Building an Enterprise Architecture Practice: Tools, Tips, by Martin van den Berg

By Martin van den Berg

This booklet offers sensible suggestion on the right way to increase an company structure perform. The authors built diversified instruments and versions to help agencies in imposing and professionalizing an firm structure functionality. assurance applies those instruments and types to a couple of varied agencies and, consequently, may also help readers keep away from strength pitfalls and attain good fortune with company structure.

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Extra resources for Building an Enterprise Architecture Practice: Tools, Tips, Best Practices, Ready-to-Use Insights (The Enterprise Series)

Example text

The board of directors knows that an architectural scheme is in place but has a few questions and some objections. Everyone is talking about architecture and frameworks, but what do they mean? What are the advantages of having frameworks? What does the organization gain from them? Do they not detract from the flexibility and entrepreneurial spirit in the organization? ” In this exercise, there are two important lessons: (i) above all, do not say too much; limit yourself to the core message; and (ii) tell your story from the outside in (from the perspective of the target group) and not from the inside out (from the viewpoint of the architecture function).

Its influence is less direct. Architectural practices ensure that revisions to business processes, information flows and technical structure, revisions necessitated by changing requirements inside and outside the organization, are implemented in a coherent manner. The importance of this coherence is, however, not always evident. After all, we can also make changes without architecture. Therefore it is extremely important to be able to clearly explain the value added by employing architecture. One way of explaining the value added by architecture involves the formulation of an architectural vision, which should then be recorded in a vision document.

Sounds simple, but in practice there are many snags. If this approach is carried out in a thorough manner, the entire process will easily take a couple of years – time many organizations do not have. Furthermore, how deep does one have to go into each one of the aspects? Is it really necessary to elaborate all these factors throughout the organization? Could one set up a technical architecture without products/services? If application architecture were urgently required, would we still need to complete the four columns on the left?

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