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.

y in the past bule:

ces definitions

d fundamental

ta repository inSOA

y and MDM, an

the maturity of ace SOA’s printh loose coupliA’s semantic pplied internall

ervice-oriented

need s the

DM, Data

ons

es d

A) and

000

n for on of

k these

n’s SOA

ue to Data es

n es the rate

ut

and

n MDM

nd

fnciple ng

ly also MDM

Etctdtocmerpfc

EDM and SOAthe same EA pcan mature suthe other. As dependenciesthe simultaneoof both these common frammodel can lenevaluation of oreadiness as planning of rofor these stratcoordinated fa

A are integralpuzzle and neuccessfully wiwith the man

s and synergieous implemenstrategies, a

mework and mnd itself to theorganizationawell as to the

oadmap initiattegies in a ashion.

l parts of either ithout

ny es for ntation

maturity e al e tives

systemfunctiohuman MDM sdata tyas parInformdifferestanda(e.g. v

Why While such invocaborganivocaborgani One oaligninSOA dan EDabout basic bdon’t ktruth foMoreoconsum As busbroadeimportmultiplchangEDM wcoordiand ch The teData acompoprovidData. consumand maddresservice

Coorfor CBoth thintroduArchiteupon dsuppo The Cfledge

m provides dataonality as businn, application, e

systems shouldypes (XML, HTrt of the Enterp

mation Architectent content typeard for informatvia business or

SOA NeedSOA enables integration is onulary of data cozation’s enterpulary; so to fullzation must firs

f the first stepsng Master Datadesigns. WithoM program, it btransactions, bbusiness objecknow where to or master data

over, this data hmers of service

siness processer in scope, thetance. Also, asle levels of serves may be signwith the SOA snated Data – S

heckpoints.

echnical interseand Metadata Sonents of the Eing the necessFor data servi

mers across metadata inconsssed. Thus, Mes of a SOA pr

rdinated SeCoordinatehe Framework uce here are baecture (C-SODdata architecturt a service-ori

-SODA Framewd EDM or SOA

a quality, confoness or data seexternal party,

d also be built TML, PDF, etc.)rise Data Modets should develes; with XML’s tion exchange,presentation s

ds MDM integration andnly marginally uontent and struprise establishey adopt and imst address MD

s when creatinga, reference datout a focus on Mbecomes impobecause there icts to which seraccess the “goinformation su

has to be the saes in terms of s

ses become ince data stewardss many applicavices, the impanificant even if services shouldSOA Governan

ection of MDM aServices layer. Enterprise Datasary semantic inces to provide

multiple data prosistencies, discDM provides th

rogram.

ervice-Oried EDM andand Capability

ased on a CooDA). As the nam

re, or at least tented environm

work is not inteA frameworks o

ormance, and oervices, which cor business se

or configured t) to expose theel for services clop unifying schincreasing ado barriers to con

services) can be

d data exchanguseful without aucture. MDM des and maintainmplement a SO

M.

g service-orientta, and MetadaMDM within thessible to commis no common rvices and eveold standard” such as customeame between pstructure as we

creasingly dynaship aspect of

ations interact wact of even smanot obvious. H generally be ice and MDM p

and SOA occu MDM is one o and Metadatantegration of seconsistent info

oviders, it is imcrepancies, andhis functionality

ented Datad SOA Stray Maturity Moderdinated Servicme implies, thethe data architement.

ended to supplaor maturity mod

10

other MDM can be enabledervice consump

to handle extene Master Data mconsumption. hemas for meroption as the ntent convergee mitigated.

e through serva common

defines how an ns such a A program, an

ted applicationata as a precure broader contemunicate inform

understandingnts refer. Servingle version oer, product, etcproducers and

ell as content.

amic, as well asEDM grows in

with data througall data structuHence, coordinnstituted as processes

rs at the Enterof the most impa Services layerervices for Mas

ormation to perative that d

d redundanciesy for the data

a Architectategies

el (CMM) that wce-Oriented Dae C-SODA is buecture aspects

ant existing fuldels. Instead it

d for ption.

nsible model

ging

ence

vices,

s is sor to ext of

mation of

vices f the .

s

gh re

nated

prise portant r, ster

ata s are

ture

we ata uilt that

l-t will

Figure 1 –– C-SODA Fram

mework Overv

complesynergthese For exDeployevaluacan bestrateg Note, FrameEDM ahowevreadinFrame

C-SOEDM athey reinterdeexecutbetwee Hitachdimensor C-S

Stclean

Prefan

Min

Dapr

Seenan

AarDa

Peco

view While EDM oArchiteEDM aThe otC-SOD The CFigureevaluaimprovthat thcombi

ement these bygies, as well ascoordinated str

xample, with Hiyment – Enableation and roadme thought of as gy and coordin

however, that wework and Matuand/or SOA strver, is intendedess for the nec

ework’s dimens

ODA Frameand SOA progrequire careful pependent dimeted in parallel (en EDM and S

i Consulting ussions that dete

SODA program

trategy: Are thearly describednd services? rocess: Are thffective, efficiennd services? etrics: Is the dicators utilizeata: Is the righrocesses and services/Applicnhance core prnd Data? rchitecture: Isrchitecture in pata and Serviceople: Are theore processes a

all framework dor SOA Strategecture, and Daand SOA progrther componenDA framework.

-SODA Framewe 1, for which coated, and for whve the organizae determinationed EDM – SO

y specifically ids the evaluationrategies.

tachi Consultinement – Agilitymap analysis, t

an evolution oation maturity.

with only modeurity Model canrategy tool. Thd to gauge and cessary coordinsions in both th

ework Overams are inhereplanning and exnsions. Furthe(the case for mOA concerns i

ses a proven frermine the strat. The key ques

he high-level od, and how do

he core businent, and support

right mix of med? ht data and mestrategic serviccations: Doesrocesses and e

s the correct inlace to supportes?

e human and oappropriate an

dimensions wogy Roadmap, wta componentsram objectives,nts are referenc

work consists ooordinated EDhich a roadmapational capabilitn of an organiz

OA capabilities

dentifying the dn criteria and m

ng’s IDEA Framy) and CMM forthe C-SODA Frof this for specif

erate adjustmenn be used as a e C-SODA predrive an organ

nation and mate EDM and SO

rview

ently complex. xecution alongr, when these p

many companiess required to p

ramework to evtegic readinessstions to ask fo

verarching busthese impact d

ss and IT procetive in managin

easures for key

etadata availabes?

s the software aenable reusable

nfrastructure ant the business

rganizational cd sufficient?

ould be addresswe primarily focs in the context, dependenciesces secondarily

of seven dimenM and SOA strp of initiatives cties and maturzation’s strategalong each of

11

dependencies amaturity phases

mework (Initiatior SOA-specific ramework and fically EDM – S

nts, the C-SODmore complete

esented here, nization’s strateturity along theOA domains.

To be success several programs are ts), coordinationromote succes

valuate seven cs of an EDM, Sor each area ar

siness strategiedecisions about

esses ng strategic dat

y performance

le to support co

and systems e Services

nd enterprise with necessary

capital applied t

sed in detail focus on the Proct of coordinatins, and synergiey within the

nsions as showrategies can becan be formulaity. The intenti

gic readiness fothese dimensio

and s, of

on –

CMM SOA

DA e

egic e

sful,

to be n ss.

critical SOA, re:

es t data

ta

ore

y

to

r an cess, g

es.

wn in e ated to ion is or its ons

will hewill, bycapabstrategdiscus

As sucFrame

1. NcomofAdiarthcoarap

2. Pemro

3. Thth

It may Strategalthouprovidnormathe co For exFrameon thethe ProManagData, SOA SinitiativSOA aevaluasufficieorgani

Fine-TEvolviinitiallyfollowi

1. Dfucousun

2. Aco

a.

elp gauge the oy definition, incilities, but will fgies and the dessed earlier.

ch, when consiework, the follow

ot all seven dimoordinated EDM

maturity along thf these strategipplications, anmensions, whire considered “hat directly impaoordination of tre utilized for cpproach for therimary dimensimphasis when oadmap of initiahe Primary and

heir component

not seem obvigy, are not congh these othering context and

ally not have dirordinated EDM

xample, the Strework means the needed servicocess (e.g. Dagement, and SeMetadata, and Services Portfoves’ designs, toand data infrastation and/or roaently complete zation’s coordi

Tuning and Ung the C-SODAy and as your Eng steps:

etermine / Conurther determinonsideration (ssed for your orgnder considerapply the C-SODoordinated EDM

This can beof capabilitie

rganization’s oclude some stanfurther focus onependencies an

dering the dimwing rules app

mensions carryM – SOA stratehe necessary ces, the dimensd Architecture le the Strategy“Secondary.” Tact the decisiothese strategiesontext and in s

e primary dimenions are generaevaluating an

atives to achievd Secondary dets) can be adju

ious as to why nsidered Primar dimensions ned support for threct impact on

M and SOA stra

ategy dimensiohe “business stces, architecturta – SOA Goveervices – Data reference data

olio, related Meools, and best tructure and toadmap initiativepicture of how

inated EDM – S

Utilizing the A Framework fEDM and SOA

nfirm the Primae / confirm the ee Figure 9). Tganization, or a

ation. DA to evaluateM – SOA strate

e as detailed ases and potentia

overall maturity nd-alone EDM n the synergistnd coordination

ensions of the ply:

y the same weiegy. For the pucoordination ansions of Procesare considered

y, Metrics, and The primary dimns and approas, while the sec

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),

a), Services / Atadata Managepractices), andols), in the grees planning, we

w to establish anSOA capabilitie

C-SODA Frafor your organizstrategies mat

ary and Seconddimensional c

This is the C-Sat least for the

e the current staegies:

s necessary to al initiatives for

12

in this regard.and SOA

ic nature of then points

C-SODA

ghted priority furpose of prom

nd integration pss, Data, Servicd “Primary” People dimensmensions are tch for the condary dimencoordination

in greater detand/or formulati

anizational matr dimensions (aganization’s nee

ons, such as n for this is that

ounted for in ensions, they wr implementatio

e context of thehas indirect impThus, by addres, Metadata Data (e.g. Ma

Applications (e.ement, and Serd Architecture (atest detail dure will have a nd evolve the es.

amework zation’s needs,ture, involves th

dary dimensionomponents for

SODA that will bprogram or init

ate of your

drive the granur improved mat

This

ese

for a moting points ces /

sions hose

nsions

ail and ng a turity and eds

t

will on of

e pact ssing

ster g. rvice (e.g. ring

, both he

s, and r be tiative

ularity turity.

Fiigure 2 – Prim

mary and Seco

b.

c.

3. InFrtora

4. Dthcu

a.

b.

5. Dcuanfilde

6. Uac

7. Lath

ondary Dimens

Rate each dcapabilities the desired SOA Proces

Typically a crating systeyour organiz

n addition to evramework, inve

o be starting soating of the curretermine the d

he same C-SODurrent state:

This can be(e.g. one yeyears) goals

If a long-termfurther into win time alon

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

us the known infuture vision ofther granulized

ally if long-termg the gaps in C-develop initiativ

and schedule ODA capabilitie

mponents of th

component fordesired currenut a readout of ture and Data m.g. red, yellow,ed; use what is.

urrent state usinatives that are umprovements w

vision of the entk you utilized to

t (e.g. six montrm (e.g. 18 mo

red, it is useful ccomplished at

o be filled betwnitiatives for thef the C-SODA.d into intermed

m goals are exp-SODA capabi

ve definitions fothe gap filling ies

he C-SODA Fr

13

r the current stat state; this is nhow well the E

meet current ne green) or nums consistent wit

ng the C-SODAunderway or kn

will be made to

terprise based o evaluate the

ths), intermedianths or two to t

to break this dintermediate p

ween the C-SOe timeframe inv The gaps to biate steps as ected. lities to be

or filling these gnitiatives to ac

ramework

ate not EDM – eeds.

mbered th

A nown the

upon

ate three

own points

DA volved be

gaps chieve

Figure 3 – C

As shobusinebusinenecessdimenspecifisome for themay pas neeperceireporte

The CIn supincrea(Integrfurtherwould EDM aamong Figurean EAfoundathe othand dothere mof servthe org

Conceptual Se

own in Figure 2ess and IT comess and IT (andsary in order tosions. Furtheric C-SODA Fraof these compo

e way your busiurposely emph

eded for your oved overall anded as such acc

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

2, many of the mponents. Thusd combined) inio drive improvermore, in the coamework for yoonents or their iness or initiativ

hasize selectedorganization’s sd dimensional cording to the s

Capability MSODA Framewoonal capabilitieOA) Capabilityt a Service-Orie increasing orgdination will havs, increase the

nceptual view oation Layer at tnd data platformces layers. NotA services, repr“SOA / ESB” dns as well as d

d Data Archite

C-SODA dimes, there will potitiatives in a co

ed capabilities wourse of develoour organization

dimensional tives are organizd key business situation, althoumaturity should

standards laid o

Maturity Moork for evaluaties and maturityy Maturity Modeented Data Arcganizational mve the end goacapabilities of

of a typical SOhe center, reprm services thatte that there wiresented in the omains to addrifferent functio

ecture (SODA)

14

nsions have botentially be bot

oordinated fashwithin most oping or refiningn, you may adjes if it makes szed. Hence, yoor IT compone

ugh the level ofd stay true andout in this pape

odel on or striving f

y, is the C-SODel. But first, letchitecture (SODaturity as well

al in mind to, its’ SODA.

DA. Here, theresenting the t will be reusedill be multiple la drawing as twress different lenal domains w

)

oth th hion

g a ust sense ou ents f

d be er.

for DA t us DA) as

re is

d in ayers

wo (but evels ithin

Figure

e 4 – Building B

In Figusourcethe Usthird-porchesthese (i.e. neabout notify messaa powein the Figurealong PhasebuildinEDM osciencbefore Since blockssome of the strateglevels,most cassessGoverprereqblocksone prbuildinorganiattentiblocks

Blocks of the

ure 3, the SOAes from the datser Experience party). Also, thistrate the serviworkflow manaew forms of Mewhich servicesusers / system

aging, and howerful architectuenterprise.

e 4 shows the bthe maturity pa

e, data and servng block at eacor SOA strategce, all building be the organizati

it is not unusuas accomplishedroom for interporganization.

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

s as they should

C-SODA EDM

A / ESB layers ata and services/ Presentation

is abstraction ace abstractionsagement capabetadata in this ps to invoke ands throughout w

w to manage SLure that optimiz

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

allows us to inss for automatiobilities, coupledparadigm) for d with what para

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

ved.

e some buildingher levels, therODA maturity lg blocks at low

g blocks at highould be fulfilledlevel during an

e of Figure 4, Dat least one

e earlier buildinServices, whichSODA. Thus, inve greater pay particular quisite building

oritized initiative

y Model

data ers at al or

w to re, s rules g to ute ovides ssets

hase zed

for the perfect ulfilled

g re is evel

wer her in

n Data

ng h is n

g es.

MossomsourmanServtheybut

st organizationme degree of crces, but still nagement of cvices; this geny are Centraliznot Optimized

Figure 5 – E

ns have reachcentralized Dahave inconsiscommon Datanerally meanszed or Managd.

EDM View of t

hed ata stent a and s ged

Note tFigureand/ororganifor concolors The mfollow.addresdepenassessboth) obecomor prog

the C-SODA E FigurediagraphaseevolutFrameProceswill groadvancapaborganiFrame Also nattempwithin Deploy

hat color-codine 4 can also be r component razation’s maturinsistency, as aor rating schem

more detailed C. These two viess an EDM perding upon the sment, roadmaof these C-SOD

me the primary gram or project

EDM – SOA Ca

e 5 displays moam for developis of the CMM, ionary steps fo

ework discussess, Data, Serviow in capabiliticed C-SODA silities can be utzation’s desire

ework dimensio

otable in the Cpting to evolve the Centralizedyment major ph

ng guidelines peutilized in the

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

ed future visionon and compon

CMM EDM viewtheir EDM andd or Managed hase) in maturi

er strategy leveC-SODA Framn evaluative assame coding / r these can be t for your organ

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

nent.

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

gst an organiz

uilding blocks C-SODA strate

e appropriate sions of the C-Se how each of ttecture dimenstion matures to

map” of progresfining the or each C-SOD

organizations thes currently falles (or the in order to optim

ional he used atever

hat

(or y ation,

egy

SODA the

sions o more ssive

DA

hat are l

mize

Figure 6 – S

SOA View of th

these to achmajor

he C-SODA ED

Figurelevels both thshow cimplemstrategthe apin Figua guiddetaile

strategies in coieve the Enablphase).

DM – SOA Cap

e 6 above is an from a primary

he CMM buildincapability matumenters. Hencgy and program

ppropriate groupure 4 would be ing vision for b

ed in each of th

oordination, orged or Optimize

pability Maturi

alternative viey SOA-centric png blocks and turity more so ince, as we develm, these two vieps. The C-SOutilized by all s

both the EDM ahese views.

ganizations mued strategy pha

ity Model

ew of the C-SOperspective. It the EDM view,

n terms of SOAlop a coordinatews may be utDA CMM buildstakeholders aand SOA capab

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

egy with d to and

SOA el by gram ers as

ConcThis pCoordneed oorganicompocoorditools toas in dachievstrateg OrganGoverorganilevel ovalue tas posEDM –SODApaper,furthergovern FurtheGovercheckpGoverstrategscratcone orappropsepararesponSOA G Also, imanagespecwell asform oachievthe Gofor addorganicheckpStewaincrea Hence– SOAand SOand coinformlevera Keep iuse anaccouoften m

clusions / aper, as well a

dinated EDM anof coordinated zations. It furt

onents require nation. We into assist us in th

developing a prve the future visgy level of matu

izations need trnance programzation, becaus

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

ustry standardsfinition and tranor an organizat

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

ordination shoutiatives to lay thC-SODA CMM

del and processrise data scopeated but more gDM, Metadata M

also expand toas expressed th

tion should devel with selected

ce responsibilitis. ComplementA resources anduring joint dat

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

anization’s desi

dopt an approprA Capability Mato be coordinate the potential tervices and datding block towad the Agility madance and tool

s and best pracnsition to an aption.

evelops / adoptly coordinate p

he other (SOA othat we rarely das coordinatedly already unde

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

ts a Data or SOprocesses, or Data) evolvindevelop these d entities from erway (or at leapt and adapt these initially -)define roles aordinated Data

ram or project funds initiativesthat span servico account in th

al building blockses. Moreoverded and stabiliz

al areas of the sses and and Services –his scope with

SODA CMM.

e a progressivees, and shared nated processernal education ts how to effects development

transactions mnd security, heterogeneous

for the n

te M as well to

OA r their est mal one, ed he C-his

OA

ng

ast

and a –

s, ces as

he ks for , as zed

– Data

e EDM Data es to ively .

may

s (and

Henceone apwhich simultacoordi AboveinvolveThis wrather properdiversethe nedevelo Lastly,organiand mmake catalysoptimiz

e, both data andpplication on anis another reasaneous EDM anated fashion.

e all, ensure boed in the desig

will help ensure than the techn

rly chartered Ce stakeholders

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

th business- ann of services, ithat the servic

nical partitioningOE or ICC can

s together earlyination during asting of coordin

lture of sharingis the underpin

ve C-SODA proir culture for mand communic

organization.

se increases thcomplicating moward greater rity, progressive

nd data-modeln addition to th

ces reflect busig of software o

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,

re alysts. lities A

the rive

esign,

ut the A, ould y be a DA

AuthKeith SenioKeith Wexecutdeveloexpertstrategsolutiosoftwastrategthe tecwith exstrategbest p Worfomanagcredenhonors He hasmanagmediuteamsbusineorganiwell asselectedeployexperiGoverHigh T

GlosCOE:CMM:C-SODEDM:ICC:MDM:PMO:SOA:SODA

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

DA: Coor Enter Integ Mast Prog Servi

A: Servi

itachi Consultore than 21 yeaess in strategicrge-scale syste

usiness and tecnd implementatng managers ated solutions fos. He is skilledn across organgoals, and dire

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

ce-Oriented Datanagement tency Center gement Management Orchitecture ata Architectur

20

T management chitecture, softwn. Worfolk is annizations for thes-aligned IT

oduce high-quaful completion d communicatiensuring alignreleases and t

echnologies, an

ternational andasters level well as an MBA

cts in lead , and has led

nt, and deploymof complementanagement of nd technical star strategic visioal developmentbreadth of Services, , Software Prodces.

ta Architecture

Office

re

and ware n e

ality of ing ment he nd

d Big 5

A with

ment tary

aff, as on, t and

ducts,

e

AbouAs Hitain the Uleader Global strategunderspracticstrategcommiand ac Hitachwell ascollaboengage For mowww.h

AbouHitachJapan384,00consocompamarkepower financ For moat http © 2008 HDriven Co“Building “PerformaConsultin

ut Hitachi Cachi, Ltd.'s (NYSUnited States, Ein delivering pro2000 companie

gy, people, procestand their uniqucal business stragy development itted to helping cchieve sustainab

i Consulting's cls many leading morative approachement.

ore information, hitachiconsulting

ut Hitachihi, Ltd., (NYSE:, is a leading g00 employees wlidated revenueany offers a widet sectors includr and industrial ial services.

ore informationp://www.hitachi.

Hitachi Consulting Corponsulting", "Dove Conthe Market Responsivance Management at t

ng Corporation.

ConsultingSE: HIT) global Europe and Asiaoven business aes across manyess and technoue business neeategies and techthrough applica

clients quickly reble ROI.

ient base includmid-market comh and transfer k

call 1.877.664.0g.com.

HIT / TSE: 65global electronicworldwide. Fisces totaled 10,2de range of sysding informatiosystems, cons

n on Hitachi, ple.com/.

poration. All rights ressulting" are all registeve Company,” “Businethe Edge of the Enterp

g Corporatconsulting comp

a, Hitachi Consuand IT strategiesy industries. Withlogy, we work weds, and to devehnology solutionation deploymenealize measurab

des 25 percent ompanies. We offknowledge throu

0010 or visit

501), headquartcs company wical 2006 (ende

247 billion yen (stems, productn systems, ele

sumer products

ease visit the c

erved. "Inspiring your red service marks of H

ess Intelligence at the prise” are all service m

21

tion pany, with operaulting is a recogns and solutions h a balanced vie

with companies telop and implemns. From businesnt, our consultanble business va

of the Global 10fer a client-focusughout each

tered in Tokyoith approximateed March 31, 20($86.8 billion). s and services

ectronic devicess, materials and

company's Web

next success!", "KnowHitachi Consulting CorEdge of the Enterprise

marks of Hitachi

ations nized to ew of to

ment ss nts are lue

00 as sed,

, ely 007) The in s, d

b site

wledge-rporation. e” and