Aggregated enterprise architecture wisdom
The illusions of process architectures Most of the time people expect that a process is a linear execution of activities that has been predetermined, some people call this the happy path (top illustration) and expect that this is the way things should work. On other occasions people realize that processing is a bit more complex […]
There are days when you just know you are right. It may not happen often, and certainly not with every topic, but it happens – and there is nothing more frustrating than knowing to the depths of your knowing-place that the path upon which others have…
There are days when you just know you are right. It may not happen often, and certainly not with every topic, but it happens – and there is nothing more frustrating than knowing to the depths of your knowing-place that the path upon which others have…
Recently I have started a series about Power, Process, Project and People. After I have touched Power, I now like to reflect a bit on Process and what I am doing with processes in my daily Enterprise Architecture work. Just to repeat the definition fro…
Recently I have started a series about Power, Process, Project and People. After I have touched Power, I now like to reflect a bit on Process and what I am doing with processes in my daily Enterprise Architecture work. Just to repeat the definition fro…
In the past days I have seen plenty of interesting posts putting various concepts in the focus. One caught my attention and is very much worth to read:
RT @davidsprott: The shape of the next generation EA framework. t.co/dolaKQtb #CIO #ecosystem #services #entarch
— Tom Graves (@tetradian) 18. Februar 2013
This post followed some back and forth twittering and it was a very enjoyable discussion. It triggered some thinking I wanted to reflect already for a while, because every now and then I see an interesting tendency to market something as the one and only way on how to look at the world or solutions, be it IT or non IT.
Coming back to people I want to reflect on three forces especially which I observe every day and what I do to work with them or what I see in the typical Enterprise Architecture approaches. The three forces are (for each one definition from Oxford Dictionaries):
The definition of process and project is sometimes confusing if compared, so for simplification I typically differentiate by using project in the context of unique deliveries and process if the deliveries are repeatable. These three forces have a different effect on people, and each and every person has a different opinion what type of force he prefers, but in typical organizations all three forces exist in co-existence and influence each other. The key to all these three powers in the end is the People though and interesting enough they get quite often forgotten.
This is only the first post in a series, otherwise it is getting too long. The next post will be about power. If you have any input to give straight away then I am happy to read or hear from you.
In the past days I have seen plenty of interesting posts putting various concepts in the focus. One caught my attention and is very much worth to read:
RT @davidsprott: The shape of the next generation EA framework. t.co/dolaKQtb #CIO #ecosystem #services #entarch
— Tom Graves (@tetradian) 18. Februar 2013
This post followed some back and forth twittering and it was a very enjoyable discussion. It triggered some thinking I wanted to reflect already for a while, because every now and then I see an interesting tendency to market something as the one and only way on how to look at the world or solutions, be it IT or non IT.
Coming back to people I want to reflect on three forces especially which I observe every day and what I do to work with them or what I see in the typical Enterprise Architecture approaches. The three forces are (for each one definition from Oxford Dictionaries):
The definition of process and project is sometimes confusing if compared, so for simplification I typically differentiate by using project in the context of unique deliveries and process if the deliveries are repeatable. These three forces have a different effect on people, and each and every person has a different opinion what type of force he prefers, but in typical organizations all three forces exist in co-existence and influence each other. The key to all these three powers in the end is the People though and interesting enough they get quite often forgotten.
This is only the first post in a series, otherwise it is getting too long. The next post will be about power. If you have any input to give straight away then I am happy to read or hear from you.
That previous post on process was, yes, I’ll admit it, a bit long: but the key point is that the term ‘process’ is necessarily a bit blurred, and that we get into trouble if we try too hard to sharpen up…
What do we mean by the term ‘process’? What is a process? For that matter, what isn’t a process? This came up in a great Skype-conversation today with Kevin Smith, creator of PEAF (the Pragmatic EA Framework), about yet another LinkedIn somewhat-circular…
I subscribe to the free investigative reports generated by the United States Government Accountability Office (GAO). For my foreign readers and those not familiar with GAO, the agency describes itself as follows: "The U.S. Government Accountability Office (GAO) is an…
I subscribe to the free investigative reports generated by the United States Government Accountability Office (GAO). For my foreign readers and those not familiar with GAO, the agency describes itself as follows: "The U.S. Government Accountability Office (GAO) is an…
Understanding how to handle customer needs and expectations is critical to success. From better service levels to lower costs to new, innovative product offerings, the pressure is on for organizations to go above and beyond. And, as consumerization continues its exponential growth, organizations need to find better ways to meet the ever-changing demands of their […]
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