Aggregated enterprise architecture wisdom
The Elements of a Capability Model The capability model could contain a lot of different elements but the basic ones are: The Capability Areas which serve as a reflection of the functionality needed to run the business. The Capability Groups which serve as blueprints for responsibility. The Business Capabilities which serve as blueprints for business services. The […]
The Elements of a Capability Model The capability model could contain a lot of different elements but the basic ones are: The Capability Areas which serve as a reflection of the functionality needed to run the business. The Capability Groups which serve as blueprints for responsibility. The Business Capabilities which serve as blueprints for business services. The […]
This model is part of my toolbox for working with capability architectures. The Capability Inventory I know that there is certain ways of naming a capability and also that there are other principles that people and I promote that you should adhere to when designing your capability map. Here I’ve taken some liberties in regards to those […]
This model is part of my toolbox for working with capability architectures. The Capability Inventory I know that there is certain ways of naming a capability and also that there are other principles that people and I promote that you should adhere to when designing your capability map. Here I’ve taken some liberties in regards to those […]
Working with architecture as a way of designing and cataloging the relationships between business and IT has always been a challenge. I recently attended an IASA meeting where we discussed the challenges of designing and maintaining a business architecture. At the meeting I talked about capabilities, what I think they are and how to actually go […]
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 →
I’ve been around a few organisations now where I still see Enterprise Architecture being nothing more than a thing that IT people do. There is a terrible lack of trust between the Business and IT […]
The post What‘chu Talkin’ ‘Bout, Business? appeared first on Enterprise Architects.
To succeed, a business needs to transition its goals into beneficial outcomes. Goals, in being realised, need to be supported by business capability which describes what a business is able to do and services which leverage combined capabilities to define … Continue reading →
Tom Graves recently participated in an Open Group TweetJam on Business Architecture. You can read about the results of this at http://weblog.tetradian.com/2013/03/20/opengroup-on-bizarch/ Unfortunately I didn’t hear about this in time to participate but I thought I’d record my own thoughts here. The questions were: How do you define Business Architecture? What is the role of the business architect? What real world business problems […]
The Business Capability Alignment Wheel is a quick and effective means to scope and describe what is needed within an enterprise to achieve strategic direction. Once the strategic direction is articulated, and the key business results or success measures that contribute to achievement of the strategic direction are defined, you are ready to use the Strategic
The post Quick Strategy Assessments and Scoping with Business Capability Wheels appeared first on Louise A Harris on Enterprise Business Architecture.
When establishing (or indeed re-establishing) a brand new Enterprise Architecture function within an organisation there are perhaps two main approaches: A big bang approach A gradual iterative incremental approach I favour the big bang approach. This is for several reasons: 1) a big bang send a clear and confident message to everyone in the organisation that […]