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Richard Hunter and George Westerman (2009)
If you're a general manager or CFO, do you feel you're spending too much on IT or wishing you could get better returns from your IT investments? If so, it's time to examine what's behind this IT-as-cost mind-set. In The Real Business of IT, Richard Hunter and George Westerman reveal that the cost mind-set stems from IT leaders' inability to communicate about the business value they create-so CIOs get stuck discussing budgets rather than their contributions to the organization. The authors show how to communicate about these forms of value with non-IT leaders-so they understand how your firm is benefiting and see IT as the strategic powerhouse it truly is.
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22 votes
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Two IT gurus face off on value of enterprise architecture frameworksWho says enterprise architecture frameworks are worse than useless? Vivek Kundra, that's who. The former CIO of the United States made a blistering case against enterprise architecture in his keynote at the 43rd Society for Information Management (SIM) meeting this week. It came in a talk on his efforts to reform the federal IT program with initiatives like IT dashboards and a cloud-first policy. The remarks were especially exciting because they followed a passionate argument for the value of enterprise architecture by John Zachman, an early pioneer of enterprise architecture frameworks.- Enterprise Architecture - |
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Zachman Framework 3.0 Announced Tues, Aug. 23Ron Ross offers the first public download of the new version of Zachman's framework, the Enterprise Ontology.- Enterprise Architecture - |
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Danny Greefhorst, Erik Proper (2011)
Enterprises, from small to large, evolve continuously. As a result, their structures are transformed and extended continuously. Without some means of control, such changes are bound to lead to an overly complex, uncoordinated and heterogeneous environment that is hard to manage and hard to adapt to future changes. Enterprise architecture principles provide a means to direct transformations of enterprises. As a consequence, architecture principles should be seen as the cornerstones of any architecture. In this book, Greefhorst and Proper focus on the role of architecture principles. They provide both a theoretical and a practical perspective on architecture principles. The theoretical perspective involves a brief survey of the general concept of principle as well as an analysis of different flavors of principles. Architecture principles are regarded as a specific class of normative principles that direct the design of an enterprise, from the definition of its business to its supporting IT. The practical perspective on architecture principles is concerned with an approach to the formulation of architecture principles, as well as their actual use in organizations. To illustrate their use in practice, several real-life cases are discussed, an application of architecture principles in TOGAF is included, and a catalogue of example architecture principles is provided. With this broad coverage, the authors target students and researchers specializing in enterprise architecture or business information systems, as well as practitioners who want to understand the foundations underlying their practical daily work.
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9 votes
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Kirk Hausman (2011)
Intended for anyone charged with coordinating enterprise architectural design in a small, medium, or large organization, Sustainable Enterprise Architecture helps you explore the various elements of your own particular network environment to develop strategies for mid- to long-term management and sustainable growth. Organized much like a book on structural architecture, this one starts with a solid foundation of frameworks and general guidelines for enterprise governance and design. The book covers common considerations for all enterprises, and then drills down to specific types of technology that may be found in your enterprise. It explores strategies for protecting enterprise resources and examines technologies and strategies that are only just beginning to take place in the modern enterprise network.
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10 votes
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Cay Hasselmann (2011)
This book will provide IS architects with an easy pragmatic (non academic) way to deliver proven ROI, lower risks and a faster time to market in Enterprise Architecture. The chapters will concentrate on the motivations of enterprises, the pragmatic reuse of the existing assets, the implementation of a standard process in architecture and the description and implementation suggestions on some standard business processes This book will not assume that you familiar with any frameworks or theories on Enterprise Architecture.
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4 votes
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Klaus D. Niemann (2008)
This book shows its readers how to achieve the goal of genuine IT governance. The key here is the successful development of enterprise architecture as the necessary foundation. With its capacity to span and integrate business procedures, IT applications and IT infrastructure, enterprise architecture opens these areas up to analysis and makes them rich sources of critical data. Enterprise architecture thereby rises to the status of a crucial management information system for the CIO.
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2 votes
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Combining Business Process Management and Enterprise Architecture for Better Business Outcomeshttp://www.redbooks.ibm.com/abstracts/sg247947.html Weitten by Claus Jensen, IBM chief architect, this Redbook publication explains how to combine business process management (BPM) and Enterprise Architecture (EA) for better business outcomes. This book provides a unique synergistic approach to BPM and EA, based on a firm understanding of the life cycles of the enterprise and the establishment of appropriate collaboration and governance processes. When carried out together, BPM provides the business context, understanding, and metrics, and EA provides the discipline to translate business vision and strategy into architectural change. Both are needed for sustainable continuous improvement. This book provides thought leadership and direction on the topic of BPM and EA synergies. Although technical in nature, it is not a typical IBM Redbooks publication. The book provides guidance and direction on how to collaborate effectively across tribal boundaries rather than technical details about IBM software products. The primary audience for this book is leaders and architects who need to understand how to effectively combine BPM and EA to drive, as a key differentiator, continuous improvement and transformational change with enterprise scope.- Business Process Management - Enterprise Architecture - |
1 vote
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What is misalignment?http://blogs.msdn.com/b/nickmalik/archive/2011/02/10/what-is-misalignment.aspx Nick Malik: In order to solve a problem, you have to know the problem you are solving. In a growing number of organizations, Enterprise Architecture is responsible for insuring the alignment of business change programs (including but not limited to programs that impact computing systems). But what does a misaligned program look like? How would you know one when you saw it, and what would you do when you do recognize one? Until you can answer these questions, your EA program may be a dog chasing a car. What will you do when you catch it?- Enterprise Architecture - |
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The Impact of Enterprise Architecture Principles on the Management of IT Investmentshttp://ejise.com/volume14/issue1/p48 Mats-Ake Hugoson, Thanos Magoulas, Kalevi Pessi. EJISE - Volume 14 Issue 1, ECIME 2010 Special Issue / Jan 2011. The strategic role of IT and its significance throughout the organization increases complexity, variety, and the need of change. Hence IT management must deal with uncertainties derived from different, conflicting and ever changing demands. In this sense Enterprise Architecture is playing an increasingly important role in improving IT management practice. If contemporary organizations do not succeed in managing architectural issues, there is a clear risk that considerable resources will be invested without achieving desirable effects. This paper investigates how Enterprise Architecture Principles impact on the management of IT%u2011investments in the context of large organizations. The purpose of the paper is to provide a deeper insight of the relationship between Enterprise Architecture and management of IT Investments throughout the elucidation of two significant types of principles: Delineation (differentiation) principles and Interoperability (integration) principles. Our conclusion is that the choice of architectural principles has an impact both on alignment between information systems and business demands and on the management of IT investments. This impact concerns at least four aspects: (1) The responsibility for IT investments (2) Time to value (3) Long term alignment, (4) Coordination of investments in information systems with changes in business processes.- Enterprise Architecture - Principles - |
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Sharon C Evans (2010)
This book will help you understand what is in store for you if you are a new or an aspiring EA. Step One will help you assess whether you are qualified to do the job. Steps Two and Three will help you learn the skills and abilities you need to excel in the role as well as help you define your future in the role. In these steps, you will read and learn information about deciding to pursue a career in enterprise architecture. Steps Four and Five will allow you to visualize and think like a master architect. They will provide a step-by-step approach to gaining the hard and soft skills you need to be in the top 10 percent of all enterprise and IT architects.
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16 votes
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EA As a Tool in Change and Coherency Management - A Case of a Local Governmenthttp://www.computer.org/portal/web/csdl/doi/10.1109/HICSS.2010.166 Katariina Valtonen, Ismo Korhonen, Riku Rekonen and Mauri Leppanen: In order to lead a local government towards its politically set strategic objectives, the vision of the overall status quo, as well as of the desired target state of the complex multi-agent system have to be clear. To encounter the challenges of the change management in merging six former local governments into one, in forming a new NPM related operation model, in planning and leading strategic political objectives, and in order to leverage on the information usability produced in everyday governance practices, a Government Enterprise Architecture (GEA) method has been adopted in the city of Kouvola in Finland. The study is a case study by action research adopting the Finnish GEA method in situ by exploiting Gea grid adaptation model (Geagam). The required adaptation of the GEA grid for the case is described and the adoption analyzed. 43rd Hawaii International Conference on System Sciences, HICSS, January 5-8, 2010.- Enterprise Architecture - |
1 vote
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Case study: Enterprise architecture at SyngentaAn IT project can succeed only if the business and the rest of the IT organisation is ready. Cliff Saran reports from a lecture Peter Hungerford gave at the Gartner Symposium in Cannes on how one organisation has approached an IT transformational change. An enterprise architecture (EA) is often used to help a business codify its structure, the business processes and how it operates. Through a well-defined EA, companies have the opportunity to identify areas of inefficiency. From an IT perspective, the EA provides a blueprint for simplifying IT. Syngenta, formed in 2000 by the merger of Novartis and AstraZeneca's agribusinesses, has developed an enterprise architecture to help the company simplify and lower the cost of IT and support key applications such as SAP and Microsoft. When the company was formed, there were two separate IT groups - one technically focused and one strategically focused, and the business wanted one face to the customer.- Enterprise Architecture - |
1 vote
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Chris Potts (2010)
Simon is a seasoned Enterprise Architect who joins a corporation in New York as their first-ever Vice President of Enterprise Architecture. On his very first day, he meets the global Chief Executive Officer (CEO) who asks Simon What do you do? Simon's reply triggers the CEO to respond in a way that our hero least expects. What follows is a journey across continents and oceans in which Simon uncovers the true meaning of Enterprise Architecture, who is doing it, and how successful they are. On his travels, Simon teams up with senior executives around the world to integrate Enterprise Architecture into their strategies and business plans, and to innovate in the architecture of their enterprise. Everyone he meets has some wisdom to offer, and is looking for his in return. Finally, Simon has to make a choice between the kind of Enterprise Architect he used to be and the one he has become. Join the characters in this sequel to the highly-acclaimed business novel fruITion, as they contribute to Simon's journey and he makes his final choice. Share in his thoughts and experiences, and join the author in observing key messages along the journey.
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11 votes
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Urban and Enterprise Architectures: A Cross-Disciplinary Look at Complexityhttp://www.objectwatch.com/white_papers.htm#SessionsSalingaros Roger Sessions and Nikos A. Salingaros: Complexity is a major problem in enterprise architecture. Complexity obstructs business/IT alignment. Complexity obscures project vision. Complexity delays schedules, drives cost overruns, and hinders delivery of value. For enterprise architecture, complexity is the enemy. Complexity is also a problem for urban architecture. In urban architecture complexity causes habitats that are destructive to the human psyche. Complexity can cause a variety of stress responses such as increased heart rate, sweating, and pupil dilation. For urban architecture, complexity is not just a matter of aesthetics; it is a matter of social wellbeing. Although the symptoms of unmanaged complexity differ in these two fields, the laws governing architectural complexity are universal. Successful architectures follow the same basic principles whether those architectures describe biological, urban, or enterprise systems. And in all cases, the cost of ignoring these principles is disorder, dissolution, and ultimately chaos. This cross-disciplinary paper explores the universal principles of controlling complexity and draws on lessons from urban architecture to better understand how to design successful enterprise architecture.- Complexity - Enterprise Architecture - |
1 vote
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The Concept of Enterprise Architecture in Academic ResearchMohammad Ahmadi Achachlouei: In the last two decades, enterprise architecture (EA) has become a common approach for the management of information systems in organizations. However, the academic development of the field has not paralleled this turn of events. There is considerable divergence among researchers as to the very definition of EA. The present project seeks to clarify the concepts of EA, drawing relevant examples from the academic literature and addressing different perspectives in EA research community. The study aims to reveal the ontological arguments about the nature of EA and the related notions and to take one step towards developing theoretical foundations of the field. The present project first critically reviews the competing, predominant academic definitions of EA and identifies major research circles in the field. Based on an analysis of recent doctoral dissertations and of key academic publications, it then reviews the perspectives of the various research circles regarding different notions related to the concept of EA. Template analysis (thematic coding) of the data (eleven doctoral dissertations, as well as articles and books cited as the principle references in the dissertations) is performed to critically review and analyze the concept of enterprise architecture. A critical review of the previous work examining EA research communities in isolation shows that even articles claiming to provide a big picture of the EA research community are ultimately focused on one narrow research circle. In the current project, a novel categorization of the current EA research circles is presented, and their views on the concept of EA and the related notions are discussed.- Enterprise Architecture - |
1 vote
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Organizational Transformation: A Framework for Assessing and Improving Enterprise Architecture Management (Version 2.0)http://www.gao.gov/Products/GAO-10-846G Effective use of an enterprise architecture (EA) is a hallmark of successful organizations and an essential means to achieving a desired end: having operations and technology environments that maximize institutional mission performance and outcomes. Among other things, this includes realizing cost savings through consolidation and reuse of shared services and elimination of antiquated and redundant mission operations, enhancing information sharing through data standardization and system integration, and optimizing service delivery through streamlining and normalization of business processes and mission operations. Not using an EA can result in organizational operations and supporting technology infrastructures and systems that are duplicative, poorly integrated, unnecessarily costly to maintain and interface, and unable to respond quickly to shifting environmental factors. To assist organizations in successfully developing, maintaining, and using an EA, GAO is issuing this major update to its Enterprise Architecture Management Maturity Framework. Its purpose is to provide a flexible benchmark against which to plan for and measure EA program maturity. To develop the update, GAO solicited comments from 27 federal departments and agencies, as well as representatives from the private sector, state governments, and academia, and it leveraged its prior experience in applying the framework. The framework consists of three interrelated components: (1) seven hierarchical stages of management maturity; (2) four representations of management attributes that are critical to the success of any program or organizational endeavor; and (3) 59 elements, or building blocks, of EA management that are at the core of an EA program. Each of the seven maturity stages reflects those EA management conditions that an enterprise should meet to logically build on the capability established at the preceding stage. As such, the stages provide a road map for systematically maturing or evolving an organization's capacity to manage an EA. The stages are: Stage 0: Creating EA Awareness; Stage 1: Establishing EA Institutional Commitment and Direction; Stage 2: Creating the Management Foundation for EA Development and Use; Stage 3: Developing Initial EA Versions; Stage 4: Completing and Using an Initial EA Version for Targeted Results; Stage 5: Expanding and Evolving the EA and Its Use for Institutional Transformation; Stage 6: Continuously Improving the EA and Its Use to Achieve Corporate Optimization. The four critical success attribute representations provide different and complementary ways to view and thus understand the 59 core elements. The four are referred to as the (1) EA Management Action Representation, (2) EA Functional Area Representation, (3) Office of Management and Budget Capability Area Representation, and (4) EA Enabler Representation. Each provides a unique perspective on the focus and nature of the framework's core elements. The 59 core elements are collectively the EA practices, structures, activities, and conditions that, when properly employed based on the unique facts and circumstances of each organization and the stated purpose of its EA program, can permit that organization to progress to increasingly higher states of EA management maturity and thereby maximize its chances of realizing an EA's institutional value.- Enterprise Architecture - |
1 vote
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Enterprise architecture goes agile?http://searchsoa.techtarget.com/news/article/0,289142,sid26_gci1517057,00.html Enterprise Architecture (EA) needs to evolve to better support more agile and innovative approaches to corporate challenges, a noted author and IT researcher told attendees at The Open Group Conference this week in Boston, MA - that means going beyond documenting the "as-is" state of the enterprise, and providing new guidance that helps transform the business. This trend will see the move of enterprise architecture from the IT side to the business side, said Jeanne Ross, author of "Enterprise Architecture as Strategy" and "IT Savvy." It will prefigure a change of EA as it was formerly established, she suggested.- Enterprise Architecture - |
2 votes
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10 Key Skills Architects Must Have to Deliver ValueAs the complexity of IT grows, more and more organizations are realizing the need for architecture. But the definition of what architecture is, the titles that architects have, and the role of an architect vary widely from one organization to another. Business, IT, management, and even architects don't necessarily know what a good architect does to add value in his or her organization. This Executive Report by Michael Rosen discusses the role of the architect and describes 10 activities that architects should perform to add value to projects.- Enterprise Architecture - |
2 votes
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Gartner Says Hybrid Thinking for Enterprise Architecture Can Help Organisations Embrace Transformation, Innovation and Strategyhttp://www.gartner.com/it/page.jsp?id=1368613 Most enterprise architecture (EA) initiatives remain trapped in the IT department, and a new approach – hybrid thinking – is required to break EA out and into the wider organisation, according to Gartner, Inc. Adopting hybrid thinking is an excellent way to meld design thinking, IT thinking and business thinking, and achieve transformative, innovative and strategic changes.- Enterprise Architecture - Innovation - Strategy - |
1 vote
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For EA in the Government, Just Follow the Money: Talking with Tarak Modihttp://www.ebizq.net/blogs/2010/04/ea_in_the_government_follow_th.php Podcast with Tarak Modi, an industry thought leader in IT transformation and modernization technology such as enterprise architecture, SOA and cloud computing. In this podcast, we discuss the role of enterprise architecture within the federal government.- Enterprise Architecture - |
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The right approach to developing enterprise architecture?Brian Burke , 16 April 2010: Developing an enterprise architecture can help organisations respond to change better and more quickly - and more cheaply. But different organisations require varying approaches to enterprise architecture and often need to employ a combination of methods argues Brian Burke, research vice president at analyst group Gartner.- Enterprise Architecture - |
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The Coherent Architecture in Organic EAhttp://it.toolbox.com/blogs/lea-blog/the-coherent-architecture-in-organic-ea-37844 John Wu: This is part of the research for an Organic Enterprise Architecture. Coherent Architecture is the effort to do the right architecture for the right people on the right area at the right time. The Organic EA consist of the static part of principle and primitives and the dynamic part of Coherent Architecture to adapt change by rearranging the fundamental enterprise primitives and building blocks. The area in yellow color illustrate the Coherent Architecture which include the diagnosis part on business performance measurement and gap analysis the other part is the segment architecture to close the business performance gap.- Enterprise Architecture - |
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Collaborative enterprise architecture design and development with a semantic collaboration toolhttp://publica.fraunhofer.de/documents/N-119304.html Fuchs-Kittowski, F.; Faust, D.: The design and evolution of an enterprise architecture (EA) is a challenging and complex task. A participative approach to collaborative EA management is needed to support the collaboration of all individuals involved in the process of EA design and evolution. This paper presents our concept of a semantic collaboration tool for collaborative EA management. This includes the concept of a semantic, wiki-like collaboration tool for collaborative EA management and an EA ontology as a formal representation of the EA. Additionally, the prototypical implementation of the semantic collaboration environment and its architecture are described and the benefits of the approach discussed.- Enterprise Architecture - |
1 vote
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Federal Enterprise Architecture Reference Modelshttp://www.whitehouse.gov/omb/e-gov/fea/ FEA Reference Models include the Consolidated Reference Model Version 2.3 and Data Reference Model 2.0. FY10 FEA Reference Model Mapping Quick Guide.- Enterprise Architecture - Government EA - Reference Models - |
1 vote
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