Aggregated enterprise architecture wisdom
Kim Parker All businesses are continually subject to change. With the recognition that change is inevitable having processes in place to deal with them ensures that a considered and informed response can be made. The drivers of change can originate from multiple … Continue reading →
All businesses are dynamic in so far as they need to respond to change drivers. How they respond is very much dependent on how well they know their business and its inter-dependencies. It is very well accepted that the change … Continue reading →
In the ‘ideal world’ all business activity would be undertaken in a manner that moved the business closer to achieving its ‘vision’ in an efficient and most cost effective manner. Unfortunately, living in the ‘real world’, the truth falls far … Continue reading →
When exploring the possibility of building a repository of business knowledge it is worth understanding that knowledge presents itself in many different forms and should consequently have different treatments and perhaps different values associated to it. It is generally understood … Continue reading →
When establishing a repository of Business Knowledge much effort is often placed into the design and population of an Enterprise Architecture. Whilst there is significant value in doing so a key business asset is often either overlooked or underestimated in … Continue reading →
Every business, as it matures, is required to traverse the Data to Wisdom Hierarchy. How far it progresses and to what extent can determine the success or otherwise of the business itself. Data: Is the product of observations of people … Continue reading →
With the availability of a well-populated Enterprise Architecture the opportunity of developing the narrative in support of delivering on a Business Strategy is greatly enhanced. With the ability to establish line of site visibility from strategy through to execution a … Continue reading →
With a decision to establish an Enterprise Architecture some preliminary design work is absolutely essential. Assuming that the business is not ‘Greenfield’ and that there has been some development of architectural collateral, some structure to the Enterprise Architecture must be … Continue reading →
An Enterprise Architecture, by the time is becomes useful to the business, has consumed considerable time and effort to develop and populate. Often the principle deliverable of an Enterprise Architecture specific or Transformation Project the transition to a ‘Business As … Continue reading →
Establishing an Enterprise Architecture to support a business can be likened very much to solving a jigsaw. The jigsaw in question is made up of pieces from multiple puzzles that have been sourced from many different parts of the business … Continue reading →
When establishing a business architecture all of its components must be taken into consideration. Whilst it may be tempting to ignore technology as being out of scope (by saying it will be covered within a Technical Architecture) it is absolutely … Continue reading →
A complete Enterprise Architecture that effectively supports the business cannot be purchased as a fully realisable off-the-shelf commodity. This statement should of course be qualified by at least considering the possibility of acquiring a hypothetical ‘business-in-a-box’ with everything already defined … Continue reading →