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Optimizing the Benefits of EDM and SOA by Coordinating Strategies

Introducing the C-SODA Framework & CMM

Organizations often pursue strategies for enterprise data management (EDM) and service-oriented architecture (SOA) as separate programs and initiatives. However, there are important overlapping and interdependent components, processes, and quality checkpoints in which coordination is necessary to ensure the success of either strategy.

Building on the main points discussed in part one of this article, "The Case for Coordinated EDM and SOA Strategies" in October's SOA World Magazine, we'll introduce the Coordinated Service-Oriented Data Architecture (C-SODA) framework as an effective and flexible tool for assessing/driving coordination between EDM and SOA strategies and initiatives. The C-SODA toolkit also includes an EDM/SOA capability maturity model (CMM) toward progressive organizational maturity in gaining benefits from coordinated strategies.

While this framework and CMM do not preclude the need for more specific EDM/SOA programs, it does:

  • Identify dependencies and synergies between EDM/SOA strategies as well as key components
  • Promote more complete enterprise vision of EDM/SOA and interdependencies for an organization
  • Enable coordinated IT initiatives supporting dependencies, priorities, and synergies of EDM/SOA strategies that optimizes effectiveness
  • Provide guidance for improving EDM/SOA processes and coordinated maturity of evolving capabilities in both

Organizations should consider:

  • If pursuing an EDM or Master Data Management (MDM) strategy, ask if an SOA strategy is also underway or anticipated in the near future.

For many organizations these days, regardless of industry, the answer is usually an emphatic "Yes." If so, the transactional and services data and metadata associated with an SOA strategy should be considered for data governance and management, and possibly as master data, in a broader EDM strategy.

  • If pursuing an SOA strategy, ask which aspects of the transactional or services data and metadata associated with the SOA strategy should be considered for data management, and possibly as master data, in a broader EDM strategy.

Information quality management is a major component of SOA.

Key EDM and SOA Strategy Coordination Points
To help different organizational stakeholders better understand the strategy, EDM/SOA coordination points are presented separately by EDM and SOA perspectives. If a particular group is coordinating these from either perspective, they can use the appropriate list to guide EDM/SOA initiatives.

From the EDM Perspective
Key coordination points for an EDM - SOA strategy program include:

  1. Data governance and stewardship with SOA governance and services stewardship
  2. Organizational roles, processes, and strategic program/project decisions for SOA-related master data and metadata
  3. IT roadmap releases for interrelated services and data
  4. Master data with SOA services or the Enterprise Services Bus (ESB) that use/distribute this
  5. Enterprise Data Model with SOA services portfolio and releases
  6. Enterprise Information Architecture (EIA) releases with SOA services releases
  7. MDM and metadata management with SOA services' initiatives architecture and design
  8. EIA, MDM, and metadata management processes/tools with SOA services' initiatives design processes/tools
  9. Organizational processes and roles for EIA, MDM, and metadata management with SOA services architecture processes/roles
  10. EIA, MDM, and metadata management with SOA initiatives' enterprise services development teams
  11. MDM releases with SOA services portfolio/releases
  12. Metadata management with SOA Services Model and SOA-specific metadata (e.g., Web Services Description Language [WSDL], ESB configuration, and security settings)

More Stories By Keith R. Worfolk

Keith R. Worfolk is a senior architect with Hitachi Consulting. He has more than 21 years of senior IT management and executive-level success in strategic enterprise architecture, software development, and large-scale systems integration. He has strong international and Big 5 project experience. Keith earned an MBA from Duke University.

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