Aggregated enterprise architecture wisdom
by: Bill Cason – Troux CTO – June 12th, 2012
Part I: Overcome inexperience when initiating a program
I frequently see Enterprise Architecture (EA) practices make a common mistake when initiating a program. They think: We know what we are …
Currently, there are too many EA frameworks that crowd the EA field, too many development approaches, too many insufficient metamodels… and too many parties that claim to hold the truth. Since the approaches or parties have little in common they bew…
I don’t know. There – how hard was that to say? For some people, seemingly impossible. But as an enterprise-architect and a generalist, I have to be able to say it often – very often, in fact. Because the fact is that I don’t know most things – not in fine-detail, anyway. Nothing like as well […]
I had a conversation with a colleague the other day about change design vs delivery phases. Leaving aside the (hopefully) iterative nature of these things in practise the interesting point was around the various change ‘actors’ (in a togaf sense) in an organisation would have very different views of what the scope of the responsibility is and what other functions responsibilities are. This sort of continuum came to mind (its not an original continuum, i’m just re-jigging it). I imagined different actors placing themselves and other functions at different points across this continuum, almost like an enterprise ‘pin the tail on the donkey’.
If there isn’t clarity on the interplay and collaboration between change agents within an organisation then there will be a) more Politics, more innefficiency, more latency. Maybe using this sort of technique is a way of ‘simply’ getting to some form of consensus or, highlight the lack of consensus.
While business strategy should be the basis for any organizational change, the alignment between the strategy, enterprise architecture and subsequent organization design and operations is not always optimal. Business model management forms the natural …
There is a lot of effort going into creating, and arguing about, the definition of business architecture. This seems to me to be wasted energy as most efforts are focused on creating an accurate definition rather than a meaningful one. And, well, everyone is talking but no one is listening. Accelare has its own definition […]
In the previous postings of this series we have introduced the (history of) the ArchiMate language, its underlying framework, the core concepts as well as its extensions. This should give you a good overview of the language. On the one hand it may seem…
After spending three months alone in a windowless-but-air-conditioned office, the business analyst emerged with a two-hundred-page document of business, functional, and non-functional requirements. A short time later, her contract concluded, the document was discarded because it was useless — it was useless and it was very expensive. As part of understanding how to balance precision […]
The post is a bit far-fetched in that we’ll go from a “flat, hyper-connected” world to wall-gardened isolationism. However, the point to not design IT of the future around a single scenario is logical.
Mostly though, I found the following stat interesting, and befitting my Entrenched theory.
“In our survey of 152 senior business executives and 162 IT executives, more executives singled out the IT organization than any other as the function they wanted to rebuild from scratch. Half will revamp their IT organization in the next 12 months.”
tags: accenture IT entrenched
Posted from Diigo. The rest of my favorite links are here.
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