Aggregated enterprise architecture wisdom
I ran across a very interesting op-ed by Tim Jackson on productivity today in the New York Times. The gist of his well-articulated argument is that due to our relentless drive for increased output, certain professions and their attendant tasks…
I ran across a very interesting op-ed by Tim Jackson on productivity today in the New York Times. The gist of his well-articulated argument is that due to our relentless drive for increased output, certain professions and their attendant tasks…
I ran across a very interesting op-ed by Tim Jackson on productivity today in the New York Times. The gist of his well-articulated argument is that due to our relentless drive for increased output, certain professions and their attendant tasks…
How should we innovate? Business and technology leaders ask me this question a lot these days. I often respond with another question. Why do you want to innovate? Nothing kills innovation faster than a lack of focus. A financial services CTO established a technology innovation team to explore. “Explore what?” I asked. “Emerging technologies that might help us” was his answer. Not convinced enough focus was there, we refined the scope of his efforts using […]
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Metrics guide our actions (photo credit: stefan)(this article is part of the series “12 Heuristics for Enterprise Architecting”)How can an organization recognize progress without appropriate metrics? Metrics are helpful in assessing if the organi…
Metrics guide our actions (photo credit: stefan)(this article is part of the series “12 Heuristics for Enterprise Architecting”)How can an organization recognize progress without appropriate metrics? Metrics are helpful in assessing if the organi…
As many of you are aware, the Gartner Enterprise Architecture (EA) Summit starts tomorrow in National Harbor, MD! This year’s agenda looks promising – focusing heavily on how EA can and should deliver business value, growth and transformation. In our second annual Must-See Guide to Gartner EA, we’ve compiled our “Top Ten” list of eye-catching […]
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One of the more subtle problems in enterprise-architecture – in English-language, anyway – is the distinction between values (plural) and value (singular, but often used as plural). The Enterprise Canvas frame provides several useful methods via to disentangle an existing values-mess, and prevent getting into that kind of mess in the first place. In Enterprise Canvas, we […]
By Steve Philp, The Open Group Andrey Zaychikov is CIO and Chief Enterprise Architect Ministry of Sport, Tourism and Youth Policy for the Russian Federation In February 2012, Andrey Zaychikov became the first Russian to go through the Open CA … C…
(this article is part of the series “12 Heuristics for Enterprise Architecting“)
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| Stop parroting me! (photo credit: Ferran Pestaña) |
In some ways, the “as-is” phase of enterprise architecting exercises do not generate new content. It brings together observations from different parts of the organization and synthesizes them. Though the synthesis often produce “fresh” insights, these insights might seem obvious to the organization in retrospect, as they are often associated with pains that the organization has been suffering under. In our EA exercise, we received feedback on our “as-is” analysis that ranged from being “spot on” to “echoing back what I told you”, and that seem confusing until we sat down and analyzed the issue.
Learning from this experience, we could have explained to the organization why the EA team was not simply echoing back to them using the earlier mentioned logic. What we did do was to explain to them the EA methodology, and how we relied on it to systematically analyze the organization.
(this article is part of the series “12 Heuristics for Enterprise Architecting“)
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| Stop parroting me! (photo credit: Ferran Pestaña) |
In some ways, the “as-is” phase of enterprise architecting exercises do not generate new content. It brings together observations from different parts of the organization and synthesizes them. Though the synthesis often produce “fresh” insights, these insights might seem obvious to the organization in retrospect, as they are often associated with pains that the organization has been suffering under. In our EA exercise, we received feedback on our “as-is” analysis that ranged from being “spot on” to “echoing back what I told you”, and that seem confusing until we sat down and analyzed the issue.
Learning from this experience, we could have explained to the organization why the EA team was not simply echoing back to them using the earlier mentioned logic. What we did do was to explain to them the EA methodology, and how we relied on it to systematically analyze the organization.
Recently, I was contacted via this blog by an individual who had been challenged to set up a new Business Architecture practice within his company’s Enterprise Architecture team. He reached out to me to ask about some books to read and some…