This one may sound obvious, but as you staff your MDM and data governance initiatives, make sure you use your best project managers and people.
Make sure you can’t be derailed by opponents pointing to avoidable project management or organizational issues. You cannot afford to have this type of project fail, so focus on controlling scope, getting the requirements right, managing risks, and communicating effectively and often.
I’ve seen situations where clients have had simultaneous projects going on: MDM, data governance, CRM and ERP. Even though the MDM and data governance projects were the most crucial, foundational efforts, upon which both the CRM and ERP projects depended, the MDM and DG projects seemed to suffer from “brain drain” – where the stronger resources were getting reallocated to the ERP project.
This “brain drain” syndrome is a mistake – the technical complexity of MDM, breaking down the organizational silos, the cultural changes and other “soft stuff”, putting data governance processes in place across the enterprise, all of these factors argue for putting your best people on these transformational programs.
It may be “project management 101” but don’t put your “B” and “C” players on your most important programs.
The next article in the series is: MDM Best Practice #6 – A Long Term Program, Not a Short Term Project