Aggregated enterprise architecture wisdom
First, let me say I am not talking about highly productive organizations. Productive organizations get more work done than expected. High performance organizations produce the unexpected. They not only produce more, they also produce “different”. Defining a true high performance organization is difficult. When we think about personal or organizational performance, we tend to see […]
In this article of HBR, Roger Martin argues that “Strategy is iterative protyping”. Is it really so?If strategy is considered at the product level prototyping is rather normal practice. In any serious enterprise, there usually are different e…
There are many different reasons why someone decides to become TOGAF® certified. As a trainer I aim not only to ensure you do well on your TOGAF® exam, but to guide you to a space […]
The post From Dread to Delight – Taking a Human Centred Approach to TOGAF® appeared first on Enterprise Architects.
For years, we’ve been talking about achieving business value from IT. Now it’s time for a change in language and attitude. Instead of referring to “IT and the business,” let’s talk about “IT and other parts of the business.” Why? It boils down to three reasons: The digital economy is already here We are in […]
Guest post by Ian Kahn When you think about a multichannel consumer, you probably envision a customer who is running from store to store and bouncing from web site to web site in search of the best deal. In reality, multichannel consumers have a limited list of retailers among their favorites, according to PwC’s 2014 Global Total Retail Survey of nearly 15,000 consumers. PwC defines multichannel customers as those who purchase from at least two […]
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I have recently had the need to think about messages, events, and state. I may have finally caught up to where Nigel Green was three years ago!These three ideas are often bundled together, but really they represent different things. And when we try to …
I have recently had the need to think about messages, events, and state. I may have finally caught up to where Nigel Green was three years ago!These three ideas are often bundled together, but really they represent different things. And when we try to …
Again, a post that isn’t so much about architecture – more about miscommunication, but this time with me as the ‘user’. It illustrates how the poor ‘users’ feel when we behave like Scott.First the back story. In our kitchen we have french doors leading…
Again, a post that isn’t so much about architecture – more about miscommunication, but this time with me as the ‘user’. It illustrates how the poor ‘users’ feel when we behave like Scott.First the back story. In our kitchen we have french doors leading…
A business and the individuals within it could really benefit from extending the role ontology to cover all positions. The survey of advertised Australian roles previously discussed, revealed that the Project Management roles are just as fragmented as that of … Continue reading →
I am frequently appalled by the lack of rigor in this craft and this has been recently highlighted to me by a linguistic habit that I suspect comes from a younger generation. ( Sorry guys feel free to have a hack at the old bastard!) That is the use of the answer Yes/No to a […]
Jason Bloomberg recently published a mind map for Agile Architecture. It’s a nice map that sketches top level thinking and I welcome that. It prompted me to do a drill down.
Mind maps are useful in that they are, by definition free form and intended to support brain storming. The downside is obvious – they are generally inconsistent and cause modelers’ intense frustration! Caveat emptor over, I fully agree with Jason that we need a dual interpretation of Agile – that is Agile practices and Agile Architecture, and I have written about this on many occasions. Also that the entire motivation is about business agility. On this last point my mind map is clearly a little more technical than Jason’s, and on reflection I think that is because it’s essential to converge the business and technology concerns.
For example, the map suggests a strong capability centric approach to interpret the business morphology. However this is insufficient; the technology must also establish appropriate levels of implementation independence that will facilitate the pluggability of business capabilities. Similarly you might think that considerations regarding the platform and delivery technology (such as MDA/MDD) are irrelevant to business concerns. However the platform and platform delivery technology are potentially massive drivers of rapid iteration and ongoing change, because they encapsulate common application level infrastructure and common services, so understanding the “business” standardization and localization model is crucial to delivering agility through this structure.