2 months, 9 days ago

Agility within The Open Group

What an exciting event in the city of Denver, Colorado the week of July 22, 2019! If you were at this conference you would probably have noticed the breadth and depth of work happening in The Open Group and, as well, noticed the impact it is having throughout various industries. A lot of really great stuff is going on thanks to those members working on real issues best addressed through collaboration! Kudos to the Members!!

One of the things I heard from some Members, expressed as a “potential” issue, was work being done that might be considered overlapping. Specifically referenced was TOGAF® Architecture Development Method, the Digital Practitioner Body of Knowledge™ (DPBok) Standard, and Snapshot of The Open Group Agile Architecture Framework™ Standard. After giving this some thought I felt compelled to present the optimistic view of this based on my experience with The Open Group over three decades!

2 months, 15 days ago

The Open Group Denver 2019 – Event Highlights

The Open Group hosted its latest event in the beautiful Mile High City of Denver, Colorado, at the Four Seasons Hotel, July 22 – July 25, welcoming approximately 300 attendees from 14 countries including Australia, South Africa, Brazil, Netherlands, India, UAE, and Denmark. The event’s theme, ‘Agile Architecture’, explored the intersection of Agile methodologies and Enterprise Architecture.

2 months, 30 days ago

Finally – A Body of Knowledge and Standard for Digital Practitioners!

Finally – A Body of Knowledge and Standard for Digital Practitioners!  No, I’m not talking about practitioners of Digital Marketing; “Digital Experts,” “Digital Directors,” “Digital Marketing Managers”, “Digital Brand Managers,” etc. have been around for a couple of decades now…

3 months ago

Managing Digital Transformation with Support of Enterprise Architecture

I applaud the choice in the book “Managing Digital, Concepts and Practices” by Charles T. Betz “to NOT include dedicated chapters on “Project Management” and “Process Management.” Instead, more general chapter titles of “Coordination” and “Investment and Planning” were chosen. I like this because the more general terms get to what must be done and get away from the legacy disciplines that have been assumed to be the right and only way to get them done. In other words, I think we have lost the reason for employing legacy disciplines and they have become embedded, maybe even institutionalized, without accountability for adding value – especially through answering questions to support decisions. On the other hand, I do not feel that one should simply dismiss the goodness of legacy disciplines lest we throw the baby out with the bathwater!