Introducing the C-SODA Framework and CMM
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Introducing the C-SODA Framework and CMM

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Part 2 white paper taking the premise of the necessity to coordinate your EDM / Data and SOA / services strategies and introducing a coordinated service-oriented data architecture framework and ...

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.

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Introducing the C-SODA Framework and CMM Introducing the C-SODA Framework and CMM Document Transcript

  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • As shoown in Figure 2 many of the C-SODA dimensions have bo 2, oth busine and IT com ess mponents. Thus there will pot s, tentially be bot th busine and IT (and combined) ini ess d itiatives in a co oordinated fash hion necess sary in order to drive improve capabilities w o ed within most dimensions. Further rmore, in the co ourse of develo oping or refining a g specifi C-SODA Fra ic amework for yo organization you may adjust our n, some of these compo onents or their dimensional ties if it makes s sense for the way your busi e iness or initiativ are organiz ves zed. Hence, yo ou may purposely emph hasize selected key business or IT compone d ents as neeeded for your oorganization’s s situation, althou the level of ugh f perceived overall and dimensional maturity should stay true and be d d d reporte as such acc ed cording to the s standards laid o in this pape out er. The C C-SODA C Capability M Maturity Mo odel In support of the C-S SODA Framewo for evaluation or striving f ork for increased organizatioonal capabilitie and maturity is the C-SOD es y, DA (Integr rated EDM – SOA) Capability Maturity Mode But first, let us y el. t further describe what a Service-Oriented Data Arc r t chitecture (SOD DA) would look like, since increasing org e ganizational maturity as well as EDM a SOA coord and dination will hav the end goa in mind to, ve al among other things increase the capabilities of its’ SODA. gst s, Figure 3 shows a con e nceptual view o a typical SODA. Here, there is of an EAI / Data Integraation Layer at the center, repr resenting the foundaation of data an data platform services that will be reused in nd m t d the oth SOA servic layers. Not that there wi be multiple la her ces te ill ayers and doomains of SOA services, repr A resented in the drawing as tw (but wo there m be more) “ may “SOA / ESB” domains to addr ress different le evels of serv vice abstraction as well as different functional domains within ns the org ganization. Figure 3 – C Conceptual Se ervice-Oriented Data Archite ecture (SODA) ) 14
  • In Figu 3, the SOA / ESB layers a ure A abstract the “go standard” d old data source from the dat and services consumers, w es ta s whether end users at the Us Experience / Presentation Layer or syste ser ems (operational or third-pparty). Also, thi abstraction a is allows us to insstitute workflow to w orches strate the service abstractions for automatio Furthermor s on. re, these workflow mana agement capab bilities, coupled with business rules d s (i.e. ne forms of Me ew etadata in this p paradigm) for d decision making about which services to invoke and with what para s ameters, how t to notify users / systems throughout w workflow progre ess, how to rou ute messa aging, and how to manage SL for process w LAs ses, further pro ovides a powe erful architectu that optimiz both data a services as ure zes and ssets in the enterprise. Figure 4 shows the b e building blocks for each C-SO ODA strategy ph hase along the maturity pa which ultim ath, mately leads to, in the Optimiz zed Phase data and serv e, vices managed as corporate assets. Each d buildin block at each phase level o the CMM has implications f the ng of for EDM o SOA strategies and capabi or ilities (or both). While not a p . perfect scienc all building b ce, blocks at a give strategy level should be fu en ulfilled before the organization considers th level achiev e he ved. Since it is not unusua for an organization to have some building al e g blocks accomplished at one level, a some at other levels, ther is s d and re some room for interp pretation as to t actual C-SO the ODA maturity level of the organization. However, since many building blocks at low e wer strateg phase levels are prerequis gy s sites to building blocks at high g her levels, the lower strategy level build , ding blocks sho ould be fulfilled in most ccases to hones declare a higher maturity level during an stly n assess sment. For exa ample, looking at the left side of Figure 4, D e Data Gover rnance is one pprerequisite to M MDM, which is at least one prereqquisite to EDM. And, some as spects of these earlier buildin e ng blocks are prerequisi s ites for Enterpr rise Business S Services, which ish one prrerequisite to m maturing the enterprise as a S SODA. Thus, in n buildin an initiatives roadmap inten ng s nded to achiev greater ve organizational maturity along the C-SODA CMM, pay particular filled underpinn attention to the unfulf ning and prereq quisite building g blocks as they should be addressed in earlier prio s d d oritized initiative es. Figure 4 – Building B e Blocks of the C-SODA EDM – SOA Capab M bility Maturity Model y 15
  • Note that color-codin guidelines pe strategy leve as shown in ng er el Figure 4 can also be utilized in the C-SODA Fram e mework dimensional and/or component ra r atings during an evaluative as n ssessment of th he organization’s maturi level. This s ity same coding / rating can be u used for con nsistency, as a suggestion, or these can be tailored to wha r atever colors or rating schem works best for your organ me t nization. The mmore detailed C-SODA CMM is shown in Figures 5 and 6 th s hat follow. These two vie . ews of the C-S SODA CMM are intended to e addres an EDM per ss rspective as we as a SOA pe ell erspective, depending upon the stakeholders in nvolved in the C C-SODA assesssment, roadma developmen or status rep ap nt, porting. Either (or both) o these C-SOD CMM views can be utilize but one may of DA s ed, y becom the primary “cheat sheet” f focus amongst an organization, me for or prog gram or projectt. Figure 5 – EDM View of t C-SODA E E the EDM – SOA Ca apability Maturity Model Figure 5 displays mo detail than t previous bu e ore the uilding blocks diagra for developing an organiza am ation along the C-SODA strate egy phases of the CMM, and it further ties these to the appropriate e evolutionary steps fo each of the p or primary dimenssions of the C-SSODA Frame ework discusse earlier. Hence, we can see how each of t ed e the Proces Data, Services / Applicatio ss, ons, and Archittecture dimenssions Mos organization have reach st ns hed will gro in capabilities over time as the organizat ow s tion matures to more o som degree of c me centralized Da ata advanced C-SODA s strategy phases This “roadm s. map” of progres ssive sourrces, but still have inconsis stent capabilities can be uttilized and ada apted when def fining the mannagement of c common Data and a organization’s desire future vision, overall and fo each C-SOD ed or DA Servvices; this gen nerally means s Frame ework dimensio and compon on nent. they are Centraliz or Manag y zed ged but not Optimized d. Also notable in the C CMM EDM view is that most o w organizations th are hat attemppting to evolve their EDM and SOA strategie currently fall d es l within the Centralized or Managed strategy phase (or the d es Deployyment major ph hase) in maturi ity. However, i order to optim in mize 16
  • these strategies in co oordination, org ganizations mu proceed further ust to achieve the Enabled or Optimize strategy pha ed ases (or the Agility major phase). Figure 6 – SOA View of th C-SODA ED – SOA Cap S he DM pability Maturi Model ity Figure 6 above is an alternative vie of the C-SODA CMM strate e ew egy levels from a primary SOA-centric p y perspective. It is consistent w with both th CMM buildin blocks and t EDM view, but is intended to he ng the d show c capability matu urity more so in terms of SOA stakeholders a n A and implemmenters. Henc as we devel a coordinat EDM and S ce, lop ted SOA strateg and program these two vie may be utilized in paralle by gy m, ews el the apppropriate group The C-SODA CMM building blocks diag ps. gram in Figu 4 would be utilized by all s ure stakeholders and implemente as ers a guiding vision for b both the EDM a SOA capab and bilities further detaile in each of th ed hese views. 17
  • Conc clusions / Next Steps s This paper, as well a the companio paper, The Case for as on Coorddinated EDM an SOA Strateg nd gies, makes the strong case f the e for need o coordinated EDM and SOA strategies and capabilities in of A d n organizations. It further showed wh strategic ED and SOA hat DM compo onents require our attention in order to facilit n tate appropriat te coordination. We int troduced the C- -SODA Framew work and CMM as M tools to assist us in th evaluation o organizational maturity as w o he of well as in d developing a pr rioritized, sequenced roadmap of initiatives to achiev the future vis ve sion of an orgaanization’s desired C-SODA strateg level of matu gy urity. Organizations need t develop / ad to dopt an appropr riate Data – SOOA Gover rnance program and C-SODA Capability Ma m A aturity Model for their organization, becaus these need t be coordinat at the highe se to ted est level o leadership initially to enable the potential t achieve optimal of e to value t the organiza to ation of their se ervices and data. This is job oone, as posssibly the highe priority build est ding block towa ards coordinate ed EDM – SOA capability maturity and the Agility ma phase of th C- d ajor he SODA CMM. In addition to the guid A dance and tool provided in this ls paper, there are indu , ustry standards and best prac s ctices that can further assist the def r finition and tran nsition to an ap ppropriate governnance model fo an organizat or tion. Furtheermore, as an o organization de evelops / adopt a Data or SO ts OA Gover rnance Model, i should closel coordinate p it ly processes, checkp points, and ownership with th other (SOA o Data) evolvin he or ng Gover rnance model. The reality is t that we rarely d develop these strateg gies and governance models as coordinated entities from d scratch. Instead, the are probably already unde ese erway (or at lea ast one or the other is). Hence, it is im r mportant to adop and adapt pt approp priate processe and checkpo es oints between tthese initially separa governance structures, as well as to (re- ate e s -)define roles a and responnsibilities to sup pport of more e enlightened coo ordinated Data –a SOA G Governance. Also, if the organization has an ove erarching progrram or project manag gement organiz zation (PMO) th plans and f hat funds initiatives s, especially enterprise architecture (E initiatives t EA) that span servic as ces well as data, this coo s ordination shou be taken into account in th uld he form o prioritized init of tiatives to lay th foundationa building block for he al ks achievving advanced C-SODA CMM strategy phas M ses. Moreover, as the Goovernance mod and process are expand and stabiliz del ses ded zed for add ditional enterpr rise data scope and functiona areas of the e al organization, the rela ated but more g granular processses and checkp points (e.g. MD Metadata M DM, Management, a Services – Data and Stewardship) should also expand to encompass this scope with o increasing maturity a expressed th as hrough the C-SSODA CMM. Hence the organizat e, tion should dev velop and scale a progressive EDM e e – SOA Maturity Mode with selected joint initiative and shared Data A el d es, and SO Governanc responsibiliti with coordin OA ce ies nated processees and coommunications Complement this with inter s. t rnal education t to inform EDM and SOA resources an stakeholders how to effectively A nd s leverage each other during joint dat and services development. ta s Keep i mind that ma business p in any processes and transactions m may use an reuse servic and data, a may deman security, nd ces and nd accountability, integr mance across heterogeneous (and rity, and perform s often m multi-enterprise transactions span. e) 18
  • Hence both data and services reus increases th dependence of e, d se he e one appplication on an nother, further complicating mmanagement effforts, which is another reas to evolve to son oward greater levels of aneous EDM a SOA matur simulta and rity, progressive and in a ely coordinated fashion. Above all, ensure both business- an data-modeling analysts ar e nd re involve in the design of services, in addition to th services ana ed he alysts. This w help ensure that the servic reflect business functionalities will ces nical partitioning of software o data stores. A rather than the techn g or proper chartered COE or ICC can also help facil rly n litate bringing t the diverse stakeholders together early and often to e e s y establish and drive the ne ecessary coordi ination during a stages of requirements, de all esign, develoopment, and testing of coordin nated EDM – S SOA initiatives. Lastly, promote a cul , lture of sharing and collabora g ation throughou the ut organization, as this is the underpinnning of successsful EDM, SOA, and more progressiv C-SODA pro ve ograms. The organization sho ould make this part of their culture for many reasons, b to especially be a but y catalys for the skills and communic st cations that will enable C-SODA optimiz zation for the oorganization. 19
  • Auth Bio hor Keith R. Worfolk Senior Architect, Hi itachi Consultting Keith W Worfolk has mo than 21 yea of senior IT management and ore ars T execut tive level succe in strategic enterprise arc ess c chitecture, softw ware develoopment, and lar rge-scale syste ems integration Worfolk is an n. n expert in directing bu t usiness and tecchnology organ nizations for the e strateg planning an implementat gic nd tion of business s-aligned IT solutio ons, and directing managers a staff to pro and oduce high-qua ality softwa and integrat solutions fo the successf completion of are ted or ful strateg IT programs He is skilled in shaping and communicati gic s. d ing the tec chnology vision across organizations, while ensuring alignment n with exxecutive team goals, and dire ecting planned releases and the strateg incorporatio of capabilitie emerging te gic on es, echnologies, an nd best practices for com mpetitive advantage. Worfolk is an empowwerment leader with strong int r ternational and Big 5 d managgement experieence, and complementary Ma asters level creden ntials in Compu Information Systems as w as an MBA with uter n well A honors from Duke Un s niversity. He has managed larg s ge-scale programs and projec in lead cts manag gement as well as chief archit l tect capacities, and has led , medium-sized techni ical architecture developmen and deploym e, nt, ment teams. His experience includes the employment of complement e tary busine and IT lead ess dership skills, in ncluding the ma anagement of organizations with as many as 250 managerial an technical sta as s nd aff, well as providing stro technology leadership for strategic visio s ong y r on, selecte emerging te ed echnologies, an the technica development and nd al t deployyment of compl technical so lex olutions. His bbreadth of experience in industr solutions inc ry cludes Public S Services, Gover rnment, Public Health, Teleco ommunications, Software Prod , ducts, High TTechnology, Inssurance, and F Financial Servic ces. Glos ssary COE: Center of Excellenc ce CMM: Capaability Maturity Model C-SOD DA: Coorrdinated Servic ce-Oriented Dat Architecture ta e EDM: Enterrprise Data Ma anagement ICC: Integ gration Compet tency Center MDM: Mast Data Manag ter gement PMO: Program / Project M Management O Office SOA: Serviice-Oriented Architecture SODA A: Serviice-Oriented Data Architecturre 20
  • Abou Hitachi C ut Consulting Corporat g tion As Hitaachi, Ltd.'s (NYS HIT) global consulting comp SE: pany, with operaations in the U United States, EEurope and Asia Hitachi Consu a, ulting is a recogn nized leader in delivering prooven business a IT strategies and solutions to and s Global 2000 companie across many industries. With a balanced vie of es y h ew strateg people, proce and technology, we work w companies t gy, ess with to undersstand their uniqu business nee and to deve and implem ue eds, elop ment practic business stra cal ategies and tech hnology solution From busines ns. ss strateg development through applica gy ation deploymen our consultan are nt, nts commi itted to helping c clients quickly re ealize measurab business value ble and acchieve sustainab ROI. ble Hitachi Consulting's client base includ 25 percent o the Global 10 as des of 00 well as many leading m s mid-market com mpanies. We off a client-focus fer sed, collabo orative approach and transfer k h knowledge throu ughout each engage ement. For mo information, call 1.877.664.0 ore 0010 or visit www.hhitachiconsulting g.com. Abou Hitachi ut Hitach Ltd., (NYSE: HIT / TSE: 65 hi, 501), headquarttered in Tokyo, Japan, is a leading g global electronic company wi approximate cs ith ely 384,00 employees w 00 worldwide. Fisc 2006 (ende March 31, 20 cal ed 007) consolidated revenue totaled 10,2 billion yen ( es 247 ($86.8 billion). The compa offers a wid range of sys any de stems, products and services in marke sectors includ et ding information systems, ele ectronic devices s, power and industrial systems, cons r sumer products materials and s, d financial services. For mo information on Hitachi, ple ore n ease visit the c company's Web site b at http p://www.hitachi. .com/. © 2008 HHitachi Consulting Corp poration. All rights reserved. quot;Inspiring your next success!quot;, quot;Knowwledge- Driven Coonsultingquot;, quot;Dove Consultingquot; are all registered service marks of H Hitachi Consulting Cor rporation. “Building the Market Responsiv Company,” “Busine Intelligence at the Edge of the Enterprise and ve ess e” “Performa ance Management at t Edge of the Enterp the prise” are all service m marks of Hitachi Consultin Corporation. ng 21