Data exchange with stakeholders

The hurdle:

Our data consumers spend a lot of time converting our data into their own data structures because of compatibility issues.

External clients advise the agency of the interoperability hurdle. After looking into their feedback the agency acknowledges their concerns as ongoing problems that compromise general systems and user efficiencies.

The leadership and relevant teams agree there is a problem and support the need to improve data exchange methods.

Amal contacts internal specialists with the skills and knowledge required to address the problem. A project team is developed.

The team identifies key elements of data and information governance that will help manage the interoperability hurdle.

Revisiting standards and procedures ensures a clear understanding of the agency's overarching governance requirements.

Resource: Data governance and management

The project team starts by analysing the systems and procedures of the current processes for data exchange. They identify the strengths and weaknesses of business, data and information management environments.

Resource: Current state assessment

The project team undertakes research into the methods and tools their clients use when exchanging data. Based on this research they develop a clear vision of a new, improved, process that can overcome the hurdle.

Resource: Future state vision

The team compares the current process with the improved future vision. They analyse theservices of both and recognise their differences as gaps. These gaps form core requirements for the improved future process.

Resource: Gap analysis

The team plans and designs the structure and operation of the improved process. They identify its users and also the roles of key stakeholders who will implement and manage the process.

The IT Developer briefs the team about an existing API development in their agency that could be repurposed to efficiently publish metadata to their external clients.

Resource: Planning and design

The project team considers solutions that best align to their needs and budget.

Existing infrastructure and available skills are also considered.


The improved process is embedded into the agency's business as usual (BAU). This includes:
  • documenting new processes and procedures
  • updating existing documentation
  • defining and documenting new responsibilities aided by training.

Real-time data monitoring and analytics are implemented to ensure early detection of errors and support continuous improvement.

Resource: BAU, monitoring and continuous improvement

A data exchange platform is realised and:

  • complies with agency's data and information governance needs
  • makes use of new and existing technologies
  • establishes new processes and procedures
  • triggers new responsibilities within teams including ongoing monitoring
  • overcomes the interoperability hurdle.
Copyright National Archives of Australia 2019