I have had the opportunity to read several documents containing estimations on what the chief architects and CIOs should expect of the concept of Enterprise Architecture in 2012. As a result I have made some thoughts of my own, and my thoughts have been delimited to what could happen in Scandinavia. There are reasons for when or where the organization should develop. Most of the articles that I have read in order to identify the potential development of Enterprise Architecture in 2012 were developed by American organizations and my assumption is that American organizations usually apply an American approach to … Continue reading The Architecture Crystal Ball: Predictions for 2012
During the summer of 2010 I worked with a literature review that basically dealt with how Enterprise Architecture (through Coherency Management) could be addressing the issue of rewiring the form of leadership which exists in the enterprise. The IGIA-Framework is a form of synthesis of various theories within the field of corporate governance, IT strategy, IT governance, Workforce planning, Enterprise Architecture and Coherency Management. The edition of the framework that is released with this blog post is advocating a big bang change approach which demands a lot of resources and a long term commitment. This will be altered with the … Continue reading The IGIA-Framework
A Framework for Organization to Embrace Coherency Management When an organization choses to pursuit the implementation of Coherency Management then it the organization have to focus on organizational change. The idea of the organizational change is when the managers, middle managers and the employees will have to work in a different way and humans and organization culture have a tendency to be conservative and react hostile against change. For this the Coherency Architect should focus on how create the proper form of change within the organization. A Quick Summary of Coherency Management Coherency Management deals with how to achieve alignment, … Continue reading The Foundation for Coherency Management: A Framework for Change.
Enterprise Architecture Artifact First of all we need a definition of what an EA artifacts is. Scott A. Bernard defines “an EA artifact as a documentation product, such as a text document, diagram, spreadsheet, briefing slides, or video clip” (Bernard 2004, p. 111). Please note that the EA artifact documents the EA component. An EA component is in the Enterprise Architecture components are those elements that are owned by Lines of Business. The components can be shared (cross cuts) or the component can be shared a cross various levels (this is with in the EA3 Framework). Various Forms of Artifacts … Continue reading Artifacts: The Items the Enterprise Architect has to Identify.
Implementation of Information Systems The development of information systems have become more complex. The development of the systems and the cost of development has to lead to that the systems can minimize the barriers (constraints of the organization system). The complexity of the systems leads to issues that the system only adds value to the organization when it is implemented. The barriers that have been diminished by the information systems have lead to that many organizations have become more flat in their structure. The flatness of the structure leads to decentralization. The decentralized organization will end in anarchy if the … Continue reading Information Systems and Enterprise Architecture: An insight to Zachman’s Initial Ideas on his Framework.
This blog post deals with the focus should be altered from IT to business when Enterprise Architecture has to evolve from what is defined as the foundation architecture to what is defined as the extended architecture. Continue reading Implementing Enterprise Architecture: From a Coherency Architect’s Point of View!
When it comes to innovation then coherency management is an enabling tool. This means that the organization that is aware of the various processes, the various elements and various technologies enables the apply radical innovation and evolutionary innovation. Schumpeter was of the idea that the single most important function of the organization was to crystalize the innovation in to products that could be used on the market and therefore can innovation be viewed as specific competitive advantage. When it comes to coherency management then innovation can both be radical innovation and it can be process innovation. The difference between radical … Continue reading Coherency Management and Innovation