business

Outside In

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How often do you see customer journeys, customer events and scenarios modelled in an Enterprise Architecture model? Not often, if at all I suspect. In my opinion, the ‘Enterprise’ in Enterprise Architecture should include all those stakeholders that are engaged with an organisation. This include all those suppliers and service providers to the left hand […]

A Project Portfolio Management Approach

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I introduced an approach to project portfolio managment (PPM) to my IT team at the American University of Sharjah.  After 9 months here, I have a real sense that we were doing too many projects for the resources that we had available.   The result of trying to do too much was that our planning […]

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The Project Business Model Stakeholder Impact

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This post is number ten in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors), whom I’ve shared many of the referred to business model experiences with. […]

Rational Rationalization – Part the First

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With the upheaval of the economic downturn came a spate of mergers, acquisitions, divestitures, splits and buy-outs. The ensuing chaos of the resulting technology portfolios cannot really be overstated. Many surviving companies are just a mess. In norm…

NOTES – actors, agents and extras in the enterprise

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If the enterprise is a story, who are the actors in that story? What are their drivers and needs? How do we model and manage the relationships between those actors in the story? (This is part of an overview and…

The Project Business Model Stakeholder Groups

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This post is number nine in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors) whom I’ve shared many of the referred to business model experiences with. […]

Every organisation is ‘for-profit’

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What’s the fundamental difference between a for-profit organisation, and a not-for-profit one? Or, for that matter, between either of those and, say, a government department, or an NGO (non-governmental organisation)? Short answer: none – because every organisation is a for-profit organisation. The only…

Prioritization tool

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  Considering which features to realize should be dependent on time to market for the product and difficulty of realization. Properly used this little tool can help architects balance the organization cash flow. Using this kind of diagraming technique it’s easy to get a comparison overview across many products.