The Calculus of Cost 2

@remembermytweet and @tetradian explore the Types of Cost (Jan 2013).

Alex identifies a number of different types of cost, which as Tom points out are largely monetary costs. But what is a cost anyway?

An enterprise incurs a great deal of cost. and these can be broken down and classified in various ways. Accountants like to express all costs in monetary terms – so for example,  human effort is translated into labour cost.

But that only works if the enterprise is directly paying for the labour, in the form of wages or contractor bills. Wasting the customers’ time doesn’t count as a direct cost to the enterprise, although it may well have an indirect cost in terms of customer complaints and lost revenue.

We might also think of anxiety as a cost. As Seth Godin comments in relation to the airline industry, “By assuming that their customer base prefers to save money, not anxiety, they create an anxiety-filled system.” Eleven things organizations can learn from airports (Jan 2013). See also my post on Anxiety as a Cost (Jan 2013).

Even for direct labour, the human cost may not be fully reflected by the wages and monetary overheads associated with employment. Many employees do unpaid overtime and incur other personal costs, and this is only visible to the enterprise accountants when it results in high levels of sickness and staff turnover.

So we need to remember the difference between a real cost and its monetary measure.

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Improving Signal-to-Noise in Risk Management

One of the most important responsibilities of the information security professional (or any IT professional, for that matter) is to help management make well-informed decisions. Unfortunately, this has been an illusive objective when it comes to risk. Continue reading

The Antifragile Enterprise: Complexity Exists, but Let’s Not Overcomplicate it or IT.

The Enterprise is a complex system.  I have accepted that fact.   I think many of us in the enterprise architecture profession have also accepted this fact as well, or at least I hope we have.   But then again there is natural response to things in which we do in order to address “complexity.”  There is a tendancy to…

How Should we use Cloud?

How should we use Cloud? This is the key question at the start of 2013. The Open Group® conferences in recent years have thrown light on, “What is Cloud?” and, “Should we use Cloud?” It is time to move on. Continue reading

Our relationship to technology isn’t only utilitarian. It…

Our relationship to technology isn’t only utilitarian.

It is also emotional.

Technology empowers us, it amplifies us in the world, and gives us super powers.

Maybe productivity is a not just a function of the design, but also of our attachment to it.

And maybe that emotional connection best expresses itself aesthetically – in personalisation, decoration and symbols of individuality.

And just maybe the reverse applies and standardising, commoditising, and depersonalising technology degrades the productivity of those who have to use it.

Types of Cost

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 […]

The Art of Accepting Feedback

As practicing solution and enterprise architects we regularly present our work to our stakeholders for feedback. Those stakeholders range from mentors to peers to project teams to executive sponsors. In any and all of those situations, it is important to be able to accept feedback. In some cases the feedback will have been solicited by […]

Successful Enterprise Architecture using the TOGAF® and ArchiMate® Standards

The discipline of Enterprise Architecture was developed in the 1980s with a strong focus on the information systems landscape of organizations. Since those days, the scope of the discipline has slowly widened to include more and more aspects of the enterprise as a whole. Architects, especially at the strategic level, attempt to answer the question “How should we organize ourselves in order to be successful?” Continue reading

Worst Methods for Enterprise Architecture

On the opposite side of the spectrum, Burton outlined her baker’s dozen of “worst” enterprise architecture practices. The EA methods that Burton said muddied efforts and missed overall business returns are as follows:

1. No link to business strategic planning and budget process.

2. Confusing “IT Architecture” with “Enterprise Architecture.”

3. Lack of governance.

4. Too much standardization.

5. Focusing on the art/language of EA rather than the outcomes.

6. Strictly adhering to architectural frameworks.

7. An “Ivory Tower” approach by IT and EA team members.

8. Lack of communication and feedback.

9. Limiting the teams to IT resources.

10. Missing performance measures.

11. Picking a tool before understanding business needs.

12. Focusing on the current state first and primarily.

13. Thinking that implementation equals completion.

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2013: The year the Internet-of-Things takes-off?

I’ve been reading a lot about M2M/’The Internet of Things’, many pundits believe 2013 will be the year the concept finally goes mainstream – it’s been a while since its inception in the late ‘90s!
I have to say I…

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