Aggregated enterprise architecture wisdom
I wanted to share some updates on training and certification from The Open Group in the light of the COVID-19 (coronavirus) restrictions, covering how we are adapting to the current environment. Our main focus is enabling you to continue to grow your knowledge of our standards and best practices, and become certified, while keeping safe.
In this second article, I discuss key ideas and concepts underlying the design of a Reference Architecture for Health. Based upon the principles developed in the first article, these ideas and concepts describe what is needed. Together with the essential capabilities that we will introduce in a third article, they provide the input to how to build and deliver such a Reference Architecture. This document uses the following approach:
– From the large to the small: Start with the outer context, the overall Healthcare system, and refine into individual subject areas and building blocks
– Outside in: Start outside the organization, from the perspective of a customer, and design your organization around the needs of the customer
In this article, I’ll share guiding principles for a reference architecture for the Healthcare industry. The main beneficiaries of this reference architecture are patients, health professionals, and Healthcare organizations. Its main users are planners, managers, and Enterprise Architects. A second article will focus on key design ideas for such a reference architecture, followed by a third article to describe its essential capabilities.
Obviously, you are all, by now, very aware of the global COVID-19 pandemic. Quite understandably, it is dominating every news feed around the world. We are all feeling a mix of fear, incredulity, uncertainty, and confusion. As an organization that prides itself on bringing people together globally, both face-to-face and virtually, The Open Group sees this terrible virus as both a huge challenge, and an opportunity.
Before describing the future Enterprise Architect, we will reflect on the current Enterprise Architect, one of their customers – a current line of business leader – and the strained relationship between them. For the sake of personalization, we will call the current Enterprise Architect ‘Archie’, and current line of business leader ‘Loretta’.
In the future state of Enterprise Architecture, the relationship between the two evolves towards one that is more productive and trusted. We describe what a future Enterprise Architect might look like and summarize the salient differences.
The Open Group hosted its latest event at the Marriott Riverwalk in the lively city of San Antonio, Texas. On January 27 – 30, we welcomed attendees from across the globe – including decision-makers, Enterprise Architects, Data Scientists, engineers, technologists, and end-users representing many businesses and governments – to explore how organizations can utilize their growing volume of data effectively and securely as part of a digital transformation program.
By Steve Nunn, President and CEO, The Open Group
As we usher in the new decade, I would like to express my sincerest wishes for you – our valued Members, The Open Group global community, and staff – to enjoy much happiness and great success in 2020.
What a year it has been here at The Open Group! As I reflect on 2019 and consider what is to come in 2020, one thing is very clear – The Open Group is doing even more of what it does best – helping to solve real business problems through technology standards.
At The Open Group Amsterdam 2019, participants were offered the chance to participate in an exciting new gamification of IT4IT™, a standard of The Open Group. Jan Schilt, co-owner of GamingWorks BV acted as the CEO role of a Banking concern named UBanQ. In that game role, Jan challenged several teams to prove that they could become the bank of choice for customers in a highly competitive, rapidly changing digital world.
As someone who cares about how business strategy and digital intersect, it is great to see complementary validations of business thinking. This is what I found after reading “Competing in The Age of AI”, released on January 6, 2020. The book’s authors extend and compliment “Designed for Digital” which was reviewed in September. Maybe the authors should take a walk across the Charles River.
In Competing in the Age of AI, authors Marco Iansiti and Karim Lakhani dig into the role of data and AI in driving the digital future. Their perspectives provide additional and supportive thinking from Designed for Digital.
From cloud computing and big data, to the Internet of Things and digital product delivery, the nature of IT has changed dramatically. As a result, today’s IT departments are under enormous pressure to help organizations remain competitive throughout the digitalization process. Traditionally, IT departments have not been built to focus on development, and are not yet agile enough to handle a business environment that must constantly adapt to an ever-evolving marketplace.
The delivery of IT services to the business has changed significantly in recent times. Largely driven by the consumerization of IT, DevOps is being charged with linking development and operation teams to improve the quality and speed of delivering new offerings to consumers.This shift is being facilitated by the rapidly changing digital landscape and the increased demand for new products and services.
Forrester predicted that 2019 would be the year of rebuilding foundations and measured innovation for the CIO. As part of this, they suggested that CIOs not put the proverbial ‘cart’ before the ‘horse’, and to focus on providing solid foundations while taking a measured approach to innovation. Yet despite the guidance to focus on practicality, many CIOs still aspire to be seen as a technology evangelist and to work with smart business partners to create major change within the organization. This has left many CIOs at a stalemate in regards to their role and responsibilities, especially as the CEO and CDO roles continue to evolve.