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FEAC offers two Enterprise Architecture certification programs.
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Aggregated enterprise architecture wisdom
FEAC offers two Enterprise Architecture certification programs.
Would you like the Private Sector track or the Department of Defense track?
FEAC offers two Enterprise Architecture certification programs.
Would you like the Private Sector track or the Department of Defense track?
When establishing a business architecture all of its components must be taken into consideration. Whilst it may be tempting to ignore technology as being out of scope (by saying it will be covered within a Technical Architecture) it is absolutely … Continue reading →![]()
Finally I find the time to write another post and continue my series about Power, Project, Process and People. As a small summary here a oneliner about each of the three forces:
All three forces together can have a quite severe impact on on people. Literally they force people to change faster and faster while limiting them.

So what is the chances to escape? Actually there is three typical ways to escape for each individual person:
The easiest way to escape lies in executing projects, be it as internal or as external. Being good at project execution protects people against being forced to change themselves, because the methodology on how the project was executed can be used again and again and again without adapting much. Furthermore if implementing a specific solution that very same solution with small adaptions can also be implemented many times in a row allowing to not change while those who are affected by the project must change.
Being really strong in one methodology sometimes opens up for the chance to become process owner, which is great, because it allows to let other people spin faster (and higher and stronger), while the own speed more or less remains the same (except if the process owner of process management really makes process managers spin faster).
Rising in the hierarchy is the option in which typically the people are interested most. First of all it is the option which has the highest chance to increase income significant. And it is (and makes) attractive, because it gives direct power over others.
The interesting (and potentially relevant) observation I make in most cases is that one who is advancing either in Project, Process or Power terms is normally picking up the behaviour of who was leading him in respect to that particular force. It takes some time to free up and leave the old approaches behind and actually many who are in the position to control one of the forces never advance.
Finally I find the time to write another post and continue my series about Power, Project, Process and People. As a small summary here a oneliner about each of the three forces:
All three forces together can have a quite severe impact on on people. Literally they force people to change faster and faster while limiting them.

So what is the chances to escape? Actually there is three typical ways to escape for each individual person:
The easiest way to escape lies in executing projects, be it as internal or as external. Being good at project execution protects people against being forced to change themselves, because the methodology on how the project was executed can be used again and again and again without adapting much. Furthermore if implementing a specific solution that very same solution with small adaptions can also be implemented many times in a row allowing to not change while those who are affected by the project must change.
Being really strong in one methodology sometimes opens up for the chance to become process owner, which is great, because it allows to let other people spin faster (and higher and stronger), while the own speed more or less remains the same (except if the process owner of process management really makes process managers spin faster).
Rising in the hierarchy is the option in which typically the people are interested most. First of all it is the option which has the highest chance to increase income significant. And it is (and makes) attractive, because it gives direct power over others.
The interesting (and potentially relevant) observation I make in most cases is that one who is advancing either in Project, Process or Power terms is normally picking up the behaviour of who was leading him in respect to that particular force. It takes some time to free up and leave the old approaches behind and actually many who are in the position to control one of the forces never advance.
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Guest Post by Ted Shelton On a recent evening in Silicon Valley, PwC hosted the well-known author Geoffrey Moore and 15 CIOs and CMOs from some of the leading Bay Area global technology firms. Over dinner Geoffrey led a spirited conversation on the new challenges that CIOs and CMOs are facing – rapid expansion of digital tools and techniques as a part of marketing activities; blending of marketing with other functional areas such as customer […]
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Links to sections below:
Enterprise Architecture Links Enterprise Architecture Frameworks & Related Standards Enterprise Architecture at Federal Agencies DoD Enterprise Architecture General Federal Federal Guidance Architecture And In…
When configuration management is well addressed in software engineering, baseline monikers are absolutely great. If you consistently adhere to the ROCK SOLID principle that once created a baseline MUST be immutable, there cannot ever exist any ambiguity about what, for example, represents 1.0. Unfortunately the conventional scheme of … Continue reading →![]()
A complete Enterprise Architecture that effectively supports the business cannot be purchased as a fully realisable off-the-shelf commodity. This statement should of course be qualified by at least considering the possibility of acquiring a hypothetical ‘business-in-a-box’ with everything already defined … Continue reading →![]()