Aggregated enterprise architecture wisdom
Kim Parker A structured framework into which business information and knowledge can be dropped only provides only one of the foundational elements required of an Enterprise Architecture. An Enterprise Architecture Framework without content provides no business no value. It must be populated. … Continue reading →
Businesses, in order to thrive, must constantly innovate. Subject to drivers from both external and internal sources, the need to change may only be apparent where sufficiently good business intelligence is available. . Managing the direction of change, without good … Continue reading →
To manage a business effectively it is essential that decisions makers know Where the business is going? Why it is going there? How it will get there? How well it is travelling? What risks, constraints and external influences need to … Continue reading →
Engaging in business activity always has associated with it some element of risk. Embedded in each risk is a probability that some threat, damage, injury, liability, loss or other negative business effect, caused by external or internal factors, may occur. … Continue reading →
With any initiative that is offered for consideration, within a business, for inclusion within a program of work it is very easy to oversell the benefits that it can deliver and the ‘ease by which it may be accomplished. Often, … Continue reading →
Business benefit can be manifest in many different ways. Whilst easy to equate benefit with profit and loss, there are other measures that can and should be applied. An unreasoned over-emphasis on finances can be detrimental. For many organisations the … Continue reading →
In a business that has not established an Enterprise Architecture it is likely that, in spite of best efforts, there is an unacceptable degree of fragmentation and duplication existing that may result in waste, increased costs and increased time to … Continue reading →
All businesses have a degree of complexity inherent within them that needs to be managed. Business activities that are undertaken and the systems used to support them have multi-facetted interdependencies that may results in, even with a single change, cascading … Continue reading →
Business Strategy is about the initiating of actions designed to attain one or more of the goals of the business. The strategy can be defined as: ‘A general direction set for the business and its various components to achieve a … Continue reading →
During the course of the life of a business there are many decisions that need to be made in response to drivers that influence the way in which the business will progress. How well and how timely the decisions are … Continue reading →
Having spent time and effort in populating an Enterprise Architecture its true value can now be realised in its use. The Enterprise Architecture, being a tool that provides visibility of the business, providing ‘line of sight‘ between strategy and execution, … Continue reading →
All organisations should have formulated a set of goals and objectives, derived from their mission and vision statements and supporting their business strategy. The completeness of these goals and how they are managed can influence the ability of the organisation … Continue reading →