Aggregated enterprise architecture wisdom
Being agile is to be able to move quickly and easily [1]. Being flexible is something else, it is the ability to be easily modified to respond to altered circumstances [2][3]. So if agility is about speed, flexibility is about adaptation. In a business solution [4] context, both are needed to respond effectively and efficiently […]
What’s the last stage of learning any skill? Answer: ya gotta teach it… And that’s exactly what I’ll be doing down in Australia, starting late next month. Some while ago I said that at last I’d Got Round To It…
Methodology is a set of methods and procedures describing how to reach a result. Every enterprise developing products or services makes use of various development methodologies [1] but they are sometimes diverted from their original intent, for example for project management [2] purposes. As for projects, the application of methodology produces “deliverables” [3], for example […]
What methods do we need for experiment and research in enterprise-architecture and the like? Should and must we declare exactly what our hypothesis will be before we start? Those are some of the questions that Stephen Bounds triggered off for…
There is sometimes a disconnection between the business strategy and the IT strategy of a company and that inevitably implies unexpected effects like e.g. difficulties for IT to deliver solutions in due time, on scope, on budget or with the requested level of quality. One of the things the business part of a company wants […]
“What concerns me is the dilution of what EA means to the point it has no meaning.” That’s what he said. But is this a real concern that we should be worried about in enterprise-architecture? Or a red-herring that arises…
All that discussion about capabilities – yeah, great, fine. But how do we use them? How do we use this notion of ‘capabilities’ in designing our business-models and suchlike? I was kinda reminded about this from another direction yesterday, in a great…
Just how should we use models and frameworks in enterprise-architectures – particularly in the exploratory phases of architecture-development? What’s the best way to use them? And how do we prevent the frameworks from constraining our options in those processes? These…
(The previous post, ‘The science of enterprise-architecture‘, covered a lot of ground, but ended up kinda long – again… So for those with tendencies towards TL;DR, here’s a somewhat shorter version. ) How much is enterprise-architecture a science? To put…
Just how much is enterprise-architecture a science? How much could it ever be a science? Or, to put it the other way round, how much does science even apply in enterprise-architecture? That’s what came up for me whilst watching Brian…
The post wraps up the Road Map series by publishing the results to share with all interested stakeholders impacted by the program as planned. This completes a description of a time tested methods to develop, refine, and deliver a professional roadmap to produce consistent repeatable results.
This post explores the step where we discover the optimum sequence of actions recognizing predecessor – successor relationships. This is undertaken now that we have the initiatives and the prioritization is done. What things do we have to get accomplished first, before others? Are there dependencies we have identified that need to be satisfied before moving forward? What about the capacity for the organization to absorb change?