Aggregated enterprise architecture wisdom
Kim Parker An Enterprise Architecture is able to contribute significant value no matter the size or the nature of the business. A business can be anything from a single person operation through to a multinational conglomerate or a government. All have missions … Continue reading →
The ability to make accurate, informed and timely decisions is critical if a business is to perform at its best. The decision making process however is affected in some individuals by behavioural characteristics that is manifest in serial procrastination. Procrastinators … Continue reading →
Complacency is a significant barrier to realising on-going business success. Coasting along on the back of past success does not position a business for the future. Not actively and continually engaging with the market is akin to putting your head … Continue reading →
Establishing an Enterprise Architecture to support change and decision making within a business should not be undertaken in an ad-hoc manner. Many businesses will already have significant information that they can feed into an Enterprise Architecture. They should however step … Continue reading →
The effectiveness of an operational Enterprise Architecture should be measured just like any other business initiative that has been put into production. Unless there is a demonstrable benefit to the business it will always be regarded as an overhead and … Continue reading →
Risk that is not understood can present as much or more danger to a business than one which has not been foreseen. All decisions will have some element of risk associated with them and how the risk is to be … Continue reading →
An Enterprise Architecture, supporting a business, is an extremely valuable asset. It is however very easy, when populating it with knowledge garnered from the business, to use it as a dumping ground for everything: ‘just in case it becomes useful’. … Continue reading →
An Enterprise Architecture gives its user the opportunity of exploring the business from end-to-end. Instead of only having a ‘blinkered’ or ‘narrow’ view of only isolated parts of the business the user is able to gain a holistic perspective. The … Continue reading →
An Enterprise Architecture supports the ability perceive the business holistically by providing an end-to-end view of its multiple dimensions. An Enterprise Architecture provides visibility of What the business does. Why is does it. How it does it. How well it … Continue reading →
Business Activity is absolutely central to how a business operates: supporting what a business does by delivering on business capability. It is imperative that the business has a real understanding of how activities are structured; what information they require; what … Continue reading →
There is probably no time when there are not competing forces influencing the direction in which a business travels and how it operates. The response that a business makes to these competing influences is a measure of its maturity. When … Continue reading →
It is extremely tempting when designing the framework supporting an Enterprise Architecture to embed functionality that requires the inclusion of so much detail that it makes its application within the business nonviable. An Enterprise Architecture, when used effectively, supports the … Continue reading →