Missed Charmaine's post, but would like to add another thought to this thread.  

While agreeing that data models need vetting against the functional capacity
and technical structure of any application, IMO developing data models
should be a part of narrowing the field of relevant products.  And, unless
it is the goal of the organisation to be driven by IT (rather than IT
enabling corporate vision that is driven by operational factors) I suggest
that IT should not be left to map architecture and develop models. The IT
team should have valuable skill sets that can be brought to bear under a
someone whose interest is achieving operational outcomes--IMO, IT should not
lead.  Users and Senior Managers may buy into the mystique of IT. Caution
should be taken to ensure that this does not result in a project that adds
one more statistic to the already too large number of IT projects that fail
for lack of adequate engagement of operations and adequate attention to
cultural norms, organisational development and change process.

John James O'Brien, CRM, MALT
www.irmstrategies.com

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