Aggregated enterprise architecture wisdom
Kim ParkerWhat has happened to the practice of having a vision, determining goals and objectives, defining a need, establishing benefits then making good decisions. Recently an email sent by the Australian Prime Minister indicated that expenditure on education in Australia would … Continue reading →
Poor decisions with poor outcomes are common when a business engages in ‘wishful thinking’. Agreeing to pursue a course of action because of what the decision maker wants to occur is not always wise. Ignoring drivers, constraints and capabilities when focused on a … Continue reading →
Achieving an acceptable outcome from any initiative within a business is fraught with obstacles. Achieving an acceptable balance between the dimensions (below) is essential when establishing a plan to execute. Scope: What does the initiative cover; what are its requirements; … Continue reading →
How often do we use the terms skills and knowledge interchangeably and/or erroneously? Knowledge is information acquired through our experiences and the use of various sensory inputs. These include reading, watching, listening, touching, smelling. Knowledge refers to degree of familiarity … Continue reading →
Business Capabilities do not stand by themselves. They have both inputs and outputs and have explicitly defined service expectations. They may be hierarchical with established dependencies or inter-dependencies. Business Capabilities are the fundamental components that provide an organisation’s capacity … Continue reading →
Having a vision statement is essential for an organisation to know ‘why’ it is doing what it is doing. A vision statement supports the rationale for why an organisation exists. It provides both guidance and a means to assess the … Continue reading →
Organisations often promote themselves by expounding on their capability to deliver goods and services to particular market segments. Organisational capability is only one side of a many sided coin. In an individual it is accepted that an ability is the … Continue reading →
All organisations, whether large all small, are influenced by both internal and external drivers. How the organisation responds to them can affect its overall success. The following only touches some of the generic drivers that an organisation is likely to … Continue reading →
Understanding and acknowledging the capability of an enterprise to deliver satisfactorily its portfolio of goods and services to its customers, whether they be internal or external, is absolutely essential. Without sufficient insight, the spectre of over-promising and under-delivering, with all … Continue reading →
Australia may well be on the brink of catastrophically failing in its responsibilities to both its current and future population. In 1974 the Australian Federal Labor Government abolished university fees, the reform designed to open tertiary campuses to people previously … Continue reading →
An athlete, in developing their skills will repeatedly ‘try’ various manoeuvres or activities until such time as either they master them, in which case they are ‘done’, or acknowledge that they are beyond their capacity to succeed. A diver will … Continue reading →
Enterprise strategies are established to assist in moving towards and achieving defined business visions. These strategies are dynamic and are expected to be refined, over time; changes being driven by market forces, business or technical innovation, new legislative requirements or … Continue reading →