Aggregated enterprise architecture wisdom
By Barbara Murphy Melby and Adia Brantley, of Morgan Lewis Cloud computing has been sold as elastic, on-demand access to virtually unlimited resources. However, the rapid growth of data-intensive and artificial intelligence–driven workloads has strain…
CyberRisk Alliance (CRA) has released its latest report for December 2024, focusing on the evolving landscape of email security. With email attacks becoming more sophisticated, organizations are increasingly looking to artificial intelligence (AI) as a…
The 2024 edition of the biennial cybersecurity report from Deloitte and the National Association of Chief Information Officers (NASCIO) found that 86% of state chief information security officers (CISOs) say their responsibilities are growing, yet […]
By Trisha Sircar and Danette Edwards, of Katten Muchin Rosenman LLP On June 23, 2023, SolarWinds disclosed in its most recent Form 8-K filing that “certain current and former executive officers and employees” of SolarWinds, including SolarWinds’ Chief …
Architecture concerns are often misunderstood, partly because of the use of the word “concern”. This blog aims to provide some clarity around concerns and their use. Continue reading →
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Probabilistic reasoning and clinical decision-making: do doctors overestimate diagnostic probabilities? “Clinicians make decisions in the face of uncertainty. Kahneman, the recipient of this year’s Nobel prize, (with Tversky and others) provided important insights concerning judgment and decision-making under uncertainty.1,,2 In order to deal with uncertainty, doctors often over-emphasize the importance of diagnostic tests, at the expense […]
Achieving true progress in creating integrated AND interoperable electronic healthcare management and information systems is very much a real-world, current-day Enterprise Architecture (EA) challenge – and it starts with “separating the business and technical concerns” using standardized EA methods, vocabularies and reusable assets. The manner in which the challenges are communicated, in particular, would benefit all stakeholders and acquisition managers.
Security concerns around Big Data continue to the extent that it has become a Board-level concern that must be addressed. To do so, enterprises must provide the business justification for such proactive steps needed to address such board-level concerns. … Continue reading →
Using the analogy of the popular game of Tetris, this diagram explains the dynamic and ever-changing challenges of Enterprise Architecture through the use of a static picture. This diagram was originally created to explain the need for Enterprise Architecture to business executives at the C-Level of an organization (e.g. CEOs, CIOs, CFOs, etc.). The original […]
(this article is part of the series “12 Heuristics for Enterprise Architecting”)Stop parroting me! (photo credit: Ferran Pestaña) In some ways, the “as-is” phase of enterprise architecting exercises do not generate new content. It brings tog…
(this article is part of the series “12 Heuristics for Enterprise Architecting“)
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| Stop parroting me! (photo credit: Ferran Pestaña) |
In some ways, the “as-is” phase of enterprise architecting exercises do not generate new content. It brings together observations from different parts of the organization and synthesizes them. Though the synthesis often produce “fresh” insights, these insights might seem obvious to the organization in retrospect, as they are often associated with pains that the organization has been suffering under. In our EA exercise, we received feedback on our “as-is” analysis that ranged from being “spot on” to “echoing back what I told you”, and that seem confusing until we sat down and analyzed the issue.
Learning from this experience, we could have explained to the organization why the EA team was not simply echoing back to them using the earlier mentioned logic. What we did do was to explain to them the EA methodology, and how we relied on it to systematically analyze the organization.
(this article is part of the series “12 Heuristics for Enterprise Architecting“)
|
| Stop parroting me! (photo credit: Ferran Pestaña) |
In some ways, the “as-is” phase of enterprise architecting exercises do not generate new content. It brings together observations from different parts of the organization and synthesizes them. Though the synthesis often produce “fresh” insights, these insights might seem obvious to the organization in retrospect, as they are often associated with pains that the organization has been suffering under. In our EA exercise, we received feedback on our “as-is” analysis that ranged from being “spot on” to “echoing back what I told you”, and that seem confusing until we sat down and analyzed the issue.
Learning from this experience, we could have explained to the organization why the EA team was not simply echoing back to them using the earlier mentioned logic. What we did do was to explain to them the EA methodology, and how we relied on it to systematically analyze the organization.