Aggregated enterprise architecture wisdom
Kim Parker Traditional channels for doing business are being seriously disrupted by the easy access that digital devices provide to their users. Smart phones and tablets have penetrated the user community to such an extent that businesses are being created that cater … Continue reading →
‘Precrastination’ is a recently coined word, specifically used to describe behaviour which is characterised by impatiently undertaking tasks, frequently despite having inadequate information and with careless disregard of the risks. Precrastinators: Exhibit the need for applying speed over rigour, May … Continue reading →
A business can expend considerable effort and cost attempting to achieve the various goals it has set. Both the effort and costs need to be managed through the execution of good process and the exploitation of reliable information. Using an … Continue reading →
Change is inevitable. People change with experience, The market changes with customer ‘wants’, influenced by competitors, fads and innovation, Legal requirements change with government policy, Technology changes introducing obsolescence and new possibilities. Businesses that do not acknowledge the necessity of … Continue reading →
When exploring multiple new opportunities, it is common business practice to ‘pick the low hanging fruit’, or, identify the ‘quick wins’. Whilst it is easy to rationalise that these will benefit the business and provide a faster return on investment, … Continue reading →
A business and the individuals within it could really benefit from extending the role ontology to cover all positions. The survey of advertised Australian roles previously discussed, revealed that the Project Management roles are just as fragmented as that of … Continue reading →
It has been unfortunate that the term Enterprise Architect has been in many cases regarded as being more closely aligned to IT rather than the ‘whole of business’ as was originally intended. Supporting the ontology offered for discussion are the … Continue reading →
Surveying current architecture roles in Australia reveals an explosion of numerous, confusing and frequently ambiguous job titles. Over a 30 day period a staggering 71 different job titles emerged with some probably being missed. Many of the roles advertised were … Continue reading →
Business Maturity and dealing with the unexpected Watching Tom Graves’ excellent video presentation entitled ‘Same and different: architectures for mass uniqueness’ made me think seriously about how businesses, when assessing their maturity, include amongst their capabilities, the ability to handle … Continue reading →
Change is occurring more rapidly than traditional management paradigms are often able to accommodate. It could therefore be asked how business baselining aligns with the Agile principles that many businesses see a need to adopt. The truly Agile business can … Continue reading →
Before progressing the business or making significant decisions affecting its future, it is essential that it be known both where it is and what is its real capability and capacity to making that progress. Using an analogy there little point in my planning on … Continue reading →
All businesses, whether they be small, one person operations, large multinationals or government agencies will benefit from understanding their delivery capabilities. Whilst relatively easy to say that a business must engage in a particular set of activities in order to … Continue reading →