Aggregated enterprise architecture wisdom
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?
This post continues an earlier discussion about how to use the results from steps 1 – 3 to prioritize the actions we have identified to close the gap or difference (delta) from where we are to what we aspire to be. This is usually driven by evaluating the relative business value AND the technical complexity, plotting the results in a quadrant graph using an Action Priority Matrix. Other complimentary methods are discussed to help IDENTIFY what is feasible and what has the highest business value balancing business need with the capability to execute.
This post discusses how to use the results from steps 1 – 3 to prioritize the actions we have identified to close the gap or difference (delta) from where we are to what we aspire to be. This is usually driven by evaluating the relative business value AND the technical complexity, plotting the results in a quadrant graph using an Action Priority Matrix. What we are doing here is IDENTIFYING what is feasible and what has the highest business value balancing business need with the capability to execute.
Before proceeding with the Building better systems series I thought I should write a quick post over the weekend about the underlying Natural Language Processing (NLP) and text engineering technologies proposed in the solution. I have received a lot of questions about this when I posted How to build better systems – the specification.
With the upheaval of the economic downturn came a spate of mergers, acquisitions, divestitures, splits and buy-outs. The ensuing chaos of the resulting technology portfolios cannot really be overstated. Many surviving companies are just a mess. In norm…
One of my startup heroes Steve Blank wrote in a blog post that “value proposition is the fancy name for your product or service” It is with some trepidation that […]
When planning and measuring business benefits there are three basic contributing elements: revenues, costs and intangibles. If you look for guidance on “types of cost” most sources decompose cost types […]
This post will provide a little more exposition and insight into one method I have found useful in practice for quickly defining current state. Done well, it can provide an honest and objective look in the mirror to successfully understand where we truly are as an organization and face the uncomfortable truth in some cases where we need to improve. 
I’ve been reading some excellent material lately about the perilous task of building data warehouse capability. It cause me to reflect on my own learning from running large enterprise data […]
This is largely an extract of Wikipedia’s Eponymous Lays page. I have added a few other items along the way. There are 3 sections: Fun Laws, General Laws & Technology…
This is some dot points from an excellent article by Richard Veryard discussing Stafford Beer’s maxim that the “Purpose Of a System Is What It Does” or “POSIWID“. Richard points…
This article written by Alex Matthews (@remembermytweet) OK, so here is a quick brainstorm of key concepts that every EA should know. It is literally a 5 minute brainstorm exercise…