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Adrian Grigoriu
Enterprise Architecture and the anatomy and physiology of the enterprise
zaterdag, 21 mei 2011
How do we describe a system, any system? We are at the beginning of the journey to understand, fix and improve the Enterprise. But we need first to understand its anatomy and physiology. 

 

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A generic one page Business Architecture
donderdag, 28 oktober 2010
This is an one page generic Business Architecture that describes business functions and flows - rather than a disjoint list of functions disconnected from the Enterprise value flows -, that can be used to describe an Enterprise.

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Enterprise Architecture FAQ
donderdag, 22 juli 2010
What are the Enterprise Architecture Frequently Asked Questions that frequently get wrong answers?

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Enterprise Architecture benefits are realised by stakeholders
woensdag, 21 juli 2010

EA is not in itself about business improvement, technology alignment, strategic planning and portfolio management; EA enables them all though, if properly modelled. As such, to measure Enterprise Architecture value as an EA architect, one needs to evaluate what EA delivers to Enterprise stakeholders, taking into account their views.

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Gartner's emergent Enterprise Architecture
maandag, 14 juni 2010
I think Gartner makes the good point that there are lots of EA architects wielding influence without having devised in advance an Enterprise Architecture establishing the solution design, investment and decison making contexts.

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The Framework is the Meta-Architecture of an Enterprise Architecture
zaterdag, 06 maart 2010

The core of any EA development is the framework, i.e. its meta-architecture. The framework is the glue between components and artifacts. Without a good framework, there is no navigation between artifacts and their components.

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Enterprise Architecture focusing on business rather than IT alone
zondag, 25 oktober 2009
EA, ultimately, is becoming, from an IT centric activity, a coordinated set of various activities: IT, BPM, Six Sigma, organization design...

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Why do need an EA framework
donderdag, 22 oktober 2009
Without a framework, we can deliver predictable and repeatable outcomes. An EA framework represents the architecture of the EA, that is the meta-architecture of the Enterprise, i.e. an EA structure with hooks where components fit back in, like the chassis where the car parts mount on.

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Gartner's Emergent Architecture
woensdag, 09 september 2009
To recap, Gartner in translation: the EA governance has to be decentralized, business involved, stakeholders' needs taken care of etc. That's good stuff. Not sure it helps.

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Enterprise Architect
maandag, 07 september 2009

Gartner recently identified Ten Enterprise Architecture pitfalls http://www.gartner.com/it/page.jsp?id=1159617

"1. The Wrong Lead Architect: Gartner identified the single biggest EA problem as a chief architect who is an ineffective leader...Gartner recommends that such a lead architect be replaced by someone with strong ‘soft’ skills.

2. Insufficient Stakeholder Understanding and Support

3. Not Engaging the Business People

4. Doing Only Technical Domain-Level Architecture

5. Doing Current-State EA First

6. The EA Group Does Most of the Architecting

7. Not Measuring and Not Communicating the Impact

8. Architecting the ‘Boxes’ Only: Integration and interoperability standards are high EA priorities

9. Not Establishing Effective EA Governance Early

10. Not Spending Enough Time on Communications

The 10 pitfalls are rather common sense, with exceptions but they maybe worth re-iterating.

Obviously, the wrong architects can wreck any undertaking. Soft skills are good as long as there are "hard" skills as well. Involving stakeholders, business is what architects usually do to extract, validate and insure participation etc.

Governance, communications, work in collaboration, team etc. Nevertheless, it's too easy to blame the Enterprise Architect or the lack of business or stakeholder involvement even if this is the case.

If you look at 10 definitions of EA (http://www.ariscommunity.com/users/koiv/2009-08-20-10-definitions-enterprise-architecture-which-corresponds-yours#comment-1155), none is the quite the same. They point to different aspects of EA. It is either organization, logic, vision, process, discipline, management practice... It's probably all of them.

How would anyone be able to deliver against something that was not properly defined and agreed in the first place? The delivery scope varies widely.

Currently EA is reduced to IT standards, integration and reduction of duplication in IT. How can the promissed benefits be realised?

EA is manned by IT for IT only. Why would other stakeholders bother with it apart from the hefty bill they have to pay only to keep it alive.

An IT architecture describes only spots of an Enterprise where (SW) applications exist. It means nothing to business. An Enterprise is about people, processes, customers and other technologies that are often left out of EA because they are not IT. So there is nothing in it from a business perspective.

Adrian Adrian

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The Enterprise Architecture scope
dinsdag, 16 juni 2009
To what extent an Enterprise Architecture, Strategy or even IT development can be applied to a Group of companies, across geographie or business operations? It is essentially about the determination of the scope of the EA development. In this blog http://blogs.gartner.com/mark_mcdonald/2009/06/15/is-your-company-an-enterprise-the-answer-matters/#comment-183 Gartner defines a few conditions that make up an Enterprise. Java Enterprise Edition (JavaEE), Enterprise Applications Integration (EAI) ..., the Enterprise portal thay all refer to the Enterprise. But what is that Enterprise? Legally an Enterprise (Group) has an identity and a single governance. It is up to the management to define the Group Operating Model (unification..., see Enterprise Architecture as Strategy book). If any. An operating model is the degree of integration and standardisation of various companies within a group. Some companies are part of the financial group but otherwise are left to their own devices. Loosely coupled, I would say, by design. In IT, the scope of the Enterprise may vary with every IT development. In the absence of an Operating Model (quite frequent), it is up to an IT group to negotiate with stakeholders the scope of the "Enterprise" for the specific development, if not clearly defined. It depends upon the organisational remit of the IT department, culture, individuals, business requirements... But legally and financially the Enterprise is still the whole Group.

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