Building the Business Case for Metadata in the Enterprise: Looking At Models, Architectures, and Business Processes As Building Blocks for Cost Benefit Analysis and ROI G. Philip Rogers, PMP Senior Business Analyst, School of Public Health, Instructional and Information Systems, UNC Chapel Hill
Building the Business Case for Metadata in the Enterprise: Looking At Models, Architectures, and Business Processes As Building Blocks for Cost Benefit Analysis and ROI
G. Philip Rogers, PMP
Senior Business Analyst, School of Public Health, Instructional and Information Systems, UNC Chapel Hill
Doctoral Student, Information Science, UNC
… And what would you do with it if and when you find it?
If someone were to ask you, in a work context, “How’s it going?” – what would your answer be?
“The vast majority of metadata repositories are unidirectional. Modeling tools that extract, transform, and load information into the repositories are responsible for capturing both business (business metadata) and IT (technical metadata) meta information flow in only a single direction… Many enterprise tool vendors are trying to solve this particular problem, but …an organization would need to fully embrace the metadata repository approach for it to work and could not adopt it in bits and pieces. The repository will be required to store the latest version of the metadata source in which it will propagate changes. Concurrency issues will arise in this situation… [and] integration interfaces will have to be constructed to map and move metadata repository information back and forth to the metadata source.”
“ A metadata-driven framework is MANDATORY to enable companies to understand the different forms, types, and definitions that common data elements share with each other. It is important to maintain the distinction between managing metadata through a generalized metadata tool versus having a metadata-driven framework designed for a specific purpose, such as supporting customer data integration and master/reference data management. In my experience, the most successful companies combine 'best practices' from both approaches.”
- Anurag Wadehra, VP of Marketing, Siperian
ROI is often calculated as the average benefit over a specified time period divided by the cost.
Then the ROI can be computed in a number of ways.
However, the calculation of costs and benefits is not always based on realistic data, and under what is often tight schedule pressure, insufficient time is typically allocated for the preparation of business cases and similar deliverables.
A business process:
1. Has a Goal
2. Has specific inputs
3. Has specific outputs
4. Uses resources
5. Has a number of activities that are performed in some order
6. May affect more than one organizational unit.
7. Creates value of some kind for the customer (internal or external).
“Enterprise architecture captures the essentials of the business, IT and its evolution. The idea is that the essentials are much more stable than the specific solutions that are found for the problems currently at hand. Architecture is therefore helpful in guarding the essentials of the business, while still allowing for maximal flexibility and adaptability. Without good architecture, it is difficult to achieve business success.”
Business Processes Modeling
Physical InfrastructureArchitecture Stack
Tools that at least partially address the central EA challenge of representing enterprise information and technology portfolios:
Evernden & Evernden information diagnostic:
Keys to Measurement: