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Part 2 white paper taking the premise of the necessity to coordinate your EDM / Data and SOA / services strategies and introducing a coordinated service-oriented data architecture framework and capability maturity model to assist organizations in accomplishing this.
Citation preview
www.rmoug.org RMOUG Training Days 2008
A Knowledge-Driven Consulting® White Paper © 2008 Hitachi Consulting Corporation
Optimizing the Benefits of EDM & SOA by Coordinating Strategies (Part 2): Introducing the C-SODA Framework & CMM
Tabl Overv
Introd
Key E
Coord
Signif
What
Why S
Coord
EDM a
C-SOD
Fine-T
The C
Concl
Autho
Gloss
About
About
e of Conte
view ................
duction ...........
DM and SOA
dinated Data: S
ficant MDM an
MDM Can Lea
SOA Needs MD
dinated Servic
and SOA Strat
DA Framework
Tuning and Ut
C-SODA Capab
usions / Next
or Bio .............
sary.................
t Hitachi Cons
t Hitachi .........
ents
.......................
.......................
Strategy Coor
SOA Governa
nd SOA Depen
arn From SOA
DM .................
ce-Oriented Da
tegies .............
k Overview ....
tilizing the C-S
bility Maturity
Steps ............
.......................
.......................
sulting Corpor
.......................
.......................
.......................
rdination Poin
nce is the Lin
ndencies and S
A ......................
.......................
ata Architectu
.......................
.......................
SODA Framew
Model ............
.......................
.......................
.......................
ration..............
.......................
2
.......................
.......................
nts ..................
chpin ............
Synergies .....
.......................
.......................
re for Coordin
.......................
.......................
work ................
.......................
.......................
.......................
.......................
.......................
.......................
........ 3
........ 4
........ 5
........ 7
........ 8
........ 9
...... 10
nated
...... 10
...... 11
...... 12
...... 14
...... 18
...... 20
...... 20
...... 21
...... 21
OverThis pmisundand deOrientorganikey asaccouand SOto opti
B(e
Ecpr(e
Primar
D M E
an Such clevels be incoits initithe gu This pto ThefurtherintegraorganiinfrastframewEDM a This pArchiteflexibleorganitoolkit and reprogreand th While for moorgani
Idbeth
Panpu
Cprop
rview
aper uncovers derstood relatioeliverables of Eed Architecturezation’s strateg
spects of both snt in a coordinaOA strategies, mize:
usiness value oe.g. increased economies of scrocesses, infrae.g. increased o
ry coordination
ata and SOA GMaster Data Ma
nterprise Informnd the SOA Se
coordination aland componenorporated into,atives portfolioidance of an ov
aper is part twoe Case for Coorr lays out the station points, aszation’s EDM aructure and prowork to evaluatand SOA strate
aper introduceecture (C-SODe tool for asseszation’s EDM aalso includes a
eferenceable guessive improveme benefits of b
the C-SODA Fore complete EDzations, it does
dentify and empetween the orghe key dimensioromote a morend SOA, and thursuing either ooordinate IT Striorities, and syptimize their eff
and discussesonships betwee
Enterprise Datae (SOA) solutiogies for either Estrategies are nated fashion. Morganizations
of both enterprefficiencies andcale and synergstructure, toolsorganizational e
n points of EDM
Governance nagement (MD
mation Architecervices Portfolio
ong each of thnts can further an organizatio
o and roadmap verarching Pro
o of a two-part rdinated EDM trategic EDM a
s well as the syand SOA strateocesses. Thente and mature egies.
s the CoordinaDA) Frameworkssing and drivinand SOA stratean EDM – SOAuidelines for anment in their caetter EDM and
Framework andDM- and SOA-s:
phasize the depganization’s EDons and compo
e complete straheir interdepenor both of thesetrategy initiativeynergies of bothffectiveness
s the little-knowen the strategie
a Management ons. It shows hEDM or SOA wnot appropriateMoreover, by cwill realize add
rise data and sed profitability) gies in key EDs, and roles andeffectiveness a
M and SOA stra
DM) and SOA scture (EIA), Eno
ese EDM and Sbe facilitated t
on’s overall IT Smanagement
ogram Manage
whitepaper anand SOA Strat
and SOA coordynergies betweeegies and their n it further presthe benefits of
ated Service-Ok as an effectiveng the coordinaegies and initiaA capability man organization tapabilities towa SOA strategy
d CMM do not p-focused progra
pendencies anDM and SOA Stonents of thesetegic enterprise
ndencies, whene strategies es in support oh EDM and SO
3
wn and often es, component(EDM) and Se
how an will ultimately faely taken into coordinating EDditional opportu
ervices
M and SOA d responsibilitieand lowered co
ategies include
services’ initiatiterprise Data M
SOA organizathrough, and shStrategy, includ(i.e. perhaps ument Office – P
nd a direct follotegies. This padination and en most r related scribes a facilita
coordinating th
riented Data e, efficient, andation between aatives. The C-Saturity model (Cto apply towardards greater macoordination.
preclude the neams within
d synergies trategies, as we strategies e vision of both
n an organizatio
of the dependenOA strategies to
ts, ervice-
ail if
DM unities
es osts)
:
ives Model,
tional hould ding nder PMO).
w-on aper
ative heir
d an SODA CMM) ds aturity
eed
ell as
h EDM on is
ncies, o
Organizatio
If pursuiunderwa
For manIf so, theshould bwithin a
If pursuimetadatand poss
ons pursuing
ng an EDM (oay or anticipat
ny organizatioe transactionabe consideredbroader EDM
ng a SOA strata, associatedsibly as Mast
Panstreca
Lastly,CMM fboth ato drive
IntroStrategOrientdisparbusineHowevcompostrategensure Furtheorgani
Binbude
Ecpr(ew
Henceefficiento purs In eithat a mthe org
g either an E
or Master Datted in the nea
ons these dayal and serviced for data govM strategy.
ategy, ask whd with the SOAter Data, withi
rovide guidancnd SOA procestewardship) aneferences for thapabilities and
, we show howfor your organin evaluative ase organizationa
oduction
gies for Enterped Architecture
rate programs aess requiremenver, there are imonents, processgies for which ce the success o
ermore, by coorzations should
usiness value ocreased operausiness serviceecreased deveconomies of scrocesses, infrae.g. as increaseell as decrease
e, there are assncy, profitabilitysue coordinatio
er case, data minimum for theganization’s SO
EDM or SOA
ta Managemear future?
ys, regardlesses data and mvernance and
hich aspects oA strategy, shin a broader E
ce in improving sses (e.g. manad provides coo
he organizationsynergies in a
w to use and adzation’s needsssessment as wal maturity.
prise Data Manae (SOA) are oftand initiatives wnts as well as amportant overlases, and qualitcoordination beof either strateg
rdinating their Ed realize additio
of both enterprational efficiences utilization anlopment and m
cale and synergstructure, toolsed organizationed infrastructur
set value and qy, and cost opton of their EDM
management a Master Data a
OA strategy or
strategy sho
ent) strategy,
of industry, tmetadata asso
managemen
of the transachould be consEDM strategy
an organizatioagement, gove
ordinated maturn to evolve both
coordinated fa
apt the C-SOD, and how this well as an impr
agement (EDMten pursued aswithin organizaan IT implemenapping and intety checkpoints ecomes necessgy.
EDM and SOAonal opportuniti
rise data and secies and qualitynd resulting promaintenance cogies in key EDs, and roles andnal effectivenesre costs)
quality, as well timization reaso
M and SOA stra
nd governanceand Metadata tutilized by its s
ould conside
ask if a SOA
the answer is ociated with at, and possib
ctional or servsidered for day.
4
on’s supportingernance, and rity model h EDM and SOashion
DA Framework can be applied
rovement roadm
M) and Service-s separate and ations, both fromntation perspecerdependent of each of thessary in order to
A strategies, ies to optimize
ervices (e.g. asy, increased ofitability, as weosts) M and SOA d responsibilitiess and efficienc
as organizationons for organizategies.
e should be apphat is supportiv
services.
er:
strategy also
emphatically SOA strategly as Master D
vices data andata managem
EDM
OA
and d in map
-
m a ctive.
se o
the:
s
ell as
es cy, as
nal zations
plied ve of
o
y “YES”. y Data,
d ent,
Infis
formation quaa major comp
ality managemponent of SO
ment OA!
Key Summpoints compaStrategrecom For eaappropseparawordsfrom pperspefor coo From The fostrateg
1. Dan
2. OprD
3. R4. St
an5. E
Po6. R7. E
se8. M
as9. St
SO10. M
ar11. Th12. A
D13. M
as14. M
seco
15. ESOan
16. OM
17. EAsuanan
18. Tow
EDM and Smarizing and bu
from the EDManion whitepapgies, the followmended for the
ase of understapriate stakeholately below by , if a stakehold
primarily either ective from theordination.
the EDM Persollowing are keygy program:
ata Governancnd Services Ste
Organizational rrogram and proata and Metadoadmap evoluttrategic decisiond/or over the SIA and its Enteortfolio and releoadmap evolutIA release manervices utilizing
Master Data defssociated with,trategic and tacOA services an
MDM and Metadrchitecture andhe Data Servicll other related ata, or Busines
Metadata definessociated with,
Metadata directlervices’ Web Sonfiguration or IA, MDM, and OA services’ innd tools
Organizational pManagement wit
A release manupporting the End its integrationd data consumools and artifacith SOA servic
SOA Strateuilding upon the and SOA cons
per, The Case fwing are key coese strategies.
anding, and to fders, these coothe EDM and ter group is looperspective, thse lists to guide
spective y coordination
ce and Data Steewardship oles, processeoject-level deciata tionary releaseons related to MSOA Enterprise
erprise Data Moease managemtionary releasenagement and g data in the EIfined for, and M SOA servicesctical decisionsnd/or over the Sdata Managemd design ces Layer archi
Master Data ass) services deed for or used b SOA servicesy associated w
Services Descrisecurity settingMetadata Man
nitiatives archite
processes and th SOA serviceagement that i
EIA and its dataon points to themers cts for EIA, MDes architecture
egy Coorde main findingssiderations discfor Coordinated
oordination area
facilitate the adordination pointhen SOA persking at the coo
hey can use thee their EDM an
points for an E
ewardship with
es, checkpointssions for all SO
es for related seMaster Data see Services Busodel with the SOment es for related seSOA release mA
Master Data Ma s related to MaSOA ESB
ment with SOA s
tecture and deand Metadata foesigns by, and Metada
with SOA compption Languaggs agement proceecture and des
roles for EIA, es architecture ncludes the tec
abases, as welese databases,
DM, and Metadae tools and artif
5
ination Pos and deductivecussed earlierd EDM and SOas that are
doption by the nts are presentepectives. In ot
ordination pointe appropriate nd/or SOA initia
EDM – SOA
h SOA Governa
s, and strategic OA-related Mas
ervices and datent by SOA servs (ESB) OA Services
ervices and datmanagement fo
anagement (MD
aster Data sent
services’ initiat
esigns or (Infrastructu
ata Managemen
ponents, such ae <WSDL> or
esses and toolssign processes
MDM, and Metprocesses and
chnical architecl as the SOA E other data sou
ata Managemefacts
ints e in the
OA
ed ther ts
atives
ance
ster
ta vices
ta or the
DM)
by
ives
re,
nt
as ESB
s with
tadata d roles cture
ESB urces,
ent
19. Een
20. InMpr
21. EMAPo
22. E23. M24. M
m25. M
coco
From While previofocusepointsprogra
1. SOG
2. OprD
3. R4. St
an5. SO
an6. R7. SO
se8. SO
fo9. St
ES10. SO
M11. Th
D12. A
anB
13. SOM
14. SOLase
15. SOanan
IA, MDM, and nterprise servicnitiative-level pr
Management witrocesses and rnterprise-level
Management) wrchitecture (EAortfolio) IA with EA and
MDM with the SMDM releases wmanagement Metadata Managomponent-speconfiguration)
the SOA Persthese coordinaus list, this alte
ed stakeholders. The key coord
am are as follow
OA Governancovernance and
Organizational rrogram and proata and Metadoadmap evoluttrategic decisiond/or over the SOA Services Pnd its Enterprisoadmap evolutOA release maervices utilizingOA services’ a
or, and MDM astrategic and tacSB that utilize OA service init
Metadata Managhe SOA serviceata Services Lll other SOA send Metadata fousiness ServicOA services w
Metadata ManagOA componentanguage <WSDettings) directlyOA services’ innd tools with End tools
Metadata Mances architecturerocesses and th SOA serviceroles EDM assets (E
with enterprise-lA), SOA Service
d the SOA ServOA Services M
with the SOA S
gement with thcific Metadata (
spective ation points maernative perspes better undersdination pointsws:
ce and its Servd Data Stewardoles, processeoject level decisata tionary releaseons related to MSOA ESB
Portfolio and relse Data Modeltionary releaseanagement withg data in the EIrchitecture andssociated with,ctical decisionsor distribute Matiatives’ architegement es architectureayer ervices’ designor Enterprise Inces ith related Metagement associats’ (e.g. serviceDL> and/or ESy associated Menitiatives architeIA, MDM, and
agement with te and developmroles for EIA, Mes initiatives’ ar
EIA, MDM, andevel SOA assees Model, and
vices Model Model Service Portfolio
e SOA Service(e.g. WSDL an
ay seem redundective is intendestand the SOA- for an EDM –
ices Stewardshdship es, checkpointssions for all SO
es for related seMaster Data se
ease managem
es for related seh EIA release mA
d design with M these s related to SOaster Data cture and desig
e and designs a
s related to Manfrastructure, D
adata defined fated with, theses’ Web Servic
SB configurationetadata ecture and desMetadata Man
6
the SOA initiatiment teams MDM, and Metarchitecture
d Metadata ets (Enterprise SOA Services
o and its releas
es Model and Snd ESB
dant from the ed to help SOA-EDM coordinaSOA strategy
hip with Data
s, and strategic OA-related Ma
ervices and datent by SOA serv
ment with the E
ervices and datmanagement fo
Master Data def
OA services and
gns with MDM
associated with
aster Data Data, or
for or used by, se ces Descriptionn or security
sign processesagement proce
ives’
adata
se
SOA
A-ation
ster
ta vices
EIA
ta or the
fined
d the
and
h the
and
n
esses
WiappEDarereastranat
th a more enlproach that is
DM objectivese reused. Henason to coordategies is to ftural synergie
lightened SOAs consistent ws, services andnce, another
dinate these facilitate thesees.
A with d data
e
16. OarM
17. EAsustda
18. Toar
19. SOte
20. Inw
21. ESele
22. EA23. SO24. SO
M25. SO
(e To leacoordicompaStrateg AdditiIn a mmaintaCompecoordi
Eth
Can
Cre
Ean
CSe
Pcrin
CoorSOAIn addEDM aare alsand efgovernthemepointsis gove
Organizational prchitecture proc
Management proA release manupporting the Stores and data atabase referenools and artifacrtifacts with thoOA initiatives’ e
eams with EIA, nitiative-level SOith those for EInterprise-level ervices Model,
evel EDM assetA and the SOAOA Services MOA Service Po
MDM releases OA Services M
e.g. WSDL and
arn more about inating EDM ananion white papgies.”
ional EDM andature EDM and
aining coordinaetency Center nation points fo
DM and SOA Che EIA and its EOE (or ICC) ornd SOA GoverOE (or ICC) ro
eleases and its DM and SOA Cnd release manOE (or ICC) roervices Portfolirogram Managriteria, and statcluding COE a
rdinated DA Governan
ition to the stroand SOA strateso significant offectively mananed in concert w
e throughout the, at the highesternance.
processes and cesses and roleocesses and roagement that i
SOA ESB and iconsumers, asnces cts for SOA serose for EIA, MDenterprise servMDM, and MeOA services arIA, MDM, and MSOA assets (E and SOA Servts (EIA, MDM, A Services ModModel with MDMortfolio and rele
Model and SOA ESB configura
these componnd SOA strategper “The Case
d SOA Coordid SOA environ
ated Center of E(ICC) capabilitor an EDM – S
COEs (or an ICEnterprise Datarganizational prnance process
oadmap develoaccompanying
COEs (or an ICnagement oadmap develoio and its relea
gement Office (tus reporting foand/or ICC-rela
ata: nce is the Long dependencegies that in thepportunities an
age each stratewith the other. e previous listint level from bot
roles for SOA es with EIA, Moles ncludes the tects integration ps well as the EI
rvices’ architecDM, and Metadvices architectuetadata Managerchitectural proMetadata ManaEnterprise Archvices Portfolio)and Metadata
del with the EIAM ease managem
A component-spation) with Meta
nents and their gies, please reafor Coordinate
ination Points ment that is esExcellence (COties, there are a
SOA strategy pr
CC) with Data –a Model rocesses and r
ses and roles pment and releg Enterprise DaCC) with the SO
pment and release managemePMO) prioritiza
or EDM and SOated activities a
Linchpin cies between aemselves justifnd economies tegy when they a
The most comng of summarizth the EDM and
7
A services’ DM, and Metad
chnical architecpoints to data IA and its
cture tools and ata Manageme
ure and developement
ocesses and rolagement hitecture <EA>) with enterpriseManagement)
A
ment with
pecific Metadatadata Manage
detailed impacad the precursoed EDM & SOA
stablishing or OE) or Integratiadditional rogram, includi
– SOA Governa
roles with both
eases with EIAata Model OA Services Po
eases with the ent ation, decision
OA initiatives, and releases
an organizationfy coordinationto more efficienare coordinated
mmon, repeatinzed coordinatiod SOA perspec
data
cture
ent pment
les
, SOA e-
ta ment
cts for or
A
ion
ng:
ance,
Data
A
ortfolio
SOA
’s , there ntly d and
ng on ctives,
Master Data operational snatural synermission to docross-domaintheir reusabil
can help breailos, which is
rgy with the So the same vian services andlity.
ak down a
SOA a d
Hencecoorditacticalevels.data cthese Early iservicetheir reGoverstewarStewadata uevolutproces Beyonthe strreaderare a sSOA s
SignDepeMasteextendenterpSome
Pasu
P Th
Hencethat is infrequeventsMasteproces Using scope which additiochangMDM c
SuccesharedMasteMDM eProducSynchauditininitiativManagdata q
e, SOA Governnation points a
al (e.g. service . In fact, Govean be considerstrategies.
n establishing es and data shespective Governance). Hencerdship “commurds will then emtilized in the seion of their servsses and roles
nd the need for rategic and tactrs, the dependesignificant secostrategies.
ificant MDendencies r Data is the co
ded attributes (prise, and that a
examples of s
arties – customuppliers, or tradlaces – locationhings – accoun
e, Master Datarequired for sh
uently changeds, transactions,r Data’s and Msses, and activ
the organizatioof Master Datais maintained i
on, a standard ing, and reusinchange manag
essful MDM prod accountabilitir Data is shareencompasses ct Information Mronization Netw
ng, accurate reves. MDM alsogement (IM) anuality and data
ance is the fouat both the strat– Data Stewarrnance and Stered the primary
Coordinated Dhould have stewernance procese, Service – Da
unities of interemploy the apprervice) in the devices. Coordinwill identify an
Coordinated Dtical levels, whencies and synondary focus fo
DM and SOAand Syner
onsistent and umetadata) thatare used acrosuch core entitie
mers, prospectsding partners ns, offices, regnts, assets, pol
is not all your dharing and stand and is often re and, of course
MDM’s undeniabvities.
on’s Enterprisea includes the cin a referenceaset of services
ng these data ogement and gov
ograms start wies within the c
ed across dispaareas such as Management (work (GDSN). porting, and a o partially overnd Business Inta integration.
undation or “linctegic (e.g. EDMrdship and Metaewardship of by linchpins for c
Data –SOA Govwards / ownerssses (or within ata relationshipst”. For examp
ropriate Data Sefinition, desig
nated Data – SOd manage thes
Data – SOA Goich may appea
nergies betweeor coordinated
A rgies uniform set of idt describe the c
ss multiple busies are:
s, people, emp
gional alignmenicies, products
data, just the sndardization. Beferenced by be, reusable serble linkage to S
e Data Model ascore set of subable metadata (e.g. SOA) for
objects is develvernance proce
th organizationcontext of an ovarate IT systemCustomer DatPIM), and Glob It supports cosingle view of tlaps the areas telligence (BI) s
8
chpin” for all keM and MDM) anadata Manageoth services ancoordinating
vernance, boths designated th
coordinated ps will form virtuple, Service
Stewards (i.e. fons, testing, andOA Governancse relationships
overnance at boar obvious to men MDM and SOEDM and
dentifiers (datacore entities of ness processe
loyees, vendor
nts, or geograps, or services
subset of your dBy definition, it business procervices. This is SOA strategies
s a jump-start, bject area elemrepository. In r manipulating, loped as part oesses.
nal commitmenverall EDM stra
ms and groups.a Integration (Cbal Data nformance andthe customer of Identity systems, as we
ey nd ment) nd
rough
ual
or d ce s.
oth many OA
a) and the
es.
rs,
hies
data is sses,
s,
the ments,
of the
nt and ategy.
CDI),
d
ell as
SisanonsuanEcoinsusuto
SOA naturally ssues to morend integratedn EDM is neeupport of a SOnd primarily th
EDM, organizaonsistency, a
ntegrity of infoupport of key uch as the suoward a SOA
exposes datae people, procd systems. A eded when in OA. Throughhe MDM aspeations achieveccuracy, and
ormation assey strategic initiuccessful migr
environment
a cesses, focus
h EDM, ect of e
ets in iatives, ration .
When for sepalleviadata,” stakehwhere to the There betweemetadprogrebeyonData G DespitGover(data asolutiolack sumetad Recenorganiaccuracomplipurposorganiefforts Accorddrive tprograthe ecGoverportfol The neoveraldata, ireferenagility,
WhaMDM ashare
C(i.
Rco
Dan
Aun
AdditioMDM.of “loo(i.e. a conforto crea
organizations parate, departmated. Although
what they realholder types. T
the reference “gold standardcan also be reen data stores ata transforma
essive SOA capd those norma
Governance for
te vendor claimrnance, processand services) sons, which geneubject area inteata manageme
ntly, an analyst zations will app
acy and integritiance, operatioses (0.7 probabzations implem
s as part of an o
dingly, MDM isoward EDM. O
ams should linkonomies, syne
rnance aspectsio developmen
eed for MDM isl EA initiative. s services andnce information, operational ef
t MDM Canand SOA havemany similar d
ontract First –.e. WSDL) in Seusability – Daomposite serviciscoverability –nd services thrbstraction – Sonderlying servic
onal SOA para For example,
ose coupling.” federated appr
rmance needs.ate an agile MD
use Master Damentally mainta
users often saly want are mu
This is where mof one interpre
d” source can belated impacts o
and the usageations of “in-fligpabilities raise lly addressed br “static” data.
ms, MDM has mses, data qualistewardship thaerally tout domegration and teent.
firm predictedply MDM progrty of commonlyonal efficiency, bility). They als
menting both Coverall EDM st
a critical compOrganizations ik all these efforergies, and deps of EDM with Snt.
s often identifieThe other half applications. n is seen as a sfficiency, and c
n Learn Froe generally evodesign principle
Interfaces in MSOA ata conformancce designs in S– Data through ough the servic
ource data systces complexity
digms can alsoMDM doesn’t
However, exteroach) allows s Loose couplin
DM system. Su
ata at an enterpained “versionsay they want a “ultiple views formetadata directetation or view be managed viaon the real-time
e of data, geneht” data. Hencnew data manby traditional E
more to do with ty, Metadata Man technology.
main-specific reend to provide i
that 70 percenrams by 2010 ty shared busineand competitivso predicted thDI and PIM initrategy (0.7 pro
ponent within amplementing brts (MDM, EDMpendencies of tSOA Governan
ed within the EIf of most EA iniLack of consisstrategic barrie
competitive diffe
om SOA lved separately
es. For examp
MDM and servic
ce in MDM, andSOA
the master datces registry in tem complexityy with SOA
o contribute to typically embranding MDM wit
support for SOAng should be auch an agile se
9
prise level, the s of the truth” is“single view of r multiple ly relates to MDof the Master D
a metadata. e transformatiorally requiring ce, these agement issue
EDM, MDM, and
(Data and SOManagement, a
Packaged medies, often nadequate
nt of Fortune 10to ensure the ess informationve differentiatiohat 60 percent otiatives will link
obability).
an organizationboth EDM and M, and SOA) duhe MDM and D
nce and service
A domain of anitiatives, beside
stent and accurer to enterprise erentiation.
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10
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11
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Utilizing the A Framework fEDM and SOA
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support of the cnsions ally addressed organization ave greater orgaesignations for sted for an org
some dimensiry. The reasoneed to be accohe primary dimethe need for or
ategy aspects.
on, which in thetrategy,” only hre, and data. Ternance, MDMStewardship),
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w to establish anSOA capabilitie
C-SODA Frafor your organizstrategies mat
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s necessary to al initiatives for
12
in this regard.and SOA
ic nature of then points
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ghted priority furpose of prom
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amework zation’s needs,ture, involves th
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etermine what urrent state plund the desired led may be furtesired, especiapon evaluatingccomplished, dastly, prioritize he desired C-SO
sions and Com
dimension and relative to the future state, busses, Architectcolor-coded (em will be appliezation’s needsaluating the cuentory the initiaon for which imrent state. esired future vDA Framework
e done for shortear), or long-ters as needed m goal is desirwhat will be acg the way the gaps are to
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red, it is useful ccomplished at
o be filled betwnitiatives for thef the C-SODA.d into intermed
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he C-SODA Fr
13
r the current stat state; this is nhow well the E
meet current ne green) or nums consistent wit
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terprise based o evaluate the
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Conceptual Se
own in Figure 2ess and IT comess and IT (andsary in order tosions. Furtheric C-SODA Fraof these compo
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C-SODA Cport of the C-Ssed organizatiorated EDM – Sr describe whatlook like, since
and SOA coordgst other things
e 3 shows a conI / Data Integraation of data anher SOA servicomains of SOAmay be more) “vice abstractionganization.
ervice-Oriente
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Capability MSODA Framewoonal capabilitieOA) Capabilityt a Service-Orie increasing orgdination will havs, increase the
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d Data Archite
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standards laid o
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ecture (SODA)
14
nsions have botentially be bot
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ugh the level ofd stay true andout in this pape
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y, is the C-SODel. But first, letchitecture (SODaturity as well
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Figure
e 4 – Building B
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gy phase levels, the lower stracases to honessment. For exarnance is one pquisite to EDM.s are prerequisirerequisite to mng an initiativeszational maturon to the unfulf
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C-SODA EDM
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is abstraction ace abstractionsagement capabetadata in this ps to invoke ands throughout w
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building blocks ath, which ultimvices managedh phase level oies and capabiblocks at a giveon considers th
al for an organd at one level, apretation as to tHowever, sinces are prerequistegy level build
stly declare a hample, looking
prerequisite to M And, some asites for Enterpr
maturing the ens roadmap intenity along the Cfilled underpinnd be addressed
M – SOA Capab
abstract the “gos consumers, w Layer or syste
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workflow progreLAs for processzes both data a
for each C-SOmately leads to,d as corporate of the CMM hailities (or both).en strategy levhe level achiev
ization to haveand some at otthe actual C-SOe many buildinsites to buildingding blocks shoigher maturity at the left sideMDM, which is spects of theserise Business Sterprise as a Snded to achiev-SODA CMM, ning and prereqd in earlier prio
bility Maturity
15
old standard” dwhether end usems (operationstitute workflowon. Furthermord with businessdecision makinameters, how tess, how to rouses, further pro
and services as
ODA strategy ph in the Optimizassets. Each s implications f. While not a pel should be fu
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e some buildingher levels, therODA maturity lg blocks at low
g blocks at highould be fulfilledlevel during an
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Figure 5 – E
ns have reachcentralized Dahave inconsiscommon Datanerally meanszed or Managd.
EDM View of t
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e 5 displays moam for developis of the CMM, ionary steps fo
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atings during anity level. This s suggestion, orme works best
-SODA CMM isews of the C-Srspective as westakeholders in
ap developmenDA CMM views“cheat sheet” ft.
apability Matu
ore detail than tng an organizaand it further t
or each of the ped earlier. Hences / Applicatioes over time asstrategy phasestilized and ada
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s shown in FigSODA CMM areell as a SOA penvolved in the C
nt, or status reps can be utilizefor focus amon
rity Model
the previous buation along the ies these to the
primary dimensce, we can seeons, and Archits the organizats. This “roadm
apted when def, overall and fo
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w is that most od SOA strategiestrategy phaseity. However, i
16
el as shown inmework dimensssessment of thrating can be utailored to wha
nization.
ures 5 and 6 the intended to erspective, C-SODA
porting. Either ed, but one may
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uilding blocks C-SODA strate
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e 6 above is an from a primary
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oordination, orged or Optimize
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ganizations mued strategy pha
ity Model
ew of the C-SOperspective. It the EDM view,
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17
ust proceed furases (or the Ag
DA CMM strateis consistent w but is intended
A stakeholders ated EDM and Silized in paralleing blocks diagnd implementebilities further
ther ility
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onents require nation. We into assist us in th
developing a prve the future visgy level of matu
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of leadership into the organizassibly the highe– SOA capabili
A CMM. In add, there are indur assist the defnance model fo
ermore, as an ornance Model, ipoints, and owrnance model. gies and goverh. Instead, ther the other is). priate processeate governancensibilities to supGovernance.
f the organizatgement organizially enterprises data, this cooof prioritized initving advanced overnance modditional enterprzation, the relapoints (e.g. MDrdship) should sing maturity a
e, the organizatA Maturity ModeOA Governancommunications EDM and SOAge each other
in mind that mand reuse servicntability, integrmulti-enterprise
Next Stepsas the companiond SOA StrategEDM and SOAher showed whour attention in
troduced the C-he evaluation orioritized, sequsion of an orgaurity.
to develop / adm and C-SODAse these need titially to enable
ation of their seest priority buildty maturity andition to the guid
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organization deit should closelnership with thThe reality is tnance models
ese are probabHence, it is im
es and checkpoe structures, aspport of more e
ion has an ovezation (PMO) th architecture (E
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also expand toas expressed th
tion should devel with selected
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any business pces and data, arity, and performe) transactions
s on paper, The gies, makes theA strategies andhat strategic EDn order to facilit-SODA Framewof organizationenced roadma
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evelops / adoptly coordinate p
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mportant to adopoints between ts well as to (re-enlightened coo
erarching progrhat plans and fEA) initiatives tuld be taken inthe foundationa
M strategy phasses are expand
e and functionagranular procesManagement, ao encompass through the C-S
velop and scaled joint initiativeies with coordint this with internd stakeholdersta and services
processes and and may demanmance across span.
18
Case for e strong case fd capabilities inDM and SOA tate appropriatwork and CMMal maturity as wp of initiatives red C-SODA
riate Data – SOaturity Model foted at the higheto achieve optia. This is job oards coordinateajor phase of thls provided in t
ctices that can ppropriate
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ram or project funds initiativesthat span servico account in th
al building blockses. Moreoverded and stabiliz
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e a progressivees, and shared nated processernal education ts how to effects development
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e all, ensure boed in the desig
will help ensure than the techn
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ecessary coordiopment, and te
, promote a culzation, as this ore progressivthis part of thest for the skills zation for the o
d services reusnother, further son to evolve toand SOA matur
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nical partitioningOE or ICC can
s together earlyination during asting of coordin
lture of sharingis the underpin
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se increases thcomplicating moward greater rity, progressive
nd data-modeln addition to th
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n also help facily and often to eall stages of renated EDM – S
g and collaboranning of succesograms. The oany reasons, bcations that wil
19
he dependencemanagement eflevels of ely and in a
ing analysts arhe services ananess functiona
or data stores. litate bringing t
establish and dquirements, de
SOA initiatives.
ation throughoussful EDM, SOrganization shobut to especiallyl enable C-SO
e of fforts,
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hor Bio R. Worfolk r Architect, HiWorfolk has motive level succeopment, and lart in directing bugic planning anons, and directiare and integratgic IT programschnology visionxecutive team gic incorporatioractices for com
lk is an empowgement experientials in Compus from Duke Un
s managed larggement as wellm-sized techni. His experien
ess and IT leadzations with ass providing stroed emerging teyment of complence in industr
rnment, Public Technology, Ins
ssary Cent Capa
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on of capabilitiempetitive adva
werment leaderence, and comuter Informationniversity.
ge-scale progrl as chief architical architecturece includes the
dership skills, ins many as 250 ong technologyechnologies, anlex technical sory solutions incHealth, Telecosurance, and F
er of Excellencability Maturity rdinated Servicrprise Data Ma
gration Competter Data Managram / Project Mice-Oriented Aice-Oriented D
ting ars of senior IT
c enterprise arcems integrationchnology organtion of businessand staff to proor the successfd in shaping anizations, while
ecting planned es, emerging tentage.
r with strong intplementary Man Systems as w
ams and projectect capacities,e, developmene employment ncluding the mamanagerial an
y leadership fornd the technicaolutions. His b
cludes Public Sommunications,Financial Servic
ce Model
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20
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oduce high-quaful completion d communicatiensuring alignreleases and t
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ternational andasters level well as an MBA
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21
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