Hi, I'm Angela Brown. I'm the head of events at the Linux Foundation. And today I'm joined by Dr. Joel Selanikio, who is a physician, former CDC epidemiologist, emergency responder, and outbreak investigator. And he's here for a discussion on how we can safely return to events during the pandemic. Dr. Selanikio, thank you so much for joining us today. Pleasure, thanks for having me. Yeah, before we get into some of my questions, I'd like to share with the audience that you are working with us as a consultant as we get back to our in-person events this fall to make sure we can do so safely. Can you tell us a little bit more about your background? Sure, well, I guess the simplest part of my background is that I'm a pediatrician by training. And often when I meet people and they want to know, if I don't think that I'll be speaking to them very long, I just stop with the pediatrician part because everybody gets that and everybody likes pediatricians. But actually most of my professional career has been working as an epidemiologist, first for CDC and later for WHO and other organizations and also as a technologist. So I've been heavily involved in outbreak response and public health, but especially from the technological side. Very cool, thank you so much. Well, let's go ahead and dive right in. So I guess the first question on everyone's mind is, is it safe to attend an event in person right now where vaccines and masks are required? Yeah, sure. I mean, I think it's important to think about the relative nature of the term safe. So if we say something safe, well, this is gonna involve a risk kind of evaluation and the risk evaluation involves what's the probability that something's gonna happen and what's the consequence if it does happen, right? So if we think that every time we leave the house, there's a 0.001% chance we're gonna get hit by a car. I mean, getting hit by a car is a big deal, but on the other hand, if we think it's not very likely to happen, we leave the house. And so we're always weighing these risks and trying to determine whether or not we should go outside or we should drive to the supermarket or take a vacation or whatever you might wanna do. So in terms of attending events, I think it's important to recognize right now it's very clear that people who are vaccinated have very strong protection against serious COVID illness. So for example, there's been several studies, I was just hearing about one on NPR actually this morning I hadn't heard before that was done in the UK, but all the studies that have been done so far regarding the vaccination and especially regarding the vaccination and the Delta variant have shown that the vaccination is very, very effective against, protecting against hospitalization and serious illness. And in most of those studies, they looked at what was the protection from even one shot. For example, if you got the Pfizer vaccine but you only got one dose, they also looked at two shots, they looked at the Johnson and Johnson and then in every single case they find similar results, which is to say that the effectiveness in preventing any COVID infection and that could include asymptomatic infection, that effectiveness is reduced against the Delta variant but it is still extremely effective in protecting against any kind of severe infection or the need for hospitalization, et cetera. And all those studies took place just among the public in places. They didn't take place at events where everyone was masked and everyone was vaccinated. And so the point here is that unless you have particular conditions, unless you're immunosuppressed, unless you're over the age of 85, in which case those things by themselves give you a higher risk profile, then you have very, very little to fear for yourself, I think from attending an event where everyone is vaccinated and everyone is wearing a mask. Now, of course, the other last little bit is you may not be over the age of 85, you may not be immunosuppressed, but if someone in your household or someone that you think you're gonna come into contact with routinely is in those categories, you'll wanna think about how you can mitigate the risk to them of you potentially getting, let's say an asymptomatic infection and transmitting it to them. So I'll give you an example, my mother is 80 years old. I do attend live events and when I attend those live events, if I'm gonna go see my mom, I wait for at least a week so that I can see if symptoms arise and I also get myself tested. Cause again, I don't feel myself to be at risk, but I certainly don't wanna transmit it to others. What steps do, what could attendees do on site to help keep themselves as safe as possible aside from being vaccinated, which we're requiring and of course wearing masks? Yeah, well, I mean, vaccinated you're 99% of the way there, right? That is the single most important thing that we can do to protect ourselves against COVID and also to protect those other groups that I mentioned, our loved ones and associates and other family members who are in those high risk groups. So vaccinated, you're almost all the way there. I think when you add a mask to that equation, one more layer literally in this case, one more layer of protection, you're making yourself even safer. So those things I think for attendees of the conference, if there's social distancing, mask wearing and people are vaccinated, I think they've done a great deal to keep themselves safe. Obviously we would also, along the lines of keeping everyone else safe, we would also want people at an event to be immediately forthcoming if they started developing any kind of symptoms of illness. And that doesn't necessarily have to mean that you developed a cough, but certainly you feel like you're starting to get a cold, you feel like you're getting a fever. Obviously you need to let one of the event organizers know so that we can safeguard the other attendees at the event. And that leads right into my next question, which is what shouldn't attendee do if they start to feel unwell while they're inside an event? I don't think that necessarily getting unwell or becoming unwell at an event is gonna be different from becoming unwell anywhere else. I mean, obviously if you're at home, you have the option of staying at home. But if you're in an event, basically you'll just wanna seek care. And so I think the first thing is to contact event organizers to make sure that they're aware and that they can help you get the care that you need.  I would emphasize that in a group of people who are entirely vaccinated and wearing masks, if someone gets sick at a conference, it's very, very unlikely to be COVID. It's likely to be all the other things that make people sick. And so again, you're gonna follow those standard protocols.  Well, you'd call 911 and then properly notify the event organizers. If you're talking about something that's less severe, again, you feel like you're a little warm and you're not sure if you have a fever, you started to develop a cough, et cetera. For those things, again, I think urgent care is gonna be sufficient to do whatever is needed. And if they feel that you should be tested for COVID, of course they can do that. Yeah, thank you. If we have participants that are watching or audience that are watching that are kind of on the fence on whether to go to events in person this fall. And I think this circles back to some of the things you've said, what advice would you give them in making that decision? For me personally, I think that the only real consideration for me other than if the event is actually worth going to is whether or not I'm gonna put someone else at risk. I understand that by being vaccinated and by wearing a mask and taking other precautions that I really am safeguarding myself. So for me, really it's a question. If it's a worthwhile conference, I think it's important to think about whether or not I could potentially be putting someone else at risk. And if you're not, if that doesn't really apply to you, then my advice is to go. I think often when we evaluate these things we think about, oh well, out of an abundance of caution we're just gonna stay home because that's something that reduces any possible bad outcome.  And certainly we've seen with kids and virtual schooling that some of the kids don't seem to learn very well with virtual schooling. There are consequences, negative consequences to us choosing not to do these things. And so again, for me, I would say that for me the major concern really is whether or not you're gonna put someone else at risk and a high-risk individual. And if that's not the case and you feel that this is going to be a great conference my advice would be to go. We've discussed that if someone were to test positive on site at the event for COVID that we would not need to shut down the event. Of course we would notify everyone. And this is again is where we're talking about where all participants are vaccinated of course which we are requiring in our events. So that we don't need to shut the event down and that participants don't need to quarantine. Can you provide a little more context there so the audience understands why that's the case? Right, so the protocol for folks who are vaccinated is quite different from folks who are not vaccinated. The presumption with folks who are vaccinated is that they do not have COVID, right? It's very unlikely that you're gonna develop COVID. And so they don't have to follow the same protocol. So CDC has been consistent with this throughout and now into this period of the Delta variant saying that if you are vaccinated and you're wearing a mask and you know that someone has COVID at the event then basically the people who are close contacts, right? Not everybody at the event but people who think that they have spent a substantial amount of time essentially right next to that person that they wear a mask which of course everyone would be doing at the event already that they get themselves tested three to five days after the potential contact with this person. And that three to five days is recognizing that having the vaccination may cause you to become symptomatic later than you might otherwise do. Because the idea is that the vaccine even when you, even if you were to contract COVID after being vaccinated if you were so-called breakthrough case that the vaccine would basically help your body to fight up that infection and it wouldn't be as severe or as apparent. So again to wait for three to five days after the exposure and then you could stop wearing the mask if that test that you do at three to five days turns out to be negative, if it turns out to be positive then you should wait for a full 14 days from the exposure. Meaning if it's positive and you in fact did contract COVID after 14 days you wouldn't be transmitting the virus to other folks you'd probably be feeling much better and you could then stop taking the mask. I'm wondering have you attended any in-person events or large gatherings recently and if you have what helped to make you comfortable in attending? Well, as you and I have talked about a little bit offline I've actually been doing quite a bit of work with mass vaccination centers around the country. I normally in a normal non-COVID year attend many, many conferences. I haven't attended any conferences in about the last four or five months and or even large meetings. However, I've been traveling to many of the federally funded and federally operated mass vaccination centers essentially trying to help them do a better job at that mass vaccination process. And in a funny way the mass vaccination centers feel a lot like a conference. You're in a big room, there's people milling about some people are waiting online there's different booths offering different services or information and of course there are people there who are in the case of the mass vaccination centers by definition not vaccinated. Essentially everybody who's waiting in that line is not vaccinated. Now I am fully vaccinated I have been for months and months and I felt comfortable doing that work and being in those locations. One, because this is what I do this is what I'm trained to do but also because I'm a healthy person I'm vaccinated I do not live with high risk people that I could potentially transmit the virus to and also that I was wearing a mask the whole time. So for me again there was sort of pseudo conferences it sort of felt a lot like being at a conference. And I would have no problem attending a worthwhile conference now again given that I'm vaccinated not at a high risk myself and would be wearing a mask. Yep and as you said using your mom as an example being sure to do the distancing and then getting a test afterwards before you saw her too, which is terrific work. Dr. Selenikio thank you so much for joining us for the work that you're doing with us to help us get our community back of course to in-person events safely also for your tireless efforts along with all of our other first responders on those vaccination centers and all your work with FEMA. To our audience we hope this helps you in making a decision on whether to join us or not this fall if you decide to do so we look forward to seeing you on site and in-person. Thank you.


Hello and welcome. My name is Shannon Kemp and I'm the Chief Digital Manager for DataVersity. Thank you for joining the latest in the monthly webinar series, Lessons in Data Modeling with Donna Burbank. Today Donna will discuss data modeling and MDM, just a couple of points to get us started. Due to the large number of people that attend these sessions, you will be muted during the webinar and we very much encourage you to chat with us and with each other throughout the webinar. To do so, click the chat icon in the upper right hand corner to activate that feature. And for questions, we'll be collecting them by the Q&A section or if you'd like to tweet, we encourage you to share highlights or questions via Twitter using hashtag lessonsdm. As always, we will send a follow-up email within two business days containing links to the slides as well as the recording of this session and any additional information requested throughout the webinar. Now let me introduce to you our speaker for today, Donna Burbank. She is a recognized industry expert in information management with over 20 years of experience in helping organizations enrich their business opportunities through data and information. She currently is the managing director of Global Data Strategy Limited where she assists organizations around the globe in driving value from their data. She has worked with dozens of Fortune 500 companies worldwide in the Americas, Europe, Asia and Africa and speaks regularly at industry conferences. In fact, she's going to be, you can meet Donna in person at the Data Architecture Summit 2017 in Chicago, November 13th through 16th. She'll be giving a talk on designing data governance, metadata and quality into your data architecture as well as leading a panel discussion pulling points from new data diversity research paper on data architecture, which we'll be releasing within the next two weeks co-authored by Donna. So keep an eye out for that. And with that, I will turn the webinar over to Donna. Hello and welcome. Hi, Shannon. Thank you, as always. And just to continue on what Shannon had mentioned, we are also on Twitter.  And then there's a hashtag today, which is lessons DM. I know sometimes folks like to continue the chat online. So if you're one of those people, please go ahead and do so. So as Shannon mentioned, this is part of the data modeling series in on data diversity. And thank you to a lot of you that attend each month, which is great. And I've also seen some new names on the call as well today. So thank you for that. So for those of you who are new and you might have missed some of the previous webinars, they are all available on demand on the data diversity website. So if you want to come back and catch any of them, as you know, and as I've discussed in the past call, I am a big fan of data modeling near and dear to my heart. But data modeling is only interesting when you're doing it for a purpose, right? So we're trying to kind of spice it up and really talk about data modeling in the context of other things, enterprise architecture, business intelligence, graph data modeling, all that sort of thing. Next month is on agile in data modeling and do they work together? I hint, I think they do. If you want to learn more about that, that's in October. And then in December, we'll be talking about how data modeling applies to data quality and governance. The Descending Medicine will also be talking about in Chicago if you join us at that conference. So do check those out if you are interested. But today, we're talking about master data. And I think probably a lot of you are familiar with master data, but I'm sure some of you are not, and that's why you've joined. So and plus, I'm a data modeler. And what a data modelers love is definitions and context, right? So I took a definition from Gartner. And if you look at this kind of two things, there's master data. And I like their definitions that really it talks about those core entities of the enterprise. And then master data management is obviously the management of that. And so what I think I also like about their definitions is that it really talks about how business and IT work together. And it's not just about the uniformity and getting that single version of truth, but it's also about the stewardship and accountability. And we'll talk a little bit about that. But I did want to hit back on that topic of really master data being the core entities of the enterprise. And like anything, let me say if you have a hammer, everything looks like a nail. A data modeler sees core entities. And I think data model, right? Because that's what a data model really does. It defines those core entities of the business. So if any of you who have ever taken any of my data modeling classes, you'll know, and probably any data modeling class that goes through this, to be fair, that really a data model is those nouns of the business, the who, what, where, why, whether we have products or orders or locations. Those are all the things of the business. So those are the entities of the business. What I like about a data model is that it's a graphical, often, if you're using a data modeling tool, a graphical representation of those core entities. And the nice thing about that is that humans tend to think in pictures. So this is a nice way for either a business or a non-technical person to really look at their business through its data. But you'll see my note there. Not all entities are master data entities. So how do we define that? And that is different for every company, right? So I think the core ones, if you were to look at this, you'd probably jump out in terms of master data. It's probably customer. It's probably product, right? But it's weather event or master data. What would probably say no, that maybe has to do with our product or location or sale. But I don't know, I might be the National Weather Service. And then maybe weather event is their master data, right? So it really does depend. Social media account might not be master data unless you're Facebook. And then that probably is your customer, right? So it is dependent on each organization. Again, there's always some of the common ones. Like customer product location can be, or staff is another one. That we tend to master. That really is dependent on each organization. But it is those key entities of the business. And in fact, they've recently discovered that folks have been data modeling since the beginning of time. And there was a cave outside of the western side of France. No, I'm just kidding. But when you think of it, we all tend to think in pictures, right? And there were emoticons on the walls of early caves. And that could have been early master data. What's important to this business, right? Cavemen and animals, and that's what we eat. So they're probably drawing pictures of that. So sort of facetious, but not necessarily, is that I think we always have that idea of the certain core things that are important to us or to our organization in a simplistic way. That is your master data. So if you're cavemen, then cavemen and animals are probably your master data for your particular business, which might be hunting, right? So we won't be talking more about that today. But hopefully it draws the point home. This might be a more realistic example. There's lots of types of data, and I think we all realize that.  So this might be a list of your retail transactions. The fact that Stefan Krauss bought some telemark ski boots in St. Merritt, Switzerland, and Donna Burbank bought those same ski boots in Boulder, Colorado. Full disclosure, I'm a huge skier. We'll come up again. And we had our first snow here on Sunday, which I forget that most people in the world that would not be a good thing at the end of the summer in mid-September in the Northern Hemisphere. But we folks in Colorado get excited about that. So I've expressed my consultant as to what I was building part of this presentation. So the excitement for snow came through in this example. But that's the idea. There's a certain transactions. They have a date. They have a time and a place, and how many were bought at a certain time. So that actually describes more your action, right? Stefan bought something at a certain time. But the master data is going to describe the key entities around that, the information about Stefan, the fact that, Wendy, who? She might have bought a Prana yoga pant in New York. Well, that's interesting at that point in time. But what's more interesting is that she's 25 years old. She's female. She lives in New York. She wasn't just visiting. She was visiting a customer since 2005. She's preferred because all that stuff around your customer, which is key to your business, that is really your master data. So to further explain that example, so the list of transactions, that's the stuff that's happening. I'm buying things at a certain day at a certain time. To pull out some examples of master data, probably your customer, that I already mentioned, that Stefan and Dada and Wendy and Joe have all bought stuff from our company, the fact that I have certain products and certain product codes and pricing and all of that information is probably your master data. Location can be master data. I don't go deep into this, but there's often the distinction that should be made between reference data and master data. So I mean, when I think of the master data, those of your core entities of the product, they tend to be more volatile, have more attributes change. An easy way to think of reference data is things like country codes and state codes, maybe even product codes, you could say here. Your region codes, those are kind of your list of things. Often they're external. For example, country codes might be an external source. Maybe your region codes within your company are internal. So they're kind of a mix. Why are they important? It should be self-evident in terms of consistency, but this is a good example of Stefan, he's in St. Merritt, Switzerland. So that two character codes actually country code. I'm in Boulder, Colorado, which is a state code. We'd better get some clarity on that, right? So the keeping track of those things that might be sort of simple and banal and boring, but getting those wrong can really wreak havoc on your organization. I'm just trying to see a list of everybody who bought ski boots in Colorado this month. And if those codes aren't right, we have Colorado, and we have CO, and we have CD, and we have all these different things. As you know, if it works in the business, that can just create unnecessary complexity, especially when you're doing things like, if you think of internal reference data, let's think of something like a region code and you've merged two companies, right? And the different region for Northeast might be, it might be from New York North in the US, or it might be just the New England States, and so trying to get a consistency across those basic reference data is important. But what we're talking more specifically about today is those master data. The idea of maybe my single view of customer or my single consistent view of product or my single consistent view of location. So to kind of continue that analogy, why do we care, right? It's becoming more and more popular. I mean, I run a consulting practice that I think Shannon mentioned in the beginning, and we are seeing more and more requests for master data management because that is a huge opportunity. Getting that safe, we think of customer, getting that 360 view of your customer through data. So it could be anything. And we'll give some examples later in the presentation. Customer is the easy one. You know, a lot of, we think retail, what is the most important thing is your products and your customers, right? And getting a sense of that is huge and full disclosure, I had skiing in the mine. So this example is heavily skiing related. And then I actually stole this from myself. There's probably only one other speaking engagement other than data diversity that would be better than data diversity. So if anyone knows me, I'm a huge outdoor fan, rock climbing and skiing and hiking and all of that. And I was asked to speak at the European Outdoor Sporting Good Conference in Barcelona last year, which was my dream because the other sponsors were Patagonia and North Face. And actually they had the Chief Marketing Officer from Patagonia talking and it was super interesting. So what was interesting is the reason they asked me is because they saw that to be a good retail organization you'd be more data driven. So my challenge was trying to talk to a North Face ski manufacturer about data. And so I was trying to hit it home. So here's a good example that I think anyone can relate to whether you're in the ski industry or not. So you might have this customer, right? This is, I'm trying to get that single, not only the single view of my customer that I have a customer called Stefan Kraus, age 31. The fact that he lives in Pontesina, Switzerland. But all of these things around him that maybe some of it you have that he purchased 500 euro in outdoor gear in 2016. That's something I can probably get internally but when we think of big data and we think of all of the new information we can get about our customer that we can track through this idea of master data. We're trying to master our own business which is our customer. So the fact that he might be a ski instructor in St. Merritt's, right? Lucky guy. The fact that he was the top finisher in the Angadine ski marathon five years in a row. I am going to take this opportunity for having a lived a life of people giving sports analogies at work which is one of my pet peeves. I'm gonna give my own. I am a huge Nordic ski racer and I love it. So if anyone else on this call which I doubt is a Nordic ski aficionado. I highly recommend that race. It's one of the most beautiful ones in the world. But this guy, lucky guy won. So you probably wanna know that. I'm gonna try to market a new Nordic ski boot or Nordic ski jacket to this guy but I might not have known that had I not done my research. The fact that he's been a member of my loyalty program since 2010, pretty important. But when we start thinking more about how do we understand our customer? He's 31, he's hip. He's got this dream job being a screen instructor at St. Merritt's. He's probably up by, he bought all his stuff online. He'd rather get a text message if we were gonna market to this guy. We really need to understand. But what's ironic is I'm trying to get this idea of stuff on crowd stage 31. You'd think if I were to profile as an outdoor gear who my perfect customer is, it'd be this guy. He's all right. But he actually only bought 500 Euro in outdoor gear. That's not a lot. These guys don't make a lot of money. They might live life. They don't make a lot of money. He probably gets a lot of his stuff free. So probably not your best message, your customer. So we go ahead. We've got another Stefan Krauss in our system and he's 62. How do we know which Stefan Krauss is Stefan Krauss? But that is one of the key issues of master data. Is this the same person? Probably not. There's one that's 62 and one that's 41. Is this father son? Are they completely unrelated? But when you look at this, you probably wouldn't think that a banker based in Zurich is gonna be your prime customer for outdoor gear. But you look at the numbers, he actually bought $3,500 of outdoor gear in 2016, because he can. And I actually had a friend who was a physician and an older gentleman. And he actually did buy a North Face jacket and he went to the store. He said, don't talk to me about going to Antarctica. I'm going to walk the dog. But I want to be warm and I have a lot of money. So I'm gonna get the best mountaineering jacket I can. So this might be this gentleman. He has 75% of his spending while he's on holiday. He likes to buy in the store and he would rather, if you're going to market to him, get a physical piece of mail. He doesn't even know how to turn on his cell phone and he would not respond to a text. So lots of things going on here through Master Data. It's one, understanding the customer, understanding their buying patterns, and then the boring banal data quality issue. If I'm gonna market this stuff on crowds, which one is it? How do I best address that customer? What's gonna be my lowest lucrative customer? You can't do any of that if you don't have a good sense of your Master Data, who my customer is. And there are 13 different step-on crosses and which one is which, and who's my best customer. That's almost the prime example of why I want to do Master Data. So there's a couple of things, getting a consistent definition of your customer data and then being able to expand. So often when I'm sort of explaining the opportunity and the need for Master Data, if this is, you might say, I have all of my data in System A about my customer. I'd rather be a CRM. But if that's customizable, that's fine. But if you own your own data, you can add whatever you'd like into your Master Data system. The fact that Stefan actually hates his name and he'd rather go by Skip, right? He's got a nickname. Maybe your CRM system doesn't have that. So whatever you would like to add, you can, the fact that he has a favorite sport, which is football, which is not skiing, but he still buys a lot of ski gear for the one time he skis each year. Anyway, that's really both shows, I think, the opportunity of getting that 360 view of your customer or of your product, or we just use customer as an example, but also the need, getting that basic matching of who our customers are and have that single golden record. So that's a little more technical. There are a lot of options how we do MDM and that could be a whole webinar in and of itself. I'm gonna list two here. One is kind of that centralized approach where literally you just migrate or well, that's not the best word, but we store all our information into a single centralized MPM hub, which in that is used as your common reference point to that golden record, kind of that we literally centrally store in one place. Another common one is kind of that more virtualized approach where you keep the data in the source system and you might just reference that through a virtualization layer or some sort of link and there are others and there's kind of a combination of the two and all of that. But the main thing is whatever architectural approach you still need a data model. That's still a core part of wherever the data is stored, understanding the data in both the source and target is critical to actually have this data model as a part of that. So one of the ideas of a data model and this is just a traditional example of a patient if we're saying healthcare now. So if you have this view of, if we're trying to get a MDM, a single view of patient in this case, this would be sort of your super set of all the different attributes from your source systems. So there's certain core shared attributes. So across all my systems, whether that's the electronic health record, whether it's the physician notes, whether it's our marketing database, all of this probably has your patient ID and their first name and their last name and their email, right? And then so part of the issue with MDM is how do we handle the cross-matching of that, right? If one person has Joe Smith and one has Joseph Smith, which was the one we're gonna use and is this the same Joseph Smith? So that's a big part of Master Data. The fact that you do have these core shared attributes and getting that single version from those in matching is a big deal. And then there's also this idea of the each system is good at what they're good at. So one system might talk about it sort of the marital status and their race and ethnicity and that sort of information. The other might have to do with their language and special needs and education. And the third one might have about their household income and where they're living and that sort of thing. Because each system is not a bad thing. Each one is built for its own particular purpose. And what you wanna do in MDM is get that super sent. And that's a perfect reason for a data model to really see this is the logical view of my patient. I'm not looking particularly at the system. I'm looking at my business. And I think that's the biggest difference here. So way to explain that further. So say I do have all of these systems and when your organization is probably many more but this is kind of a simplified one. I might have my CRM and my sales system and marketing and finance and et cetera, et cetera. Each one of them has their own purpose and they're associated data model for that purpose. So if I have a supply chain application and I also have a sales application, they probably all deal with product but they all have their own different flavor of that. For a good reason. They weren't built necessarily to manage your customer product location data. They're meant to do their purpose. And some are getting a little better and they may try to do that and say I could be your single purpose and maybe they can. But you wanna decide that by looking at the data model and saying yes, this system has everything I need. So these systems have been built for their purpose. They all have their own data model. And the idea of this MDM system with that golden record in the center is that this would be your selected super set of all those source system models. So do you care about every attribute that's in your online sales system, the fact that this may be the transactional information or some of the log data. Some of this stuff is only important in that particular system. So what you wanna do is look at that and say what's important to the company? What's gonna be my MDM super set? And that's gonna have its own data model. You'll see that I have reference data sets there too. I mean, often it's in the same spot. I'm not necessarily talking about that today, but we kinda covered that of they are separate but related when often these MDM tools have both. And you should have common reference data sets as well. So as part of that, you'll see that data quality and matching is a big part of that and we'll talk a little bit more. So how do I know that the Joe Smith and the CRM is the same Joe Smith in the online sales and the same Joe Smith in my marketing application? I have to somehow have some sort of matching and logic based on your data model to do that. Once you've discovered or created this golden record, again, whether it's physically a golden record stored in one place or a virtualized or whatever, but you've just fine, this is the correct Joe Smith. One of the nice things that you are, is the data warehouse related, of course, it is a different thing. You're doing your data warehouse for this idea of reporting. So yes, it is storing everything one place, but kind of for a different purpose. And they work nicely together. So you can, for example, take your information from your MDM and kind of feed your dimensions of the warehouse. So maybe I have a dimension for customer and I have a dimension for location. The nice thing is you've done all that hard work to do the cleansing and the deduplication and all of that. So those golden records can feed the warehouse, which is sort of a nice, and you'll see there that often the warehouse has its own data model as well. It might put it into, for example, I know it's not the only way, that might be in a SAR schema, which is just a different way of storing it, a different data model for similar data. And that's why we do modeling, right? For part of it is different fit for purpose for different applications. The other thing, and we'll talk a bit more about this as well, is that applications can also reference this golden record for lookup in the application. So I am, if we go back to the patient example, I'm checking someone in for a patient, and I wanna see, you know, you say you're Joe Smith and I look it up and I say, okay, yes, you're Joe Smith on 17 Main Street and the last time you visited us was, and all of that sort of information, you can source that from the old record. Or if people are doing data entry, you're on the call, you're a sales rep on the phone and someone calls in, you can see that the person already has their name and address and phone number and just verify it rather than starting again. Which really helps with data quality and a lot of other things. For those of you who might be thinking, why is application separate from those databases up top? Yes, I get that. Sometimes often the end user applications are sitting on your sales database or your marketing database, for example. But just to kind of show the point, it's just showing that once you have this populated record, you can actually use it in a system. So that is one of the benefits of being able to look it up and just, it helps. We will talk a little bit about quality and governance and all of that. That is really the goal here for that. Which kind of leads to this idea of having these business rules and matching rules. So one of the things you need to do in MDM is really establish that criteria. Which to me, at least, in my world is really hard to do without a model. So what are all of the attributes and then what are those attributes you would match on? It isn't the same at every system and there may be separate strategies. I mean, it would be great if we all were born with sort of, maybe not, but for a data point of view, it would be great if we're all born with some sort of unique ID. Sort of emblazoned on our forehead that everybody could be uniquely identified, but that's not the case. And that may be rather creepy. So how do you know that this is the same Joe Smith? Is it the fact that it was two Joe Smith and the same date of birth with the same, if they're in the US, the Social Security number? Probably a high probability that that's the same person, but it may not be. So you might want to try something else. If there's a national, maybe has the same Social Security number in the same last name. Or if that's not the right, the same last name, first name, middle initial, you know, all of these different things, it can be sort of defined based on your unique business rules. There is no one standard, right? So, sorry if there's a thing in the back. So, and the idea is you can have these multiple strategies that can be executed in sequential order. So, you know, if you don't have a match on the first, you can go to the match to the second and onwards through these list of different match strategies. So that is a key part in when you're doing the master data of how do we define this golden record? So one of the places you can use the data model, I guess a lot of us have this idea of a key, right? So again, ideally in the world, we would all have our unique primary identifier, right? Or ideally in your systems, say if we're back to the patient example, everyone would have the same unique patient ID across all systems. That would be lovely. And we often have this kind of idea of the target key, but that is often realistic in a real world system, right? So that's where this idea of an alternate key, and folks are familiar with that, kind of your natural keys in the database. Again, in this particular modeling tool, you'll see how they kind of show it that, you know, data birth plus social security number is your first alternate key. The second one will be social security number plus last name. And those are nice kind of ways for candidates for your matching logic. Someone's already done that rule, right? How do we know if it's the same person? And this could be it. You could look at it and go, well, I search on first name, last name, then phone number, or I go by email address or whatever, right? And again, there's a lot of things that, you know, this ties into governance, this ties into security and privacy. I personally get annoyed when I try to go buy a pair of shoes and I say, what's your phone number? And I say, do you really need my phone number for that? I'm trying to buy a pair of shoes. Well, we're just like, well, you don't need to really have that in the system, right? Or email, right? I think a lot of marketing folks would like to define you by your email. Do you want that? So, but anyway, there's a lot of things around this and tracks. So, and then some of it, we can have an exact match on things like first name, last name, right? But there isn't always a perfect, we're human, right? And people are either entering the data differently or they are tracked differently in different systems. And as I mentioned, there's different data models from different sources and one might track middle name and one doesn't and all of that. So, that's where some of this fuzzy matching logic can come in. So, and this is often done, it's kind of outside of a data model but often done by some of the MDM systems or something you would code yourself if you're doing your own kind of manual MDM, which can happen. So, is 101 main SD the same as 101 main street? Is John Smith the same as Jay Smith? The same as Jack Smith? Or, and so you can either create some of these synonyms that I know if I see Tim and I could probably find that maybe Timothy as well or that street and street or street with period and all of these kind of things can be matched. And then you can kind of create these data quality thresholds. So you could say, you know, if it's a 0.9% match then that's probably the same, you know, Timothy didn't have the Y in it and someone typed it wrong. So I can pretty much assume that's the same. You know, 0.2 might be, I don't know, I have Jay Smith and John Smith. If I just have that information, super common last name, Jay and John could be, you know, Joanna could be anything. So, that's sometimes where you can have this idea of either auto-approved them, I know that's a match or have this idea of a human review from a data steward, which is an important part in any MDM as the people side, right? So not to belittle the technical side, because we've already seen there's different source systems, there's different data types, there's different data models, but so much of MDM is on the people side and the process side and the human stewardship side. So this is where one of the roles of the data steward MDM, if you've set it up this way is to kind of do these approval. And this is probably a bad example, even though I built it, is that there's really not enough context here. But say we have in our system that these certain people have, you know, John Smith, Jack Smith, John Smith and John R Smith, they all came from different systems, they seem similar, you know, one of the reasons is the bad examples, there is no more context. So you could say they all have the same address and they've all been a customer for the same amount of years, is this the same person? And so the data steward would really be someone who knows the data or knows the people. Oh yeah, I know John, he loves to go by Jack or something like that.  So as you are building these rules, as the rules get better, you can trust them more and maybe more things can be auto approved, but especially in the beginning as you define these rules, probably good to err on the side of, even though it takes more time, having a little more human review because you don't wanna match inappropriately as well. So okay, so then you've got the idea so that I've done this match and that John Smith is Jay Smith and one comes from System A and one comes from System B. So you've matched on certain rules and then you wanna create this idea of survivorship rules which are different formatting rules which can be kind of confusing sometimes. But where do we get that golden record for? From what was I just saying? So I know that Jay Smith is John Smith and I've done that where if I wanna populate the name information? Well, we know that, oh, I don't know, he's a customer, right? So, or this is a patient when he checks in, he probably has the name correctly but probably when he just comes in for a checkup maybe they didn't get all his name information. So let's not take it from that system, right? If we're trying to get his marital status the less probably come from the counselor that actually spoke with him. So we'll get that from System B, right? So that's part of the design of a MDM and it doesn't have to be all of one but of once we've defined this as the same person where do you get the best information from, right? Maybe the best addresses from the marketing database, best product information from that customer from the sales database or whatever. So you have to define kind of how you populate these different systems. And then there's this idea of harmonization and everyone uses slightly different terms. We're horrible for a company, for an industry that likes to create definitions of things we're terrible with our own, right? So, but the concept is the same. So the first step, well the several steps. So I matched, is this the same John Smith? Yes it is. So for this John Smith, where do we wanna take the data from the different systems? And so once you have ideally created this gold record this is John Smith, he lives on 101 Main Street he's aged 32, his favorite color is blue. Whatever you wanna track about John Smith and legal limits of course, that's your purview and that's one of the benefits of MDM. Well often you wanna then harmonize that back or populate back to the source systems so that wouldn't it be great that if we know John Smith's middle name is Gary that we will populate that to all the systems that don't have it. That really is the golden nirvana of having the golden record but that should be obvious. That should be handled carefully. You definitely wanna make sure your golden record's right. You definitely don't wanna interfere with anything in those systems. You wanna have clear stewardship and update the rules and all of that because it's a great thing to have but sort of automatically populating back should obviously be done with care but is a huge benefit once we get that. Okay so I've kind of touched on this before but this is so important. I'm going to talk even more about it is this idea of governance and business process. So successful MDM really requires that collaboration between the stewards and the owners and the users of that system in both business and IT. Again quoting Gartner here. They had an interesting paper a while back on the top, they had four reasons. I'll let you get it yourself to see all four. I pulled out just two, the top two reasons for failure of MDM systems where the failure of IT to align with business processes and the business value and not having the right information governance around it. And from my practice I would agree with that. That's probably the biggest risk. Not that again, so it all belittle how hard it is to get the data from the different systems. That is a huge challenge and why there's a lot of tools and expertise around that. But more complex I think is understanding how data is fed from business processes getting the right governance processes in place. Early on in my career, I guess it was probably 10 years ago now I was a chair at one of the forums at MDM conference. And we were talking with the benefits of MDM and this one man just stood up in the back of the room and went on, I guess that would call it a full-fledged rant of how much he hated MDM because these folks came down from corporate and posed this thing upon him and never spoke to him and ruined everything because they didn't talk to him and I couldn't help but actually agree because that was exactly a use case of this. If we're creating, this is a single version of how we store name or what information we take, definitely if we're specifically if we're gonna create standards, make sure that everyone's affected by that. Whoever's affected by this information is part of the discussion. The first way to make this fail is that you forgot a key person and the way you show the information is kind of this push down from the top. It really has to be a grassroots effort that everybody's bought in and then it's the easy thing to do. I mean, I've done these and the beautiful thing about it, we often get a lot of buy-in because people see the need. Yes, I would love to have the single view of customers so I don't have to spend half my job trying to cleanse my own data because I know it's not wrong or trying to call people and get the information or I still see a lot of sneakerware in companies that I'm trying to get when the address of this person so I have to call the person on the phone and get the information because our system doesn't have it. So all these types of information you wanna get the people involved around it. So what I'm a big fan of is outlying the business process and I'll show a little case study at the end which is a good example of that. A core part of the usage of any data is the business processes around them. The example I gave is kind of a modified version of the BPMN, the business process modeling notation but it's basically a common way to show this, the idea of swim lanes or workflow with a lot of people like to show it. One of the reasons I like, especially business people can understand this, this is their job. So I often add, if you've seen any of my presentations or worked with me in the past I'm a big fan of pictures, right? So I often will add my own flavor to this if there's a person there, almost like a UML person. But these are the people, I'm product development and supply chain accounting and marketing are all dealing with, was our example, product information. So they all have different pieces of it. So I often will put the workflow, the product starts in development and then we go to supply chain and they do the pricing and then we go to market testing with the marketing and then they do the final price. Well, why is that important? Because I could very well seen, I've been in meetings where both supply chain and marketing are arguing, I set the price. No, I set the price and they're both right, right? So what supply chain accounting might set, well, this is the price based on the cost of goods and then marketing will go and say, well, based on our market testing, here's a different, maybe you store that as a different field or maybe it's a different status at different times. No one's wrong, right? But until you map this out, that's where some of these issues come to it. We just say, oh, they both have price, let's just put it in the same field. Well, really they may be very different things. Also seeing a lot of data quality if it comes in these processes, I had a client last month and we drew one of these out and she kind of laughed and she said, wow, when you really draw out our data processes, they look ridiculous, don't they? And as she was saying it, it was sort of, well, I put it in the spreadsheet and then I modify the spreadsheet and send it to Ann who puts it in the spreadsheet who sends it to Joe, wow, that's kind of crazy, isn't it? Right, but I mean, you're so busy in your day job, no one has the time to sit back and necessarily look at the holistic process and that's why doing that in these, you can often solve data quality issues could we step that step and just have Joe send to marry and skip a spreadsheet, right? Or the fact that there are spreadsheets or the example I have here is an email that's being sent. And one client I worked with, it was email, we had one of these and almost to be facetious, but not really, I literally showed every email that was being sent and that's what helped get buy-in from the CEO. She saw spreadsheets and emails being sent all over and she said, wouldn't you think we could automate this? And we said, yes, that's the role of MDM, that we could have the master data system be controlling that with all the data quality roles rather than someone sort of sending emails back and forth to each other. So again, that's part of the reason this is helpful and especially when you're working with business folks, what do they know, they know the work they're doing, right? So this literally ties to their day job and how data applies to their day job. So I actually had an email question last night and I said, maybe online. This example that I had an article which used this example is sort of a lot of detail. Here for this particular use case, I was trying to actually show that example that both marketing and supply chain accounting are both dealing with price of the product. And so there's a lot of detail. As you get bigger, this much detail is probably too much. You might just have kind of a cylinder that says product data or customer data. And it's just showing that we're both touching customer data. Another example, I don't have a slide for here, but we did a lot of this for a big pharmaceutical company. Our sponsor was basically the pharmaceutical development lead and what he rightly saw, I said, I know data is so core to our development process and we don't have a good sense of it. We mapped out their entire clinical development process and where the data was used and got actually a lot of efficiencies in the process because no one, until you were able to draw that out, people weren't able to see it and it was hugely successful from the scientist who said, I know there's a better way we can do it. Let's draw it out. And that's where he's got seeing the redundancies and conflicts and that sort of thing. So a friend of the process model is the CRUD matrix which I've used the slide in the past, but it's the worst name ever for the most helpful tool ever and a prize to anyone who can think of a better name even though this has been in the industry forever. So my customers who have done a CRUD matrix and they suggest a CRUD matrix, they usually love it. For those of you who have a customer who haven't, they say, what, are you talking about stuff on the bottom of my shoe?  But what it stands for is how data is created, read, updated and deleted, which is the CRUD. And this is actually a helpful compliment to that process model previously. So maybe you did the more simplified version here and it just said product development creates product information and then it passes it over to marketing who looks up some of the product information. You probably want to go more specifically about that. So who's the owner of this? Who would actually create the product assembly instructions? Then who would maybe update them later or delete them? And it can be very helpful in kind of root cause analysis or conflict, maybe you have three different folks all updating the customer information. Is that correct? Which one wins out? How do we handle conflicts? All of that. And then sometimes these, again, that the customer that sort of laughed and said, wow, when you spell these things out, they're crazy, some of these processes and they can highlight that as well. So one of my customers asked me, why do you have create an update? I mean, wouldn't you be creative that you could also update? And he just thought quickly, and if you haven't heard me rant about my insurance company, I will now. If they had actually done this, I think they'd have a much more efficient business of how actually data flows to the customer and when to see you. So I had to send my address to the department and it was incorrect and I've been trying to change it for about a year and a half. And that seems to confound them. So here's a good case where I could create my address and I never from then could ever update it. And so again, that's bizarre, but had someone actually drawn out that process, that might have fixed it, right? Or if we're, I'm sure one department has my address but there's the other one looking at it and all of this type of stuff, use case analysis, conflict. And in some case, it's just a stewardship issue of yes, I update the price, maybe you updated the price or maybe it's a different point in the process, but it helps at least highlight it and expand that out. Here is a case study that I'll mention and why I find it interesting. Partly it was just a lot of fun, but they initially called us in is that they knew they needed better data governance and they knew they needed a master data management system. So this was a restaurant chain. When you think of it, what's their core master data? Of course they have customers, but to them it was the menu, which is sort of their product, but it was specifically menu and because when you think of how they differentiate in the market, there's a lot of restaurants out there and they were very innovative with their menus and they would change their menus very often and then have different campaigns around them and they didn't have a good core central spot of their menus, of historical menus, what's worked and what hasn't, what ingredients go to that menu. And I think one of the marketing ladies actually jokes like I think our printer has a better view of our menus than we do. I mean, that's a huge risk to the business. I think one of the things that sort of motivated this is they actually lost one of their recipes from the past. I think it was literally on a Word document somewhere in a SharePoint that went down and they said, that's just ridiculous. This is our core business. We can't have that happen again. So what was interesting about this is this was a master data management issue and they realized they needed governance and workflow around that. The more we were in, probably a week into the project, it clearly became apparent that this was more of a business process issue. So the first thing we did was map out business process and literally we started, I felt like it was a field trip, so it was a trip for me, that we literally went to the test kitchen and we talked to the chef who was not wearing a hat like that but he did have that kind of white shirt. And literally we learned so much and the company learned so much. It wasn't just us. This gentleman actually had his own, basically it was a process model with some crud matrix mappings of how when he created his menu that there were certain ingredients and there was certain pricing and he knew there was a problem. And this is the guy that went to chef school and he was basically building, for the folks to say kind of business person, understand data models and process models, he was a chef and he knew there was a problem with some of his data and getting the recipes flowed out quickly. And he started to build his own. Similarly, we went to the marketing department and they had built on one of their whiteboards, a complete business process flow with data touch points on it. And again, they didn't know what to call it. They just said, this is our nightmare, because you help us fix it. So the nice thing we actually get all of those together and we drew it out holistically and a lot of them had the same touch points that literally from a recipe from when it goes to recipe from when it goes to supply chain. I learned so much that a piece of cheese is not a piece of cheese. Everyone nerds out on everything. So there's a whole USDA database of what a slice of brewed cheese is about 16 different versions. And if you get that wrong, the whole cost of that could be wrong. So when I'm actually doing the point of sale system, when we actually went into the restaurants and saw the person ordering it and something as simple as I added a slice of cheese on that point of sale system is that the right cheese slice that's gonna have the right cost of supply chain that was applied to that recipe that appears on the menu, right? I mean, that was all workflows. It was a very small piece of data, small subset of data, but it went through a lot of processes. And we did not come in starting thinking we should do process models, but we ended up there because it was such a core part of their business and it was sort of an aha moment for everybody to just see how that sort of flowed through. And that's a big part of your master data, which again, isn't a data model, but it's a very close friend of one. And this was a good example of that. And it really helped, actually helped us sell it to the CEO to get more funding and buy in because again, what do business people understand is their business and the base was the drawing of their business and how the data flowed into that. So to summarize, a master data is that those core entities of the business, customer, product, supplier, menu, caveman and animal, right? It really depends on your business and you need to find that. That said, there's common ones and there's products that kind of, there are MDM products that focus on customer or product, but that's for you to decide that it's not the same for everybody. To do this, right? I'm a big fan that you need a data model because that really helps define what those core entities are what the core attributes are and then do the mapping. And so the reason we do this not just for the academic fund of doing data models, which I love, right? But it's really that business opportunities. If you remember back to that outdoor store not only knowing who my customer is what the right step on Krause is but really just start analyzing that getting more information that you can add what their favorite sport is how often have purchased all that other information around your customer you can get unless you really manage your customer. To do that right, you need proper data governance so that you have the right people who are affected by the data and it can import and can ask those right questions and do the right matching rules as well as process and crowd-message trees to really align your MDM with your business success. So just quickly, hopefully you enjoyed this and it was helpful. If you want to hit it once in the past, that's great. Next month up is agile and data modeling. We do this for living so if you need help let us know. There's me if anyone has questions after and I know a lot of you have been very vocal in sending questions and I'm always open to that. And at this point, I will pass it back to Shannon who will open it up for questions in Q&A. Donna, thank you so much for another fabulous presentation and thanks to our attendees for being so engaged and I love the chat that's just been on fire again today and lots of great questions coming in. If you do have questions, please submit them in the Q&A section in the bottom right-hand corner of your screen and just a reminder, I will send a follow-up email to answer the most commonly asked questions. I'll send a follow-up email by end of Monday for this webinar with links to the slides, links to the recording and anything else requested throughout. So diving right in, Donna, are there resources that recommend the best design of attributes for core entities, especially with an eye towards data quality standards? For example, with organizations, is it helpful to track a legal name as well as a familiar name? There are a couple of questions embedded in there. So are there kind of standards and best practices? Yes, so there are some industry models out there which are again a best guide. I would never say just take an industry model and take it music because every company is unique, but it's a good guide. A lot of the vendors out there that sell kind of, again, if you have sort of a customer MDM or a product MDM, a lot of these things are similar challenges, a lot of companies to face as some of that has been kind of worked out. To your specific question, should you have kind of legal name as well as familiar name? That's up to you and your business process, but I think yes, and that's a great example of kind of the benefit of MDM. So I'm working with a couple of clients right now, actually they're kind of clinical either with children in school or patients with a care coordinator and that sort of thing. And that is such a personal business that of course if you have your legal document of I've signed up for healthcare with Medicaid or something, I have my legal name.  That's pretty important. So again, so if you can have that field in your own MDM, that's a core part of your business and it matters. So yes, I'm a big fan of adding that one for an example for a more personalized customer interaction or patient interaction. Absolutely, so an example of MDM for a patient, if we have EDW, would you recommend MDM as ODS or Data Lake Area, which then moves data to EDW? I'm not sure, I completely followed that but I'll try to answer it and then if I messed up, someone will tell me. So I think the answer was if I have sort of the lake or I have the warehouse, do I still need MDM and how do they work together? So I think it's an and when I had that picture earlier. No, I can try to jump back to it but I won't, I think you'll remember it. That you have the MDM, which is kind of that place to store, I'll actually try to go back, store the golden record and then that can feed, here's a good example of that warehouse or it could be the lake but the benefit of storing separately defining that I need to get that single view of customer and for an example, you have all the matching rules, you do all that logic around MDM in that and then that can feed the warehouse rather than trying to duplicate that effort into the warehouse. I do see them as separate things. I see that the MDM is sort of a first step that can live in parallel and that makes sense. Indeed. So I was, so let me jump, sorry. I'm sorry, it's a day of me stumbling. How do we model historical and temporal features of MDM? You can and that's sort of a choice. I mean, often MDM is sort of done in real time because you want to sort of that current version of what that golden master record is, which means a little different than things like the warehouse where you may want historical. A lot of these MDM systems are very good though at finding out where that first record came from. So I want to know that Joe Smith is Joe Smith in the CRM system, actually it's Joe Seth Smith and you want it sort of to know where that history of where that golden record came from and that is a feature of a lot of these MDM tools is that lineage to know that I've created that golden record but it doesn't mean the source goes away or kind of the history of where that golden record came from. So yeah, that's definitely something to evaluate of how, assuming you're working with a vendor, how they do that because that's a critical part. It doesn't mean that you've created this golden record and reality goes away because those systems did have their system to find that way for a reason. So that is part of a lot of the functionalities kind of keeping that lineage of where the things came from. So is parting model the best way to model MDM entities? If so, what is the downside of it and how do we achieve required structural flexibility in it? Ah, the ever-present party. I am not a fan of party unless it's how the business looks at that party.  I mean, the benefit is that there are certain things about a human being that are common, right? We all have names and we all have addresses. So kind of by supersetting it or abstracting it into this idea of party, that can be very valuable. So that in itself can be great. What you sometimes lose is that anonymity of it, if that's pronounced that correctly, that am I talking about customers or am I talking about employees? Yes, they're both human beings, but they both have very different attributes. What I track about an employee may be very different than what I can or should or know about customers I want to track. So to me, that's sort of the pros and cons. And so yes, there's certain things that are common and that may be good to kind of superset that way, but you lose.  And then we had one folk person that was more on the GIS side that kept saying, every location is just a set of GIS attributes. And I sort of fuss back, well, then you could say a school is just a superset of organisms, but a school is definitely a different thing. That's what you sort of lose by over-genericizing everything. A school is a building, yes, but a school is a school which is different than a hospital. So that's my issue with a party of that, yes, there's good things about it. If it makes sense, that's a lot, it reduces a lot of redundancy. A human is a human, and well, let's not define that 16 times, but if we're really talking about customer versus employee, for example, you probably want to, or I don't know, or a corporate organization versus human being, you know, that kind of thing, they can be very different. Or maybe we just take address out as a separate thing and track that differently. So I'm beginning to ramble, so I'll stop answering that question, but hopefully that clarifies my thoughts there. I love it. So, you know, depending on the modeling, you know, have you made no mention, you've made no mention of relationships between the core entities and the data model for the MDM hub? In your experience, are relationships used much? Yeah, that's actually a very good question. And there's this idea of a lot of vendors that I do product or whether I have kind of a vendor, MDM, maybe in a sense, a lot of the focus is more on some of the core, we call it the entities and the attributes for relationships are just as important. I mean, the other issue of this is how much you normalize versus unnormalize. And I had an argument with one of the MDM vendors that actually wanted to put everything in one golden record and not kind of have any relationships and I wouldn't agree with that. So I think some of the benefit of an MDM is the picture I had of our favorite Stefan Kraus there, way back. Is these, you'll see there's no lines here, but those are implicit relationships. I think it's just how you model it and what's an attribute and what's a relationship is maybe the easiest way to answer that. But yeah, I think the relationships are a key piece of this. It's just lots of time, we're talking about like the attributes of customer. A lot of the vendors kind of focus on those attributes, but relationships are still important as well. So is MDM an extension of conceptual approach? I am not sure I follow that. I mean, conceptual approach, I think of sort of that conceptual view of what do I mean by my customer. So in that sense, yes, it's kind of stepping back or maybe even a virtualized approach of, I'm not looking at, let me find my other picture. In that sense, I'm not looking at the systems. I'm not saying I'm looking at customer in my sales database because then you're so physically focused that you kind of lose a big picture. So if we kind of equate, I often equate conceptual with the business layer, then in that sense, yes. But where it's a no is that the actual act of doing MDM is extremely physical effort because you really do need to align that physical data types and movement rules and all that kind of stuff and the data quality rules and matching. So it's kind of a super set of the combination of those two, the business need and then the very nitty gritty technical stuff on the physical side to get you there. Lots of great questions coming in too. I think we have time for a few more. Are MDM naming conventions just a name that exists in the systems or more often a decided on surrogate reference name? I am a fan kind of for that previous question that the MDM should be the business names, right? Cause we're trying to get the, if we keep going back to customer cause it's an easy one to relate to, you know, maybe in the CRM and it was F underscore name and in the finance system it's T31 is the actual column name, right? But in the MDM, you probably want something that makes sense to that business side of what this is. This is the person's name or first name, last name. So I think the naming convention, the MDM should be separate from the source systems related to and mapped but kind of back to that lineage question earlier. But it should be based on the business requirements and have its own naming. And BPMN provides a view of artifacts and business processes but how or where do we cross reference an artifact to an entity? So, okay, so the BPMN and if anyone's joined my things before people know I'm a big fan of making my own extensions that work. So the BPMN has this idea of a data artifact. I think, I don't know if they've changed it since it was literally a piece of paper in the past but a lot of tools were custom and I kind of have a database cylinder here. So that's at a very high level and it'll link and the BPMN supports this in their way and a lot of vendors and myself extend it that in product development, there is data that relates to product and really at its highest level it's just saying that that when we're talking about product development we're talking about product data and product components in this example. Where sometimes you can get more detailed is in that crud matrix to say at this particular area of this process we use the, and this is a bad, well, not a bad example. I'm a big fan of crud, however it works. So you could do it at the attribute level. You can do it at the system level or whatever but you could say that these particular attributes like product price and product name are used in a certain system. So it's a combination of both. If it's a small process, like in this example I actually put the attributes on just because it helped highlight it but kind of the earlier point this gets really busy really quickly. So I might just say at a high level this data is touched by this process and then either in a data flow diagram and or crud, crud is a good tool for this to count and show exactly what information is touched. That makes sense. Well, I'm afraid that brings us right to the top of the hour. Donna, again, thanks so much for this fabulous presentation and thanks to our attendees for being so engaged and submitting so many great questions. And just a reminder to answer the questions that are coming in, we'll definitely be sending a follow-up email by end of day Monday to all registrants. With links to the slides, links to the recording and anything else requested throughout. So you'll definitely get a link to download the slides for you. Donna, thank you so much and thanks to everyone. I hope you all have a great day and hope to see you in next month's webinar. Thank you. Thanks.


First, let me extend a warm welcome to our distinguished ministers and chiefs of defense. Thank you for convening for today's 17th meeting of the Ukraine Defense Contact Group. I'm Celeste Wallander, Assistant Secretary of Defense for International Security Affairs, and I will be the facilitator for today's contact group. I would like to welcome Minister Umarov from Ukraine. We value your presence here at the UDCG and are looking forward to hearing from you shortly. Please allow me to first introduce Secretary of Defense Lloyd Austin to deliver introductory remarks. Mr. Secretary, over to you. Well, good day everyone and thanks for joining us for the 17th meeting of the Ukraine Defense Contact Group. It's great to see everyone on the screen today. As you may know, I just got back from Kyiv, where I met with President Zelensky, Minister Umarov, and General Zeluzny. I also met with brave Ukrainian troops who were just back from the front lines and my message to them was simple. We will continue to stand with Ukraine for as long as it takes. We're focused on supporting Ukraine as it continues to fight through this winter and defend its critical infrastructure. And through this extraordinary group of some 50 countries, we remind the world of our shared commitment to support Ukraine today and for the long haul. So let me thank Minister Umarov and his delegation for joining us today. Rustam, it was great seeing you and President Zelensky and other Ukrainian leaders on Monday in Kyiv. It was also great to spend some time with your troops. Since my last visit to Kyiv in April of 2022, they have continued to fight bravely against Russian aggression. And Ukraine has regained 50% of the territory lost since February 2022. And it was moving to see once again firsthand the resilience of the Ukrainian people who stand firm in the face of continued attacks. Rustam, I am looking forward to another productive contact group with you. For more than 20 months, the people of Ukraine have shown the world the power of a free people to resist Putin's aggression. And Ukraine's fight for freedom matters to us all. As President Biden has said, when tyrants don't pay a price for their aggression, they continue to menace the world. And none of us want to live in a world where bullies like Putin can invade their peaceful neighbor with impunity. And we refuse to let that shape, refuse to let the shape of global security be dictated by autocrats who rely on repression by force at home and coercion by force abroad. We've gathered today because we share a vision for a world that's free, open, prosperous, and secure. And so I'm proud that this history-making contact group has committed more than $80 billion in security assistance to Ukraine since the Kremlin launched its indefensible invasion. And I'm proud of your steadfast commitment. Our unity sends a clear message to Putin that he cannot outlast us or prevail in a contest of wills. And as Putin continues his tragic and unnecessary war, he has been forced to look for support from Iran and North Korea. It was chilling to see a delegation from Hamas, led by one of the terrorist group's leaders, raise and leave visit Moscow on October 26 to meet with senior Russian officials. Both Ukraine and Israel are facing relentless foes who are out to annihilate them. And we see that Iran is fueling conflict in both Gaza and Ukraine by arming Hamas and Putin. Iran's support to the Kremlin and Hamas harms Ukraine and harms stability in the Middle East, and it affects the rules-based international order. This is a moment of global challenge. But make no mistake, the United States is fully capable of continuing our strong support for Ukraine, even as we stand with Israel in its hour of need. So as Ukraine faces another winter of war, I urge this group to provide Ukraine with air defense capabilities to protect its people. You know, just days after my visit to Kyiv, just days before my visit to Kyiv, Putin's forces launched a new barrage of missile attacks at Kyiv and other parts of Ukraine. And they did that, he did that in order to damage Ukraine's energy grid. Russian attacks on Ukraine's infrastructure could mean suffering in death for countless innocent Ukrainian civilians. But I remain more confident than ever that the Ukrainian people will stay resilient in the face of hardship.  And so as we dig deep to support our partner, we must think creatively about how we can continue to meet Ukraine's needs. The United States remains committed to doing our part. And on Monday I announced our latest security package for Ukraine worth $100 million. This is our 51st drawdown of equipment from the Department of Defense stocks. And it includes an additional Heimar system and ammunition, Stinger missiles, 155mm and 105mm artillery rounds, anti-tank weapons, and cold weather gear. And I want to recognize Germany for its latest security assistance package worth $1.4 billion that Minister Pistorius announced yesterday in Kyiv. This package includes critically needed air defense systems and 155mm ammunition. Now I look forward to discussing how we can work together to meet Ukraine's other immediate requirements. And we'll continue to discuss ways to help Ukraine build up its future force. I look forward to working together to identify the leaders and participants for each of our capability coalitions. You know, we've already organized coalitions focused on building up Ukraine's Air Force and its information technology capabilities. And today we'll discuss the progress that's been made since our last meeting in developing a new capability coalition on ground-based air defense. I appreciate the leadership of Germany and France in organizing this important initiative. And last week they held their first virtual coalition discussion. And we're marshaling resources from across the contact group to support these efforts. So I'm eager to hear updates from our current capability coalitions, as well as plans to stand up new ones. Friends, we've got a big agenda today, and I continue to be inspired by all of your determination. Putin stands alone, but we stand together. And we will continue to support the forces of freedom in Ukraine. So thanks for being here. And so now we'll pause while our friends in the media disconnect.


We explain the history of Juneteenth. On January 1st, 1863, President Abraham Lincoln issued the Emancipation Proclamation, abolishing slavery, but it would take more than two and a half years for freedom to reach every state. Some say this was because news was slow to spread, others say that the information was withheld from slaves, and others say that in some states there weren't enough Union soldiers to enforce the order. Finally, on June 19th, 1865, Major General Gordon Granger arrived in Galveston, Texas, and announced that the Civil War had ended, and the more than 250,000 remaining enslaved people were now free, resulting in massive celebrations. The following year on June 19th, the first official Juneteenth celebrations took place in Texas, the newly freed African Americans celebrated by dressing up nicely, something they were not allowed to do as slaves, and singing spirituals, dancing, and reading the Emancipation Proclamation aloud. Even though African Americans did not receive the same liberties as others, they and their descendants continued the celebration every year, and as they migrated from Texas to other parts of the country, the Juneteenth tradition spread. Within a few years, it became an annual tradition in many states. Finally, in 1980, Texas declared Juneteenth a state holiday, with 46 more states soon to follow their lead. Today, Juneteenth is celebrated by many with family gatherings, festivals, and even parades. It's a day when all Americans can celebrate the beginning of freedom for African Americans, celebrate their culture and achievements, and speak out about the progress left to be made.


Bacterial cellulose and gelatin were combined to create a hydrogel composite with excellent properties. SEM images revealed a uniform structure and gluteraldehyde was used to form H-bonded chains between the amines and hydroxyls of both materials. This resulted in a high degree of thermal stability, chemical resistance and mechanical strength. Additionally, the hydrogel swelling ratio in water was estimated to be up to 400 to 600 percent, making it a promising candidate for drug delivery applications. This article was authored by W. Tree Sufferette, Pirojena Panthu, C.C. Insano, and others.


So it's useful in a number of different disciplines to be able to resolve forces into different reference planes. What that means is, well, if I had a force acting on this sheet of acrylic in this direction, so I was pushing the sheet in this direction, but let's suppose the sheet had some sort of support mechanisms which acted horizontally and vertically. What I would need to do to know what the force is going through that support mechanism, the force is going through the support mechanisms, would be to resolve this force into its horizontal and vertical components. So I'd have to resolve this force into a new reference plane, horizontal and vertical. To do that, I'd need to know what angle I was turning the force through, so some angle of theta degrees. So to do that, to find the vertical and horizontal component of this force, what I'd need to do is use trigonometry. So the trig functions, if you remember, if I assume my force is the hypotenuse of a right angle triangle, and this is the angle I'm interested in, theta, then this side is the adjacent and this side is the opposite. And the trig functions are, of course. So providing I knew the angle and the hypotenuse, the force that I was interested in, I could work out what the vertical and horizontal components are. So instead of using A and O here and H, I could write it like this. So I could write it like this where I have the horizontal component of my force over the force or the vertical component of my force equal to this. That means if I just multiply both sides by the force, it would look something like this where f sin theta is the horizontal component and f cosine theta is the vertical component. It's important to know which angle you're talking about in this right angle triangle because if you're actually talking about this angle here, these would switch over. So you're just going to be careful about what the angle is that you're using in this to resolve your forces. So the horizontal component and the vertical component could replace f on a force diagram. So let's go through an example with some numbers. Let's say I had a 100-kiloneetian force acting at 50 degrees from the vertical, and I wanted to know what the vertical and horizontal components of that force were. Well, the vertical component is equal to the force multiplied by cosine 50. So 100 cosine 50. And the horizontal component is equal to the force sine of the angle. So this is 100 sine 50. And if we put those numbers into our calculators, what we get out is the vertical component is equal to 64.3 kilonewton, and the horizontal component is equal to 76.6 kilonewton. So we can replace that in a force, this 100-kiloneetian force in a force diagram with just the vertical and the horizontal component. So you realize that these don't add up to 100. They're not supposed to. They're distinct components of that 100-kilonewton force.


Hello, everyone. Myself, Mr. F. R. Syed. I work as an assistant professor in the department of computer science and engineering at Walsh Institute of Technology, Singapore. The topic for my today's lecture is 0-1 knapsack problem. Now, at the end of the session, the students will be able to solve the 0-1 knapsack problem using dynamic programming. As we know dynamic programming is one of the problem solving approaches for algorithms. First of all, let us try to understand what the 0-1 knapsack problem is. A solution to the knapsack problem can be obtained by making a sequence of decision on the variables x1, x2, x3 up to xn. A decision on the variable xk involves determining whether a value of 0 or 1 is to be assigned to it. That is, xk could either take the value of 0 or 1. The following a decision on xk, either of the two states are possible. That is, first one, the capacity remaining equal to m and no profit is earned. In this case, xk value is equal to 0. And if xk value is equal to 1, in that case, the capacity remaining would be equal to m minus wk and the profit earn would be equal to pk. Now, wk and pk are the weight and profit associated with the object number k. Now, the remaining decisions on the variables x size other than xk need to be optimal with respect to the problem state resulting from the decision on xk. Otherwise, the remaining decisions on xi will not be optimal. This needs to be taken care of. Thus, the principle of optimality holds. Now, the ordered set si is used where each member is a pair p, w, where p stands for profit and w stands for weight. I will first assume that s0 equal to the set consisting of a tuple 0 comma 0, where profit and weight values are 0 comma 0. Now, si plus 1 can be computed from si by first of all computing si1. Now, what is si1? Si1 is a set of all pairs p comma w such that p minus pi plus 1 comma w minus w i plus 1 would belong to si. Now, pi plus 1 and w i plus 1 are the profit and weight of the object number i plus 1. Then, si plus 1 can be computed by merging the pairs in si and si1 together that is by taking a union of the pairs in si and si1 respectively. Now, let us first see now the dominance rule. If si plus 1 contains two pairs that is first pair is pj comma wj and the other pair is pk comma wk such that pj is less than equal to pk and wj is greater than equal to wk. In that case the pair pj comma wj can be discarded. Now, this is because of the fact that since pj value is less than pk value and wj value is greater than wk. So, it means that profit is less and weight is more. So, such kind of a tuple pj comma wj is discarded. Now, discarding or purging rules such as this are called as dominance rules. So, with the help of dominance rules such tuples would be eliminated. Actually, we can say that dominated tuples get purged. Now, here pk wk dominates pj wj. We will take an example of it. Let us suppose we have s2 containing the tuples 4 comma 6, 5 comma 8 and 6 comma 7. Then, in that case we can discard 5 comma 8 and make the set s2 contain as 4 comma 6 and 6 comma 7. Now, why does this happen? When we compare these 2 tuples 5, 8 and 6, 7 in that case 5 is less than 6 and 8 is greater than 7 meaning the tuple 5, 8 consists of the profit which is less and weight which is more. So, tuple with less profit and more weight is discarded. Hence, we can say 6, 7 dominates 5, 8. Now, we are going to compare the knapsack and the 0 and knapsack problem that is the knapsack problem solved using greedy method and then knapsack problem solved using dynamic programming. The first one, it is a fractional knapsack problem that is the one which is solved using greedy method. Whereas, the one that is solved using dynamic programming it is a 0 and knapsack problem. In case of the greedy approach, the items are arranged in decreasing order of p upon w ratio that is profit as to w ratio, weight ratio and then the items are selected to maximize the profit. Whereas, in case of dynamic programming approach every item is either wholly taken or not taken at all. So, as to maximize the profit and find the optimal solution. The last point is for a particular problem instance the profit earned is comparatively higher whereas, in case of 0 and knapsack problem for the particular problem instance the profit earned may be comparatively lower. Now, we take an example where n equal to 3 p 1, p 2, p 3 are 1, 2, 5 respectively and w 1, w 2, w 3 have the values of 2, 3 and 4 and m equal to 6 meaning the maximum capacity of the knapsack is 6. As we know s 0 would consist of the pair 0 comma 0 and will consider the first p w tuple that is p 1 comma w 1 which is equal to 1, 2. Now, this 1, 2 needs to be added to 0, 0. So, hence we get s 0 1 as 1 comma 2. Now, the next step is to find s 1. Now, for s 1 we are going to merge the tuples in s 0 and s 0 1. So, therefore, s 1 would consist of the tuples 0, 0 and 1, 2. After this we are going to find out s 1 1. To find s 1 1 we first of all require the next p 2 comma w tuple that is p 2 comma w 2 equal to 2 comma 3. Now, this 2 comma 3 would be added to each and every tuple of s 1 and we get s 1 1. So, 2 comma 3 when added to 0 comma 0 gives 2 comma 3 and 2 comma 3 when added to 1 comma 2 gives 3 5. Next step we get s 2 and the tuples in s 2 are as usual found out by merging the tuples in s 1 and s 1 1. Now, one thing to be noted that as in case of s 1 and s 2 even by applying the dominance tools none of the tuples get eliminated. Now, when we are finding out the tuples for s 2 we are going to merge the tuples in s 1 and s 1 1 and after making a union of this these are the 4 tuples and none of the tuples get pushed or are none of the tuples are eliminated. Our next step is to find out s 2 1, but for s 2 1 we need p 3 comma w 3. So, p 3 comma w 3 is now 5 comma 4. So, this 5 comma 4 is now added to every tuple of s 2 and hence we get s tuples in s 2 1. So, this is how 5 comma 4 when added to 0 comma 0 gives 5 comma 4, then 5 comma 4 added to 1 comma 2 gives 6 comma 6, then 5 comma 4 added to 2 comma 3 gives 7 comma 7 and when 5 4 added to 3 5 gives 8 comma 9. In this way we get s 2 1. Now, what about s 3? We need to find out what are the contents of s 3. Now, the students are expected to think and write the answer to the following question. Are any tuples eliminated from s 3 because of the dominance rule? If yes, mention those tuples. So, now pause the video and write your answer. As we know this was s 2 and this was s 2 1. Now, for finding out s 3 we need to merge the tuples in s 2 and s 2 1 and while merging we come across that there are 2 tuples 3 5 and 5 4 to which we can apply the dominance rule and hence the answer given is as the tuple 3 comma 5 would be eliminated. The reason being the profit 3 of this tuple and the profit 5 of this tuple. When we compare it 3 is less than equal to 5, but 5 is greater than equal to 4 meaning the weight of this tuple is greater than equal to this tuple and we know the profit is comparatively less. So, because of this the tuple 3 comma 5 would be eliminated and hence we get in s 3 the 7 tuples that is the 3 tuples from s 2 that is 0 0 1 2 2 3 and the remaining 4 tuples from s 2 1 that is 5 4 6 6 7 7 and 8 9. Now, one more question are any more tuples eliminated from s 3? Now, if he has mentioned those tuples, pause the video and write the answer. Now, this is s 3 consisting of 7 tuples 0 0 1 2 2 3 5 4 6 6 7 7 and 8 9. Now, we are interested to find out which tuples could be eliminated and the answer is these 2 tuples 7 7 and 8 9 are eliminated. Now, what could be the reason? Now, when we have started this problem we said that the maximum NAPSA capacity is 6. So, if 6 is the maximum capacity we are going to consider only those tuples whose weight would come up to 6. So, hence the tuples with weight value greater than 6 that is this one and this one would be eliminated that is we can say that tuples with W greater than 6 are eliminated. Now, this was our example where we found out this s 3 from s 2 and s 2 1 and after deleting this tuples 7 7 and 8 9 this is what we have in s 3. Now, once again summarize this s 0 s 1 s 2 and s 3 in one slide. Now, with m equal to 6 the tuples 6 comma 6 in s 3 gives the final result. The tuples 6 6 it does not belong to s 2. So, this concludes that x 3 value equal to 1 meaning the third object is selected. The pair 6 comma 6 came from the pair 6 minus p 3 comma 6 minus w 3 where p 3 w 3 equal to 5 4 and this 6 minus p 3 comma 6 minus w 3 gives 1 comma 2 and hence 1 comma 2 should belong to s 2 1 comma 2 it also belongs to s 1. Hence, we conclude that this 1 comma 2 came from s 1 and therefore, x 2 is equal to 0 that is the second object is not taken and since 1 comma 2 does not belong to s 0 we conclude that x 1 equal to 1 meaning the first object is selected and thus we summarize the values of x 1 x 2 x 3 equal to 1 0 1 meaning the first and the third object are selected to be put into the napsack whereas, the second object is not taken. Now, this is the reference for the video lecture. Thank you.


The classrooms of Bemidji State University have been filled with the sweet sounds of some talented young musicians this week. Our Shrel-Mar tells us why the Bemidji Music Camp hits all the right notes in this week's in focus. For exactly 70 years, students from all over the state have traveled to Bemidji State University for the annual Bemidji Music Camp. The summer experience has forever been a highlight for the young musicians. As the camp continues to grow, the programming continues to grow as well. In 2014, we had only band and we've added since then choir, piano and, you know, a director's workshop. So, we're really excited. What used to be only 100 kids back in 2014 has grown to more than 400 today. And the classes are topped by some of the best in the biz. One of the best things about the camp not only are the campers but the faculty and staff. We have MCs, which are camp counselors, and they are college students and recent graduates from around the state and around the country who are looking to go into music as a career. The campus itself is gorgeous, Bemidji is a great town, but really what's made it the best is the students. They work really hard, they do what you ask them to do, they've come to rehearsal prepared. For our young virtuosos, it's a chance to do what they love. It's nice to have an opportunity to play during the summer, yeah, because most of my summer I'm just kind of practicing what I remember to, but I don't have any other ensembles. It's also a chance to play with other kids just like them. I love band camp the first year because I met so many friendly people and they're just so relatable and it's fun to laugh and all the other people here are interested in things that you are too and it's great. Bemidji Music Camp will come to an end tomorrow with free concerts starting at 10 a.m. and 11.15. The concerts are a chance for the kids to show off the skills they've learned at camp. It really helps me improve and like over like last year I saw that I improved a lot and like I came back this year and I'm like wow I'm better than I was before so it's great to have that development as well. Reporting of Bemidji with this week's end focus, Shromor, Lakeland News. If you enjoyed this segment of Lakeland News, please consider making a tax-deductible contribution to Lakeland PBS.