Cybersecurity Threats Key Theme at Washington, D.C. Conference – July 16-20, 2012

A preview of the upcoming Open Group Conference in Washington, D.C. – July 16-20, 2012. More information can be found here: http://www3.opengroup.org/dc2012 Continue reading →

Telltale Signs of Organizations with Strong EA

Footprints on fresh snow
(photo credit: dru!)

Walking on fresh snow is one of my favorite activities, as I enjoy leaving the first footprints in the soft, fluffy snow.  My impact on the snow is evident to those that come after me.  What impacts should EA have on organizations?  What do EA’s footprints look like?  Here are answers from three authoritative sources, on tell tale signs that an organization has effective EA.

1. Clarity on Long-term Plans

The book “Enterprise Architecture as Strategy” believes that enterprise architecture help organizations focus on building strategic capabilities, instead of constantly being distracted by immediate needs. It does that by providing a long-term view of an organization’s processes, systems and technologies [1].  This clarity works hand-in-hand with strong governance to help organizations achieve future states they desire.

Following on this point, EA should also enable organizations to have clarity on current capabilities.  Without this clarity, organizations end up building capabilities that they already have, or capabilities that are not supported by their existing processes, systems and technologies.

2. Strategic, Responsive and Cheap IT 

CIO.com sees that enterprise architecture makes IT cheaper, more strategic and responsive, and help promote alignment, standardization and re-use of IT assets [2].  This builds on the clarity mentioned in the previous point, such that IT works on what matters, is positioned for the future and designed to maximize reuse and reduce duplication.

3. Agile

Gartner sees enterprise architecture as a change enabler by “by creating, communicating and improving the key requirements, principles and models that describe the enterprise’s future state and enable its evolution.” [3]  In a way this is similar to #2, but this brings the impact beyond IT to the entire organization.

Other Impacts?

What other impacts should EA have?

References

1. Enterprise Architecture as Strategy: Creating a Foundation for Business Execution, Jeanne W. Ross, Peter Weill, David Robertson
2. Enterprise Architecture on CIO.com, http://www.cio.com/topic/3020/Enterprise_architecture
3. Gartner’s Definition of Enterprise Architecture, http://www.gartner.com/it-glossary/enterprise-architecture-ea/

Telltale Signs of Organizations with Strong EA

Footprints on fresh snow
(photo credit: dru!)

Walking on fresh snow is one of my favorite activities, as I enjoy leaving the first footprints in the soft, fluffy snow.  My impact on the snow is evident to those that come after me.  What impacts should EA have on organizations?  What do EA’s footprints look like?  Here are answers from three authoritative sources, on tell tale signs that an organization has effective EA.

1. Clarity on Long-term Plans

The book “Enterprise Architecture as Strategy” believes that enterprise architecture help organizations focus on building strategic capabilities, instead of constantly being distracted by immediate needs. It does that by providing a long-term view of an organization’s processes, systems and technologies [1].  This clarity works hand-in-hand with strong governance to help organizations achieve future states they desire.

Following on this point, EA should also enable organizations to have clarity on current capabilities.  Without this clarity, organizations end up building capabilities that they already have, or capabilities that are not supported by their existing processes, systems and technologies.

2. Strategic, Responsive and Cheap IT 

CIO.com sees that enterprise architecture makes IT cheaper, more strategic and responsive, and help promote alignment, standardization and re-use of IT assets [2].  This builds on the clarity mentioned in the previous point, such that IT works on what matters, is positioned for the future and designed to maximize reuse and reduce duplication.

3. Agile

Gartner sees enterprise architecture as a change enabler by “by creating, communicating and improving the key requirements, principles and models that describe the enterprise’s future state and enable its evolution.” [3]  In a way this is similar to #2, but this brings the impact beyond IT to the entire organization.

Other Impacts?

What other impacts should EA have?

References

1. Enterprise Architecture as Strategy: Creating a Foundation for Business Execution, Jeanne W. Ross, Peter Weill, David Robertson
2. Enterprise Architecture on CIO.com, http://www.cio.com/topic/3020/Enterprise_architecture
3. Gartner’s Definition of Enterprise Architecture, http://www.gartner.com/it-glossary/enterprise-architecture-ea/

Interoperability and interresponsibility

(This one’s somewhat exploratory, so perhaps pardon me if I ramble a bit more even than usual here?) Reading Dion Hinchcliffe’s excellent post ‘Enterprise Social Networks Need Open Standards‘ left me pondering on the whole thorny issue of interoperability, and

The Cloud is in the cloud

This one’s another follow-up from the model-development session with Stuart Boardman last Friday, and relates to a different way to understand the often over-hyped Cloud. [I hasten to add that most of what follows is just a minor elaboration on an

Using the ‘This’ game in EA modelling

A great session last Friday with enterprise-architect Stuart Boardman, using his Metropolis thought-experiment as a live test-case for my still somewhat-experimental ‘This’ game for service-modelling. Stuart developed Metropolis as a worked-example for service-modelling at very large scale – the scale of

On My Move To Consulting Services

This is the official announcement.  After seven years of providing Enterprise Architecture services to my own company, Microsoft, I’ve decided to move into the Microsoft Consulting Services division and offer my Enterprise Architecture skills and experiences to other companies through Microsoft’s acclaimed world-wide consulting services division. 

Nick Malik… Enterprise Architect for Hire.

I’ve been a consultant before.  In fact, in the 26 years since I graduated from college, I’ve spent more time in consulting than as an employee.  In some ways, I’m coming home.  However, I’ve not consulted through Microsoft’s consulting division before.  I expect that customers of Microsoft expect different things of their Microsoft consultants than they do from their management consultants or software development consultants (the roles I’ve played before).  I have a transition to make, and in all honesty, I’m both excited and nervous about the change.  After all, I’ve been working in one environment (Microsoft IT) for the past eight years.  I expect that moving “outside the bubble” will be a move back into the real world… a world that has changed dramatically since I was last there.

Microsoft’s internal culture is all-encompassing.  First off, not many people have the opportunity to work for such a large IT division.  Microsoft IT has 4,000 full time employees and thousands more consultants and contractors.  There are offices in 100 countries, six large scale redundant data centers, and massive deployments of bleeding edge technology.  Microsoft IT is Microsoft “First and Best Customer,” which means that we get the first crack at new technology, whether it’s ready or not.  For example: Thousands of Microsoft employees are using Windows 8 for their normal working environment, and yes, our helpdesk supports Windows 8.  We have large teams, and many roles, and an IT budget in excess of $1B.  No, Microsoft IT is not a typical IT shop.

For all the excitement of working inside the cauldron of Microsoft, the noise inside the bubble drowns out the sounds of reality from outside the bubble. To counteract this,  I have always made an effort to reach out and speak directly to customers of Microsoft software and exchange practices.  I am a member of a small minority of IT architects who are engaged in that way.  Most of IT is focused on serving the large and needy community of companies known as Microsoft. 

That doesn’t mean that Microsoft IT is sheltered.  Far from it.  We have strong relationships with key partners and each of the large OEMs.  We work closely with some large customers as well.  Microsoft IT folks are part of those partnerships and there is continuous contact.  That said, the majority of contact between MSIT and the “outside” world is in direct support of our partners.  Let’s not forget that it is also valuable to speak with people who are NOT involved in making Microsoft successful.  To that end, I’ve been engaged to speak to folks from financial services, oil and gas, retail, government, and many more sectors.  Each wanted to know about some aspect of Microsoft’s internal architectural activities.  Each was willing to share with me their experiences, and their techniques, for developing Enterprise Architecture.

I always got a great deal of energy from these contacts.  In some sense, they were the highlights of any week where I got a chance to present to, and listen to, and learn from, our myriad customers from all over the world.  And that is why I’m making this move.  I’m going after the thing that I enjoy doing the most: providing value directly to companies and organizations around the world.

What does that mean for me?  It means that I will spend a good bit more time in airplanes and hotels.  It also means that I will be working continuously in new situations, trying to add value as an EA in different companies, in different ways.  It also means that I may get something started and not be around to see it come to full fruit.  I’ll miss that part. 

What does that mean for you?  If you are a company or agency that needs an Enterprise Architect, and you’d like to have me visit and spend some time with you, please drop me a line through this website and I’ll see what I can do to arrange things. 

I’m hanging out my shingle.  Open for business.

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