Aggregated enterprise architecture wisdom
Kim Parker 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 →
It would be naive to expect that when running a business that decisions would not need to be made. Situations are constantly arising that will require a response. To be able to reliably respond, appropriately and with some degree of … Continue reading →
All businesses capture and store information, in some form, about: What they are doing How they are doing it and Why This information may be structured but often is not. Information abounds that relates specifically to individual projects or activities … Continue reading →
An Enterprise Architecture is an integrated, living and ever evolving business artifact that is both informed and informs other parts of the business. It takes a holistic view of both ‘business’ and ‘IT’ with business being the driver and IT … Continue reading →
When establishing an Enterprise Architecture within a business it is extremely rare that that the business would be regarded as being truly ‘Greenfield’. In a ‘Greenfield’ business there is no existing architectural collateral that need be considered as influencing the … Continue reading →
Businesses often require, as part of a solution, to acquire a new software package to enable the businesses functionality of a business initiative. In selecting the software there are many considerations that need to be made to ensure that the … Continue reading →
Many businesses, for better or worse, decide on a single policy such as ‘Buy before Build’ when looking at implementing new business capability. The rationale behind such a policy is sound in that the design and development work to implement supporting business … Continue reading →
Change, within a business context, is inherently cyclic in nature. Undertaking change for change’s sake is not something that would normally be expected to occur. The trigger for a change event is the identification within the business that there is … Continue reading →
The decision to develop and implement an Enterprise Architecture within a business is often the harbinger of change. Driven perhaps by external competitive forces or by significant change in corporate strategy the Enterprise Architecture becomes a tool that supports business … Continue reading →
Having decided to engage in the development of an Enterprise Architecture within a business it is extremely important to adopt an approach to capturing and recording information that supports the decision making process. Without an approach or methodology directing the … Continue reading →