An Oracle White Paper in Enterprise Architecture

December 2012

Oracle Enterprise Architecture Framework:

Information Architecture Domain

Version 2.0
 An Oracle White Paper in Enterprise Architecture—Oracle Enterprise Architecture Framework: Information Architecture Domain

Disclaimer

The following is intended to outline our general product direction. It is intended for informational purposes
only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or
functionality, and should not be relied upon in making purchasing decisions. The development, release, and
timing of any features or functionality described for Oracle’s products remains at the sole discretion of
Oracle.
 An Oracle White Paper in Enterprise Architecture—Oracle Enterprise Architecture Framework: Information Architecture Domain

Introduction ....................................................................................... 3
The Business Impact of Enterprise Information Architecture .......... 3
What is Oracle’s Enterprise Architecture Framework? ................... 4

OEAF: Information Architecture Domain ............................................ 6

Information Architecture Domain: Data Realms ............................. 8
Information Architecture Domain: Capability Model ....................... 9

OEAF: Information Architecture Domain: Maturity Model ................. 12

Level 0 - Description .................................................................... 12

Oracle Architecture Development Process: Information Architecture Domain

........................................................................................................ 16
Overview ..................................................................................... 16
Business Architecture .................................................................. 17
Architecture Vision....................................................................... 18
Current State ............................................................................... 19
Future State................................................................................. 21
Strategic Roadmap ...................................................................... 22
Governance ................................................................................. 23
Business Case – A Hidden, but Necessary Step ......................... 23
Information Architecture Domain Best Practices .......................... 23
Best Practices for Master Data Management (MDM) ................... 24
Best Practices for Data Governance (DG) ................................... 25
Information Architecture Guiding Principles ................................. 27

Enterprise Architecture and Oracle .................................................. 32

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Introduction
Industries and society as a whole have undergone a number of tectonic shifts in past centuries.
The pace of business today demands an extremely high-level of business and IT agility to surpass
the competitors. Companies are under pressure to become more competitive to meet higher
customer expectations with more operational excellence, through better insight and visibility of
their customers, through more efficient internal processes, and through better risk management.
All of this requires quality data. But how are these demands being met?
An Economist Intelligence Unit global survey of more than 200 senior executives across a wide
range of industries conducted recently found that accurate and timely decision-making ranked on
a par with superior executive leadership and innovation as vital ways of creating competitive
advantage. Yet this endeavor is more easily grasped in theory than in practice. Only 3% of
respondents describe their companies as “experts” in using business data to drive better
decisions, and only 27% agree that their company makes better, faster business decisions than
their main competitors.
In other words, while we all realize the importance of our data assets, their value is far from
being realized and that has a serious impact on our ability to achieve strategic and tactical
business success.

The Business Impact of Enterprise Information Architecture

Business success depends on effective information architecture. Some of the common
relationships between business strategies and information capabilities are described below.
Mergers and Acquisitions: Rapid integration of an acquisition’s organizational processes is
critical to business success. Minimizing the friction requires information capabilities that
minimize complexity, such as enterprise data models, data integration services, master data
management and data governance
Strategic Decision Making: Complex organizations often lack a unified view of key metrics on
customers, products or operations. This hampers decisions required to drive revenue and margin
growth. Enabling visibility across the enterprise requires investments in common data models
and governance. Decision makers must be empowered with robust tools to rapidly evaluate
information, implement changes and monitor results.
Product Innovation: Evaluating new sources of data, such as social media data or instrument
data, can uncover new requirements and trends. To do this, organizations must capture, manage
and analyze these new data streams. Organizations may also bundle existing products in new
ways or across new channels. This can require the coordination of product and customer
information across complex organizations; which is enabled by information capabilities such as
common data models, data governance and integration services.

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Dynamic Partnering: Many organizations need to rapidly adopt or change business partners.
Rapid provisioning of these new partners is critical, and adherence to data and technology
standards speeds the process. Additionally a centralized, flexible and robust security capability
ensures that information is rapidly, but safely shared.
Enhanced Customer/Citizen Experience: Today’s end users have much higher expectations
about the types of information they encounter in their day-to-day lives, like transactional data,
financial summaries, location and geospatial data, etc. They also want to see information
combined from a variety of sources, and have it presented in visually compelling and informative
ways. This dramatically increases the scope of data and the flexibility with which it is managed.

Simply put – without quality data, can you make informed decisions and predict future outcomes?

What is Oracle’s Enterprise Architecture Framework?

Enterprise information architecture must be viewed as part of the overall enterprise architecture
(EA), which provides the structure and discipline required to align an organization’s business
operations, organizations and information technologies in support of its business goals and
strategies.
In an effort to provide an efficient, business-driven framework to help our customers achieve
this alignment, Oracle created a hybrid EA framework, influenced by TOGAF, FEA and
Gartner. This simple yet practical and prescriptive framework is called the Oracle Enterprise
Architecture Framework (OEAF). The OEAF is complementary to other EA frameworks, with
clear mappings to TOGAF and FEA, such that customers can use the EA framework of their
choice. The intent of building the OEAF was to leverage the strengths of the different industry
frameworks and marry that with Oracle’s experience in developing enterprise solutions.

Figure 1: Oracle Enterprise Architecture Framework (OEAF)

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 An Oracle White Paper in Enterprise Architecture—Oracle Enterprise Architecture Framework: Information Architecture Domain

The top level view of OEAF (Figure 1) shows the four major views of the enterprise architecture
(Business, Application, Information and Technology) in red. The three gray boxes represent the
components involved in the creation and maintenance of the enteprise architecture.
For more information on OEAF, see the whitepaper “The Oracle Enterprise Architecture
Framework”.

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 An Oracle White Paper in Enterprise Architecture—Oracle Enterprise Architecture Framework: Information Architecture Domain

OEAF: Information Architecture Domain

The rest of this paper will describe a way to apply the OEAF and the OADP when tackling
Information Architecture centric challenges. These challenges focus on information sharing and
often, but not always, analytics. Though these challenges involve all the architectural layers of
OEAF, they are focussed around the Information Architecture. Therefore, we will refer to it as
the OEAF: Information Architecture Domain, realizing that its scope is broader than just
Information Architecture.
The OEAF: Information Architecture Domain consists of the following components:
 Data Realms
 Capability Model
The diagram below displays different domains and types of data in the center with nine
management capabilities on the outer ring.

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Information
Sharing &
Delivery
Business
Data Intelligence &
Technology
Data
Management
Warehousing

Big Data Master Data

Data
Data Security Integration
Unstructured Reference
Data Data Data
Realms

Analytical
Data Metadata

Data Transaction
Governance, Data Content
Quality, & Management
Lifecycle

Enterprise Master Data

Data Model Management

Figure 2. OEAF: Information Architecture Domain

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Information Architecture Domain: Data Realms

Different types and structures of data exist within an organization. They can be categorized into
the following seven data realms.

Transaction data are business transactions that are captured during business operations and
processes, such as a purchase records, inquiries, and payments.

Metadata, defined as “data about the data”, is the description of the data. Examples of metadata
include the data name, data dimensions or units, definition of a data entity, or a calculation
formula of metrics.

Master data refers to the enterprise-level data entities that are of strategic value to an
organization. They are typically non-volatile and non-transactional in nature. Customer, product,
supplier, and location/site are some of the common master data entities.

Reference data are internally managed or externally sourced facts to support an organization’s
ability to effectively process transactions, manage master data, and provide decision support
capabilities. Geo data and market data are among the most commonly used reference data.

Unstructured data make up over 70% of an organization’s data and information assets. They
include documents, digital images, geo-spatial data, and multi-media files.

Analytical data are derivations of the business operation and transaction data used to satisfy
reporting and analytical needs. They reside in data warehouses, data marts, and other decision
support applications.

Big data refer to large datasets that are challenging to store, search, share, visualize, and analyze.
The growth of such data is mainly a result of the increasing channels of data in today’s world.
Examples include, but are not limited to, user-generated content through social media, web and
software logs, cameras, information-sensing mobile devices, aerial sensory technologies,
genomics, and medical records.

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Information Architecture Domain: Capability Model

Various capabilities are needed in order to manage the different data types and to process
different data structures, or the lack thereof. A capability consists of the following dimensions:
 Objectives – the goals and desired outcome
 Metrics – KPI and success criteria to measure the maturity and effectiveness
 Processes - activities, inputs, outputs, and deliverables
 People – roles and skillsets required

Following are the key top-level capabilities an organization needs to manage the data and
information assets.

Figure 3. OEAF: Information Architecture Domain: Capability Model

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Enterprise Information Delivery and Sharing

Information Sharing and Delivery addresses how information is propagated directly to its
consumers within an organization. They can be delivered through various channels and devices
including desktop integration, alerts, and mobile devices. Recent developments with collaborative
technologies have enabled increased user-to-user interaction and thus the need for more access
control to shared resources.

Business Intelligence and Data Warehouse

Business Intelligence and Data Warehouse provide users and stakeholders insights into the health
of the business. Rather than delivering rigid/fixed output with outdated information, these
systems now deliver the capabilities for end-users to create the information portals and
dashboards they need to expedite strategic and tactical decision-making. Sub-capabilities in this
space include BI foundations, traditional data warehouses and data marts, predictive analytics,
data mining, and enterprise performance management.

Data Integration

Organizations are increasingly dependent on Data Integration to tie together cacophonies of

application systems and data stores into cohesive solutions. Legacy sources, merger/acquisition
activity, and SaaS/COTS solutions necessitate the need for skillful integration of systems to
support business needs. There is a wide spectrum of Data Integration capabilities that provide
coverage from batch-based to real-time Integration needs including ETL, ELT, Change Data
Capture, Event-Driven, Message-Driven, and real-time integration. Distributed data processing
and social media processing are the more recent capabilities to address the volume, velocity, and
variety of big data.

Master Data Management

Master Data Management consists of a number of sub-capabilities unique to the management of

the master data for an enterprise. They include
 Ability to specify a gold record definition;
 Functions to manage survival rights through rules for merging and matching;
 Master hubs such as customer data hub, product data hub, location data hub, and supplier
data hub with specific data models for each of the hubs and relevant reference data; and
 Dimension and hierarchy management capabilities.

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Enterprise Data Model

Data silos present a significant challenge for many of our customers. The lack of an enterprise
data model and ability to connect and correlate data across subject areas (e.g., customers with
products) reduces the efficacy of an organization’s investment in its information. Many
opportunities are lost because of the inability harvest new insights into customers and business
activities. Enterprise data model is a key discipline to instill within the organization to ensure no
one solution drives the data model but rather the enterprise data needs. Value chain analysis of
core business processes and functions can help draw the boundary of enterprise data domain and
to identify key subject areas. The conceptual data model and logical data model make up for next
layers of the enterprise data model.

Content Management

Majority of an organization’s information asset is unstructured or semi-structured. Therefore,

content management is recognized in our framework as a key top-level capability to manage
content, records, multimedia, and image capture. Adequate search and workflow mechanisms are
also required to enable rapid retrieval of pertinent information for decision-making and
maintenance.

Data Governance, Quality, and Lifecycle Management

No architecture discipline, regardless of domain or sub-domain, would be complete with out

governance, quality assurance, and lifecycle management. Processes and policies are necessary in
order to enforce solid disciple and best practices within the organization. Like application
systems and other architectural assets, lifecycle management ensures that organization only retain
information necessary to their longevity and legal compliance.

Data Security Management

Data Security controls whether the right individuals have access to the right information at the
right time. Data is protected while in transit as well as when it is stored. Additionally, continual
monitoring is employed to ensure violations to standards and policies are detected and addressed
immediately and proactively.
With the plethora of information being generated today, organizations face numerous challenges
with regards to data security. Information is often distributed across multiple applications and
databases making accessibility/availability of information a challenge. Ensuring information is
connected, available, secure, and reliable across mixed sources and targets is key for enterprises
to realize a return on their information investment.

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Data Technology Management

Organizations will need to develop or engage core data technology management skills to address
the increasing amount of raw information that exists in enterprises today. Organizations are
accumulating gigabytes of data every day and deliberate management of these resources is
necessary in order to control costs and ensure agility moving forward. A solid data infrastructure
foundation is a critical capability within information architecture. The core of this foundation is
the ability of the database management system to effectively store and retrieve various styles and
structures of data and information. The ability to manage and operate other infrastructure
components in a highly available and recoverable fashion is also essential to ensure the
availability of the data at all times.

OEAF: Information Architecture Domain: Maturity Model

Information Architecture is not a tool or technology, but rather, a set of business and IT
processes, disciplines and practices coordinated with an enterprise strategy to manage the
information as a business asset for the organization. Information Architecture must be
implemented as a coordinated program that associates with business objectives, so it could
deliver business values and serve long term business strategic goals as it evolves. The
Information Architecture Domain maturity model provides a guideline and roadmap that enable
organizations to identify their current maturity stage and understand the actions items to reach
the next stage.

Level 0 - Description
The Information Architecture Domain maturity model is composed of 5 stages, beginning with
Stage 1 the Initial stage. In subsequent stages, the organization's capabilities mature until Level 5,
when Information Architecture reaches the Innovate stage. The following sections describe each
stage and its associated characteristics.

Stage 1 -- Initial

At this stage, organizations have sporadic, inconsistent and uncoordinated activities of

information management. The main characteristics are:
 The organization makes decisions based inaccurate and incomplete information aggregated
by various departments/LOBs through inconsistent processes.
 Information is fragmented and inconsistent across many different applications and data
stores under different LOBs.
 Business and IT organizations view information as by product of applications, and usually
handled on a project-by-project and department-by-department basis. There is no concept
of information ownership and stewardship regarding governance, security or accountability
of key information assets.

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 No formal processes, workflows exist for effective information management activities

including data quality, data definition, data management etc. Heavy manual interventions
and people-based activities are the main methods to resolve conflicts.
 Technologies and tools are informal, and decisions are heavily influenced by project team
and/or tech-savvy individuals.

Stage 2 – Manage

At this stage, organizations perceive the enterprise information management as necessary to be

more effective and efficient for multiple business processes across LOBs. They are taking actions
to improve information management but mostly focus on immediate needs, reactively and
inconsistently. The main characteristics are:
 Organizations establish plans for adopting enterprise information management, but cultural
and organizational barriers inhibit progress.
 Some LOBs executives see the value of analytics and fact-based decisions, and are aware of
poor data quality, fragmented and inconsistent information in key subject areas. They are
helping to coordinate and improve information management activities and change
management procedures within LOBs, but enterprise wide information management
activities are still largely sporadic.
 The concept of information ownership and stewardship emerges, and collaboration and
partnership between business and IT organizations expands in the efforts of addressing
business pain points on information management, but are still within function units.
 The information quality and problems are usually not addressed proactively at their source.
Rather, the issues and problems are handled in a reactive mode, and usually masked and
manipulated during various integration phases.
 IT organizations are promoting information ownership and stewardship, taking steps on
cross-LOBs information management activities, such as governance, data quality, security,
etc. However, lack of senior management championship hampers the advancement, and
hesitant buy-in from LOBs results in weak participation.
 Information management knowledge, standards and processes are documented on a
project-by-project basis with limited scope. Models have been developed to promote skills
sharing and reuse of project materials. Enterprise technologies and tools are evaluated and
acquired for sharing across projects and initiatives.

Stage 3 – Advance

At this stage, organizations identify information-driven as critical activities for business growth
and cost reductions. Therefore, organizations formally establish enterprise information
management with support by executive management and actively build these capabilities. The
main characteristics are:

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 Executive management appoints senior executive to champion an enterprise information

management agenda, communicate visions and promote collaborations among business and
IT teams.
 Engagement models are in place. Information owners and stewards understand their roles
and responsibilities, and work collaboratively to address business challenges. A governance
committee, driven by business stakeholders, defines master data, business rules and policies
in related business operations.
 Information management capability development is planned and architected at all levels,
from individual programs all the way to unified and coordinated enterprise program. Teams
think enterprise-wide, and begin to strategically design solutions that fulfill existing business
requirements as well as to re-use and scale in the future.
 The information-centric development activities become part of the entire system
application development, and the information architecture is adopted to guide the
development of information management capabilities.
 The organization sets enterprise-wide standards for information management technologies,
and look into the consolidation and optimization of technology portfolios.

Stage 4 – Optimize

At this stage, organizations complete significant portions of Information Architecture Domain

components. The enterprise information becomes pervasive, and part of foundation of business
processes to drive profitability and organizational effectiveness. The main characteristics are:
 Information Architecture supports efforts to improve sales, reduce complexity, and meet
compliance and regulatory mandates. It is pervasive and self-service enabled. The entire
workforce, from senior management to regular employee, can access accurate information
in right place at right time within provisions to make fact-based business decisions
operationally and strategically.
 There are constant market and business objectives alignment with the Information
Architecture program. Business units actively look edge cases to gain a competitive
advantage through leveraging information management capabilities. The Information
Architecture program funding is tightly related the business operations, objectives, and
priorities.
 The authority of information assets among business units is in place. Policies and mandates
are documented and understood. Data stewards has collaborated with business and IT in
the process of replacing people/manual based processes with automated, predefined
information quality control, business rules, governance policies, and metadata management.
 The information architecture has matured during the process of guiding Information
Architecture incremental developments to ensure the alignment to business strategies.
Metrics have been developed and placed to identify and quantify productivity gains.

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 Information management technology services are optimized and consolidated with other
infrastructure, application technology services into enterprise-wide, end-to-end integrated
technology enabling services.

Stage 5 – Innovate

At this stage, Organizations extend the boundary of entire information ecosystems to external
sources and channels to provide innovations in organization growth and drive the market.
Information Architecture becomes part of the culture of organizations. The main characteristics
are:
 Organizations proactively leverage enterprise Information management capabilities, such as
predictive analytics, optimization analysis for innovative business processes to drive
effectiveness and introduce new products/services offerings. Information Architecture
valuation models are placed to guide investment and M&A strategies.
 Information Architecture capability development is completed. Engagement models are
optimized across organization. Organizations extend information ecosystem sharing and
collaborations by including customers, vendors, and employees to emerging channels, and
actively leverage to drive market and industry.
 Governance councils, information owners, and data stewards have optimized processes in
resolving problems pertaining to cross-functional information management issues. Best
practices are identified, and an Information Architecture team ensures that these are
extended across the enterprise.
 Business-savvy data stewards, aided by technology specialists, expand and extend
collaborations with line of businesses and continuously evolve and develop the enterprise
information management activities.
 Information Architecture group actively review, evaluate technologies, trends, and jointly
works with business to adopt new technologies, tools in evaluating effectiveness of
initiatives such as creating new business models and driving new business capabilities.

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Oracle Architecture Development Process: Information

Architecture Domain
Overview
When develop enterprise architecture with our customers, Oracle applies the Oracle Architecture
Development Process (OADP). It is is an agile and streamlined method focused on creating
future state architectures for information-driven organizations. It was developed using an agile
architecture mindset where all activities and process steps were oriented towards delivering
business value quickly and repeatedly. This section will give an overview of how OADP is
applied to the Information Architecture Domain.

Establish data governance Understand & validate

in the information lifecycle business drivers,
management operating models, &
key processes

Develop strategic roadmap

for the implementation of
future state vision Establish guiding
principles and
standards for
information as a
• Develop future state business resource.
information architecture for
maximum reusability
• Define terminology & establish
consistency Identify current
• Provide reference architecture challenges & pain
to be leveraged throughout the points with data
organization

Figure 4. OADP applied to the Information Architecture Domain

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Business Architecture
The essence of Enterprise Architecture (EA) is planning, governance, and innovation. The main
purpose of the Business Architecture phase is to establish business context and to understand the
business drivers behind the information needs.
One of the methods to help us gain an understanding of an organization’s business drivers is to
build a strategy map. It is a diagram that describes how an organization creates value by
connecting strategic objectives in explicit cause-and-effect relationships with each other in the
four Balanced Scorecard objectives including financial, customer, processes, learning and growth.
By connecting such things as shareholder value creation, customer management, process
management, core capabilities, innovation, IT, organizational design and learning in one graphical
representation, strategy mapping helps greatly in describing and communicating the strategy.
Here’s an example of a Business Strategy Map:

Figure 5. Business Strategy Map

The main goal of this artifact in our process is to validate our understanding of the business
strategies and drivers, to link all the perspectives together, and lay a solid foundation for the
remainder of the architecture development. Enterprise Architecture is all about alignment of IT
and business, and it applies to the information domain as well.

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Architecture Vision
All architecture design starts with guiding principles. But it is not just about the principles alone,
rather it is more about the rationale and implications. Why does it matter? Why do we need
these principles? What do they do?
The challenges we have seen with our customers in the past occurred where the principles
established weren’t always well understood or closely followed because two things were missing.
First, there are the architectural implications of these guiding principles – what does it mean to
the design decisions in your projects and systems? Second, there’s a missing link between the
principles and business drivers. That’s where the principle map comes in. Establishing the
linkage and focusing on the business strategy makes clear the importance and benefits of these
guiding principles that drive the architecture decisions.

Figure 6. Principle Map

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Current State
The main objective of the Current State phase is to capture baseline architecture. Oracle’s
position on current state analysis can be summarized by two “just”s – Just in Time and Just In
Enough. Not understanding your current state will “blind-side” you. You might establish a future
state that is too aspirational and doesn’t take into consideration of your organization’s readiness
and maturity level. But at the same time, not all of the current state analysis requires the same
level of priority. It is imperative to avoid being overly ambitious, while still having a high level of
commitment.
It is important to reach a good balance on the current state approach. A good way to organize
the current state capturing is to use the Information Architecture Domain Capability Model and
decomposition that were discussed in the earlier section of this white paper. Some capabilities
matter more than others. Setting your focus must be based on business context.
Again, there is always a tendency to completely understand the current state before taking any
steps. Keep in mind is that not all of current state problems warrant the same attention. The
ability to prioritize current state analysis strictly based on business focus at hand is a critical
success factor.
One way to ensure this balance is to look at data in the context of business processes. What
business processes do they support? How critical are these business processes? How critical are
the information / data assets to business processes? What are the risks to the business if such
data is unavailable or incorrect?

Figure 7. Current State Data Context Diagram

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Figure 8. Current State Data Asset Map

The artifacts above highlighted the extent of information asset duplication and fragmentation,
and focused attention on the key problem areas that needed to be addressed.
The end-to-end current state view shed light on the main problem area – the excessive point-to-
point application data integration. It provides a foundation for a later quick comparison of
current vs. future state views for the main challenging areas. It can also facilitate building your
next business case.
Someone once said, “A good architect knows not only what story needs to be told, but also how
to tell this story.” By crafting the messages in a bold but factual way, you will be able to help both
business and executive management to understand the gravity of the situation and bring forth the
changes that are needed to get these problems addressed.

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Future State
Future state is driven by the newly established business strategies and priorities, and guided by
the newly developed or validated principles. Using the same format as the current state but
highlighting what will be changed in the future state can help clarify the focus and the impact of
the new architecture.
In the diagram below we identify the first important step of successful information and data
management – identifying and establishing data ownership based on business processes and
functions. This new data/process mapping architecture lays a good foundation to significantly
minimize any duplication and fragmentation of data assets as shown in the current state.

Figure 9. Future State

In the end-to-end high-level future state architecture diagram, we highlighted components in

different shades and colors to indicate what is to be added, changed or retired. It is a great
preparation for the next stage of the process: laying out our roadmap and transition states.

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Strategic Roadmap
There are many options to implementation. This adds to the complexity of creating roadmap
planning. Comparing and contrasting various options based on cost, risk, time-to-market, and
other factors can help an organization reach consensus and agreement on the approach and
associated timeline.

Figure 10. Strategic Roadmap

The diagrams above depict option analysis for a MDM roadmap for an organization. Six master
hubs are identified as well as the foundation master data framework including identity
management, matching and merging, quality management, integration and distribution,
workflow, and security management.
Ongoing projects and projects in the planning stage present challenges to this process. These
projects touch bits and pieces of master-data related systems without taking into consideration
the need for some of these foundational capabilities. Convincing a business unit that additional
cost or time might be added to a project is not easy. Our ability to help them understand options
and associated ramifications can lead toward a balanced approach.
In the diagram to the right, three different options are presented and their pros and cons
explained, as well as a recommendation based on the best balance of the key factors, risk, value,
and cost.
This approach is typically well received because it shows thoroughness and thoughtfulness of the
planning process. And more importantly, it speaks about the technical analysis with easy-to-
understand business terms with a heavy focus on business value.

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Governance
Another important component in architecture is governance. There is EA Governance and data
governance. They are both important to consider.
Governance needs to be examined from a variety of angles – people, policies processes,
technologies, and financials. With a clear assessment of the current governance maturity, it is
possible to recommend a practical and pragmatic governance model to ensure the success of
implementing the future state architecture.
It is important but often challenging to establish a Governance Program without boiling the
ocean. One key factor to remember is that it does not have to be perfect. It doesn’t have to have
everything in place to be effective. Determine what should be in place that fits the culture and
target to what the business really needed. It’s not another committee or titles. It’s not creating
new positions. It’s about putting proper controls in place to guide for this future state
implementation.

Business Case – A Hidden, but Necessary Step

The business case needs to be woven it into every stage of the architecture phases. Business
drivers and strategies identified in the architecture vision phase will establish the link to support
the business case. Pain points gathered during the current state phase will resonate with the
business and reveal cost inefficiencies and opportunities for improvement. Future state
capabilities and the associated timeline when they will be realized are critical information to
determine the benefits for the organization.
Through the incremental fact gathering, you will be able build a strong business case to show
how the recommended architectural changes benefit and support the business objectives.

Information Architecture Domain Best Practices

Here are a few general guidelines to build a successful information architecture foundation:

Best Practice #1: Ensure Business Alignment and Collaboration

The overriding reason many data architecture transformation initiatives fail is not that the
projects were technically unfeasible. On the contrary many technological challenges have proven
answers. The most common cause for failure is that data architecture failed to meet the business
objectives of the organization. The best way to mitigate this risk is to get executive sponsorship
and get business teams involved early and throughout.

Best Practice #2: Accounting for Organizational Behavior

Without a proper understanding of how people behave within the system, no technology will
correct data issues such as lack of data quality. Common issues occur including:

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 Upstream system managers may be unwilling to deploy resources needed to address data
quality requirements, if their systems and processes do not directly benefit.
 Finding flaws in the data quality from a set of operational processes is likely to expose
workplace and personnel inefficiencies associated with those processes.
Be aware of these human behaviors. Be sensitive about potential issues and use strategies that
promote positive feedback and incentives.

Best Practice #3: Securing the Proper Expertise for Knowledge Transfer

Developing a solid information architecture foundation is a strategic undertaking. Success

depends on having both business and technical expertise. The success of the architecture
program depends on personnel who can function as effective agents of change.
At the program’s initiation, hire professionals with experience in managing enterprise data /
information architecture projects and programs. These individuals will identify opportunities for
tactical successes that contribute to the program’s strategic success. Engage external experts to
help jump-start the improvement process. This builds assurances that your problems are not
unique and promotes learning from best practices.

Best Practice #4: Proper Use of Tools and Technologies

Technologies and tools can be effective enablers if properly used. However, it is common that
tools are misused. Lack of standards will result in inconsistency in implementing these tools and
unintended use.
Build a Data Management Center of Excellence that
 Defines guiding principles and help to assess business needs
 Establishes and promote standards and best practices
 Conducts continued research on new tools and products to expand data / information
management capabilities
 Creates processes to make the best use of the tools

Best Practices for Master Data Management (MDM)

MDM Best Practice #1: Attain executive management sponsorship

Executive management sponsorship is vital to a MDM program. It is going to lead to significant

cultural disruption and behavioral changes. Executives need to set the tone at top and actively
participate to ensure engagement at all levels within the organization. You need to present the
value of the MDM program, demonstrate readiness, and gain buy-in from the executive
management. Once senior management understands the value of MDM as a strategic corporate
initiative, you will have a top down commitment across organization.

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 An Oracle White Paper in Enterprise Architecture—Oracle Enterprise Architecture Framework: Information Architecture Domain

MDM Best Practice #2: Think holistic, start small, and deliver fast

MDM is a program, not a project. It requires iterative processes on people, politics, technology,
and culture to mature. It’s imperative that you deliver and realize business benefits quickly and
frequently to win more business participations. Through these quick wins, you will be able to
expand the program and accumulate small successes into strategic victory. The “think holistic,
start small, and deliver fast” approach lets you effectively balance out the long-term and short-
term needs, ensure sustainable executive support on MDM program, and drive towards the
strategic objectives.

MDM Best Practice #3: Establish data ownership and stewardship

Business organizations own the data. They are the decision-makers on the data authoritativeness,
business rules associated with data, governance policies, and how data lifecycle should be
managed and controlled in compliance with regulations. Data stewards leverage technologies,
design processes, and implement solutions to ensure the organization data assets are properly
managed and in alignment with business requirements and organization objectives. Data steward
team must be business savvy and technology proficient. They may include subject matter experts
from all units of organizations. MDM program requires close collaboration between data owners
and stewards to succeed.

MDM Best Practice #4: Establish data governance structure and processes

Data governance is the most important aspect for the success of an MDM program. It
establishes the accountability, responsibility and authority in an MDM initiative. Without data
governance, an MDM initiative voids itself and is destined to fail.
Follow the same direction of “think holistic, start small, and deliver fast.” Involve necessary
business organizations related to the first MDM build-out, establish structure and repeatable
process to address basic factors including those who creates, manages, owns and consumes the
data. You can then expand the governance program and structure based on the success of
previous effort.

MDM Best Practice #5: Staff the right team

An MDM program is complicated and involves many stakeholders across many units of
organizations. Make sure that put your best manager(s) and people in this effort. The MDM team
must have the capabilities and abilities to manage scope and risk, collaborate with other teams,
communicate effectively, and deliver the results.

Best Practices for Data Governance (DG)

Not all data governance efforts yield expected results. Major obstacles exist that affect the value
and success of the program. They include cultural, political, and organizational challenges that

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 An Oracle White Paper in Enterprise Architecture—Oracle Enterprise Architecture Framework: Information Architecture Domain

can lead to resistance to the changes that are required to move forward with the governance
initiatives.
Here are some steps that help bring success and address the above-mentioned challenges:

DG Best Practice #1: Take a holistic approach but start small

As was illustrated in the earlier section of this article, data governance is an iterative process. Start
with the people, politics and culture, and then move on to the data governance and stewardship
processes as well as technology. It takes a number of steps to gradually move up the maturity
scale. However, start with an end in mind. Balance out strategic objectives and tactical
compromises to ensure the overall program is moving towards the desired direction at
reasonable pace.

DG Best Practice #2: Obtain executive sponsorship

Data governance involves significant behavioral and cultural changes. Funding for projects and
technology tools are also required. Without strong backing from the executive level, none of the
above will happen. Analyze your stakeholders and align and get on board key decision makers
who represent core functional areas and lines of businesses, who have the strong influence and
decision-making power. With them as your champion, the foundational changes have a higher
possibility to be successful.

DG Best Practice #3: Define data stewardship during early stage

The main responsibility of the data stewards is to ensure effective control and use of data assets.
The best data stewards are found, not made. Take your time to identify and build a data steward
team that includes subject matter experts from all business areas.
Difference of opinion exists with regards to whether or not to establish an official position and
title for this role. The answer is: it depends. It depends on the stage you are in developing your
data governance program and it depends on the political and cultural environment of your
organization. What is most important is that the definition of this role is included in the job
descriptions of these individuals and proper time allocation is applied to the stewardship work.

DG Best Practice #4: Establish quantifiable benefits by building business case

An effective data governance program brings tremendous benefits to an organization in a long

run. However, some of the effects might or might not be visible immediately. As a result, it is not
always easy to obtain and justify funding for the program cost. Focus on the relationship of the
key data elements and the business processes they support. Calculate the cost of managing these
data elements through repeated and duplicated manual integration and validation. Quantify the
business risk of such data elements becoming unavailable or incorrect such as missing transaction
or loss of customer. Identify clearly the opportunities quality data brings in terms of generating
and improving revenue through better customer service and insight, through up-sale and cross-
sale.

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 An Oracle White Paper in Enterprise Architecture—Oracle Enterprise Architecture Framework: Information Architecture Domain

In short, building a business case to articulate and highlight quantifiable benefits is essential to
get buy-ins and support towards the program.

DG Best Practice #5: Establish, collect, and report on metrics to measure the progress

Choose a combination of tactical quick wins and longer-term strategic improvements as a starting
project. Measure the immediate returns of the quick wins to gain positive feedback, sustain
engagement, and obtain more support. Measures should be determined at the beginning of the
project and focus on quantitative metrics that support the objectives of the project as well as the
overall program. Metrics need to covey business values and some sample metrics include data
value, data management cost (before and after), number of decisions made, and data
management process maturity. A data governance KPI dashboard is a good way to automate the
reporting of the progress.

DG Best Practice #6: Link and build in incentives to award and re-enforce participation

One of the most challenging aspects of data governance is adequate participation at an on-going
basis. Data stewards are usually tasked with multitude of operational duties and business units
often vary significantly on resource allocation. The collaborative nature of a data governance
program, however, depends heavily on leveled and prioritized commitment from all business
functions. Building an incentive-based reward system that links performance to participation can
re-enforce priority and thus gain more and sustained commitment from all required parties. It is
also important to note that incentives do not have to be all financial-based. Formal and informal
recognitions go a long way in showcasing good examples, instilling sustained enthusiasm, and
promoting desired cultural changes within an organization.

Information Architecture Guiding Principles

Architectural decisions can be small and big. There are usually multiple options, constraints, and
preferences. Consistency in these various decision points is critical but not without challenges.
Architecture principles are to address these challenges by establishing a common vision and
foundation to ensure that all architectural decisions are cohesive, consistent, and closely aligned
with the business objectives and strategies.
Here are some commonly accepted guiding principles in Information Architecture domain from
Oracle’s Repository. The decision on adopting these principles needs to be based on the business
strategies, drivers, and priorities.

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 An Oracle White Paper in Enterprise Architecture—Oracle Enterprise Architecture Framework: Information Architecture Domain

TABLE 1. INFORMATION ARCHITECTURE GUIDING PRINCIPLES

NAME STATEMENT RATIONALE IMPLICATIONS

Information Information We must measure and document the Information must be made accessible to its end
as an Asset needs to be current value, risk, and cost of the users without wasting resources. The information
managed and asset as you would any physical architecture must enforce management and
treated the enterprise asset, such as property or sharing of data to maximize value at lowest cost to
same way as equipment. This principle forces us to the business.
physical asset. stop treating information like a free and
Information value must be utilized regardless of its
infinitely available commodity, because
structure, format or semantic. This returns back to
it is not. The ease of moving and
the notion of convergence where the business
copying information is a hidden source
must be able to leverage information value
of significant inefficiencies and cost in
regardless of whether it stored inside an
terms of information management.
unstructured digital file or a relational database

record.

Value and A classification A fundamental understanding of the Information management and security can be
Risk of an value of an information asset to the expensive. Resources should be prioritized
Classification information business and the business risk if is towards protecting the quality, availability,
asset’s value exposed, corrupted or lost is essential accessibility and security according to business
and risk should to determining the appropriate value and risk.
be based on its strategies and investments to make for
A comprehensive business risk management
management protecting and managing it.
program must be based on an understanding of
and
the value and risk of the key information assets.
governance
foundation

Single Data should Data, managed at a local application Information and data management will be looked
Version of only be level, requires it to be replicated, at from an enterprise perspective. Local
Truth collected once stored, and managed in different management of data could be useful to certain
electronically systems, creating localized versions in extent, but the effective of it is largely limited.
within a single content and structure. As a result, it is
Master data management approach needs to be
interface, and difficult to integrate business
adopted and implemented to manage the lifecycle
shared across information across lines of business
of shared data across the organization.
systems. and discrepancy in data often occurs.

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 An Oracle White Paper in Enterprise Architecture—Oracle Enterprise Architecture Framework: Information Architecture Domain

NAME STATEMENT RATIONALE IMPLICATIONS

Information Quality This forces all our design decisions to Quality of data should be measured in the
Quality requirement be accountable to a basic standard following dimensions:
needs to be set and, therefore, eliminates the storage
• Completeness – Percentage of the logical
for information of large dumps of unusable data.
data model that is filled with real data
assets.
Setting quality requirements would not
• Accuracy – The same value as the source of
only drive the reduction in the storage
truth within period of update
requirements, but also make the data

more accessible for business purposes • Timeliness – A defined metric that commits

and therefore raise its intrinsic value. accuracy within a given time frame (for
example, updated in the last 24 hours, real-

time, etc)

• Accessibility – Ability for the user or another

application to consume the data measured in

qualitative metrics (for example,

understandable by users, integration-capable

with another system, and so on)

Information All business Having an authoritative source for all This principle typically drives a master data
has data needs to data makes all data management management solution that designates a system to
authoritative have an accountable, because we can separate be sources of truth around different types of
sources authoritative the ownership and stewardship business data.
source. responsibilities and therefore lower the

risk of a breach in data privacy and

confidentiality. This principle also has a

direct impact ensuring better data

quality because the authoritative

source can be the central integration

point for anyone needing that data.

Information Information Open sharing of information and the Traditionally, data security solutions have focused
Security needs to be release of information via relevant on runtime data inside a running database.
secure legislation must be balanced against However, there are many risks on the data outside
throughout its the need to restrict the availability of the runtime environment. So data security
lifecycle. classified, proprietary, and sensitive solutions need to address all areas of the

information. Data breach is costly for information lifecycle - entry, storage, access, and

any organization. Securing sensitive retention. This principle is especially important in

shareholder and corporate data is the context of a Web 2.0 and Enterprise 2.0

critical to reduce compliance and landscapes where data is constantly being shared

regulatory risk. across enterprise boundaries in a variety of

structured and unstructured formats.

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 An Oracle White Paper in Enterprise Architecture—Oracle Enterprise Architecture Framework: Information Architecture Domain

NAME STATEMENT RATIONALE IMPLICATIONS

Information Information is Wide access to data leads to efficiency Information needs to be classified, in accordance
Accessibility accessible for and effectiveness in decision-making, with the security principles of the organization,
users to and affords timely response to which will determine the levels of access by
perform their information requests and service employees, contractors, vendors, partners,
functions. delivery. suppliers, customers, general release, etc. The

underlying data security definitions may be

Using information must be considered
different to the information security aspects,
from an enterprise perspective to allow
particularly once the data is combined and given
access by a wide variety of users. Staff
context it may have 'new' levels of sensitivity
time is saved and consistency of data
inherent within it.
is improved.

Data Every data item The establishment of stewardship Every item of data requires unique and ultimate
Stewardship has one person ensures the quality of the data that is ownership by a single role or person. This does
or role as shared. not imply that all customers, products or other
ultimate items of data maintain common ownership. Rather
custodian. a matrix of responsibilities is managed which
ensures that issues or conflicts always have an

ultimate point of escalation.

Metadata Information A comprehensive approach for The enterprise must establish the initial common
Driven architecture metadata management is the key to vocabulary for the business. The definitions will be
needs to be reducing complexity and promoting used uniformly throughout the enterprise.
metadata reusability across infrastructure. A
Whenever a new data definition is required, the
driven. metadata-driven approach makes it
definition effort will be coordinated and reconciled
easier for users to understand the
with the corporate ‘‘glossary’’ of data descriptions.
meaning of data and to understand
The enterprise data administrator will provide this
how lineage of data across the
coordination.
environment
Ambiguities resulting from multiple parochial

definitions of data must give way to accepted

enterprise-wide definitions and understanding.

Multiple data standardization initiatives need to be

coordinated.

Functional data administration responsibilities

must be assigned.

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 An Oracle White Paper in Enterprise Architecture—Oracle Enterprise Architecture Framework: Information Architecture Domain

NAME STATEMENT RATIONALE IMPLICATIONS

Measurement Quality of data Data quality is relative to the purpose Data quality issues are the most critical limiting
for Quality will be to which it is to be applied. Decision factor to fully leveraging information assets. Most
measured. makers need to not only have access enterprises underestimate the extent, severity and

to data. They also need to understand business implications of these problems. A

the timing, reconciliation, pragmatic effort needs to be made to appreciate

completeness, and accuracy of that the types of problems that can exist and reveal

data. Data quality is neither abstract them before plunging into data cleansing and

nor qualitative. Rather it should be integration efforts. Research shows that the

measured in absolute terms. quality of information is more important than the

volume of information.

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 An Oracle White Paper in Enterprise Architecture—Oracle Enterprise Architecture Framework: Information Architecture Domain

Enterprise Architecture and Oracle

Oracle has created a streamlined and repeatable process to facilitate the development of an architecture called the
Oracle Architecture Development Process (OADP).

The OADP divides the development of an architecture into the phases listed above. Oracle Enterprise
Architects and Information Architects use this methodology to propose solutions and to implement solutions.
This process leverages many planning assets and reference architectures to ensure every implementation follows
Oracle’s best experiences and practices.

For additional white papers on the Oracle Architecture Development Process (OADP), the associated Oracle
Enterprise Architecture Framework (OEAF), other enterprise architecture topics, and to participate in a
community of enterprise architects, visit the www.oracle.com/goto/EA

To understand more about Oracle’s enterprise architecture and information architecture consulting services,
please visit, www.oracle.com/goto/EA-Services.

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An Oracle White Paper
in Enterprise Architecture:

Oracle Enterprise Architecture

Framework: Information Architecture
Domain

December 2012
Authors: Helen Sun, Sean Xu, Paul
Silverstein
Contributors: Eric Stephens
Copyright © 2012, Oracle and/or its affiliates. All rights reserved. This document is provided for information purposes only and the contents hereof are subject to change without notice. This document is not

warranted to be error-free, nor subject to any other warranties or conditions, whether expressed orally or implied in law, including implied warranties and conditions of merchantability or fitness for a particular

Oracle Corporation purpose. We specifically disclaim any liability with respect to this document and no contractual obligations are formed either directly or indirectly by this document. This document may not be reproduced or

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