Aggregated enterprise architecture wisdom
EA team should keep it clear rather than simple…Simple does not equal Clear. The opposite of simple is complicate, which you can do only so much about, while of clear is confuse, which is a state of mind.
The one thing you can be sure of is that nothing is dependent on only one thing. Michael Feathers‘ tweet last week brought this to mind: Too often we construct simplistic mental models that fail to account for outcomes that are possible, but inconvenient for us in some way. As Aneel noted while discussing OODA […]
Looking good is maybe the oldest and best know social bias around that describes a tendency to show our actions in best possible way to others and answer any question so that it will be viewed favourably by others, preferable our superiors. Usually this includes a tendency to overreport on ‘good’ things and underreport on … Continue reading Looking good →
While EA is involved and should produce guidelines for the decision process, it should not make decisions on behalf of the business.
McKinsey’s published its Ten practical ideas for organizing and managing your enterprise architecture
Perhaps, the article should have started though with a definition of what EA means for different organisations and what are its methods an…
I’ll be visiting the US (North Carolina, New York) from January 25 until January 28. That creates an opportunity to give an Enterprise Architecture talk or class in the days just before or after. If people are interested to set … Continue reading →
I’ll be visiting the US (North Carolina, New York) from January 25 until January 28. That creates an opportunity to give an Enterprise Architecture talk or class in the days just before or after. If people are interested to set … Continue reading →
The buzz in the organization is increasing as time passes. People have noticed that Brenda’s team is moving on from “just architecture” to road mapping and there is a lot of talk at the coffee machine about how things will commence in the (near) future. Through newsletters and attendance at (management) meetings, Brenda has made sure that everyone is up to date on progress. The positive ‘spin’ seems to have effect as there is not a lot of push-back so far. Also, the good news is that people are getting used to seeing Brenda and Matt together as they are spreading the word about the upcoming changes. The positive atmosphere makes it easier for them to also ask the hard questions.
Prof Bo Molander once pointed out to me and the other students in the class that when you try to change people, you go up against billions of years of evolution, “good luck with that” and when you try to change groups, you go up against millions of years of evolutions, “good luck with that […]
A deeper dive into defining the critical capabilities used across the four operating models discussed in an earlier post (Big Data Analytics – Unlock Breakthrough Results: Step 2). Describes each of the baseline capability groupings and a high-level taxonomy to be used in the decision model.
Much has been written about the potential benefits of designing applications using microservices. A fair amount has also been written about the potential pitfalls. On this blog, there’s been a combination of both. As I noted in “Are Microservices the Next Big Thing?”: It’s not the technique itself that makes or breaks a design, it’s […]
He turned up with a copy of the Business Model Canvas template, printed on a large table-sized sheet of paper. “But where do we start?” he said. Good question… A bit of background first. I am, as usual, still rethinking…