Aggregated enterprise architecture wisdom
What exactly is ‘the chaotic’ in enterprise-architectures? How do we work with it, design for it rather than ‘against’ it? Yeah, I know this is a theme I’ve visited often here, but to me it’s a challenge that’s right at the core of…
Some notes that came up for me almost a month back, on the SCAN framework for sensemaking and decision-making, and that I hadn’t gotten round to documenting until now. I was reminded that I hadn’t posted these notes when I saw…
Earlier this week I was at one of my favourite enterprise-architecture conferences, the annual Integrated-EA conference in London. It’s oriented towards the Defence context, but does cover the broader scope as well: for example, this year’s programme included presentations on…
In his latest article Ancient Wisdom teaches Business Processes, Keith Swenson reflects on an interesting story told by Jared Diamond. In short, the potato farmers in Peru used to scatter their strips of land. They kept them that way instead of amalgamating them which would seem like the most reasonable thing to do. This turned […]
I am always surprised (and I really shouldn’t be) that we do a great job of responding to critical incidents but almost always fail to document what we did so it can be referenced in the future. As IT leaders we need to proactively document the impacts of planned and unplanned changes. Whethere it is […]
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What architectures do we need for a society and economics that’d be viable and sustainable over the longer term? And how do we scale that down to the the everyday work we do at present in enterprise-architectures and the like?…
Enterprise Architects all over the world build guiding principles to support their practices and planning. We built one in 2005 and it still holds true today. “Reuse before Acquire, Acquire before Create, Create Reusable Components” The big problem with this is that it is all “Motherhood and Apple Pie” unless you do the hard work […]
The post Knowing What You Have Supports Planning appeared first on Enterprise Architecture in Higher Education.
How do we make sense of the big-picture in enterprise-architecture? The really big-picture? For those who didn’t (or couldn’t!) read the full series, here’s a (shortish) summary of each of those (rather over-long) posts… From the Introduction Part of the work I’ve been…
How do we work with change – and, especially, extreme-change – in an enterprise-architecture? At the really big-picture scale? This is the fifth in a series of posts on principles for a sane society: Four principles for a sane society: Introduction Four principles: #1:…
What’s the real role of money within design for an enterprise-architecture? At the really big-picture scale? [Apologies, folks: this one’s turned out to be really long, even by my usual standards – but unfortunately this theme is so darn controversial that it really does need the…
There is a common view in the enterprise architecture world that complexity is a big problem, perhaps the biggest problem, and that the primary task of enterprise architecture is to deal with this complexity.
Indeed, I’m sure I’ve said things like this myself. But if complexity is a problem, whose problem is it? I am not seeing a huge rush of businessmen hiring enterprise architects just to deal with The Complexity Problem. Usually they have much more practical problems that they want addressing.
I continue to explore the red line laid out by the great post from Ivo Velitchkov. So far I have created following posts:drEAmtime – Communication drEAmtime – Bridging the Silo drEAmtime – Capability Cemetery drEAmtime – EPIC SCANd…