Tag Archives: entarch


While I am preparing to publish my next article on Information Management and taking the opportunity of a email discussion with Jean Evelette – the author of the very interesting website MARS – Metadata And Repository System – I realized that a clarification regarding information ownership was needed. Here is the famous question:


Who is owning the information?

I will not go into the philosophical debate whether or not the information should be owned…. Let’s say that for a practical matter, information needs, at least, to have a responsible at each point in its lifecycle (note that the responsibility may change overtime).

Such question deserves me to answer in 2 steps:
First, refering to my previous post: #INFOARCH – POST 2. THE STARTING POINTthe enterprise CIO is the owner of the Information Framework. The enterprise CIO is the Responsible (see RASCI model) to make the “implementation of the Information Governance accordingly to the defined Framework.” happen. e.g.: the CIO is the one responsible to have core information owners appointed (so called Master Data in our context – see the following post: MASTER DATA – SHORT DEFINITION ).

Then, this “owner” term is really sensitive especially since with the ownership comes the responsibilities… Most of the time, should I say always? ;), when we mention ownership, the discussion between who is owning what is coming right away…

The answer is quite simple to me:
Of course, the content (that we could also call “value” from a coder perspective 😉 ) is to be owned by the “Business people” (such as R&D engineers, buyers…)
But, in the other hand, the structure of the information (cf. its metadata and the way each information objects are connected to each others – so called information models) is to be owned by the CIO’s organization.

So, yes, at the end of the day, it is a shared responsibility that we are talking about. Shared, but not blurred responsibility, each party has a very clear and defined responsibility mission (see above). As always, one of the key is that each party stick to is own responsibility, without trying to fool his/her partner by either trying to overtake his/her counterpart responsibility or on the opposite way: trying to push his/her partner his own part of the work (without formal agreement/delegation first).

Having this in mind, you’ll be ready for my next post… coming soon 🙂

General Note: I use Information instead of “Data”, this semantic difference is important since I am distinguishing between several levels of Information, the classical: Conceptual, logical and physical levels, where the Data is at the Physical level only.

The Most Important EA Deliverable

alec blair

So, you’re busy working away at your models.  The team is busy discussing the nitty, gritty things around taxonomies and ontologies.  Others are creating detailed elaborations of different aspects of one of the dimensions of your enterprise architecture.  You look at the work and say, “Damn this is good stuff!”

So now what?

The art of Enterprise Architecture is about influencing the stakeholders inside and outside of our organization that an EA will help them be more successful.  How will they find out if we don’t tell them?

On the surface, this is really pretty 101 stuff.  It really boils down to really answering the Who, What, When, Where, Why and How questions. I always start with Who.

Who do I want to communicate with and Why should they care anything about what the EA team has to say? That means that you need to take the time to know and…

View original post 756 more words

#InfoArch – Post 2. The starting point

As often, we needed to start somewhere. The main idea here was about “marking the starting point” and formalize it, in order to be able to come back and measure what has been achieved later on during the journey. So, as a starting point, we performed a survey, involving stakeholders across every different main organizations (or functions) of the enterprise. Here is an extract of the main outputs of this survey (snapshot taken at the beginning of the initiative).

 The diagnosis

As a general comment, up to now, no corporate structure existed for a business driven approach to manage Core information of the group (so called Master Data, see our definition) and their life-cycle cross different organisations, processes or functions.

Here is an extract of this survey, giving a rough picture of the perceived situation. Diagnosis of the starting point situation (2011):

  • Some organizations (within the enterprise) did make impressive Master Data efforts within their area of responsibility, but, so far, nothing has been coordinated (across these organizations).
  • Master Data are handled inside organizations, to be more specific, inside each and any IT applications. This practice leads to high complexity, redundancy and inconsistency. At the end of the day, such practice (let’s call it “silo practice”) has, of course, high IT cost impact.
  • Information Management / MDM is not in focus as a discipline
  • The existing IT Governance organization has a strong focus on solutions & infrastructure – NOT on MD Governance as discipline.
  • No pro-active and commanding Portfolio Management (e.g.: Project Portfolio Management, Application Portfolio Management) taken a MD view in existing scope and approach.
  • Lack of KPI´s and measures for Master Data discipline.
  • Lack of Management focus on Master Data.
  • Transformation’s roadblocks, due to problem with information harmonization, transparency & availability, exists to achieve the wishing Business Model.
  • No enterprise standard is appointed (nor used) to document / communicate regarding the Master Data (e.g.:information models, class diagrams…).
  • No organization exists to escalate MD issues and pain-points – who to call?
  • Master Data issues are today a problem in many projects, and organizations across the enterprise.


  • Master Data must be governed and managed through-out their entire life-cycles with joint responsibility by Business and IT – as a core asset.
  • Governance of core Master Data entities used cross the whole enterprise must be established.
  • The enterprise CIO is responsible to make it happen.
  • Management of Master Data is to be established and treated as a discipline.
  • Management of Common Master Data should focus on core business information entities that have highest degree of reuse and commonality across the enterprise and be based on demands from an end-to-end process view.
  • Information Management/MDM must be addressed to Top Management as a core and strategic area for business & IT improvements
  • Management of enterprise common information Entities must be considered as one key area of the Process & IT portfolio Management accross the whole enterprise.

Next post of the serie

Break the conventional thinking… coming soon. Stay tuned.

#InfoArch – Master Data – Short definition


Master Data is the core information, that is needed, to Manage and Operate the Company businesses. Master Data is a Core asset for Enterprise/Company. As such, it has to be Governed and Managed properly. Customer, Product, Supplier and Financial information entities are typical examples of some very essential Master Data. They need to have a common information structure & definitions, the right level of quality, accuracy and availability to enable the Enterprise/Company to achieve its strategic objectives such as Customer Satisfaction, Profitability and Operational excellence.


Considering Master Data should not avoid you to think about the real important topic: Information Management. Master data is only “the top of the iceberg”… but don’t we say:

To be able to succeed, one needs to start somewhere…

So why not starting by the core information? 😉 That was/is our choice from the beginning of this journey.

Social networking… How?

It’s been a few weeks that while discussing with people at conferences, meetings or even lunch… “Social Network” topic come up on the table quite often. Is it because of me, raising the topic or not? That I cannot say. Anyhow, due to these discussions I decided to share this article with you, even if, at the first glance, it might seem not fully in-line with my usual topics on this blog, in a way it is.


The goal of this article is to share what I call “My social network strategy”, even if I know that “strategy” might sounds a bit presumptuous in this context. But, to my defend, I always prone a vision + a meaning (which we can call “strategy”) to whatever we start to do (otherwise, why doing it?). So even for social networking, I think it is needed to know what we want to do and set a strategy, principles to follow… even our own borders to not cross. Of course, we all do that, unconsciously at least, but like some philosophers would (better) explain than me: it is always better to be conscious of what we want to do!

My social network strategy / principles and a few more…

For the ones who already know me a bit, guess what, yes, all is described in the mind map below! 🙂 I hope you will enjoy reading!
Of course, don’t hesitate to react on the comments if there are things that are not clear to you after your map reading.

Please, find the downloadable mindmap version (.mmap) on http://www.biggerplate.com :  http://www.biggerplate.com/mindmaps/DDMCQJZf/my-personal-social-networking-strategy


There we are, time to conclude this article. As usual, I would like not to close this topic but more give it an opening. As you might see, I gave you some of my strategies / principles for personal social networking. I do believe that most of these principles apply to Social Networking in the Enterprise as well… The generation Y effect (increasing amount of generation Y people in the enterprises) might help us to give it a kick, but as usual, this should not be done through the technology only (even if it is attractive) but with a real strategy! (Again!! 🙂 ) When it comes to “Enterprise social network”, I think some additional principles have to be taken care of. Of course, a meaning is (as always) needed, but in addition to a personal initiative, this meaning (e.g.: “Why do you want to establish an “Enterprise Social Network” at your company”) has to be explained / communicated / anchored with the whole enterprise. And this is another challenge to be reach!