Discussion:
[ZapFlash] The Power of Opacity in REST
Gervas Douglas
2012-10-08 21:53:37 UTC
Permalink
The Power of Opacity in REST


Document ID: | Document Type: ZapFlash
By: /Jason Bloomberg/ | Posted: /October 8, 2012/


Ever wonder how a sophisticated Web site works? Take Facebook
<http://t.ymlp283.net/eushmadabqjeanaqyagambmuu/click.php>, for example.
You can view the source and you can hardly pick out any recognizable
HTML, let alone divine how the wizards back at Facebook HQ get the site
to work. Now, try viewing the source at a simpler Web site, like
ZapThink's <http://t.ymlp283.net/eusjhazabqjeaoaqyapambmuu/click.php>.
Sure enough, there's HTML under the covers, but you still can't tell
from the file the Web server sends to your browser what's going on
behind the scenes (we use WordPress, in case you were wondering).

Put into RESTful terms, there is a separation between resource (e.g.,
the program running on the server) and the representation (e.g., the Web
page it sends to your browser). In fact, this separation is a
fundamental REST constraint which allows the resource to be /opaque/.

When people talk about opacity in the REST context, they are usually
referring to Uniform Resource Indicators (URIs). You should be able to
construct URIs however you like, the theory goes, and it's up to the
resource to figure out how to respond appropriately. In other words,
it's not up to the client to know how to provide specific instructions
to the server, other than by clicking the hyperlinks the resource has
previously provided to the client.

But there's more to the opacity story than opaque URIs. Fundamentally,
the client has no way of knowing anything at all about what's really
going on behind the scenes. The resource might be a file, a script, a
container, an object, or some complicated combination of these and other
kinds of things. There are two important lessons for the techies behind
the curtain: first, don't assume resources come in one flavor, and
second, it's important to understand the full breadth of capabilities
and patterns that you can leverage when architecting or building
resources. After all, /anything/ you can give a URI to can be a resource.

*Exploring the Power of Opacity*

Let's begin our exploration of opacity with HTTP's POST method. Of the
four primary HTTP methods (GET, POST, PUT, and DELETE), POST is the only
one that's not /idempotent/: in other words, not only does it change the
state of the resource, but it does so in a way that calling it twice has
a different effect than calling it once. In the RESTful context, you
should use POST to initialize a resource. According to the HTTP spec,
POST creates a /subordinate/ resource, as the figure below illustrates:

<http://t.ymlp283.net/eushjavabqjearaqyavambmuu/click.php>

In the interaction above, the client POSTs to the /cart/ resource, which
initializes a /cart/ instance, names it "abcde," and returns a hyperlink
to that new subordinate resource to the client. In this context,
/subordinate/ means that the abcde comes after cart and a slash in the
URI http://example.com/cart/abcde.

Here's the essential question: just what do /cart/ and /abcde/ represent
on the server? /cart/ looks like a directory and /abcde/ looks like a
file, given the pathlike structure of the URI. But we know that guess
probably isn't right, because POSTing to the /cart/ resource actually
created the /abcde/ resource, which represents the /cart/ instance. So
could /abcde/ be an object instance? Perhaps. The bottom line is you
can't tell, because as far as the client is concerned, it doesn't
matter. What matters is that the client now has one (or more) hyperlinks
to its own cart that it can interact with via a uniform interface.

One way or the other, however, POST changes the state of the /abcde/
cart instance, which requires a relatively onerous level of processing
on the server. To lighten the future load on the server, thus improving
its scalability, we may want to cache the representation the resource
provides. Fortunately, REST explicitly supports cacheability, as the
figure below illustrates:

<http://t.ymlp283.net/eushbatabqjeaaaqyarambmuu/click.php>

In the pattern above, a gateway intermediary passes along the POST to
the server, fetching a static representation it puts in its cache. As
long as clients make requests that aren't intended to change the state
of the resource (namely, GETs), then serving up the cached copy is as
good as passing along the request to the underlying resource, until the
representation expires from the cache.

Opacity plays a critical role in this example as well, since saying the
cached copy is just as good as a response directly from the resource is
an example of opacity. As a result, the gateway is entirely transparent
to the client, serving in the role of server in interactions with the
client but in the role of client in interactions with the underlying server.

The limitation of the example above, of course, is the static nature of
the cache. If the client wants to change the state of the resource (via
PUT or another POST), then such a request would necessarily expire the
cache, requiring the intermediary to pass the request along to the
underlying server. In situations where the resource state changes
frequently, therefore, caching is of limited value.

*Opacity and RESTful Clouds*

We can extend the pattern above to provide greater capabilities on the
intermediary. In the example below, the intermediary is a full-fledged
server in its own right, and the underlying server returns executable
server scripts for the intermediary to execute on behalf of the
underlying server. In other words, the intermediary caches
representations that are themselves server programs (e.g., php scripts).
Furthermore, these server scripts are prepopulated with any initial
state data in response to the original POST from the client.

<http://t.ymlp283.net/eushhaiabqjeadaqyaoambmuu/click.php>

Increasing the sophistication of our cache would provide little value,
however, if we didn't have a better way of dealing with state
information. Fortunately, REST grants our wishes in this case as well,
because it enables us to separate /resource/ state (maintained on the
underlying server) from /application/ state, which we can transfer to
the client.

In the figure above, after the client has initialized the resource, it
may wish to, say, update its cart. So, the user clicks a link that
executes a PUT that sends the updated information, along with values
from one or more hidden form fields to the intermediary. However,
instead of updating resource state, the state information remains in the
messages (both requests from the client and representations returned
from the intermediary) as long as the client only executes idempotent
requests. There is no need to update resource state in this situation,
because the scripts on the intermediary know to pass along state
information in hidden form fields, for example. When the cart process is
complete and the user is ready to submit an order, only then does the
client execute another POST, which the intermediary knows to pass along
to the underlying server.

However, there's no strict rule that says that the intermediary can only
handle idempotent requests; you could easily put a script on it that
would handle POSTs, and similarly, it might make sense to send an
idempotent request like a DELETE along to the underlying server for
execution. But on the other hand, the rule that the intermediary handles
only the idempotent requests may be appropriate in your situation,
because POST would then be the only method that could ever change state
on the underlying server.

As we explained in an earlier ZapFlash
<http://t.ymlp283.net/eushwalabqjeadaqyakambmuu/click.php>, one of the
primary benefits to following the pattern in the figure above is to
support elasticity when you put the intermediary server in the Cloud.
Because it is stateless, it doesn't matter which virtual machine (VM)
instance replies to any client request, and if a VM instance crashes, we
can bootstrap its replacement without losing any state information. In
other words, opacity is essential to both the elasticity and fault
tolerance of the Cloud, and furthermore, following a RESTful approach
provides that opacity.

*The ZapThink Take*

There's one more RESTful pattern that ZapThink is particularly
interested in: RESTful SOA, naturally. For this pattern we need another
kind of intermediary: a RESTful SOA intermediary, in addition to the
Cloud-based stateless server intermediary, or anything else we want to
abstract for that matter. The figure below illustrates the RESTful SOA
pattern.

<http://t.ymlp283.net/eushqadabqjeavaqyadambmuu/click.php>

The role of the RESTful SOA intermediary is to provide abstracted (in
other words, /opaque/) RESTful Service endpoints that follow strict URI
formatting rules. Furthermore, this intermediary must handle state
information appropriately, that is, following a RESTful approach that
transfers state information in messages. As a result, the SOA
intermediary can support stateless message protocols for interactions
with Service consumers while remaining stateless itself. Most ESBs
maintain state, and therefore a RESTful SOA intermediary wouldn't be a
typical ESB, although it could certainly route messages to one.

So, which pattern is the best one? As we say in our Licensed ZapThink
Architect <http://t.ymlp283.net/eushyagabqjeakaqyalambmuu/click.php>
(LZA) and Cloud Computing for Architects
<http://t.ymlp283.net/euswsazabqjeavaqyaiambmuu/click.php> (CCA)
courses, /it depends/. The architect is looking for the right tool for
the job. You must understand the problem before recommending the
appropriate solution. We cover REST-based SOA in our LZA course (coming
to Johannesburg
<http://t.ymlp283.net/eusjyadabqjeaaaqyapambmuu/click.php>) and RESTful
Clouds in the CCA course (coming to London
<http://t.ymlp283.net/eusbuatabqjeaiaqyaxambmuu/click.php>, DC
<http://t.ymlp283.net/eusbeakabqjeataqyaiambmuu/click.php>, and San
Diego <http://t.ymlp283.net/eusbmaaabqjeataqyaxambmuu/click.php>). See
you there!
Michael Poulin
2012-11-01 11:13:57 UTC
Permalink
Dear Colleagues,

With the moderator’s permission, I’d like to invite you to
look at my new Web Site at www.mpoulin.com.

This Site offers e-lectures/e-courses ( www.mpoulin.com/e-courses )
on ‘hot’ topics of SOA and EA, including elements of SOA methodology and
related solutions, Cloud Computing, development methods and Business
Architecture.


The e-lectures/e-courses are up to 25 min. and may be used
as for
* ·         learning of new stuff,
* ·         finding a different viewpoint on known issues
* ·         a quick study for a job interview.
The list of offered e-lectures/e-courses is growing all the time.

On the same Site, you will find my latest BLOGs, references
to my publications in different magazines, and a sale of my book “Ladder to SOE”.
I will sell my new book on Business Architecture  from this Site as well (currently with the
publisher); this will include posting a few sections free of charge.

All materials may be discussed in attached Forum and I am
open for individual Q&A, just go to “Contact me”. Also, I would be glad to
prepare new lectures on the topics of your needs and on your suggestions.

If you are interested in subscribing to the News about the new
posts on the Site, please, let me know via “Contact me” (your name and e-mail
address); this feature will be available on the Site soon.


See you there,
-          - Michael Poulin
Ashraf Galal
2013-01-22 16:44:18 UTC
Permalink
How to use EA as a strategy?

“Leadership is a potent combination of strategy and character. But if
you must be without one, be without the strategy.” General Schwarzkopf.

Few business executives would be comfortable leading without a strategy.

Business strategy provides directions, an impetus for action.

Most companies also rely on strategy to guide IT investments.

Accordingly, IT executives strive to align IT and IT-enabled business
processes with stated business strategy with no way to make it reality.

Business-IT strategic alignment can be an elusive goal.

Why?

Business strategies are multifaceted, encompassing decisions as to which
markets to compete in, how to position the company in each market, and
which capabilities to develop and leverage.

In addition, strategic priorities can shift as companies attempt to
respond to competitor initiatives or to seize new opportunities.

As a result, strategy rarely offers clear direction for development of
stable IT infrastructure and business process capabilities.

As recommended by Jeanne W., Ross, Peter Weill, & David C. Robertson
(MIT), to best support a company’s strategy, they recommend that the
company define an operating model.

In my opinion, this is the reason for EA failures.

There is no concrete measurement to evaluate the success or failure of
the EA.
If we don't consider SOA as part of the EA, it will fails as well.

Reference:

Enterprise architecture as strategy, Jeanne W., Ross, Peter Weill, David
C. Robertson, Harvard business school press , 2006.
Michael Poulin
2013-01-23 00:02:33 UTC
Permalink
While I agree with the conclusion re SOA and EA, I think that the statement "As a result, strategy rarely offers clear direction for development of stable IT infrastructure and business process capabilities." is error-pron in its core: business strategy has nothing to do with IT in the majority of cases. It is Business Architecture that has to to define a transition of business capabilities to the strategic goal and drive IT strategy via concrete milestones. A stable IT infrastructure in the dynamic environment is fragile - it has to be very dynamic to become stable (also, stable business process capabilities form the road to the hell in a dynamic environment).

- Michael
________________________________
Sent: Tuesday, January 22, 2013 4:44 PM
Subject: [service-orientated-architecture] EA as Strategy
 
 
How to use EA as a strategy?       
“Leadership is  a potent combination of strategy and character. But if you must be without one, be without  the strategy.” General Schwarzkopf.
Few business executives would be comfortable leading without a strategy.
Business strategy provides directions, an impetus for action.
Most companies also rely on strategy to guide IT investments.
Accordingly, IT executives strive to align IT and IT-enabled business processes with stated business strategy with no way to make it reality.
Business-IT strategic alignment can be an elusive goal.
Why?
Business strategies are multifaceted, encompassing decisions as to which markets to compete in, how to position the company in each market, and which capabilities to develop and leverage.
In addition, strategic priorities can shift as companies attempt to respond to competitor initiatives or to seize new opportunities.  
As a result, strategy rarely offers clear direction for development of stable IT infrastructure and business process capabilities.
As recommended by   Jeanne W., Ross, Peter Weill, & David C. Robertson (MIT), to best support a company’s strategy, they recommend that the company define an operating model.
In my opinion, this is the reason for EA failures.
There is no concrete measurement to evaluate the success or failure of the EA.
If we don't consider SOA as part of the EA, it will fails as well.
Enterprise architecture as strategy, Jeanne W., Ross, Peter Weill, David C. Robertson, Harvard business school press , 2006.
Ashraf Galal
2013-01-23 12:03:55 UTC
Permalink
Enterprise architecture is an ongoing business function that helps an
'enterprise' figure out how_*to execute best the strategies that drive
its development.*_
The MIT Center for Information Systems Research (MIT CISR) defines
enterprise architecture as the specific aspects of a business that are
under examination:

Enterprise architecture is the organizing logic for business processes
and IT infrastructure reflecting the integration and standardization
requirements of the company's operating model. The operating model is
the desired state of business process integration and business process
standardization for delivering goods and services to
customers.^<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-3>


The United States Government classifies enterprise architecture as an
Information Technology function, and defines the term not as the process
of examining the enterprise, but rather the documented results of that
examination. Specifically, US Code Title 44, Chapter 36, defines it as a
'strategic information base' that defines the mission of an agency and
describes the technology and information needed to perform that mission,
along with descriptions of how the architecture of the organization
should be changed in order to respond to changes in the mission.^

*
"Enterprise architecture* (EA) is the process of translating business
vision and__strategy <http://en.wikipedia.org/wiki/Business_strategy>
into effective enterprise change by creating, communicating and
improving the key requirements, principles and models that describe the
enterprise's future state and enable its
evolution^<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-1>


Practitioners of EA call themselves /enterprise architects
<http://en.wikipedia.org/wiki/Enterprise_architect>/. An enterprise
architect is a person responsible for performing this complex analysis
of business structure and processes and is often called upon to draw
conclusions from the information collected. By producing this
understanding, architects are attempting to address the goals of
Enterprise Architecture: Effectiveness, Efficiency, Agility, and
Durability." (Wikipedia.org)
<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-PEAF-2>

All the best

Ashraf Galal

^<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-4>
Post by Michael Poulin
While I agree with the conclusion re SOA and EA, I think that the
statement "As a result, strategy rarely offers clear direction for
development of stable IT infrastructure and business process
capabilities." is error-pron in its core: business strategy has
nothing to do with IT in the majority of cases. It is Business
Architecture that has to to define a transition of business
capabilities to the strategic goal and drive IT strategy via concrete
milestones. A stable IT infrastructure in the dynamic environment is
fragile - it has to be very dynamic to become stable (also, stable
business process capabilities form the road to the hell in a dynamic
environment).
- Michael
------------------------------------------------------------------------
*Sent:* Tuesday, January 22, 2013 4:44 PM
*Subject:* [service-orientated-architecture] EA as Strategy
How to use EA as a strategy?
“Leadership is a potent combination of strategy and character. But
if you must be without one, be without the strategy.” General
Schwarzkopf.
Few business executives would be comfortable leading without a strategy.
Business strategy provides directions, an impetus for action.
Most companies also rely on strategy to guide IT investments.
Accordingly, IT executives strive to align IT and IT-enabled
business processes with stated business strategy with no way to
make it reality.
Business-IT strategic alignment can be an elusive goal.
Why?
Business strategies are multifaceted, encompassing decisions as to
which markets to compete in, how to position the company in each
market, and which capabilities to develop and leverage.
In addition, strategic priorities can shift as companies attempt
to respond to competitor initiatives or to seize new opportunities.
As a result, strategy rarely offers clear direction for
development of stable IT infrastructure and business process
capabilities.
As recommended by Jeanne W., Ross, Peter Weill, & David C.
Robertson (MIT), to best support a company’s strategy, they
recommend that the company define an operating model.
In my opinion, this is the reason for EA failures.
There is no concrete measurement to evaluate the success or failure of the EA.
If we don't consider SOA as part of the EA, it will fails as well.
Enterprise architecture as strategy, Jeanne W., Ross, Peter Weill,
David C. Robertson, Harvard business school press , 2006.
Steve Jones
2013-01-23 14:59:46 UTC
Permalink
EA is an IT thing, any EA who thinks they are doing business change is
deluding themselves.

Steve
Post by Ashraf Galal
**
Enterprise architecture is an ongoing business function that helps an
'enterprise' figure out how* to execute best the strategies that drive
its development.*
The MIT Center for Information Systems Research (MIT CISR) defines
enterprise architecture as the specific aspects of a business that are
Enterprise architecture is the organizing logic for business processes and
IT infrastructure reflecting the integration and standardization
requirements of the company's operating model. The operating model is the
desired state of business process integration and business process
standardization for delivering goods and services to customers.<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-3>
The United States Government classifies enterprise architecture as an
Information Technology function, and defines the term not as the process of
examining the enterprise, but rather the documented results of that
examination. Specifically, US Code Title 44, Chapter 36, defines it as a
'strategic information base' that defines the mission of an agency and
describes the technology and information needed to perform that mission,
along with descriptions of how the architecture of the organization should
be changed in order to respond to changes in the mission.
*
"Enterprise architecture* (EA) is the process of translating business
vision and* *strategy <http://en.wikipedia.org/wiki/Business_strategy>into effective enterprise change by creating, communicating and improving
the key requirements, principles and models that describe the enterprise's
future state and enable its evolution<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-1>
Practitioners of EA call themselves *enterprise architects<http://en.wikipedia.org/wiki/Enterprise_architect>
*. An enterprise architect is a person responsible for performing this
complex analysis of business structure and processes and is often called
upon to draw conclusions from the information collected. By producing this
understanding, architects are attempting to address the goals of Enterprise
Architecture: Effectiveness, Efficiency, Agility, and Durability."
(Wikipedia.org)<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-PEAF-2>
All the best
Ashraf Galal
<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-4>
While I agree with the conclusion re SOA and EA, I think that the
statement "As a result, strategy rarely offers clear direction for
development of stable IT infrastructure and business process capabilities."
is error-pron in its core: business strategy has nothing to do with IT in
the majority of cases. It is Business Architecture that has to to define a
transition of business capabilities to the strategic goal and drive IT
strategy via concrete milestones. A stable IT infrastructure in the dynamic
environment is fragile - it has to be very dynamic to become stable (also,
stable business process capabilities form the road to the hell in a dynamic
environment).
- Michael
------------------------------
*Sent:* Tuesday, January 22, 2013 4:44 PM
*Subject:* [service-orientated-architecture] EA as Strategy
How to use EA as a strategy?
“Leadership is a potent combination of strategy and character. But if
you must be without one, be without the strategy.” General Schwarzkopf.
Few business executives would be comfortable leading without a strategy.
Business strategy provides directions, an impetus for action.
Most companies also rely on strategy to guide IT investments.
Accordingly, IT executives strive to align IT and IT-enabled business
processes with stated business strategy with no way to make it reality.
Business-IT strategic alignment can be an elusive goal.
Why?
Business strategies are multifaceted, encompassing decisions as to which
markets to compete in, how to position the company in each market, and
which capabilities to develop and leverage.
In addition, strategic priorities can shift as companies attempt to
respond to competitor initiatives or to seize new opportunities.
As a result, strategy rarely offers clear direction for development of
stable IT infrastructure and business process capabilities.
As recommended by Jeanne W., Ross, Peter Weill, & David C. Robertson
(MIT), to best support a company’s strategy, they recommend that the
company define an operating model.
In my opinion, this is the reason for EA failures.
There is no concrete measurement to evaluate the success or failure of the EA.
If we don't consider SOA as part of the EA, it will fails as well.
Enterprise architecture as strategy, Jeanne W., Ross, Peter Weill, David
C. Robertson, Harvard business school press , 2006.
Michael Poulin
2013-01-23 16:32:23 UTC
Permalink
Steve, should it stay in  IT or it is time to step into a business world?
- Michael
________________________________
Sent: Wednesday, January 23, 2013 2:59 PM
Subject: Re: [service-orientated-architecture] EA as Strategy
 
EA is an IT thing, any EA who thinks they are doing business change is deluding themselves.
Steve
 
Enterprise architecture is an ongoing business function that helps an 'enterprise' figure out howto execute best the strategies that drive its development.
The MIT Center for Information Systems Research (MIT CISR)
defines enterprise architecture as the specific aspects of a
business that are under examination:
Enterprise architecture is the organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of the company's operating model. The operating model is the desired state of business process integration and business process standardization for delivering goods and services to customers.
The United States Government classifies enterprise architecture as an Information Technology function, and defines the term not as the process of examining the enterprise, but rather the documented results of that examination. Specifically, US Code Title 44, Chapter 36, defines it as a 'strategic information base' that defines the mission of an agency and describes the technology and information needed to perform that mission, along with descriptions of how the architecture of the organization should be changed in order to respond to changes in the mission.
"Enterprise architecture (EA) is the process of translating business vision andstrategy into effective enterprise change by creating, communicating and improving the key requirements, principles and models that describe the enterprise's future state and enable its evolution
Practitioners of EA call themselves enterprise architects. An enterprise architect is a person responsible for performing this complex analysis of business structure and processes and is often called upon to draw conclusions from the information collected. By producing this understanding, architects are attempting to address the goals of Enterprise Architecture: Effectiveness, Efficiency, Agility, and Durability." (Wikipedia.org)
All the best
Ashraf Galal
 
Post by Michael Poulin
While I agree with the conclusion re SOA and EA, I think that the statement "As a result, strategy rarely offers clear direction for development of stable IT infrastructure and business process capabilities." is error-pron in its core: business strategy has nothing to do with IT in the majority of cases. It is Business Architecture that has to to define a transition of business capabilities to the strategic goal and drive IT strategy via concrete milestones. A stable IT infrastructure in the dynamic environment is fragile - it has to be very dynamic to become stable (also, stable business process capabilities form the road to the hell in a dynamic environment).
- Michael
________________________________
Sent: Tuesday, January 22, 2013 4:44 PM
Subject: [service-orientated-architecture] EA as Strategy
 
 
How to use EA as a strategy?       
“Leadership is  a potent combination of strategy and character. But if you must be without one, be without  the strategy.” General Schwarzkopf.
Few business executives would be comfortable leading without a strategy.
Business strategy provides directions, an impetus for action.
Most companies also rely on strategy to guide IT investments.
Accordingly, IT executives strive to align IT and IT-enabled business processes with stated business strategy with no way to make it reality.
Business-IT strategic alignment can be an elusive goal.
Why?
Business strategies are multifaceted, encompassing decisions as to which markets to compete in, how to position the company in each market, and which capabilities to develop and leverage.
In addition, strategic priorities can shift as companies attempt to respond to competitor initiatives or to seize new opportunities.  
As a result, strategy rarely offers clear direction for development of stable IT infrastructure and business process capabilities.
As recommended by   Jeanne W., Ross, Peter Weill, & David C. Robertson (MIT), to best support a company’s strategy, they recommend that the company define an operating model.
In my opinion, this is the reason for EA failures.
There is no concrete measurement to evaluate the success or failure of the EA.
If we don't consider SOA as part of the
EA, it will fails as well.
Post by Michael Poulin
Enterprise architecture as strategy, Jeanne W., Ross, Peter Weill, David C. Robertson, Harvard business school press , 2006.
Alexander Johannesen
2013-01-24 00:15:54 UTC
Permalink
Hiya,

I'm pushing it far away from IT as I possibly can. Luckily in my current
industry there's a lot of focus and specialist groups on accreditation and
quality control (health care), and I can link every problem of what I'm
dealing with in traditional EA to something they are seriously concerned
about, such as parts of document management's impact on a whole bunch of
legislation and accreditation criteria. That simply makes the EA and my IT
concerns *their* concerns as well, and it's great for internal
collaboration and stop the crazy domain building that goes on in a lot of
enterprises. I use the EA as a tool to break down walls, pretty much, but
of course I tend to write and include stuff that you probably won't find in
all traditional EA's. :)


Regards,

Alex
**
Steve, should it stay in IT or it is time to step into a business world?
- Michael
------------------------------
*To:* service-orientated-architecture <
*Sent:* Wednesday, January 23, 2013 2:59 PM
*Subject:* Re: [service-orientated-architecture] EA as Strategy
EA is an IT thing, any EA who thinks they are doing business change is
deluding themselves.
Steve
**
Enterprise architecture is an ongoing business function that helps an
'enterprise' figure out how* to execute best the strategies that drive
its development.*
The MIT Center for Information Systems Research (MIT CISR) defines
enterprise architecture as the specific aspects of a business that are
Enterprise architecture is the organizing logic for business processes and
IT infrastructure reflecting the integration and standardization
requirements of the company's operating model. The operating model is the
desired state of business process integration and business process
standardization for delivering goods and services to customers.<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-3>
The United States Government classifies enterprise architecture as an
Information Technology function, and defines the term not as the process of
examining the enterprise, but rather the documented results of that
examination. Specifically, US Code Title 44, Chapter 36, defines it as a
'strategic information base' that defines the mission of an agency and
describes the technology and information needed to perform that mission,
along with descriptions of how the architecture of the organization should
be changed in order to respond to changes in the mission.
*
"Enterprise architecture* (EA) is the process of translating business
vision and* *strategy <http://en.wikipedia.org/wiki/Business_strategy>into effective enterprise change by creating, communicating and improving
the key requirements, principles and models that describe the enterprise's
future state and enable its evolution<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-1>
Practitioners of EA call themselves *enterprise architects<http://en.wikipedia.org/wiki/Enterprise_architect>
*. An enterprise architect is a person responsible for performing this
complex analysis of business structure and processes and is often called
upon to draw conclusions from the information collected. By producing this
understanding, architects are attempting to address the goals of Enterprise
Architecture: Effectiveness, Efficiency, Agility, and Durability."
(Wikipedia.org)<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-PEAF-2>
All the best
Ashraf Galal
<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-4>
While I agree with the conclusion re SOA and EA, I think that the
statement "As a result, strategy rarely offers clear direction for
development of stable IT infrastructure and business process capabilities."
is error-pron in its core: business strategy has nothing to do with IT in
the majority of cases. It is Business Architecture that has to to define a
transition of business capabilities to the strategic goal and drive IT
strategy via concrete milestones. A stable IT infrastructure in the dynamic
environment is fragile - it has to be very dynamic to become stable (also,
stable business process capabilities form the road to the hell in a dynamic
environment).
- Michael
------------------------------
*Sent:* Tuesday, January 22, 2013 4:44 PM
*Subject:* [service-orientated-architecture] EA as Strategy
How to use EA as a strategy?
“Leadership is a potent combination of strategy and character. But if
you must be without one, be without the strategy.” General Schwarzkopf.
Few business executives would be comfortable leading without a strategy.
Business strategy provides directions, an impetus for action.
Most companies also rely on strategy to guide IT investments.
Accordingly, IT executives strive to align IT and IT-enabled business
processes with stated business strategy with no way to make it reality.
Business-IT strategic alignment can be an elusive goal.
Why?
Business strategies are multifaceted, encompassing decisions as to which
markets to compete in, how to position the company in each market, and
which capabilities to develop and leverage.
In addition, strategic priorities can shift as companies attempt to
respond to competitor initiatives or to seize new opportunities.
As a result, strategy rarely offers clear direction for development of
stable IT infrastructure and business process capabilities.
As recommended by Jeanne W., Ross, Peter Weill, & David C. Robertson
(MIT), to best support a company’s strategy, they recommend that the
company define an operating model.
In my opinion, this is the reason for EA failures.
There is no concrete measurement to evaluate the success or failure of the EA.
If we don't consider SOA as part of the EA, it will fails as well.
Enterprise architecture as strategy, Jeanne W., Ross, Peter Weill, David
C. Robertson, Harvard business school press , 2006.
--
Project Wrangler, SOA, Information Alchemist, UX, RESTafarian, Topic Maps
--- http://shelter.nu/blog/ ----------------------------------------------
------------------ http://www.google.com/profiles/alexander.johannesen ---
Michael Poulin
2013-01-24 09:52:28 UTC
Permalink
Alex, I do the same. This means that I've, probably, misunderstood Steve somehow?..

To Steve: recently I worked on a project for an on-line retail company and their IT did the business change, literally, but they did not drive it, this is the fact. I still curious what did you mean by "EA is an IT thing".

- Michael
________________________________
Sent: Thursday, January 24, 2013 12:15 AM
Subject: Re: [service-orientated-architecture] EA as Strategy
 
Hiya,
I'm pushing it far away from IT as I possibly can. Luckily in my current industry there's a lot of focus and specialist groups on accreditation and quality control (health care), and I can link every problem of what I'm dealing with in traditional EA to something they are seriously concerned about, such as parts of document management's impact on a whole bunch of legislation and accreditation criteria. That simply makes the EA and my IT concerns *their* concerns as well, and it's great for internal collaboration and stop the crazy domain building that goes on in a lot of enterprises. I use the EA as a tool to break down walls, pretty much, but of course I tend to write and include stuff that you probably won't find in all traditional EA's. :)
Regards,
Alex
Post by Michael Poulin
 
Steve, should it stay in  IT or it is time to step into a business world?
- Michael
________________________________
Sent: Wednesday, January 23, 2013 2:59 PM
Subject: Re: [service-orientated-architecture] EA as Strategy
 
EA is an IT thing, any EA who thinks they are doing business change is deluding themselves.
Steve
 
Enterprise architecture is an ongoing business function that helps an 'enterprise' figure out howto execute best the strategies that drive its development.
The MIT Center for Information Systems Research (MIT CISR)
defines enterprise architecture as the specific aspects of a
business that are under examination:
Enterprise architecture is the organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of the company's operating model. The operating model is the desired state of business process integration and business process standardization for delivering goods and services to customers.
Post by Michael Poulin
The United States Government classifies enterprise architecture as an Information Technology function, and defines the term not as the process of examining the enterprise, but rather the documented results of that examination. Specifically, US Code Title 44, Chapter 36, defines it as a 'strategic information base' that defines the mission of an agency and describes the technology and information needed to perform that mission, along with descriptions of how the architecture of the organization should be changed in order to respond to changes in the mission.
"Enterprise architecture (EA) is the process of translating business vision andstrategy into effective enterprise change by creating, communicating and improving the key requirements, principles and models that describe the enterprise's future state and enable its evolution
Practitioners of EA call themselves enterprise architects. An enterprise architect is a person responsible for performing this complex analysis of business structure and processes and is often called upon to draw conclusions from the information collected. By producing this understanding, architects are attempting to address the goals of Enterprise Architecture: Effectiveness, Efficiency, Agility, and Durability." (Wikipedia.org)
Post by Michael Poulin
All the best
Ashraf Galal
 
Post by Michael Poulin
While I agree with the conclusion re SOA and EA, I think that the statement "As a result, strategy rarely offers clear direction for development of stable IT infrastructure and business process capabilities." is error-pron in its core: business strategy has nothing to do with IT in the majority of cases. It is Business Architecture that has to to define a transition of business capabilities to the strategic goal and drive IT strategy via concrete milestones. A stable IT infrastructure in the dynamic environment is fragile - it has to be very dynamic to become stable (also, stable business process capabilities form the road to the hell in a dynamic environment).
- Michael
________________________________
Sent: Tuesday, January 22, 2013 4:44 PM
Subject: [service-orientated-architecture] EA as Strategy
 
 
How to use EA as a strategy?       
“Leadership is  a potent combination of strategy and character. But if you must be without one, be without  the strategy.” General Schwarzkopf.
Few business executives would be comfortable leading without a strategy.
Business strategy provides directions, an impetus for action.
Most companies also rely on strategy to guide IT investments.
Accordingly, IT executives strive to align IT and IT-enabled business processes with stated business strategy with no way to make it reality.
Business-IT strategic alignment can be an elusive goal.
Why?
Business strategies are multifaceted, encompassing decisions as to which markets to compete in, how to position the company in each market, and which capabilities to develop and leverage.
In addition, strategic priorities can shift as companies attempt to respond to competitor initiatives or to seize new opportunities.  
As a result, strategy rarely offers clear direction for development of stable IT infrastructure and business process capabilities.
As recommended by   Jeanne W., Ross, Peter Weill, & David C. Robertson (MIT), to best support a company’s strategy, they recommend that the company define an operating model.
In my opinion, this is the reason for EA failures.
There is no concrete measurement to evaluate the success or failure of the EA.
If we don't consider SOA as part of the
EA, it will fails as well.
Post by Michael Poulin
Post by Michael Poulin
Enterprise architecture as strategy, Jeanne W., Ross, Peter Weill, David C. Robertson, Harvard business school press , 2006.
--
 Project Wrangler, SOA, Information Alchemist, UX, RESTafarian, Topic Maps
--- http://shelter.nu/blog/ ----------------------------------------------
------------------ http://www.google.com/profiles/alexander.johannesen ---
Steve Jones
2013-01-24 22:56:44 UTC
Permalink
What I mean is that EA is an IT thing, it came out of IT, its IT centric in
its language and the various methods out there (of which TOGAF is the most
public) are certainly IT in both their emphasis and outlook.

IT folks can deliver change and some might even call themselves EAs but for
me every time someone has been an EA on the business side their
concentration has been on business architecture into solution architecture
as quickly as possible not the 'holistic' broad EA piece that EA folks
normally talk about.

Partly what I'm saying is that EA is an old school term for an IT/Business
world that doesn't really exist today we need new languages and new
approaches that work from a business architecture to solution quickly and
rapidly and allows IT to be deconstructed and re-constructed and critically
without great big ruddy documents of 'architecture' practice which no-one
but the Enterprise Architects read.

Steve
Post by Michael Poulin
**
Alex, I do the same. This means that I've, probably, misunderstood Steve somehow?..
To Steve: recently I worked on a project for an on-line retail company and
their IT did the business change, literally, but they did not drive it,
this is the fact. I still curious what did you mean by "EA is an IT thing".
- Michael
------------------------------
*Sent:* Thursday, January 24, 2013 12:15 AM
*Subject:* Re: [service-orientated-architecture] EA as Strategy
Hiya,
I'm pushing it far away from IT as I possibly can. Luckily in my current
industry there's a lot of focus and specialist groups on accreditation and
quality control (health care), and I can link every problem of what I'm
dealing with in traditional EA to something they are seriously concerned
about, such as parts of document management's impact on a whole bunch of
legislation and accreditation criteria. That simply makes the EA and my IT
concerns *their* concerns as well, and it's great for internal
collaboration and stop the crazy domain building that goes on in a lot of
enterprises. I use the EA as a tool to break down walls, pretty much, but
of course I tend to write and include stuff that you probably won't find in
all traditional EA's. :)
Regards,
Alex
**
Steve, should it stay in IT or it is time to step into a business world?
- Michael
------------------------------
*To:* service-orientated-architecture <
*Sent:* Wednesday, January 23, 2013 2:59 PM
*Subject:* Re: [service-orientated-architecture] EA as Strategy
EA is an IT thing, any EA who thinks they are doing business change is
deluding themselves.
Steve
**
Enterprise architecture is an ongoing business function that helps an
'enterprise' figure out how* to execute best the strategies that drive
its development.*
The MIT Center for Information Systems Research (MIT CISR) defines
enterprise architecture as the specific aspects of a business that are
Enterprise architecture is the organizing logic for business processes and
IT infrastructure reflecting the integration and standardization
requirements of the company's operating model. The operating model is the
desired state of business process integration and business process
standardization for delivering goods and services to customers.<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-3>
The United States Government classifies enterprise architecture as an
Information Technology function, and defines the term not as the process of
examining the enterprise, but rather the documented results of that
examination. Specifically, US Code Title 44, Chapter 36, defines it as a
'strategic information base' that defines the mission of an agency and
describes the technology and information needed to perform that mission,
along with descriptions of how the architecture of the organization should
be changed in order to respond to changes in the mission.
*
"Enterprise architecture* (EA) is the process of translating business
vision and* *strategy <http://en.wikipedia.org/wiki/Business_strategy>into effective enterprise change by creating, communicating and improving
the key requirements, principles and models that describe the enterprise's
future state and enable its evolution<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-1>
Practitioners of EA call themselves *enterprise architects<http://en.wikipedia.org/wiki/Enterprise_architect>
*. An enterprise architect is a person responsible for performing this
complex analysis of business structure and processes and is often called
upon to draw conclusions from the information collected. By producing this
understanding, architects are attempting to address the goals of Enterprise
Architecture: Effectiveness, Efficiency, Agility, and Durability."
(Wikipedia.org)<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-PEAF-2>
All the best
Ashraf Galal
<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-4>
While I agree with the conclusion re SOA and EA, I think that the
statement "As a result, strategy rarely offers clear direction for
development of stable IT infrastructure and business process capabilities."
is error-pron in its core: business strategy has nothing to do with IT in
the majority of cases. It is Business Architecture that has to to define a
transition of business capabilities to the strategic goal and drive IT
strategy via concrete milestones. A stable IT infrastructure in the dynamic
environment is fragile - it has to be very dynamic to become stable (also,
stable business process capabilities form the road to the hell in a dynamic
environment).
- Michael
------------------------------
*Sent:* Tuesday, January 22, 2013 4:44 PM
*Subject:* [service-orientated-architecture] EA as Strategy
How to use EA as a strategy?
“Leadership is a potent combination of strategy and character. But if
you must be without one, be without the strategy.” General Schwarzkopf.
Few business executives would be comfortable leading without a strategy.
Business strategy provides directions, an impetus for action.
Most companies also rely on strategy to guide IT investments.
Accordingly, IT executives strive to align IT and IT-enabled business
processes with stated business strategy with no way to make it reality.
Business-IT strategic alignment can be an elusive goal.
Why?
Business strategies are multifaceted, encompassing decisions as to which
markets to compete in, how to position the company in each market, and
which capabilities to develop and leverage.
In addition, strategic priorities can shift as companies attempt to
respond to competitor initiatives or to seize new opportunities.
As a result, strategy rarely offers clear direction for development of
stable IT infrastructure and business process capabilities.
As recommended by Jeanne W., Ross, Peter Weill, & David C. Robertson
(MIT), to best support a company’s strategy, they recommend that the
company define an operating model.
In my opinion, this is the reason for EA failures.
There is no concrete measurement to evaluate the success or failure of the EA.
If we don't consider SOA as part of the EA, it will fails as well.
Enterprise architecture as strategy, Jeanne W., Ross, Peter Weill, David
C. Robertson, Harvard business school press , 2006.
--
Project Wrangler, SOA, Information Alchemist, UX, RESTafarian, Topic Maps
--- http://shelter.nu/blog/ ----------------------------------------------
------------------ http://www.google.com/profiles/alexander.johannesen---
Michael Poulin
2013-01-25 17:11:50 UTC
Permalink
Well, "every time someone has been an EA on the business side their
concentration has been on business architecture into solution
architecture as quickly as possible not the 'holistic' broad EA piece" - this is the evidence that their real concentration never "been on business architecture" but on "how we do it".

Real enterprise business architecture is holistic and broad in an architectural sense similarly to technical enterprise architecture. Business architects I know concentrate on WHAT and WHY ( WHO/WHERE/WHEN) and not on HOW, i.e on solutions. Business Analysts and Managers deal with HOW under the control of Business Architects. Yes, those Business Architects work in business, in the roles of Directors and Sr. VP - this is the key.

- Michael
________________________________
Sent: Thursday, January 24, 2013 10:56 PM
Subject: Re: [service-orientated-architecture] EA as Strategy
 
What I mean is that EA is an IT thing, it came out of IT, its IT centric in its language and the various methods out there (of which TOGAF is the most public) are certainly IT in both their emphasis and outlook.
IT folks can deliver change and some might even call themselves EAs but for me every time someone has been an EA on the business side their concentration has been on business architecture into solution architecture as quickly as possible not the 'holistic' broad EA piece that EA folks normally talk about.
Partly what I'm saying is that EA is an old school term for an IT/Business world that doesn't really exist today we need new languages and new approaches that work from a business architecture to solution quickly and rapidly and allows IT to be deconstructed and re-constructed and critically without great big ruddy documents of 'architecture' practice which no-one but the Enterprise Architects read.
Steve
Post by Michael Poulin
 
Alex, I do the same. This means that I've, probably, misunderstood Steve somehow?..
To Steve: recently I worked on a project for an on-line retail company and their IT did the business change, literally, but they did not drive it, this is the fact. I still curious what did you mean by "EA is an IT thing".
- Michael
________________________________
Sent: Thursday, January 24, 2013 12:15 AM
Subject: Re: [service-orientated-architecture] EA as Strategy
 
Hiya,
I'm pushing it far away from IT as I possibly can. Luckily in my current industry there's a lot of focus and specialist groups on accreditation and quality control (health care), and I can link every problem of what I'm dealing with in traditional EA to something they are seriously concerned about, such as parts of document management's impact on a whole bunch of legislation and accreditation criteria. That simply makes the EA and my IT concerns *their* concerns as well, and it's great for internal collaboration and stop the crazy domain building that goes on in a lot of enterprises. I use the EA as a tool to break down walls, pretty much, but of course I tend to write and include stuff that you probably won't find in all traditional EA's. :)
Regards,
Alex
Post by Michael Poulin
 
Steve, should it stay in  IT or it is time to step into a business world?
- Michael
________________________________
Sent: Wednesday, January 23, 2013 2:59 PM
Subject: Re: [service-orientated-architecture] EA as Strategy
 
EA is an IT thing, any EA who thinks they are doing business change is deluding themselves.
Steve
 
Enterprise architecture is an ongoing business function that helps an 'enterprise' figure out howto execute best the strategies that drive its development.
The MIT Center for Information Systems Research (MIT CISR)
defines enterprise architecture as the specific aspects of a
business that are under examination:
Enterprise architecture is the organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of the company's operating model. The operating model is the desired state of business process integration and business process standardization for delivering goods and services to customers.
Post by Michael Poulin
Post by Michael Poulin
The United States Government classifies enterprise architecture as an Information Technology function, and defines the term not as the process of examining the enterprise, but rather the documented results of that examination. Specifically, US Code Title 44, Chapter 36, defines it as a 'strategic information base' that defines the mission of an agency and describes the technology and information needed to perform that mission, along with descriptions of how the architecture of the organization should be changed in order to respond to changes in the mission.
"Enterprise architecture (EA) is the process of translating business vision andstrategy into effective enterprise change by creating, communicating and improving the key requirements, principles and models that describe the enterprise's future state and enable its evolution
Practitioners of EA call themselves enterprise architects. An enterprise architect is a person responsible for performing this complex analysis of business structure and processes and is often called upon to draw conclusions from the information collected. By producing this understanding, architects are attempting to address the goals of Enterprise Architecture: Effectiveness, Efficiency, Agility, and Durability." (Wikipedia.org)
Post by Michael Poulin
Post by Michael Poulin
All the best
Ashraf Galal
 
Post by Michael Poulin
While I agree with the conclusion re SOA and EA, I think that the statement "As a result, strategy rarely offers clear direction for development of stable IT infrastructure and business process capabilities." is error-pron in its core: business strategy has nothing to do with IT in the majority of cases. It is Business Architecture that has to to define a transition of business capabilities to the strategic goal and drive IT strategy via concrete milestones. A stable IT infrastructure in the dynamic environment is fragile - it has to be very dynamic to become stable (also, stable business process capabilities form the road to the hell in a dynamic environment).
- Michael
________________________________
Sent: Tuesday, January 22, 2013 4:44 PM
Subject: [service-orientated-architecture] EA as Strategy
 
 
How to use EA as a strategy?       
“Leadership is  a potent combination of strategy and character. But if you must be without one, be without  the strategy.” General Schwarzkopf.
Few business executives would be comfortable leading without a strategy.
Business strategy provides directions, an impetus for action.
Most companies also rely on strategy to guide IT investments.
Accordingly, IT executives strive to align IT and IT-enabled business processes with stated business strategy with no way to make it reality.
Business-IT strategic alignment can be an elusive goal.
Why?
Business strategies are multifaceted, encompassing decisions as to which markets to compete in, how to position the company in each market, and which capabilities to develop and leverage.
In addition, strategic priorities can shift as companies attempt to respond to competitor initiatives or to seize new opportunities.  
As a result, strategy rarely offers clear direction for development of stable IT infrastructure and business process capabilities.
As recommended by   Jeanne W., Ross, Peter Weill, & David C. Robertson (MIT), to best support a company’s strategy, they recommend that the company define an operating model.
In my opinion, this is the reason for EA failures.
There is no concrete measurement to evaluate the success or failure of the EA.
If we don't consider SOA as part of the
EA, it will fails as well.
Post by Michael Poulin
Post by Michael Poulin
Post by Michael Poulin
Enterprise architecture as strategy, Jeanne W., Ross, Peter Weill, David C. Robertson, Harvard business school press , 2006.
--
 Project Wrangler, SOA, Information Alchemist, UX, RESTafarian, Topic Maps
--- http://shelter.nu/blog/ ----------------------------------------------
------------------ http://www.google.com/profiles/alexander.johannesen ---
Steve Jones
2013-01-27 19:36:09 UTC
Permalink
On the latter point I have to somewhat disagree, I don't think that
Business Architects have to know about the implementation but they should
know what the solution is and how to construct it. I have issues with the
phrase 'holistic' as I prefer a more surgical approach to linking business
problems into solutions. The challenge with 'holistic' is that it becomes
too much about the architecture and not enough about clarity in the
business architecture and the direct linking of value into solutions to
deliver that value.

So the Business Architect should be involved in the commissioning of
solutions, the validation of solutions against value delivered and the
context of that value within the overall business architecture... in a
clear surgical way.

Steve
Post by Michael Poulin
**
Well, "every time someone has been an EA on the business side their
concentration has been on business architecture into solution architecture
as quickly as possible not the 'holistic' broad EA piece" - this is the
evidence that their real concentration never "been on business
architecture" but on "how we do it".
Real enterprise business architecture is holistic and broad in an
architectural sense similarly to technical enterprise architecture.
Business architects I know concentrate on WHAT and WHY ( WHO/WHERE/WHEN)
and not on HOW, i.e on solutions. Business Analysts and Managers deal with
HOW under the control of Business Architects. Yes, those Business
Architects work in business, in the roles of Directors and Sr. VP - this is
the key.
- Michael
------------------------------
*To:* service-orientated-architecture <
*Sent:* Thursday, January 24, 2013 10:56 PM
*Subject:* Re: [service-orientated-architecture] EA as Strategy
What I mean is that EA is an IT thing, it came out of IT, its IT centric
in its language and the various methods out there (of which TOGAF is the
most public) are certainly IT in both their emphasis and outlook.
IT folks can deliver change and some might even call themselves EAs but
for me every time someone has been an EA on the business side their
concentration has been on business architecture into solution architecture
as quickly as possible not the 'holistic' broad EA piece that EA folks
normally talk about.
Partly what I'm saying is that EA is an old school term for an IT/Business
world that doesn't really exist today we need new languages and new
approaches that work from a business architecture to solution quickly and
rapidly and allows IT to be deconstructed and re-constructed and critically
without great big ruddy documents of 'architecture' practice which no-one
but the Enterprise Architects read.
Steve
**
Alex, I do the same. This means that I've, probably, misunderstood Steve somehow?..
To Steve: recently I worked on a project for an on-line retail company and
their IT did the business change, literally, but they did not drive it,
this is the fact. I still curious what did you mean by "EA is an IT thing".
- Michael
------------------------------
*Sent:* Thursday, January 24, 2013 12:15 AM
*Subject:* Re: [service-orientated-architecture] EA as Strategy
Hiya,
I'm pushing it far away from IT as I possibly can. Luckily in my current
industry there's a lot of focus and specialist groups on accreditation and
quality control (health care), and I can link every problem of what I'm
dealing with in traditional EA to something they are seriously concerned
about, such as parts of document management's impact on a whole bunch of
legislation and accreditation criteria. That simply makes the EA and my IT
concerns *their* concerns as well, and it's great for internal
collaboration and stop the crazy domain building that goes on in a lot of
enterprises. I use the EA as a tool to break down walls, pretty much, but
of course I tend to write and include stuff that you probably won't find in
all traditional EA's. :)
Regards,
Alex
**
Steve, should it stay in IT or it is time to step into a business world?
- Michael
------------------------------
*To:* service-orientated-architecture <
*Sent:* Wednesday, January 23, 2013 2:59 PM
*Subject:* Re: [service-orientated-architecture] EA as Strategy
EA is an IT thing, any EA who thinks they are doing business change is
deluding themselves.
Steve
**
Enterprise architecture is an ongoing business function that helps an
'enterprise' figure out how* to execute best the strategies that drive
its development.*
The MIT Center for Information Systems Research (MIT CISR) defines
enterprise architecture as the specific aspects of a business that are
Enterprise architecture is the organizing logic for business processes and
IT infrastructure reflecting the integration and standardization
requirements of the company's operating model. The operating model is the
desired state of business process integration and business process
standardization for delivering goods and services to customers.<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-3>
The United States Government classifies enterprise architecture as an
Information Technology function, and defines the term not as the process of
examining the enterprise, but rather the documented results of that
examination. Specifically, US Code Title 44, Chapter 36, defines it as a
'strategic information base' that defines the mission of an agency and
describes the technology and information needed to perform that mission,
along with descriptions of how the architecture of the organization should
be changed in order to respond to changes in the mission.
*
"Enterprise architecture* (EA) is the process of translating business
vision and* *strategy <http://en.wikipedia.org/wiki/Business_strategy>into effective enterprise change by creating, communicating and improving
the key requirements, principles and models that describe the enterprise's
future state and enable its evolution<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-1>
Practitioners of EA call themselves *enterprise architects<http://en.wikipedia.org/wiki/Enterprise_architect>
*. An enterprise architect is a person responsible for performing this
complex analysis of business structure and processes and is often called
upon to draw conclusions from the information collected. By producing this
understanding, architects are attempting to address the goals of Enterprise
Architecture: Effectiveness, Efficiency, Agility, and Durability."
(Wikipedia.org)<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-PEAF-2>
All the best
Ashraf Galal
<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-4>
While I agree with the conclusion re SOA and EA, I think that the
statement "As a result, strategy rarely offers clear direction for
development of stable IT infrastructure and business process capabilities."
is error-pron in its core: business strategy has nothing to do with IT in
the majority of cases. It is Business Architecture that has to to define a
transition of business capabilities to the strategic goal and drive IT
strategy via concrete milestones. A stable IT infrastructure in the dynamic
environment is fragile - it has to be very dynamic to become stable (also,
stable business process capabilities form the road to the hell in a dynamic
environment).
- Michael
------------------------------
*Sent:* Tuesday, January 22, 2013 4:44 PM
*Subject:* [service-orientated-architecture] EA as Strategy
How to use EA as a strategy?
“Leadership is a potent combination of strategy and character. But if
you must be without one, be without the strategy.” General Schwarzkopf.
Few business executives would be comfortable leading without a strategy.
Business strategy provides directions, an impetus for action.
Most companies also rely on strategy to guide IT investments.
Accordingly, IT executives strive to align IT and IT-enabled business
processes with stated business strategy with no way to make it reality.
Business-IT strategic alignment can be an elusive goal.
Why?
Business strategies are multifaceted, encompassing decisions as to which
markets to compete in, how to position the company in each market, and
which capabilities to develop and leverage.
In addition, strategic priorities can shift as companies attempt to
respond to competitor initiatives or to seize new opportunities.
As a result, strategy rarely offers clear direction for development of
stable IT infrastructure and business process capabilities.
As recommended by Jeanne W., Ross, Peter Weill, & David C. Robertson
(MIT), to best support a company’s strategy, they recommend that the
company define an operating model.
In my opinion, this is the reason for EA failures.
There is no concrete measurement to evaluate the success or failure of the EA.
If we don't consider SOA as part of the EA, it will fails as well.
Enterprise architecture as strategy, Jeanne W., Ross, Peter Weill, David
C. Robertson, Harvard business school press , 2006.
--
Project Wrangler, SOA, Information Alchemist, UX, RESTafarian, Topic Maps
--- http://shelter.nu/blog/ ----------------------------------------------
------------------ http://www.google.com/profiles/alexander.johannesen---
Michael Poulin
2013-01-28 13:00:13 UTC
Permalink
Interesting, I assumed 'holistic' is surgical into solution and validation of value delivery in given context. Steve, can you give 2 simple examples of your " too much about the architecture and not enough about clarity" vs. "business architecture... in a clear surgical way"?

- Michael
________________________________
Sent: Sunday, January 27, 2013 7:36 PM
Subject: Re: [service-orientated-architecture] EA as Strategy
 
On the latter point I have to somewhat disagree, I don't think that Business Architects have to know about the implementation but they should know what the solution is and how to construct it.  I have issues with the phrase 'holistic' as I prefer a more surgical approach to linking business problems into solutions.  The challenge with 'holistic' is that it becomes too much about the architecture and not enough about clarity in the business architecture and the direct linking of value into solutions to deliver that value.
So the Business Architect should be involved in the commissioning of solutions, the validation of solutions against value delivered and the context of that value within the overall business architecture... in a clear surgical way.
Steve
Post by Michael Poulin
 
Well, "every time someone has been an EA on the business side their
concentration has been on business architecture into solution
architecture as quickly as possible not the 'holistic' broad EA piece" - this is the evidence that their real concentration never "been on business architecture" but on "how we do it".
Post by Michael Poulin
Real enterprise business architecture is holistic and broad in an architectural sense similarly to technical enterprise architecture. Business architects I know concentrate on WHAT and WHY ( WHO/WHERE/WHEN) and not on HOW, i.e on solutions. Business Analysts and Managers deal with HOW under the control of Business Architects. Yes, those Business Architects work in business, in the roles of Directors and Sr. VP - this is the key.
- Michael
________________________________
Sent: Thursday, January 24, 2013 10:56 PM
Subject: Re: [service-orientated-architecture] EA as Strategy
 
What I mean is that EA is an IT thing, it came out of IT, its IT centric in its language and the various methods out there (of which TOGAF is the most public) are certainly IT in both their emphasis and outlook.
IT folks can deliver change and some might even call themselves EAs but for me every time someone has been an EA on the business side their concentration has been on business architecture into solution architecture as quickly as possible not the 'holistic' broad EA piece that EA folks normally talk about.
Partly what I'm saying is that EA is an old school term for an IT/Business world that doesn't really exist today we need new languages and new approaches that work from a business architecture to solution quickly and rapidly and allows IT to be deconstructed and re-constructed and critically without great big ruddy documents of 'architecture' practice which no-one but the Enterprise Architects read.
Steve
Post by Michael Poulin
 
Alex, I do the same. This means that I've, probably, misunderstood Steve somehow?..
To Steve: recently I worked on a project for an on-line retail company and their IT did the business change, literally, but they did not drive it, this is the fact. I still curious what did you mean by "EA is an IT thing".
- Michael
________________________________
Sent: Thursday, January 24, 2013 12:15 AM
Subject: Re: [service-orientated-architecture] EA as Strategy
 
Hiya,
I'm pushing it far away from IT as I possibly can. Luckily in my current industry there's a lot of focus and specialist groups on accreditation and quality control (health care), and I can link every problem of what I'm dealing with in traditional EA to something they are seriously concerned about, such as parts of document management's impact on a whole bunch of legislation and accreditation criteria. That simply makes the EA and my IT concerns *their* concerns as well, and it's great for internal collaboration and stop the crazy domain building that goes on in a lot of enterprises. I use the EA as a tool to break down walls, pretty much, but of course I tend to write and include stuff that you probably won't find in all traditional EA's. :)
Regards,
Alex
Post by Michael Poulin
 
Steve, should it stay in  IT or it is time to step into a business world?
- Michael
________________________________
Sent: Wednesday, January 23, 2013 2:59 PM
Subject: Re: [service-orientated-architecture] EA as Strategy
 
EA is an IT thing, any EA who thinks they are doing business change is deluding themselves.
Steve
 
Enterprise architecture is an ongoing business function that helps an 'enterprise' figure out howto execute best the strategies that drive its development.
The MIT Center for Information Systems Research (MIT CISR)
defines enterprise architecture as the specific aspects of a
business that are under examination:
Enterprise architecture is the organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of the company's operating model. The operating model is the desired state of business process integration and business process standardization for delivering goods and services to customers.
Post by Michael Poulin
Post by Michael Poulin
Post by Michael Poulin
The United States Government classifies enterprise architecture as an Information Technology function, and defines the term not as the process of examining the enterprise, but rather the documented results of that examination. Specifically, US Code Title 44, Chapter 36, defines it as a 'strategic information base' that defines the mission of an agency and describes the technology and information needed to perform that mission, along with descriptions of how the architecture of the organization should be changed in order to respond to changes in the mission.
"Enterprise architecture (EA) is the process of translating business vision andstrategy into effective enterprise change by creating, communicating and improving the key requirements, principles and models that describe the enterprise's future state and enable its evolution
Practitioners of EA call themselves enterprise architects. An enterprise architect is a person responsible for performing this complex analysis of business structure and processes and is often called upon to draw conclusions from the information collected. By producing this understanding, architects are attempting to address the goals of Enterprise Architecture: Effectiveness, Efficiency, Agility, and Durability." (Wikipedia.org)
Post by Michael Poulin
Post by Michael Poulin
Post by Michael Poulin
All the best
Ashraf Galal
 
Post by Michael Poulin
While I agree with the conclusion re SOA and EA, I think that the statement "As a result, strategy rarely offers clear direction for development of stable IT infrastructure and business process capabilities." is error-pron in its core: business strategy has nothing to do with IT in the majority of cases. It is Business Architecture that has to to define a transition of business capabilities to the strategic goal and drive IT strategy via concrete milestones. A stable IT infrastructure in the dynamic environment is fragile - it has to be very dynamic to become stable (also, stable business process capabilities form the road to the hell in a dynamic environment).
- Michael
________________________________
Sent: Tuesday, January 22, 2013 4:44 PM
Subject: [service-orientated-architecture] EA as Strategy
 
 
How to use EA as a strategy?       
“Leadership is  a potent combination of strategy and character. But if you must be without one, be without  the strategy.” General Schwarzkopf.
Few business executives would be comfortable leading without a strategy.
Business strategy provides directions, an impetus for action.
Most companies also rely on strategy to guide IT investments.
Accordingly, IT executives strive to align IT and IT-enabled business processes with stated business strategy with no way to make it reality.
Business-IT strategic alignment can be an elusive goal.
Why?
Business strategies are multifaceted, encompassing decisions as to which markets to compete in, how to position the company in each market, and which capabilities to develop and leverage.
In addition, strategic priorities can shift as companies attempt to respond to competitor initiatives or to seize new opportunities.  
As a result, strategy rarely offers clear direction for development of stable IT infrastructure and business process capabilities.
As recommended by   Jeanne W., Ross, Peter Weill, & David C. Robertson (MIT), to best support a company’s strategy, they recommend that the company define an operating model.
In my opinion, this is the reason for EA failures.
There is no concrete measurement to evaluate the success or failure of the EA.
If we don't consider SOA as part of the
EA, it will fails as well.
Post by Michael Poulin
Post by Michael Poulin
Post by Michael Poulin
Post by Michael Poulin
Enterprise architecture as strategy, Jeanne W., Ross, Peter Weill, David C. Robertson, Harvard business school press , 2006.
--
 Project Wrangler, SOA, Information Alchemist, UX, RESTafarian, Topic Maps
--- http://shelter.nu/blog/ ----------------------------------------------
------------------ http://www.google.com/profiles/alexander.johannesen ---
Steve Jones
2013-01-28 16:49:37 UTC
Permalink
I could give you loads but here are a couple:

EA/BA team get set a challenge around electronic submission of documents,
part of which is around scheduled submissions for regulatory purposes.
They take a holistic view and consider all the angles, they look at what
could be required in future and the different possibilities of how it could
be done, they look at scheduling and the different challenges that this
faces and how the business might want to do it. They garner larger amounts
of feedback and really try and create an architecture that meets all of the
potential demands now and in the future.

Then it gets handed over for estimation and the numbers are HUGE, way
beyond what people were expecting to pay. The BA/EA guys start pushing on
the dev team and pieces start getting cut and the solution becomes less
adaptable to change and much wailing and gnashing of teeth is heard from
the EA/BA team. The solution requires much purchasing of new shiny
technology and getting new developers who are more expensive, the support
organisation is also saying it needs more money to support the new tech.

Its still too expensive and its not really doing what they want, but after
six months of EA/BA work looking at the problem holistically from every
angle this surely has to be what needs to be spent. But just to check the
business has a chat with a couple of folks with a more surgical bent.
These folks push back a couple of constraints that the business would need
to operate within, these seem reasonable, these folks also look at the
technology that the company already has and sketches out a solution that
requires a degree of business change, particularly around scheduling, but
which can be done for an absolute fraction of the previous price and in a
fraction of the time and without having to change the support team. The
business goes back and looks at the new scheduling approach and finds that
actually adding in the rigour required to work in a more co-ordinated way
at scheduling would be a benefit rather than a hinderance and would reduce
the need for costly post submission reconciliation and changes.

So a BA approach that looked at business change and the right 'HOW' was
able to cut to a solution in around a week. The Holistic approach created
something that on paper looked great but implementation wise was a dog.


---
Example 2.

An EA/BA team are asked by the sales group 'how do we move to SFDC' the
EA/BA team cites loads and loads of holistic reasons why it shouldn't be
done, why it doesn't fit with the EA/BA strategy etc etc... the sales team
skunk works it and this leads to an increase in business risk. Each time
the topic comes up the EA/BA team talks about the 'holistic' architecture
and the sales team about getting on with business. It finally gets fixed
when the CFO decrees 'We are using SFDC, tell me HOW not WHY NOT' and makes
clear its a P45 or getting it working. The EA/BA team then has a near
religious split between the old school enterprise chaps and a couple of
more technically oriented ones who rapidly work out how to integrate the
security & access model and how to ensure the data security needs are met.


----
I could go on for ages on why EA/BAs who don't understand the 'HOW' can't
draw straight lines from problem to solution. For me I put Holistic
medicine and Holistic Architecture in the same bag.

Steve
Post by Michael Poulin
**
Interesting, I assumed 'holistic' is surgical into solution and validation
of value delivery in given context. Steve, can you give 2 simple examples
of your " too much about the architecture and not enough about clarity" vs.
"business architecture... in a clear surgical way"?
- Michael
------------------------------
*To:* service-orientated-architecture <
*Sent:* Sunday, January 27, 2013 7:36 PM
*Subject:* Re: [service-orientated-architecture] EA as Strategy
On the latter point I have to somewhat disagree, I don't think that
Business Architects have to know about the implementation but they should
know what the solution is and how to construct it. I have issues with the
phrase 'holistic' as I prefer a more surgical approach to linking business
problems into solutions. The challenge with 'holistic' is that it becomes
too much about the architecture and not enough about clarity in the
business architecture and the direct linking of value into solutions to
deliver that value.
So the Business Architect should be involved in the commissioning of
solutions, the validation of solutions against value delivered and the
context of that value within the overall business architecture... in a
clear surgical way.
Steve
**
Well, "every time someone has been an EA on the business side their
concentration has been on business architecture into solution architecture
as quickly as possible not the 'holistic' broad EA piece" - this is the
evidence that their real concentration never "been on business
architecture" but on "how we do it".
Real enterprise business architecture is holistic and broad in an
architectural sense similarly to technical enterprise architecture.
Business architects I know concentrate on WHAT and WHY ( WHO/WHERE/WHEN)
and not on HOW, i.e on solutions. Business Analysts and Managers deal with
HOW under the control of Business Architects. Yes, those Business
Architects work in business, in the roles of Directors and Sr. VP - this is
the key.
- Michael
------------------------------
*To:* service-orientated-architecture <
*Sent:* Thursday, January 24, 2013 10:56 PM
*Subject:* Re: [service-orientated-architecture] EA as Strategy
What I mean is that EA is an IT thing, it came out of IT, its IT centric
in its language and the various methods out there (of which TOGAF is the
most public) are certainly IT in both their emphasis and outlook.
IT folks can deliver change and some might even call themselves EAs but
for me every time someone has been an EA on the business side their
concentration has been on business architecture into solution architecture
as quickly as possible not the 'holistic' broad EA piece that EA folks
normally talk about.
Partly what I'm saying is that EA is an old school term for an IT/Business
world that doesn't really exist today we need new languages and new
approaches that work from a business architecture to solution quickly and
rapidly and allows IT to be deconstructed and re-constructed and critically
without great big ruddy documents of 'architecture' practice which no-one
but the Enterprise Architects read.
Steve
**
Alex, I do the same. This means that I've, probably, misunderstood Steve somehow?..
To Steve: recently I worked on a project for an on-line retail company and
their IT did the business change, literally, but they did not drive it,
this is the fact. I still curious what did you mean by "EA is an IT thing".
- Michael
------------------------------
*Sent:* Thursday, January 24, 2013 12:15 AM
*Subject:* Re: [service-orientated-architecture] EA as Strategy
Hiya,
I'm pushing it far away from IT as I possibly can. Luckily in my current
industry there's a lot of focus and specialist groups on accreditation and
quality control (health care), and I can link every problem of what I'm
dealing with in traditional EA to something they are seriously concerned
about, such as parts of document management's impact on a whole bunch of
legislation and accreditation criteria. That simply makes the EA and my IT
concerns *their* concerns as well, and it's great for internal
collaboration and stop the crazy domain building that goes on in a lot of
enterprises. I use the EA as a tool to break down walls, pretty much, but
of course I tend to write and include stuff that you probably won't find in
all traditional EA's. :)
Regards,
Alex
**
Steve, should it stay in IT or it is time to step into a business world?
- Michael
------------------------------
*To:* service-orientated-architecture <
*Sent:* Wednesday, January 23, 2013 2:59 PM
*Subject:* Re: [service-orientated-architecture] EA as Strategy
EA is an IT thing, any EA who thinks they are doing business change is
deluding themselves.
Steve
**
Enterprise architecture is an ongoing business function that helps an
'enterprise' figure out how* to execute best the strategies that drive
its development.*
The MIT Center for Information Systems Research (MIT CISR) defines
enterprise architecture as the specific aspects of a business that are
Enterprise architecture is the organizing logic for business processes and
IT infrastructure reflecting the integration and standardization
requirements of the company's operating model. The operating model is the
desired state of business process integration and business process
standardization for delivering goods and services to customers.<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-3>
The United States Government classifies enterprise architecture as an
Information Technology function, and defines the term not as the process of
examining the enterprise, but rather the documented results of that
examination. Specifically, US Code Title 44, Chapter 36, defines it as a
'strategic information base' that defines the mission of an agency and
describes the technology and information needed to perform that mission,
along with descriptions of how the architecture of the organization should
be changed in order to respond to changes in the mission.
*
"Enterprise architecture* (EA) is the process of translating business
vision and* *strategy <http://en.wikipedia.org/wiki/Business_strategy>into effective enterprise change by creating, communicating and improving
the key requirements, principles and models that describe the enterprise's
future state and enable its evolution<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-1>
Practitioners of EA call themselves *enterprise architects<http://en.wikipedia.org/wiki/Enterprise_architect>
*. An enterprise architect is a person responsible for performing this
complex analysis of business structure and processes and is often called
upon to draw conclusions from the information collected. By producing this
understanding, architects are attempting to address the goals of Enterprise
Architecture: Effectiveness, Efficiency, Agility, and Durability."
(Wikipedia.org)<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-PEAF-2>
All the best
Ashraf Galal
<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-4>
While I agree with the conclusion re SOA and EA, I think that the
statement "As a result, strategy rarely offers clear direction for
development of stable IT infrastructure and business process capabilities."
is error-pron in its core: business strategy has nothing to do with IT in
the majority of cases. It is Business Architecture that has to to define a
transition of business capabilities to the strategic goal and drive IT
strategy via concrete milestones. A stable IT infrastructure in the dynamic
environment is fragile - it has to be very dynamic to become stable (also,
stable business process capabilities form the road to the hell in a dynamic
environment).
- Michael
------------------------------
*Sent:* Tuesday, January 22, 2013 4:44 PM
*Subject:* [service-orientated-architecture] EA as Strategy
How to use EA as a strategy?
“Leadership is a potent combination of strategy and character. But if
you must be without one, be without the strategy.” General Schwarzkopf.
Few business executives would be comfortable leading without a strategy.
Business strategy provides directions, an impetus for action.
Most companies also rely on strategy to guide IT investments.
Accordingly, IT executives strive to align IT and IT-enabled business
processes with stated business strategy with no way to make it reality.
Business-IT strategic alignment can be an elusive goal.
Why?
Business strategies are multifaceted, encompassing decisions as to which
markets to compete in, how to position the company in each market, and
which capabilities to develop and leverage.
In addition, strategic priorities can shift as companies attempt to
respond to competitor initiatives or to seize new opportunities.
As a result, strategy rarely offers clear direction for development of
stable IT infrastructure and business process capabilities.
As recommended by Jeanne W., Ross, Peter Weill, & David C. Robertson
(MIT), to best support a company’s strategy, they recommend that the
company define an operating model.
In my opinion, this is the reason for EA failures.
There is no concrete measurement to evaluate the success or failure of the EA.
If we don't consider SOA as part of the EA, it will fails as well.
Enterprise architecture as strategy, Jeanne W., Ross, Peter Weill, David
C. Robertson, Harvard business school press , 2006.
--
Project Wrangler, SOA, Information Alchemist, UX, RESTafarian, Topic Maps
--- http://shelter.nu/blog/ ----------------------------------------------
------------------ http://www.google.com/profiles/alexander.johannesen---
Steve Jones
2013-01-24 13:16:05 UTC
Permalink
I'd say no its time for EA to fade away, Business Architecture (fast,
clear) and Solution Architecture (IT) is the way forwards.

Steve
**
Steve, should it stay in IT or it is time to step into a business world?
- Michael
------------------------------
*To:* service-orientated-architecture <
*Sent:* Wednesday, January 23, 2013 2:59 PM
*Subject:* Re: [service-orientated-architecture] EA as Strategy
EA is an IT thing, any EA who thinks they are doing business change is
deluding themselves.
Steve
**
Enterprise architecture is an ongoing business function that helps an
'enterprise' figure out how* to execute best the strategies that drive
its development.*
The MIT Center for Information Systems Research (MIT CISR) defines
enterprise architecture as the specific aspects of a business that are
Enterprise architecture is the organizing logic for business processes and
IT infrastructure reflecting the integration and standardization
requirements of the company's operating model. The operating model is the
desired state of business process integration and business process
standardization for delivering goods and services to customers.<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-3>
The United States Government classifies enterprise architecture as an
Information Technology function, and defines the term not as the process of
examining the enterprise, but rather the documented results of that
examination. Specifically, US Code Title 44, Chapter 36, defines it as a
'strategic information base' that defines the mission of an agency and
describes the technology and information needed to perform that mission,
along with descriptions of how the architecture of the organization should
be changed in order to respond to changes in the mission.
*
"Enterprise architecture* (EA) is the process of translating business
vision and* *strategy <http://en.wikipedia.org/wiki/Business_strategy>into effective enterprise change by creating, communicating and improving
the key requirements, principles and models that describe the enterprise's
future state and enable its evolution<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-1>
Practitioners of EA call themselves *enterprise architects<http://en.wikipedia.org/wiki/Enterprise_architect>
*. An enterprise architect is a person responsible for performing this
complex analysis of business structure and processes and is often called
upon to draw conclusions from the information collected. By producing this
understanding, architects are attempting to address the goals of Enterprise
Architecture: Effectiveness, Efficiency, Agility, and Durability."
(Wikipedia.org)<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-PEAF-2>
All the best
Ashraf Galal
<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-4>
While I agree with the conclusion re SOA and EA, I think that the
statement "As a result, strategy rarely offers clear direction for
development of stable IT infrastructure and business process capabilities."
is error-pron in its core: business strategy has nothing to do with IT in
the majority of cases. It is Business Architecture that has to to define a
transition of business capabilities to the strategic goal and drive IT
strategy via concrete milestones. A stable IT infrastructure in the dynamic
environment is fragile - it has to be very dynamic to become stable (also,
stable business process capabilities form the road to the hell in a dynamic
environment).
- Michael
------------------------------
*Sent:* Tuesday, January 22, 2013 4:44 PM
*Subject:* [service-orientated-architecture] EA as Strategy
How to use EA as a strategy?
“Leadership is a potent combination of strategy and character. But if
you must be without one, be without the strategy.” General Schwarzkopf.
Few business executives would be comfortable leading without a strategy.
Business strategy provides directions, an impetus for action.
Most companies also rely on strategy to guide IT investments.
Accordingly, IT executives strive to align IT and IT-enabled business
processes with stated business strategy with no way to make it reality.
Business-IT strategic alignment can be an elusive goal.
Why?
Business strategies are multifaceted, encompassing decisions as to which
markets to compete in, how to position the company in each market, and
which capabilities to develop and leverage.
In addition, strategic priorities can shift as companies attempt to
respond to competitor initiatives or to seize new opportunities.
As a result, strategy rarely offers clear direction for development of
stable IT infrastructure and business process capabilities.
As recommended by Jeanne W., Ross, Peter Weill, & David C. Robertson
(MIT), to best support a company’s strategy, they recommend that the
company define an operating model.
In my opinion, this is the reason for EA failures.
There is no concrete measurement to evaluate the success or failure of the EA.
If we don't consider SOA as part of the EA, it will fails as well.
Enterprise architecture as strategy, Jeanne W., Ross, Peter Weill, David
C. Robertson, Harvard business school press , 2006.
Alexander Johannesen
2013-01-24 22:31:03 UTC
Permalink
Hiya,

Well, umm, I think that comes down to your definition of what EA is and how
you do it. In my organisation the business people have a hard time actually
doing business well, mostly as they can't link their practices and wants
with proper tools and integration. They are very happy that IT not only
helps them architect how the business is done, but happier still to let us
drive it.

However, as soon as you say "TOGAF", I suspect your problem is right there.
:)

Regards,

Alex
Post by Steve Jones
**
I'd say no its time for EA to fade away, Business Architecture (fast,
clear) and Solution Architecture (IT) is the way forwards.
Steve
**
Steve, should it stay in IT or it is time to step into a business world?
- Michael
------------------------------
*To:* service-orientated-architecture <
*Sent:* Wednesday, January 23, 2013 2:59 PM
*Subject:* Re: [service-orientated-architecture] EA as Strategy
EA is an IT thing, any EA who thinks they are doing business change is
deluding themselves.
Steve
**
Enterprise architecture is an ongoing business function that helps an
'enterprise' figure out how* to execute best the strategies that drive
its development.*
The MIT Center for Information Systems Research (MIT CISR) defines
enterprise architecture as the specific aspects of a business that are
Enterprise architecture is the organizing logic for business processes
and IT infrastructure reflecting the integration and standardization
requirements of the company's operating model. The operating model is the
desired state of business process integration and business process
standardization for delivering goods and services to customers.<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-3>
The United States Government classifies enterprise architecture as an
Information Technology function, and defines the term not as the process of
examining the enterprise, but rather the documented results of that
examination. Specifically, US Code Title 44, Chapter 36, defines it as a
'strategic information base' that defines the mission of an agency and
describes the technology and information needed to perform that mission,
along with descriptions of how the architecture of the organization should
be changed in order to respond to changes in the mission.
*
"Enterprise architecture* (EA) is the process of translating business
vision and* *strategy <http://en.wikipedia.org/wiki/Business_strategy>into effective enterprise change by creating, communicating and improving
the key requirements, principles and models that describe the enterprise's
future state and enable its evolution<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-1>
Practitioners of EA call themselves *enterprise architects<http://en.wikipedia.org/wiki/Enterprise_architect>
*. An enterprise architect is a person responsible for performing this
complex analysis of business structure and processes and is often called
upon to draw conclusions from the information collected. By producing this
understanding, architects are attempting to address the goals of Enterprise
Architecture: Effectiveness, Efficiency, Agility, and Durability."
(Wikipedia.org)<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-PEAF-2>
All the best
Ashraf Galal
<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-4>
While I agree with the conclusion re SOA and EA, I think that the
statement "As a result, strategy rarely offers clear direction for
development of stable IT infrastructure and business process capabilities."
is error-pron in its core: business strategy has nothing to do with IT in
the majority of cases. It is Business Architecture that has to to define a
transition of business capabilities to the strategic goal and drive IT
strategy via concrete milestones. A stable IT infrastructure in the dynamic
environment is fragile - it has to be very dynamic to become stable (also,
stable business process capabilities form the road to the hell in a dynamic
environment).
- Michael
------------------------------
*Sent:* Tuesday, January 22, 2013 4:44 PM
*Subject:* [service-orientated-architecture] EA as Strategy
How to use EA as a strategy?
“Leadership is a potent combination of strategy and character. But if
you must be without one, be without the strategy.” General Schwarzkopf.
Few business executives would be comfortable leading without a strategy.
Business strategy provides directions, an impetus for action.
Most companies also rely on strategy to guide IT investments.
Accordingly, IT executives strive to align IT and IT-enabled business
processes with stated business strategy with no way to make it reality.
Business-IT strategic alignment can be an elusive goal.
Why?
Business strategies are multifaceted, encompassing decisions as to which
markets to compete in, how to position the company in each market, and
which capabilities to develop and leverage.
In addition, strategic priorities can shift as companies attempt to
respond to competitor initiatives or to seize new opportunities.
As a result, strategy rarely offers clear direction for development of
stable IT infrastructure and business process capabilities.
As recommended by Jeanne W., Ross, Peter Weill, & David C. Robertson
(MIT), to best support a company’s strategy, they recommend that the
company define an operating model.
In my opinion, this is the reason for EA failures.
There is no concrete measurement to evaluate the success or failure of the EA.
If we don't consider SOA as part of the EA, it will fails as well.
Enterprise architecture as strategy, Jeanne W., Ross, Peter Weill, David
C. Robertson, Harvard business school press , 2006.
Ashraf Galal
2013-01-25 02:27:36 UTC
Permalink
An ‘enterprise’ can be defined as follows (The Open Group 2002):

*Enterprise*: any collection of organizations that has a common set of
goals and/or a single bottom line.

*Enterprise architecture*: a coherent whole of principles, methods, and
models that are used in the design and realization of an enterprise's
organizational structure, business processes, information systems, and
infrastructure.

Enterprise architecture captures the essentials of the business, IT and
its evolution.
The idea is that the essentials are much more stable than the specific
solutions that are found for the problems currently at hand.
Architecture is therefore helpful in guarding the essentials of the
business, while still allowing for maximal flexibility and adaptivity.
Without good architecture, it is difficult to achieve business success.

The most important characteristic of an enterprise architecture is that
it provides a holistic view of the enterprise.
Within individual domains local optimization will take place and from a
reductionistic point of view, the architectures within this domain may
be optimal.
However, this need not lead to a desired situation for the company as a
whole.
For example, a highly optimized technical infrastructure that offers
great performance at low cost might turn out to be too rigid and
inflexible if it needs to support highly agile and rapidly changing
business processes.
A good enterprise architecture provides the insight needed to balance
these requirements and facilitates the translation from corporate
strategy to daily operations.

I think it would be very difficult to say that business architecture or
application architecture can do that.

We have still suffer from doing enterprise architecture right and miss a
way to manage complexity in the architecture, but there are a lot of
successful implementation of enterprise architecture around the world
that achieve their goals.
I can elaborate more but this subject is too big and might need a book.

All the best

Ashraf Galal
Post by Steve Jones
I'd say no its time for EA to fade away, Business Architecture (fast,
clear) and Solution Architecture (IT) is the way forwards.
Steve
Steve, should it stay in IT or it is time to step into a business world?
- Michael
------------------------------------------------------------------------
*To:* service-orientated-architecture
*Sent:* Wednesday, January 23, 2013 2:59 PM
*Subject:* Re: [service-orientated-architecture] EA as Strategy
EA is an IT thing, any EA who thinks they are doing business
change is deluding themselves.
Steve
Enterprise architecture is an ongoing business function
that helps an 'enterprise' figure out how_*to execute best
the strategies that drive its development.*_
The MIT Center for Information Systems Research (MIT CISR)
defines enterprise architecture as the specific aspects of
Enterprise architecture is the organizing logic for
business processes and IT infrastructure reflecting the
integration and standardization requirements of the
company's operating model. The operating model is the
desired state of business process integration and business
process standardization for delivering goods and services
to
customers.^<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-3>
The United States Government classifies enterprise
architecture as an Information Technology function, and
defines the term not as the process of examining the
enterprise, but rather the documented results of that
examination. Specifically, US Code Title 44, Chapter 36,
defines it as a 'strategic information base' that defines
the mission of an agency and describes the technology and
information needed to perform that mission, along with
descriptions of how the architecture of the organization
should be changed in order to respond to changes in the mission.^
*
"Enterprise architecture* (EA) is the process of
translating business vision and__strategy
<http://en.wikipedia.org/wiki/Business_strategy> into
effective enterprise change by creating, communicating and
improving the key requirements, principles and models that
describe the enterprise's future state and enable its
evolution^<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-1>
Practitioners of EA call themselves /enterprise architects
<http://en.wikipedia.org/wiki/Enterprise_architect>/. An
enterprise architect is a person responsible for
performing this complex analysis of business structure and
processes and is often called upon to draw conclusions
from the information collected. By producing this
understanding, architects are attempting to address the
goals of Enterprise Architecture: Effectiveness,
Efficiency, Agility, and Durability." (Wikipedia.org)
<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-PEAF-2>
All the best
Ashraf Galal
^<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-4>
Post by Michael Poulin
While I agree with the conclusion re SOA and EA, I think
that the statement "As a result, strategy rarely offers
clear direction for development of stable IT
infrastructure and business process capabilities." is
error-pron in its core: business strategy has nothing to
do with IT in the majority of cases. It is Business
Architecture that has to to define a transition of
business capabilities to the strategic goal and drive IT
strategy via concrete milestones. A stable IT
infrastructure in the dynamic environment is fragile - it
has to be very dynamic to become stable (also, stable
business process capabilities form the road to the hell
in a dynamic environment).
- Michael
------------------------------------------------------------------------
*Sent:* Tuesday, January 22, 2013 4:44 PM
*Subject:* [service-orientated-architecture] EA as
Strategy
How to use EA as a strategy?
“Leadership is a potent combination of strategy and
character. But if you must be without one, be without
the strategy.” General Schwarzkopf.
Few business executives would be comfortable leading
without a strategy.
Business strategy provides directions, an impetus for
action.
Most companies also rely on strategy to guide IT
investments.
Accordingly, IT executives strive to align IT and
IT-enabled business processes with stated business
strategy with no way to make it reality.
Business-IT strategic alignment can be an elusive goal.
Why?
Business strategies are multifaceted, encompassing
decisions as to which markets to compete in, how to
position the company in each market, and which
capabilities to develop and leverage.
In addition, strategic priorities can shift as
companies attempt to respond to competitor
initiatives or to seize new opportunities.
As a result, strategy rarely offers clear direction
for development of stable IT infrastructure and
business process capabilities.
As recommended by Jeanne W., Ross, Peter Weill, &
David C. Robertson (MIT), to best support a company’s
strategy, they recommend that the company define an
operating model.
In my opinion, this is the reason for EA failures.
There is no concrete measurement to evaluate the
success or failure of the EA.
If we don't consider SOA as part of the EA, it will
fails as well.
Enterprise architecture as strategy, Jeanne W., Ross,
Peter Weill, David C. Robertson, Harvard business
school press , 2006.
Michael Poulin
2013-01-25 09:59:31 UTC
Permalink
I think that Business Architecture is not in position yet (an may be not soon) to accumulate technology architecture. That is, we need a type of an organisation that combines business and technical (automation/infrastructure) skills. I call it EA.
- Michael
________________________________
Sent: Thursday, January 24, 2013 1:16 PM
Subject: Re: [service-orientated-architecture] EA as Strategy
 
I'd say no its time for EA to fade away, Business Architecture (fast, clear) and Solution Architecture (IT) is the way forwards.
Steve
Post by Michael Poulin
 
Steve, should it stay in  IT or it is time to step into a business world?
- Michael
________________________________
Sent: Wednesday, January 23, 2013 2:59 PM
Subject: Re: [service-orientated-architecture] EA as Strategy
 
EA is an IT thing, any EA who thinks they are doing business change is deluding themselves.
Steve
 
Enterprise architecture is an ongoing business function that helps an 'enterprise' figure out howto execute best the strategies that drive its development.
The MIT Center for Information Systems Research (MIT CISR)
defines enterprise architecture as the specific aspects of a
business that are under examination:
Enterprise architecture is the organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of the company's operating model. The operating model is the desired state of business process integration and business process standardization for delivering goods and services to customers.
Post by Michael Poulin
The United States Government classifies enterprise architecture as an Information Technology function, and defines the term not as the process of examining the enterprise, but rather the documented results of that examination. Specifically, US Code Title 44, Chapter 36, defines it as a 'strategic information base' that defines the mission of an agency and describes the technology and information needed to perform that mission, along with descriptions of how the architecture of the organization should be changed in order to respond to changes in the mission.
"Enterprise architecture (EA) is the process of translating business vision andstrategy into effective enterprise change by creating, communicating and improving the key requirements, principles and models that describe the enterprise's future state and enable its evolution
Practitioners of EA call themselves enterprise architects. An enterprise architect is a person responsible for performing this complex analysis of business structure and processes and is often called upon to draw conclusions from the information collected. By producing this understanding, architects are attempting to address the goals of Enterprise Architecture: Effectiveness, Efficiency, Agility, and Durability." (Wikipedia.org)
Post by Michael Poulin
All the best
Ashraf Galal
 
Post by Michael Poulin
While I agree with the conclusion re SOA and EA, I think that the statement "As a result, strategy rarely offers clear direction for development of stable IT infrastructure and business process capabilities." is error-pron in its core: business strategy has nothing to do with IT in the majority of cases. It is Business Architecture that has to to define a transition of business capabilities to the strategic goal and drive IT strategy via concrete milestones. A stable IT infrastructure in the dynamic environment is fragile - it has to be very dynamic to become stable (also, stable business process capabilities form the road to the hell in a dynamic environment).
- Michael
________________________________
Sent: Tuesday, January 22, 2013 4:44 PM
Subject: [service-orientated-architecture] EA as Strategy
 
 
How to use EA as a strategy?       
“Leadership is  a potent combination of strategy and character. But if you must be without one, be without  the strategy.” General Schwarzkopf.
Few business executives would be comfortable leading without a strategy.
Business strategy provides directions, an impetus for action.
Most companies also rely on strategy to guide IT investments.
Accordingly, IT executives strive to align IT and IT-enabled business processes with stated business strategy with no way to make it reality.
Business-IT strategic alignment can be an elusive goal.
Why?
Business strategies are multifaceted, encompassing decisions as to which markets to compete in, how to position the company in each market, and which capabilities to develop and leverage.
In addition, strategic priorities can shift as companies attempt to respond to competitor initiatives or to seize new opportunities.  
As a result, strategy rarely offers clear direction for development of stable IT infrastructure and business process capabilities.
As recommended by   Jeanne W., Ross, Peter Weill, & David C. Robertson (MIT), to best support a company’s strategy, they recommend that the company define an operating model.
In my opinion, this is the reason for EA failures.
There is no concrete measurement to evaluate the success or failure of the EA.
If we don't consider SOA as part of the
EA, it will fails as well.
Post by Michael Poulin
Post by Michael Poulin
Enterprise architecture as strategy, Jeanne W., Ross, Peter Weill, David C. Robertson, Harvard business school press , 2006.
Steve Jones
2013-01-25 19:50:04 UTC
Permalink
I disagree slightly, we need business and solution not business and
technical. The big issues with most EA approaches (and most EA folks) is a
concentration on technology, Visio, Powerpoint, Word over working solutions.

Steve
Post by Michael Poulin
**
I think that Business Architecture is not in position yet (an may be not
soon) to accumulate technology architecture. That is, we need a type of an
organisation that combines business and technical
(automation/infrastructure) skills. I call it EA.
- Michael
------------------------------
*To:* service-orientated-architecture <
*Sent:* Thursday, January 24, 2013 1:16 PM
*Subject:* Re: [service-orientated-architecture] EA as Strategy
I'd say no its time for EA to fade away, Business Architecture (fast,
clear) and Solution Architecture (IT) is the way forwards.
Steve
**
Steve, should it stay in IT or it is time to step into a business world?
- Michael
------------------------------
*To:* service-orientated-architecture <
*Sent:* Wednesday, January 23, 2013 2:59 PM
*Subject:* Re: [service-orientated-architecture] EA as Strategy
EA is an IT thing, any EA who thinks they are doing business change is
deluding themselves.
Steve
**
Enterprise architecture is an ongoing business function that helps an
'enterprise' figure out how* to execute best the strategies that drive
its development.*
The MIT Center for Information Systems Research (MIT CISR) defines
enterprise architecture as the specific aspects of a business that are
Enterprise architecture is the organizing logic for business processes and
IT infrastructure reflecting the integration and standardization
requirements of the company's operating model. The operating model is the
desired state of business process integration and business process
standardization for delivering goods and services to customers.<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-3>
The United States Government classifies enterprise architecture as an
Information Technology function, and defines the term not as the process of
examining the enterprise, but rather the documented results of that
examination. Specifically, US Code Title 44, Chapter 36, defines it as a
'strategic information base' that defines the mission of an agency and
describes the technology and information needed to perform that mission,
along with descriptions of how the architecture of the organization should
be changed in order to respond to changes in the mission.
*
"Enterprise architecture* (EA) is the process of translating business
vision and* *strategy <http://en.wikipedia.org/wiki/Business_strategy>into effective enterprise change by creating, communicating and improving
the key requirements, principles and models that describe the enterprise's
future state and enable its evolution<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-1>
Practitioners of EA call themselves *enterprise architects<http://en.wikipedia.org/wiki/Enterprise_architect>
*. An enterprise architect is a person responsible for performing this
complex analysis of business structure and processes and is often called
upon to draw conclusions from the information collected. By producing this
understanding, architects are attempting to address the goals of Enterprise
Architecture: Effectiveness, Efficiency, Agility, and Durability."
(Wikipedia.org)<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-PEAF-2>
All the best
Ashraf Galal
<http://en.wikipedia.org/wiki/Enterprise_architecture#cite_note-4>
While I agree with the conclusion re SOA and EA, I think that the
statement "As a result, strategy rarely offers clear direction for
development of stable IT infrastructure and business process capabilities."
is error-pron in its core: business strategy has nothing to do with IT in
the majority of cases. It is Business Architecture that has to to define a
transition of business capabilities to the strategic goal and drive IT
strategy via concrete milestones. A stable IT infrastructure in the dynamic
environment is fragile - it has to be very dynamic to become stable (also,
stable business process capabilities form the road to the hell in a dynamic
environment).
- Michael
------------------------------
*Sent:* Tuesday, January 22, 2013 4:44 PM
*Subject:* [service-orientated-architecture] EA as Strategy
How to use EA as a strategy?
“Leadership is a potent combination of strategy and character. But if
you must be without one, be without the strategy.” General Schwarzkopf.
Few business executives would be comfortable leading without a strategy.
Business strategy provides directions, an impetus for action.
Most companies also rely on strategy to guide IT investments.
Accordingly, IT executives strive to align IT and IT-enabled business
processes with stated business strategy with no way to make it reality.
Business-IT strategic alignment can be an elusive goal.
Why?
Business strategies are multifaceted, encompassing decisions as to which
markets to compete in, how to position the company in each market, and
which capabilities to develop and leverage.
In addition, strategic priorities can shift as companies attempt to
respond to competitor initiatives or to seize new opportunities.
As a result, strategy rarely offers clear direction for development of
stable IT infrastructure and business process capabilities.
As recommended by Jeanne W., Ross, Peter Weill, & David C. Robertson
(MIT), to best support a company’s strategy, they recommend that the
company define an operating model.
In my opinion, this is the reason for EA failures.
There is no concrete measurement to evaluate the success or failure of the EA.
If we don't consider SOA as part of the EA, it will fails as well.
Enterprise architecture as strategy, Jeanne W., Ross, Peter Weill, David
C. Robertson, Harvard business school press , 2006.
Michael Poulin
2013-01-23 16:31:17 UTC
Permalink
What a mess!

I cannot help MIT Center for Information Systems Research that does not know the basic of business process and has totally wrong understanding of an enterprise business. It is 2013 and it is time for MIT to wake up and find that business processes is a small part of activities that in too many cases do not fit into definition (MIT must love this)  of process. Business operating model did not and has not have any standardisation (what it too humid in Boston when somebody wrote this standardization crap?)

The definition "Enterprise architecture (EA) is the process of translating business vision andstrategy into effective enterprise change by creating, communicating and improving the key requirements, principles and models that describe the enterprise's future state and enable its evolution" is much closer to reality. But even this one cannot describe future and enable evolution without knowing current state of enterprise business and technical architecture.

- Michael
________________________________
Sent: Wednesday, January 23, 2013 12:03 PM
Subject: Re: [service-orientated-architecture] EA as Strategy
 
Enterprise architecture is an ongoing business function that helps an 'enterprise' figure out howto execute best the strategies that drive its development.
The MIT Center for Information Systems Research (MIT CISR)
defines enterprise architecture as the specific aspects of a
business that are under examination:
Enterprise architecture is the organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of the company's operating model. The operating model is the desired state of business process integration and business process standardization for delivering goods and services to customers.
The United States Government classifies enterprise architecture as an Information Technology function, and defines the term not as the process of examining the enterprise, but rather the documented results of that examination. Specifically, US Code Title 44, Chapter 36, defines it as a 'strategic information base' that defines the mission of an agency and describes the technology and information needed to perform that mission, along with descriptions of how the architecture of the organization should be changed in order to respond to changes in the mission.
"Enterprise architecture (EA) is the process of translating business vision andstrategy into effective enterprise change by creating, communicating and improving the key requirements, principles and models that describe the enterprise's future state and enable its evolution
Practitioners of EA call themselves enterprise architects. An enterprise architect is a person responsible for performing this complex analysis of business structure and processes and is often called upon to draw conclusions from the information collected. By producing this understanding, architects are attempting to address the goals of Enterprise Architecture: Effectiveness, Efficiency, Agility, and Durability." (Wikipedia.org)
All the best
Ashraf Galal
 
Post by Michael Poulin
While I agree with the conclusion re SOA and EA, I think that the statement "As a result, strategy rarely offers clear direction for development of stable IT infrastructure and business process capabilities." is error-pron in its core: business strategy has nothing to do with IT in the majority of cases. It is Business Architecture that has to to define a transition of business capabilities to the strategic goal and drive IT strategy via concrete milestones. A stable IT infrastructure in the dynamic environment is fragile - it has to be very dynamic to become stable (also, stable business process capabilities form the road to the hell in a dynamic environment).
- Michael
________________________________
Sent: Tuesday, January 22, 2013 4:44 PM
Subject: [service-orientated-architecture] EA as Strategy
 
 
How to use EA as a strategy?       
“Leadership is  a potent combination of strategy and character. But if you must be without one, be without  the strategy.” General Schwarzkopf.
Few business executives would be comfortable leading without a strategy.
Business strategy provides directions, an impetus for action.
Most companies also rely on strategy to guide IT investments.
Accordingly, IT executives strive to align IT and IT-enabled business processes with stated business strategy with no way to make it reality.
Business-IT strategic alignment can be an elusive goal.
Why?
Business strategies are multifaceted, encompassing decisions as to which markets to compete in, how to position the company in each market, and which capabilities to develop and leverage.
In addition, strategic priorities can shift as companies attempt to respond to competitor initiatives or to seize new opportunities.  
As a result, strategy rarely offers clear direction for development of stable IT infrastructure and business process capabilities.
As recommended by   Jeanne W., Ross, Peter Weill, & David C. Robertson (MIT), to best support a company’s strategy, they recommend that the company define an operating model.
In my opinion, this is the reason for EA failures.
There is no concrete measurement to evaluate the success or failure of the EA.
If we don't consider SOA as part of the
EA, it will fails as well.
Post by Michael Poulin
Enterprise architecture as strategy, Jeanne W., Ross, Peter Weill, David C. Robertson, Harvard business school press , 2006.
Remy Fannader
2013-01-23 16:30:23 UTC
Permalink
EA is supported by IT but it's not an IT thing.
Ashraf Galal
2013-01-24 01:15:35 UTC
Permalink
I do agree with you Remy.
It is like the intersection part of two circles, one for business and
one for IT.
All the best

Ashraf Galal
Post by Remy Fannader
EA is supported by IT but it's not an IT thing.
Steve Jones
2013-01-24 13:14:54 UTC
Permalink
That is what Enterprise Architects say, but where are the businesses that
use EA (e.g. TOGAF) as their approach to organising the business? I've yet
to see a single one.

Enterprise Architects love to say EA is about the business and its a
business thing, yet business folks manage to work perfectly well without it
and not only do their business pieces but can also deliver IT projects when
they need them without requiring EA.

If EA isn't an IT thing, where are the business (not IT) success stories on
using EA?

Steve
Post by Remy Fannader
**
EA is supported by IT but it's not an IT thing.
Michael Poulin
2013-01-25 10:08:11 UTC
Permalink
I also have not seen a business that uses technology to organise itself. Nevertheless, TOGAF is not for business (it treats 'business' as a supplier for technology - stupid and funny). Dominant majority of EA frameworks are about technology. I think that only PEAF can claim significant cover of business in its initial parts.

- Michael
________________________________
Sent: Thursday, January 24, 2013 1:14 PM
Subject: Re: [service-orientated-architecture] EA as Strategy
 
That is what Enterprise Architects say, but where are the businesses that use EA (e.g. TOGAF) as their approach to organising the business?  I've yet to see a single one.
Enterprise Architects love to say EA is about the business and its a business thing, yet business folks manage to work perfectly well without it and not only do their business pieces but can also deliver IT projects when they need them without requiring EA.
If EA isn't an IT thing, where are the business (not IT) success stories on using EA?
Steve
Post by Remy Fannader
 
EA is supported by IT but it's not an IT thing.
Remy Fannader
2013-01-25 07:27:43 UTC
Permalink
There are only three levels of architecture, whatever the names:
Technical platforms,
Systems functionalities,
Enterprise objectives, resources, organization.
http://caminao.wordpress.com/how-to-implement-symbolic-representations/architectures/
Remy
mglendin
2013-01-26 11:16:42 UTC
Permalink
Post by Steve Jones
I disagree slightly, we need business and solution not business and
technical. The big issues with most EA approaches (and most EA
folks) is a concentration on technology, Visio, Powerpoint, Word over
working solutions.
Steve
The biggest difficulty I find in discussing Enterprise Architecture (EA) is reconciling the many different interpretations of that term.

When you meet somebody who introduces themselves as an "enterprise architect", or worse when a recruitment consultant calls you to discuss an "enterprise architect opportunity", you have to ask many more questions to find out exactly what they mean. This can range from a relatively straightforward job defining corporate standards for technical infrastructure to a much more complex and senior job working on business strategy and change.

Presently, I'm finding Forrester's "EA Archetypes" (http://blogs.forrester.com/enterprise_architecture/2009/12/the-archetypes-of-ea.html) useful to frame this discussion with a number of clients. It's not perfect, but it helps.

Once you are agreed on what you mean by EA, the next difficulty is always that most people seem to be fixated by frameworks and models. As an enterprise architect, you should not be producing any models unless you know the purpose to which they will be put!

The Forrester EA Archetypes help you focus the discussion onto the actual business problems you are trying to address. Only when you have defined the problem should you consider what models may help you come up with a solution. These models are likely to be much smaller and simpler than many of the grand, all-encompassing EA diagrams with which I am regularly confronted.

Regards,

-Mike Glendinning.



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