Aggregated enterprise architecture wisdom
The Visual Architecting Process (VAP) supports the architect in leading architectural decision making and the exploration of options, the iterative resolving of critical uncertainties and challenges, and the evolution of the system.
The process is illustrated here and here, emphasizing the visual support for system conceptualization, design and reflection. We regard process as “scaffolding” (it supports […]
A preview of the upcoming Open Group Conference in Washington, D.C. – July 16-20, 2012. More information can be found here: http://www3.opengroup.org/dc2012 Continue reading →
Footprints on fresh snow(photo credit: dru!)Walking on fresh snow is one of my favorite activities, as I enjoy leaving the first footprints in the soft, fluffy snow. My impact on the snow is evident to those that come after me. What impacts…
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| Footprints on fresh snow (photo credit: dru!) |
Walking on fresh snow is one of my favorite activities, as I enjoy leaving the first footprints in the soft, fluffy snow. My impact on the snow is evident to those that come after me. What impacts should EA have on organizations? What do EA’s footprints look like? Here are answers from three authoritative sources, on tell tale signs that an organization has effective EA.
The book “Enterprise Architecture as Strategy” believes that enterprise architecture help organizations focus on building strategic capabilities, instead of constantly being distracted by immediate needs. It does that by providing a long-term view of an organization’s processes, systems and technologies [1]. This clarity works hand-in-hand with strong governance to help organizations achieve future states they desire.
Following on this point, EA should also enable organizations to have clarity on current capabilities. Without this clarity, organizations end up building capabilities that they already have, or capabilities that are not supported by their existing processes, systems and technologies.
CIO.com sees that enterprise architecture makes IT cheaper, more strategic and responsive, and help promote alignment, standardization and re-use of IT assets [2]. This builds on the clarity mentioned in the previous point, such that IT works on what matters, is positioned for the future and designed to maximize reuse and reduce duplication.
Gartner sees enterprise architecture as a change enabler by “by creating, communicating and improving the key requirements, principles and models that describe the enterprise’s future state and enable its evolution.” [3] In a way this is similar to #2, but this brings the impact beyond IT to the entire organization.
What other impacts should EA have?
1. Enterprise Architecture as Strategy: Creating a Foundation for Business Execution, Jeanne W. Ross, Peter Weill, David Robertson
2. Enterprise Architecture on CIO.com, http://www.cio.com/topic/3020/Enterprise_architecture
3. Gartner’s Definition of Enterprise Architecture, http://www.gartner.com/it-glossary/enterprise-architecture-ea/
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| Footprints on fresh snow (photo credit: dru!) |
Walking on fresh snow is one of my favorite activities, as I enjoy leaving the first footprints in the soft, fluffy snow. My impact on the snow is evident to those that come after me. What impacts should EA have on organizations? What do EA’s footprints look like? Here are answers from three authoritative sources, on tell tale signs that an organization has effective EA.
The book “Enterprise Architecture as Strategy” believes that enterprise architecture help organizations focus on building strategic capabilities, instead of constantly being distracted by immediate needs. It does that by providing a long-term view of an organization’s processes, systems and technologies [1]. This clarity works hand-in-hand with strong governance to help organizations achieve future states they desire.
Following on this point, EA should also enable organizations to have clarity on current capabilities. Without this clarity, organizations end up building capabilities that they already have, or capabilities that are not supported by their existing processes, systems and technologies.
CIO.com sees that enterprise architecture makes IT cheaper, more strategic and responsive, and help promote alignment, standardization and re-use of IT assets [2]. This builds on the clarity mentioned in the previous point, such that IT works on what matters, is positioned for the future and designed to maximize reuse and reduce duplication.
Gartner sees enterprise architecture as a change enabler by “by creating, communicating and improving the key requirements, principles and models that describe the enterprise’s future state and enable its evolution.” [3] In a way this is similar to #2, but this brings the impact beyond IT to the entire organization.
What other impacts should EA have?
1. Enterprise Architecture as Strategy: Creating a Foundation for Business Execution, Jeanne W. Ross, Peter Weill, David Robertson
2. Enterprise Architecture on CIO.com, http://www.cio.com/topic/3020/Enterprise_architecture
3. Gartner’s Definition of Enterprise Architecture, http://www.gartner.com/it-glossary/enterprise-architecture-ea/
Just tried logging onto Blogger, having been absent for a while and find that it has forgotten all about me. Has the world changed so much in only a few months.To my chagrin, I have found that the social networks are pitifully inadequate for the raving…
(This one’s somewhat exploratory, so perhaps pardon me if I ramble a bit more even than usual here?) Reading Dion Hinchcliffe’s excellent post ‘Enterprise Social Networks Need Open Standards‘ left me pondering on the whole thorny issue of interoperability, and…
This one’s another follow-up from the model-development session with Stuart Boardman last Friday, and relates to a different way to understand the often over-hyped Cloud. [I hasten to add that most of what follows is just a minor elaboration on an…
My previous post, Understanding Which Investments Should go to the Cloud, I opened the door to a discussion around qualifying opportunities for the cloud, and looked at the best ways to determine what’s right for your organization. Today, I’m going…
My previous post, Understanding Which Investments Should go to the Cloud, I opened the door to a discussion around qualifying opportunities for the cloud, and looked at the best ways to determine what’s right for your organization. Today, I’m going…
A great session last Friday with enterprise-architect Stuart Boardman, using his Metropolis thought-experiment as a live test-case for my still somewhat-experimental ‘This’ game for service-modelling. Stuart developed Metropolis as a worked-example for service-modelling at very large scale – the scale of…
Business architecture is still new enough that highly successful practices are difficult to find. Most organizations are struggling to get off the ground and gain traction. However, we can learn a lot from the currently successful trail blazers. Powerful business architecture practices – those making a significant difference in their organizations: Offer a strong value […]