Aggregated enterprise architecture wisdom
#entarch Some people think that what uniquely characterizes enterprise architects is that they are the ones who “get the big picture”.
If this is true, it is because EAs have differently wired brains to the rest of humanity, or because their positi…
For those interested in a free webcast from Gartner on EA best practices here are the details: Hosted by: Betsy Burton (VP Distinguished Analyst) and Daniel Sholler (Research VP) Those who have cracked the code on enterprise and application architecture…
A somewhat smaller collection of Tweets and links this time – mainly because people are heading off into their various holiday-seasons, I guess. Same categories as usual, though, preceded by the usual ‘Read more…’ link.
Enterprise-architecture, business-architecture, business-strategy, innovation and similar business themes:
SAlhir: RT @GreatestQuotes “There is nothing so useless as doing efficiently that which should […]
We boarded the plane, settled down in our seats, to await pushback from the gate – the usual ‘hurry up and wait’ of everyday air-travel. Seemed to take a bit longer than usual, though. Strange clonks and thumps from beneath my seat, down below in the cargo bay. We wait, and we wait.
[I won’t name […]
One of the fundamental questions of Enterprise Architecture is how to measure the value of the enterprise architecture program. Then again is Enterprise Architecture a program or a business function, I my opinion it can be both. I have investigated how Enterprise Architecture contribute to the enterprise with value but also how the value can […]
I am an Enterprise Architect. It is my job to look at things the way they are, and envision the things that should be. It is my role to describe specific actions that specific people can take to change things (systems, processes, corporate …
The Portfolio Viewpoint is a collection of well-defined capabilities and their relationships across a set of domains. The Portfolio Viewpoint supports executive level discussions and business strategy because it traces stakeholder (CEO, CIO, COO, CISO)…
The Portfolio Viewpoint is a collection of well-defined capabilities and their relationships across a set of domains. The Portfolio Viewpoint supports executive level discussions and business strategy because it traces stakeholder (CEO, CIO, COO, CISO) vision to decision grade information for IT investment.
But the Portfolio View usually doesn’t start out that way.
It frequently begins life as an Inventory Viewpoint that has little value outside of Enterprise Architecture or Business Architecture teams. Some attributes of the Inventory Viewpoint are as follows:
As you can see the level of order is much higher and therefore of greater value in the Portfolio Viewpoint and while there are probably other attributes one can add to the mix the table above identifies some important ones.
The danger with the Inventory Viewpoint is that if it is maintained in the same condition long term then it becomes an anti-pattern. Collecting capabilities without understanding the depth of their connections and the wealth of their meaning will end up as shelf-ware in a repository, however sophisticated that repository may feel.
So resist the temptation to hoard capabilities. Don’t be afraid to talk to the business. And, above all, pay attention to what your stakeholders and their deputies tell you, particularly the office of the CEO, CIO, COO, and CISO.
The Portfolio Viewpoint is a collection of well-defined capabilities and their relationships across a set of domains. The Portfolio Viewpoint supports executive level discussions and business strategy because it traces stakeholder (CEO, CIO, COO, CISO) vision to decision grade information for IT investment.
But the Portfolio View usually doesn’t start out that way.
It frequently begins life as an Inventory Viewpoint that has little value outside of Enterprise Architecture or Business Architecture teams. Some attributes of the Inventory Viewpoint are as follows:
As you can see the level of order is much higher and therefore of greater value in the Portfolio Viewpoint and while there are probably other attributes one can add to the mix the table above identifies some important ones.
The danger with the Inventory Viewpoint is that if it is maintained in the same condition long term then it becomes an anti-pattern. Collecting capabilities without understanding the depth of their connections and the wealth of their meaning will end up as shelf-ware in a repository, however sophisticated that repository may feel.
So resist the temptation to hoard capabilities. Don’t be afraid to talk to the business. And, above all, pay attention to what your stakeholders and their deputies tell you, particularly the office of the CEO, CIO, COO, and CISO.
The Portfolio Viewpoint is a collection of well-defined capabilities and their relationships across a set of domains. The Portfolio Viewpoint supports executive level discussions and business strategy because it traces stakeholder (CEO, CIO, COO, CISO)…
High performance servers, cheap network storage, faster network connections, and improved peripheral performance have become subtle contributors for a culture of IT waste. System designers are increasingly relieved of the burden of designing efficient systems that utilize resources conservatively, and can easily fall back on platitudes like “just add more hardware”. A system designer may […]
If you want to execute a business strategy then you’ll need an Enterprise Architecture function. Enterprise architecture (EA) is about change – strategic change in an enterprise. But not exogenous change – reactive change forced on the enterprise by outside exigencies – although that sort of change and those external forces may be taken into […]