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.

1. Optimizing the Benefits of EDM & SOA
by Coordinating Strategies (Part 2):
Introducing the C-SODA Framework & CMM
A Knowledge-Driven Consulting® White Paper
© 2008 Hitachi Consulting Corporation
www.rmoug.org RMOUG Training Days 2008

2. Table of Conte
ents
Overv
view ..............................................................
............................... 3
Introd
duction .........................................................
............................... 4
Key EDM and SOA Strategy Coor
rdination Poin .......................... 5
nts
Coord
dinated Data: S
SOA Governance is the Linchpin .................... 7
Signif
ficant MDM an SOA Depen
nd ndencies and S
Synergies ............. 8
What MDM Can Lea From SOA ......................
arn A ............................... 9
Why S
SOA Needs MD ........................................
DM ............................. 10
Coord
dinated Servic
ce-Oriented Da Architecture for Coordin
ata nated
EDM a
and SOA Strat
tegies....................................
............................. 10
C-SOD Framework Overview ...........................
DA k ............................. 11
Fine-T
Tuning and Ut
tilizing the C-S
SODA Framew
work ...................... 12
The C
C-SODA Capab
bility Maturity Model ............
............................. 14
Conclusions / Next Steps ...................................
............................. 18
Autho Bio ...........................................................
or ............................. 20
Gloss
sary...............................................................
............................. 20
About Hitachi Cons
t sulting Corpor
ration..............
............................. 21
............................. 21
About Hitachi.......................................................
t
2

3. Over
rview
This paper uncovers and discusses the little-know and often
s wn
misund derstood relatio
onships betwee the strategie component
en es, ts,
and deeliverables of E
Enterprise Data Management (EDM) and Se
a ervice-
Oriented Architecture (SOA) solutio
e ons. It shows h
how an
organization’s strateggies for either E
EDM or SOA w ultimately fa if
will ail
key asspects of both s
strategies are n appropriate taken into
not ely
account in a coordina ated fashion. M Moreover, by c
coordinating EDDM
and SO strategies, organizations will realize add
OA ditional opportu
unities
to optimize:
Business value o both enterpr
of rise data and se ervices
(e increased e
e.g. efficiencies and profitability)
d
Ecconomies of sccale and synerg gies in key EDM and SOA
pr
rocesses, infrastructure, tools and roles and responsibilitie
s, d es
(e increased o
e.g. organizational eeffectiveness a lowered co
and osts)
Primar coordination points of EDM and SOA stra
ry n M ategies include:
Data and SOA G Governance
Master Data Management (MD and SOA s
M DM) services’ initiati
ives
Enterprise Inform
mation Architec cture (EIA), Enterprise Data MModel,
an the SOA Se
nd ervices Portfolio
o
Such c coordination along each of these EDM and S SOA organizat tional
levels and componen can further be facilitated through, and sh
nts hould
be inco orporated into, an organizatio
on’s overall IT S
Strategy, includ
ding
its initiatives portfolio and roadmap management (i.e. perhaps under
o
the guidance of an ov verarching Pro
ogram Management Office – P PMO).
This paper is part two of a two-part whitepaper an a direct follow-on
o nd
to The Case for Coor
e rdinated EDM and SOA Strat tegies. This pa aper
further lays out the st
r trategic EDM a SOA coord
and dination and
integra
ation points, as well as the sy
s ynergies betwee most
en
organization’s EDM a SOA strate
and egies and their related
r
infrastructure and proocesses. Then it further pres
n scribes a facilita
ative
framew work to evaluat and mature the benefits of coordinating th
te heir
EDM a SOA strate
and egies.
This paper introduces the Coordina ated Service-Oriented Data
Architeecture (C-SOD Framework as an effective efficient, and
DA) k e, d
flexible tool for asses
e ssing and drivin the coordina
ng ation between a an
organization’s EDM a SOA strate
and egies and initia
atives. The C-SSODA
toolkit also includes a EDM – SOA capability ma
an A aturity model (C
CMM)
and reeferenceable gu uidelines for an organization t apply toward
n to ds
progreessive improvem ment in their caapabilities towa
ards greater ma aturity
and the benefits of better EDM and SOA strategy coordination.
While the C-SODA F Framework and CMM do not p
d preclude the ne
eed
for mo complete ED and SOA-
ore DM- -focused progra
ams within
organizations, it does
s:
Id
dentify and emp phasize the dep pendencies and synergies
be
etween the org ganization’s ED and SOA St
DM trategies, as well as
th key dimensio and compo
he ons onents of these strategies
e
Promote a more complete strategic enterprise vision of both EDM
e e h
an SOA, and th interdepen
nd heir ndencies, when an organizatio is
n on
pu
ursuing either o both of these strategies
or e
Coordinate IT St trategy initiative in support o the dependen
es of ncies,
riorities, and sy
pr ynergies of both EDM and SO strategies to
h OA o
op
ptimize their eff
ffectiveness
3

4. Provide guidanc in improving an organizatio
ce on’s supporting EDM
an SOA proces
nd sses (e.g. manaagement, gove ernance, and
st
tewardship) and provides coo ordinated matur model
rity
re
eferences for th organization to evolve both EDM and SO
he n h OA
ca
apabilities and synergies in a coordinated fa
ashion
Lastly, we show how to use and adapt the C-SOD Framework and
, w DA
CMM f your organization’s needs, and how this can be applied in
for d
both an evaluative asssessment as w as an impr
well rovement roadmmap
to drive organizationa maturity.
e al
Intro
oduction
Strateggies for Enterp
prise Data Mana agement (EDM and Service-
M) -
Oriented Architecture (SOA) are oft pursued as separate and
e ten s
disparrate programs a initiatives w
and within organiza
ations, both from a
m
busine requiremen as well as a IT implemen
ess nts an ntation perspec ctive.
Howev there are im
ver, mportant overlaapping and inte
erdependent
compo onents, process ses, and qualit checkpoints of each of thes
ty se
strateg
gies for which c
coordination beecomes necess sary in order to
o
ensure the success o either strateg
e of gy.
Furthe
ermore, by coorrdinating their E
EDM and SOA strategies,
A
onal opportuniti to optimize the:
organizations should realize additio
d ies
Business value o both enterpr
of rise data and seervices (e.g. ass
increased opera ational efficienc
cies and quality increased
y,
buusiness service utilization an resulting pro
es nd ofitability, as we as
ell
deecreased development and m maintenance co osts)
Ecconomies of sc cale and synerg gies in key EDM and SOA
prrocesses, infrastructure, tools and roles and responsibilitie
s, d es
(e as increase organization effectivenes and efficienc as
e.g. ed nal ss cy,
well as decrease infrastructur costs)
ed re
Hence there are ass value and q
e, set quality, as well as organization
nal
efficien
ncy, profitability and cost opt
y, timization reaso for organiz
ons zations
to purs coordinatio of their EDM and SOA stra
sue on M ategies.
In either case, data m
management and governance should be app
e plied
at a minimum for the Master Data a Metadata that is supportiv of
and ve
the orgganization’s SO strategy or utilized by its s
OA services.
Organizatio pursuing either an E
ons g EDM or SOA strategy sho
ould conside
er:
If pursuing an EDM (o Master Dat Manageme strategy, ask if a SOA strategy also
or ta ent) o
underwa or anticipat in the nea future?
ay ted ar
For man organizatio these day regardless of industry, t answer is emphatically “YES”.
ny ons ys, the y
If so, the transactiona and service data and m
e al es metadata asso
ociated with a SOA strategy
should be considered for data gov
b d vernance and management, and possibly as Master DData,
within a broader EDM strategy.
M
If pursuing a SOA straategy, ask wh
hich aspects o the transac
of ctional or serv
vices data and
d
metadat associated with the SOA strategy, sh
ta, d A hould be conssidered for da management,
ata
and poss sibly as Mast Data, withi a broader E
ter in EDM strategyy.
4

5. Key EDM and S
SOA Strate Coordination Points
egy
Inf
formation qua
ality managem
ment Summ marizing and bu uilding upon the main findings and deductive
e s e
is a major comp
ponent of SO
OA! points from the EDM and SOA cons siderations disc
cussed earlier in the
compa anion whitepap The Case f Coordinated EDM and SO
per, for d OA
Strateg
gies, the follow
wing are key cooordination area that are
as
recommended for the strategies.
ese
For ea of understa
ase anding, and to f
facilitate the ad
doption by the
approppriate stakeholders, these coo ordination poin are presente
nts ed
separaately below by the EDM and t then SOA perspectives. In ot ther
words, if a stakeholder group is looking at the coo ordination point
ts
from pprimarily either perspective, th can use the appropriate
hey e
perspeective from these lists to guide their EDM an
e nd/or SOA initia
atives
for coo
ordination.
From the EDM Pers spective
The foollowing are key coordination points for an E
y EDM – SOA
strateg program:
gy
1. Data Governanc and Data Ste
ce ewardship with SOA Governa
h ance
an Services Ste
nd ewardship
2. Organizational roles, processe checkpoints and strategic
O es, s,
pr
rogram and pro oject-level decisions for all SO
OA-related Mas ster
Data and Metadata
3. Roadmap evolut tionary release for related se
es ervices and dat ta
4. St
trategic decisio related to M
ons Master Data se by SOA serv
ent vices
an
nd/or over the S SOA Enterprise Services Bus (ESB)
e s
5. EIA and its Ente erprise Data Mo odel with the SO Services
OA
Po
ortfolio and rele ease managem ment
6. Roadmap evolut tionary release for related se
es ervices and dat ta
7. EIA release man nagement and SOA release m management fo theor
se
ervices utilizing data in the EIA
g
8. Master Data def
M fined for, and MMaster Data Ma anagement (MD DM)
as
ssociated with, SOA services
9. St
trategic and tac ctical decisions related to Ma
s aster Data sent by
SO services an
OA nd/or over the S SOA ESB
10. MDM and Metad
M data Managem ment with SOA s services’ initiatives
ar
rchitecture and design
d
11. Th Data Servic Layer architecture and de
he ces esigns
12. All other related Master Data a Metadata fo (Infrastructure,
and or
Data, or Busines services de
ss) esigns
13. Metadata define for or used b and Metada Managemen
M ed by, ata nt
as
ssociated with, SOA services
14. Metadata directly associated w SOA comp
M with ponents, such a as
se
ervices’ Web S Services Description Language <WSDL> or ESB
co
onfiguration or security setting gs
15. EIA, MDM, and Metadata Management proce esses and tools with
s
SO services’ in
OA nitiatives architeecture and dessign processes
an tools
nd
16. Organizational p
O processes and roles for EIA, MDM, and Met tadata
Management wit SOA service architecture processes and roles
M th es d
17. EA release management that includes the tec
A chnical architec cture
su
upporting the E and its data
EIA abases, as well as the SOA E ESB
an its integratio points to the databases, other data sou
nd on ese urces,
an data consum
nd mers
18. To
ools and artifac for EIA, MD and Metada Manageme
cts DM, ata ent
with SOA services architecture tools and artif
e facts
5

6. 19. EIA, MDM, and Metadata Management with t SOA initiati
the ives’
nterprise servic architecture and developm
en ces e ment teams
20. In
nitiative-level pr
rocesses and roles for EIA, MMDM, and Meta adata
Management wit SOA service initiatives’ ar
M th es rchitecture
pr
rocesses and r roles
21. Enterprise-level EDM assets (E EIA, MDM, and Metadata
d
Management) w enterprise-level SOA asse (Enterprise
M with ets
Architecture (EA SOA Service Model, and SOA Services
A), es
Poortfolio)
22. EIA with EA and the SOA Serv
d vices Model
23. M
MDM with the SOA Services M Model
24. M
MDM releases w the SOA S
with Service Portfolio and its releas
o se
management
m
25. M
Metadata Manag gement with the SOA Service Model and S
es SOA
co
omponent-spec cific Metadata (
(e.g. WSDL an ESB
nd
co
onfiguration)
From the SOA Pers spective
While these coordina ation points ma seem redund
ay dant from the
previous list, this alte
ernative perspeective is intende to help SOA
ed A-
focuse stakeholders better unders
ed s stand the SOA- -EDM coordina ation
points. The key coord dination points for an EDM – SOA strategy
progra are as follow
am ws:
1. SO Governanc and its Services Stewardsh with Data
OA ce hip
Governance and Data Steward
d dship
2. Organizational roles, processe checkpoints and strategic
O es, s,
pr
rogram and pro oject level decissions for all SO
OA-related Master
Data and Metadata
3. Roadmap evolut tionary release for related se
es ervices and datta
4. Sttrategic decisio related to M
ons Master Data se by SOA serv
ent vices
an
nd/or over the S SOA ESB
5. SO Services P
OA Portfolio and release managem ment with the E
EIA
an its Enterpris Data Model
nd se
6. Roadmap evolut tionary release for related se
es ervices and datta
7. SO release ma
OA anagement with EIA release m
h management fo the
or
se
ervices utilizing data in the EIA
g
8. SO services’ architecture and design with M
OA d Master Data def fined
fo and MDM as
or, ssociated with, these
9. Sttrategic and tac ctical decisions related to SO services and the
s OA d
ES that utilize or distribute Ma
SB aster Data
10. SO service init
OA tiatives’ architecture and desig with MDM and
gns
Metadata Manag
M gement
11. Th SOA service architecture and designs a
he es e associated with the
h
Data Services Layer
12. All other SOA se ervices’ designs related to Ma aster Data
an Metadata fo Enterprise In
nd or nfrastructure, DData, or
Business Servic ces
13. SO services with related Meta
OA adata defined f or used by, and
for
Metadata Manag
M gement associa ated with, thesse
14. SO component (e.g. service Web Servic Description
OA ts’ es’ ces n
La
anguage <WSD and/or ES configuration or security
DL> SB n
se
ettings) directly associated Me
y etadata
15. SO services’ in
OA nitiatives architeecture and des sign processes
an tools with EIA, MDM, and Metadata Management proce
nd esses
an tools
nd
6

7. 16. O
Organizational p processes and roles for SOA services’
A
arrchitecture proc cesses and role with EIA, MDM, and Metad
es data
Management pro
M ocesses and ro oles
17. EA release management that includes the tec
A chnical architec
cture
suupporting the S SOA ESB and its integration p points to data
sttores and data consumers, as well as the EI and its
s IA
daatabase referen nces
18. Toools and artifac for SOA ser
cts rvices’ architec
cture tools and
arrtifacts with tho for EIA, MD and Metadata Manageme
ose DM, ent
19. SO initiatives’ e
OA enterprise servvices architectu and develop
ure pment
te
eams with EIA, MDM, and Me etadata Manage ement
20. In
nitiative-level SO services ar
OA rchitectural proocesses and rol les
with those for EI MDM, and M
IA, Metadata Mana agement
21. Enterprise-level SOA assets (E Enterprise Arch hitecture <EA>, SOA
Se ervices Model, and SOA Serv vices Portfolio) with enterprise
) e-
le
evel EDM asset (EIA, MDM, and Metadata Management)
ts
22. EA and the SOA Services Mod with the EIA
A A del A
23. SO Services M
OA Model with MDM M
24. SO Service Po
OA ortfolio and rele
ease managem ment with
MDM releases
M
25. SO Services M
OA Model and SOA component-sp
A pecific Metadatta
(e WSDL and ESB configura
e.g. ation) with Metaadata Management
To lea more about these compon
arn nents and their detailed impac for
cts
coordiinating EDM an SOA strateg
nd gies, please rea the precurso
ad or
compa anion white pap “The Case for Coordinate EDM & SOA
per ed A
Strateggies.”
With a more enl lightened SOA A Additiional EDM and SOA Coordi
d ination Points
appproach that is consistent with
s w In a mature EDM and SOA environment that is es
d stablishing or
maintaaining coordina
ated Center of E
Excellence (CO or Integrati
OE) ion
ED objectives services and data
DM s, d
Compe etency Center (ICC) capabilitties, there are a
additional
are reused. Hen
e nce, another coordination points fo an EDM – S
or SOA strategy pr rogram, including:
rea
ason to coord dinate these
stra
ategies is to f
facilitate these
e EDM and SOA C COEs (or an IC with Data – SOA Governa
CC) ance,
nattural synergie
es. th EIA and its E
he Enterprise Data Model
a
COE (or ICC) or rganizational pr
rocesses and r roles with both Data
an SOA Governance process and roles
nd ses
COE (or ICC) ro oadmap development and rele eases with EIAA
eleases and its accompanying Enterprise Da Model
re g ata
EDM and SOA C COEs (or an IC with the SO Services Po
CC) OA ortfolio
an release man
nd nagement
COE (or ICC) ro oadmap development and rele eases with the SOA
Se ervices Portfoli and its relea manageme
io ase ent
Program Manag gement Office (PMO) prioritiza ation, decision
crriteria, and stat reporting fo EDM and SO initiatives,
tus or OA
including COE a and/or ICC-rela
ated activities a releases
and
Coor
rdinated Data:
SOA Governan is the L
A nce Linchpin
In addition to the stro dependenc
ong cies between a organization’s
an
EDM a SOA strate
and egies that in the
emselves justif coordination, there
fy
are als significant opportunities an economies t more efficien
so nd to ntly
and efffectively mana each strate when they a coordinated and
age egy are d
govern in concert w the other. The most com
ned with mmon, repeatin ng
theme throughout the previous listin of summariz coordinatio
e e ng zed on
points, at the highest level from bot the EDM and SOA perspec
t th d ctives,
ernance.
is gove
7

8. Hence SOA Governance is the fou
e, undation or “linc
chpin” for all ke
ey
coordination points a both the strat
at tegic (e.g. EDM and MDM) an
M nd
tactica (e.g. service – Data Stewar
al rdship and Metaadata Management)
levels. In fact, Governance and Ste
. ewardship of both services an nd
data can be consider the primary linchpins for c
red y coordinating
these strategies.
Early in establishing Coordinated D Data –SOA Gov vernance, both
service and data sh
es hould have stew wards / owners designated through
s
their re
espective Gove ernance proces sses (or within coordinated
Gover rnance). Hence Service – Da relationship will form virtu
e, ata ps ual
stewar rdship “commu unities of interest”. For examp Service
ple,
Stewards will then em mploy the appr ropriate Data S Stewards (i.e. fo
or
data utilized in the se
ervice) in the deefinition, designs, testing, and
d
evolution of their servvices. Coordin nated Data – SO Governanc
OA ce
proces sses and roles will identify and manage thes relationships
se s.
Beyon the need for Coordinated D
nd Data – SOA Goovernance at bo
oth
the str
rategic and tact
tical levels, which may appea obvious to m
ar many
reader the depende
rs, encies and syn nergies betwee MDM and SO
en OA
are a s
significant seco
ondary focus fo coordinated EDM and
or
SOA s strategies.
Significant MD and SOA
DM A
Depeendencies and Syner
rgies
Master Data is the coonsistent and u
uniform set of id
dentifiers (data and
a)
extend attributes (metadata) that describe the c
ded t core entities of the
prise, and that a used acros multiple business processe
enterp are ss es.
Some examples of such core entitie are:
es
Pa
arties – custom mers, prospects people, employees, vendor
s, rs,
su
uppliers, or trad
ding partners
Places – location offices, reg
ns, gional alignmen or geographies
nts,
Th
hings – accoun assets, policies, products or services
nts, s,
Hence Master Data is not all your d
e, data, just the s
subset of your ddata
that is required for sh
haring and stan
ndardization. B definition, it is
By
infrequuently changed and is often re
d eferenced by b business processes,
events transactions, and, of course reusable ser
s, e, rvices. This is
Master Data’s and M MDM’s undeniab linkage to S
ble SOA strategies s,
proces sses, and activvities.
Using the organizatio
on’s Enterprise Data Model as a jump-start, the
e s
scope of Master Data includes the c
a core set of sub
bject area elem
ments,
which is maintained i a referencea
in able metadata repository. In
Master Data can help brea down
ak additio a standard set of services (e.g. SOA) for manipulating,
on, r
operational silos, which is a changing, and reusin these data o
ng objects is develloped as part o the
of
natural syner with the SOA
rgy S MDM c change manag gement and gov vernance proce esses.
mission to do the same via
o a
cross-domain services and
n d Succe essful MDM proograms start with organization commitmen and
nal nt
their reusabil
lity. shared accountabilities within the c
d context of an ovverall EDM stra
ategy.
Master Data is share across dispa
ed arate IT system and groups.
ms
MDM e encompasses areas such as Customer Data Integration (C CDI),
Produc Information M
ct Management (PIM), and Glob Data
bal
Synchronization Netw work (GDSN). It supports conformance and d
auditin accurate reporting, and a single view of t customer
ng, the
initiativ
ves. MDM also partially overlaps the areas of Identity
o
Manag gement (IM) an Business Int
nd telligence (BI) s
systems, as we as
ell
data quality and data integration.
a
8

9. When organizations use Master Da at an enterp
ata prise level, the need
parate, departm
for sep mentally mainta ained “versions of the truth” is
s s
allevia
ated. Although users often sa they want a “
ay “single view of the
data,” what they really want are mu ultiple views for multiple
r
stakehholder types. T
This is where m metadata directly relates to MD DM,
where the reference of one interpre etation or view of the Master D Data
to the “gold standard source can b managed via metadata.
d” be a
There can also be reelated impacts o the real-time transformatio
on e ons
SOA naturally exposes data
S a betwee data stores and the usage of data, generally requiring
en e
is
ssues to more people, proc
e cesses, metadata transforma ations of “in-flight” data. Henc these
ce,
an integrated systems. A focus
nd d progreessive SOA cap pabilities raise new data management issue es
on EDM is nee
n eded when in beyond those normally addressed b traditional E
by EDM, MDM, and d
suupport of a SO Through EDM,
OA. h Data GGovernance for “static” data.
r
an primarily th MDM aspe of
nd he ect
EDM, organiza
E ations achievee Despit vendor claim MDM has m
te ms, more to do with (Data and SOA)
coonsistency, accuracy, and Gover rnance, process ses, data quality, Metadata MManagement, a and
in
ntegrity of info
ormation asse in
ets (data a services) s
and stewardship tha technology. Packaged
an
solutio
ons, which gene main-specific remedies, often
erally tout dom
suupport of key strategic initi
y iatives, lack suubject area inte
egration and te to provide inadequate
end
su as the su
uch uccessful migrration metadata manageme ent.
oward a SOA environment.
to
Recen ntly, an analyst firm predicted that 70 percen of Fortune 10
nt 000
organizations will app MDM progr
ply rams by 2010 t ensure the
to
accura and integrit of commonly shared busine information for
acy ty y ess n
compli iance, operatio
onal efficiency, and competitiv differentiatio
ve on
purpos (0.7 probab
ses bility). They als predicted th 60 percent o
so hat of
organizations implem menting both CDI and PIM init tiatives will link these
k
efforts as part of an o
s overall EDM strategy (0.7 proobability).
Accord dingly, MDM is a critical compponent within a organization
an n’s
drive toward EDM. O Organizations implementing b both EDM and SOA
prograams should link all these effor (MDM, EDM and SOA) du to
k rts M, ue
the economies, syne ergies, and dep pendencies of the MDM and D Data
Gover rnance aspects of EDM with S
s SOA Governan and service
nce es
portfolio developmennt.
The ne for MDM is often identifie within the EIA domain of an
eed s ed n
overall EA initiative. The other half of most EA ini
f itiatives, beside the
es
data, is services and applications. Lack of consis stent and accur rate
referen information is seen as a s
nce n strategic barrie to enterprise
er
agility, operational ef
, fficiency, and c
competitive diffeerentiation.
What MDM Can Learn Fro SOA
n om
MDM a SOA have generally evolved separately in the past bu
and e y ut
share many similar d
design principle For example:
es.
Contract First – Interfaces in M
MDM and servic definitions
ces
(i. WSDL) in S
.e. SOA
Reusability – Da conformanc in MDM, and fundamental and
ata ce d
coomposite servic designs in S
ce SOA
Discoverability – Data through the master dat repository in MDM
ta n
an services through the servic registry in SOA
nd ces
Abstraction – Soource data syst tem complexity and MDM, an
y nd
unnderlying servic complexity with SOA
ces y
Additioonal SOA paradigms can also contribute to the maturity of
o f
MDM. For example, MDM doesn’t typically embra SOA’s prin
ace nciple
of “loo coupling.” However, extending MDM wit loose coupling
ose th
(i.e. a federated appr
roach) allows s
support for SOA semantic
A’s
confor rmance needs. Loose couplin should be applied internall also
ng ly
to crea an agile MD system. Su an agile se
ate DM uch ervice-oriented MDM
9

10. system provides data quality, confo
m a ormance, and o other MDM
functio
onality as busin
ness or data se
ervices, which c be enabled for
can d
human application, e
n, external party, or business se
ervice consump
ption.
MDM s systems should also be built or configured t handle exten
d to nsible
data tyypes (XML, HT
TML, PDF, etc.) to expose the Master Data m
) e model
as par of the Enterprise Data Mode for services c
rt el consumption.
Inform
mation Architect should devel unifying sch
ts lop hemas for merging
differe content type with XML’s increasing ado
ent es; option as the
standa for informat
ard tion exchange, barriers to conntent convergeence
(e.g. v business or presentation s
via services) can be mitigated.
e
Why SOA Need MDM
ds
While SOA enables i integration and data exchange through serv
d vices,
such in
ntegration is on marginally u
nly useful without a common
vocabulary of data coontent and struucture. MDM d defines how an
organization’s enterpprise establishe and maintain such a
es ns
vocabulary; so to fully adopt and immplement a SOA program, an
organization must firs address MDM.
st
EDM and SOA are integral parts of
E A l One of the first steps when creating service-orient applications is
s g ted
the
t same EA p puzzle and neeither alignin Master Data reference dat and Metada as a precursor to
ng a, ta, ata
SOA d designs. Witho a focus on M
out MDM within the broader conte of
e ext
can
c mature su uccessfully wi ithout
an EDM program, it b becomes impossible to comm municate inform
mation
the
t other. As with the man ny about transactions, b because there i no common understanding of
is
dependencies and synergie for
d s es basic bbusiness objec to which ser
cts rvices and events refer. Serv
vices
the
t simultaneo implemen
ous ntation don’t kknow where to access the “go standard” single version of the
old
of
o both these strategies, a truth fo master data information su as custome product, etc.
or uch er,
common fram
c mework and maturity
m Moreo over, this data h to be the sa
has ame between p producers and
model can len itself to the
m nd e consum mers of service in terms of s
es structure as we as content.
ell
evaluation of o
e organizationa
al
readiness as well as to the
r e As bussiness process become inc
ses creasingly dyna amic, as well as
s
broade in scope, the data stewards
er e ship aspect of EDM grows in
planning of ro
p oadmap initiattives
importtance. Also, as many applica
s ations interact w data throug
with gh
for
f these strat tegies in a multipl levels of serv
le vices, the impa of even sma data structure
act all
coordinated fa
c ashion. changes may be sign nificant even if not obvious. HHence, coordinnated
EDM w the SOA s
with services should generally be instituted as
coordinated Data – SSOA Governance and MDM p processes
and chheckpoints.
echnical interse
The te ection of MDM a SOA occurs at the Enterprise
and
Data a Metadata S
and Services layer. MDM is one o the most imp
of portant
compo onents of the E
Enterprise Data and Metadata Services layer
a r,
providing the necesssary semantic inntegration of se ervices for Masster
Data. For data services to provide consistent info ormation to
consummers across m oviders, it is imperative that data
multiple data pro
and metadata incons sistencies, disc
crepancies, and redundancies are
d s
addresssed. Thus, MDM provides th functionality for the data
his y
service of a SOA pr
es rogram.
Coorrdinated Se
ervice-Orie
ented Data Architect
a ture
for C
Coordinated EDM and SOA Stra
d ategies
Both th Framework and Capability Maturity Mode (CMM) that w
he y el we
introdu here are ba
uce ased on a Coordinated Servic ce-Oriented Daata
Archite
ecture (C-SOD DA). As the nam implies, the C-SODA is bu
me e uilt
upon ddata architecture, or at least t data archite
the ecture aspects that
support a service-oriented environm ment.
The C-SODA Framew work is not inte
ended to suppla existing full-
ant
fledged EDM or SOA frameworks o maturity mod
A or dels. Instead it will
t
10

11. compleement these by specifically id
y dentifying the d
dependencies aand
synerg
gies, as well as the evaluation criteria and m
s n maturity phases of
s,
these coordinated strrategies.
For exxample, with Hitachi Consultin
ng’s IDEA Frammework (Initiatio –
on
Deploy yment – Enableement – Agility and CMM for SOA-specific
y) r
evaluaation and roadm analysis, t C-SODA Fr
map the ramework and CMM
can be thought of as an evolution o this for specif
e of fically EDM – S
SOA
strateg and coordination maturity.
gy
Note, however, that w only mode
with erate adjustmen the C-SOD
nts, DA
Frameework and Matu urity Model can be used as a more complete
n e
EDM a and/or SOA strrategy tool. The C-SODA pre esented here,
howev is intended to gauge and drive an organ
ver, d nization’s strate
egic
readiness for the nec
cessary coordin nation and mat
turity along the
e
Frameework’s dimens sions in both the EDM and SO domains.
OA
C-SO
ODA Frame
ework Overview
EDM a SOA progr
and rams are inhereently complex. To be success
sful,
they re
equire careful p
planning and exxecution along several
ependent dimensions. Further, when these p
interde programs are t be
to
execut in parallel (
ted (the case for m
many companies coordination
s), n
betwee EDM and SOA concerns is required to promote succes
en ss.
Hitachi Consulting us a proven fr
ses ramework to ev valuate seven c
critical
dimenssions that dete
ermine the strattegic readiness of an EDM, S
s SOA,
or C-S
SODA program. The key ques stions to ask fo each area ar
or re:
Sttrategy: Are th high-level overarching bus
he siness strategie
es
cleearly described and how do these impact d
d, decisions about data
t
an services?
nd
Prrocess: Are th core business and IT proce
he esses
efffective, efficien and support
nt, tive in managin strategic dat
ng ta
an services?
nd
Metrics: Is the right mix of me easures for key performance
y
indicators utilized?
Da ata: Is the righ data and me
ht etadata available to support coore
prrocesses and s strategic services?
Seervices/Applic cations: Does the software a systems
s and
ennhance core pr rocesses and e enable reusable Services
e
an Data?
nd
Architecture: Is the correct in
s nfrastructure an enterprise
nd
arrchitecture in place to support the business with necessary
t y
Da and Services?
ata
Peeople: Are the human and organizational c
e capital applied t
to
co processes a
ore appropriate and sufficient?
Figure 1 – C-SODA Fram
mework Overv
view
While all framework ddimensions woould be address in detail for an
sed
EDM o SOA Strateg Roadmap, w primarily foc on the Proc
or gy we cus cess,
Archite
ecture, and Data components in the context of coordinating
s t
EDM a SOA progr
and ram objectives, dependencies and synergie
, s, es.
The otther componen are referenc secondarily within the
nts ces y
C-SOD framework.
DA
The C-SODA Framew work consists o seven dimen
of nsions as show in
wn
Figure 1, for which co
e oordinated EDM and SOA str rategies can bee
evaluaated, and for wh
hich a roadmap of initiatives c be formula
p can ated to
improv the organiza
ve ational capabilit
ties and maturity. The intenti is
ion
that the determination of an organizzation’s strateg readiness fo its
gic or
combined EDM – SO capabilities along each of these dimensio
OA ons
11

12. will he gauge the organization’s o
elp overall maturity in this regard. This
will, by definition, inc
y clude some stan nd-alone EDM and SOA
capabilities, but will f
further focus on the synergistic nature of the
n ese
strateg gies and the deependencies an coordination points
nd n
discus ssed earlier.
As suc when considering the dimensions of the C-SODA
ch,
Frameework, the follow
wing rules app
ply:
1. Not all seven dimmensions carry the same weighted priority f a
y for
oordinated EDM – SOA strate
co M egy. For the pu urpose of prom
moting
maturity along th necessary c
m he coordination an integration p
nd points
of these strategies, the dimens
f sions of Proces Data, Servic /
ss, ces
Applications, and Architecture are considered “Primary”
d
dimensions, while the Strategy Metrics, and People dimens
y, sions
ar considered “
re “Secondary.” T primary dim
The mensions are those
th directly impa the decisions and approach for the
hat act
co
oordination of tthese strategies while the sec
s, condary dimen nsions
ar utilized for context and in s
re support of the c
coordination
ap
pproach for the primary dimen
e nsions
2. Primary dimensi ions are genera addressed in greater deta and
ally ail
mphasis when evaluating an organization and/or formulating a
em
ro
oadmap of initiaatives to achiev greater orga
ve anizational matturity
3. Th Primary and Secondary de
he d esignations for dimensions (a
r and
th component can be adjusted for an org
heir ts) ganization’s neeeds
It may not seem obvi ious as to why some dimensions, such as
Strateg are not con
gy, nsidered Primary. The reason for this is that
n t
although these other dimensions ne to be acco
r eed ounted for in
providing context and support for th primary dime
d he ensions, they w
will
norma not have dir
ally rect impact on the need for or implementatio of
r on
the coordinated EDM and SOA stra
M ategy aspects.
For ex xample, the Strategy dimensio which in the context of the
on, e e
Frame ework means th “business st
he trategy,” only h indirect imp
has pact
on the needed servic
e ces, architectur and data. T
re, Thus, by addres ssing
the Pro ocess (e.g. Data – SOA Gove ernance, MDM, Metadata
Manag gement, and Se ervices – Data Stewardship), Data (e.g. Master
Data, Metadata, and reference data Services / A
a), Applications (e.g.
SOA S Services Portfoolio, related Metadata Manage ement, and Ser rvice
initiativ
ves’ designs, to
ools, and best practices), and Architecture (
d (e.g.
SOA a data infrast
and tructure and tools), in the greatest detail dur
ring
evalua ation and/or roaadmap initiative planning, we will have a
es e
sufficieently complete picture of how to establish an evolve the
w nd
organization’s coordi inated EDM – S SOA capabilitie es.
Fine-T
Tuning and U
Utilizing the C-SODA Fra
amework
Evolving the C-SODA Framework f your organiz
A for zation’s needs, both
,
initially and as your E
y EDM and SOA strategies mat
ture, involves th
he
following steps:
1. Determine / Connfirm the Prima and Second
ary dary dimensions, and
fu
urther determine / confirm the dimensional components for r
co
onsideration (see Figure 9). TThis is the C-S
SODA that will b
be
us for your org
sed ganization, or a least for the program or init
at tiative
un
nder consideraation.
2. Apply the C-SOD to evaluate the current sta of your
DA e ate
oordinated EDM – SOA strate
co M egies:
a. This can be as detailed as necessary to drive the granu
e s ularity
of capabilitie and potentia initiatives for improved mat
es al r turity.
12

13. b. Rate each d dimension and component for the current sta
r ate
capabilities relative to the desired current state; this is n
not
the desired future state, bu a readout of how well the E
ut EDM –
SOA Proces sses, Architect ture and Data m meet current ne eeds.
c. Typically a c color-coded (e.g. red, yellow, green) or num mbered
rating system will be applie use what is consistent wit
ed; s th
your organizzation’s needs.
3. In addition to evaluating the cu
n urrent state usin the C-SODA
ng A
Frramework, inve entory the initia
atives that are u
underway or kn nown
to be starting soon for which im
o mprovements w be made to the
will
ra
ating of the curr
rent state.
4. Determine the desired future v vision of the ent
terprise based upon
th same C-SOD Framework you utilized to evaluate the
he DA k o
cu
urrent state:
a. This can be done for short (e.g. six mont
e t ths), intermediaate
(e.g. one ye ear), or long-ter (e.g. 18 months or two to t
rm three
years) goals as needed
s
b. If a long-term goal is desir
m red, it is useful to break this down
further into wwhat will be acccomplished at intermediate p points
in time along the way
5. Determine what the gaps are to be filled betw
o ween the C-SODA
cuurrent state plu the known in
us nitiatives for the timeframe inv
e volved
an the desired future vision of the C-SODA. The gaps to b
nd f be
filled may be furt ther granulized into intermediate steps as
d
deesired, especia if long-term goals are expected.
ally m
6. Upon evaluating the gaps in C-
g -SODA capabilities to be
acccomplished, d develop initiativ definitions fo filling these g
ve or gaps
7. Laastly, prioritize and schedule the gap filling initiatives to ac chieve
th desired C-SO
he ODA capabilitie es
Figure 2 – Prim
i mary and Seco
ondary Dimens
sions and Com
mponents of th C-SODA Fr
he ramework
13