were in effect when the named search was saved (as opposed to a mask, which is a snapshot of the subset of records), where the results set itself is determined dynamically when it is selected. Each record in the Named Searches table returns a subset of main table records. MDM supports 400 named searches per repository.

Families

A single hierarchy table named Families. Used to further partition main table records in each category into smaller groups based upon the values of other fields and/or attributes. You can associate family data (a paragraph, an image, bullets) once with a family of products rather than with each individual product, and also define the table layout of the field and/or attribute data (field order; stack, vertical, and horizontal pivots; and other display options). This table is available only in Family mode.

Image Variants

(Does not appear anywhere in the MDM Client)

A single table named Image Variants. Used to define the structure and format of each of the variants for each image. Each variant is a modified version derived from an original image; the original image is never modified. This table is managed in the MDM Console and is not visible in the MDM Client.

Relationships

(Does not appear anywhere in the MDM Client)

A single table named Relationships. Used to define each of the different record-level relationships. Each relationship can be either bidirectional (sibling) or unidirectional (parent-child). This table is managed in the MDM Console and is not visible in the MDM Client, although the relationships between records can themselves be created and edited in Record mode.

Workflows

A single table named Workflows. Stores the workflows of an MDM repository, where each workflow is stored as a record in the table. Workflows are created and edited in the MDM Client.

Data Groups

A single hierarchy table named Data Groups. Stores the hierarchy of data groups used to break the entire set of objects in the MDM repository into manageable subgroups.

Validation Groups

A single hierarchy table named Validation Groups. Stores the hierarchy of validation groups used to organize multiple validations for subsequent execution as a group.

System tables

Roles

(Does not appear anywhere in the MDM Client)

A single table named Roles. One of three tables used to implement MDM repository security and access control. Each role can selectively grant or deny access to any MDM function and to any table or field. This table is managed in the MDM Console.

Users

(Does not appear anywhere in the MDM Client)

A single table named Users. One of three tables used to implement MDM repository security and access control. Each user can have one or more roles. This table is managed in the MDM Console.

Logins

(Does not appear anywhere in the MDM Client)

A single table named Logins. One of three tables used to implement MDM repository security and access control. Contains an entry for each currently connected MDM client application, which can be terminated by the MDM Console user.

Change Tracking

(Does not appear anywhere in the MDM Client)

A single table named Change Tracking. Allows you to specify the fields for which adds, modifies, and deletes should be tracked and stored in the Change Tracking table.

Remote Systems

(Does not appear anywhere in the MDM Client)

A single table named Remote Systems. Used to define the different remote systems for import and export. Each remote system specifies whether it supports import only, export only, or both.

Ports

(Does not appear anywhere in the MDM Client)

A single table named Ports. Used to encapsulate the logistical and configuration info for inbound and outbound processing of MDM data, for consolidation and distribution respectively.

URLs

(Does not appear anywhere in the MDM Client)

A single table named URLs. Used to specify the URLs that can be used as the target of an embedded browser in the Web tab in the MDM Client.

XML Schemas

(Does not appear anywhere in the MDM Client)

A single table named XML Schemas. Used to identify the XML schemas for import and syndication. Each XML schema is the name of an .xsd file.

Reports

(Does not appear anywhere in the MDM Client)

A single table named Reports. Contains an entry for each report file generated by the various MDM repository operations, which can be accessed and viewed by the MDM Console user.

Logs

(Does not appear anywhere in the MDM Client)

A single table named Logs. Contains an entry for the log files generated by the MDM Server, which can be accessed and viewed by the MDM Console user.

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