Aggregated enterprise architecture wisdom
Metrics guide our actions (photo credit: stefan)(this article is part of the series “12 Heuristics for Enterprise Architecting”)How can an organization recognize progress without appropriate metrics? Metrics are helpful in assessing if the organi…
Metrics guide our actions (photo credit: stefan)(this article is part of the series “12 Heuristics for Enterprise Architecting”)How can an organization recognize progress without appropriate metrics? Metrics are helpful in assessing if the organi…
Why: Motivation for the Conceptual Architecture View
Conceptual Architecture is a key medium for describing the “big picture” and essential design ideas of our system, helping others to more rapidly comprehend a complex system, how it is composed and its critical mechanisms or interworking to achieve some key internal system capability essential to sustaining itself. The […]
by: Bill Cason, CTO, Troux
IT organizations must speak the language of the business in order to play a more strategic role within the enterprise. Our experience has shown that IT can begin this journey by defining and understanding six p…
by: Bill Cason, CTO, Troux
IT organizations must speak the language of the business in order to play a more strategic role within the enterprise. Our experience has shown that IT can begin this journey by defining and understanding six p…
As many of you are aware, the Gartner Enterprise Architecture (EA) Summit starts tomorrow in National Harbor, MD! This year’s agenda looks promising – focusing heavily on how EA can and should deliver business value, growth and transformation. In our second annual Must-See Guide to Gartner EA, we’ve compiled our “Top Ten” list of eye-catching […]
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What is Conceptual Architecture?
“Conceptual Architecture” is the conceptual view(s) of the architecture of a system. It describes at a broad brushstrokes conceptual level the significant design ideas of the system. In particular, this view includes diagrams and text which identify, explicate, rationalize and contextualize the key structures and mechanisms of the system, and the relationships […]
One of the more subtle problems in enterprise-architecture – in English-language, anyway – is the distinction between values (plural) and value (singular, but often used as plural). The Enterprise Canvas frame provides several useful methods via to disentangle an existing values-mess, and prevent getting into that kind of mess in the first place. In Enterprise Canvas, we […]
By Steve Philp, The Open Group Andrey Zaychikov is CIO and Chief Enterprise Architect Ministry of Sport, Tourism and Youth Policy for the Russian Federation In February 2012, Andrey Zaychikov became the first Russian to go through the Open CA … C…
(this article is part of the series “12 Heuristics for Enterprise Architecting”)Stop parroting me! (photo credit: Ferran Pestaña) In some ways, the “as-is” phase of enterprise architecting exercises do not generate new content. It brings tog…
(this article is part of the series “12 Heuristics for Enterprise Architecting“)
 |
| Stop parroting me! (photo credit: Ferran Pestaña) |
In some ways, the “as-is” phase of enterprise architecting exercises do not generate new content. It brings together observations from different parts of the organization and synthesizes them. Though the synthesis often produce “fresh” insights, these insights might seem obvious to the organization in retrospect, as they are often associated with pains that the organization has been suffering under. In our EA exercise, we received feedback on our “as-is” analysis that ranged from being “spot on” to “echoing back what I told you”, and that seem confusing until we sat down and analyzed the issue.
Learning from this experience, we could have explained to the organization why the EA team was not simply echoing back to them using the earlier mentioned logic. What we did do was to explain to them the EA methodology, and how we relied on it to systematically analyze the organization.
(this article is part of the series “12 Heuristics for Enterprise Architecting“)
|
| Stop parroting me! (photo credit: Ferran Pestaña) |
In some ways, the “as-is” phase of enterprise architecting exercises do not generate new content. It brings together observations from different parts of the organization and synthesizes them. Though the synthesis often produce “fresh” insights, these insights might seem obvious to the organization in retrospect, as they are often associated with pains that the organization has been suffering under. In our EA exercise, we received feedback on our “as-is” analysis that ranged from being “spot on” to “echoing back what I told you”, and that seem confusing until we sat down and analyzed the issue.
Learning from this experience, we could have explained to the organization why the EA team was not simply echoing back to them using the earlier mentioned logic. What we did do was to explain to them the EA methodology, and how we relied on it to systematically analyze the organization.