Enterprise Architecture: unlocking business potential
Enterprise Architecture: unlocking business potential
The Knowledge Economy Weblogs
About the Book
The book, derived from my Blog ' The Knowledge Economy' explores, in a loosely structured manner, the impact that appropriate management and exploitation of knowledge can have on the decision making process within a business context.
The book describes through observation various aspects of Enterprise Architecture and how it can be used to drive both business performance and business change.
There's no particular structure or sequences to the contents of the book so, whilst it can be read from from cover to cover, benefit may be also be gained by the reader if you dip in at random instead, and allow the strange processes of serendipity to bring you straight to what you most need right now.
About the Author
Table of Contents
- Acknowledgements
- Foreword - Tom Graves
- Introduction
-
1 Knowledge
- The Knowledge Economy
- Contracted knowledge exploitation
- Enterprise Architecture and the Knowledge Hierarchy
- Knowledge as an asset.
- Individuals, Intellectual Capital and corporate assets.
- Dangerous Knowledge
- Dynamic Knowledge
- To know does not mean to understand.
- All knowledge is not equal.
- Harvesting Intellectual Capital.
-
2 Enterprise Architecture
- Documentation
- Multiple facets of business
- Holistic Architecture: A new term replacing current confusion
- Repository of lessons learned
- Putting Business Architecture in perspective.
- Nomenclature, Acronyms and Communication.
- Scope and Range
- Boiling the Ocean
- You’ve built me what?
- ‘Gold Plating’ and early delivery
- Enterprise Architecture: A value proposition.
- Enterprise Architecture: Not an end in itself.
- Synergy between an interviewing technique and building a Business Architecture.
- Breadth or Depth
- We can’t get there from here.
- ‘Business on a Page’
- Extending the ‘Business on a Page’
- Adopting an Enterprise Architecture hybrid
- Missing the mark!
- Enterprise Architecture and the Brownfield business.
- Enterprise Architecture – why have one?
- Creating Order out of Chaos!!
- Five Cs of Enterprise Architecture
- The Business does not stop with Information Technology
- Solving the jigsaw!
- A tool to use not a document to file.
- Establishing a supporting Framework
- Using the Enterprise Architecture to tell a story.
- A tool of trade!
- Enterprise Architecture – What it is not.
- Enterprise Architecture and Agile development are not mutually exclusive.
- Enterprise Architecture – managing competing forces
- Understanding business activity – a key to achieving success.
- Shaping business operations.
- Guiding Principles.
- Measuring its success.
- Enterprise Architecture: A structured approach to its development
- A definition and implementation checklist.
- Decision making with finesse
- Risks, information and decision making
- ‘Quick Wins’ and lost opportunities
- Satisfying wants and needs
- Decision making and self interest
- Supporting agility in decision making
- Managing the impact of risk on business decisions.
- Business success – It’s all about choices
- Choosing appropriate solutions to address problem situations.
-
3 Business Performance
- Quality information and analytics
- Lies, Damned Lies and Statistics
- Motivations and Measures
- Qualifying assumptions
- Balancing decisions against risks, costs, benefits and business goals.
- Managing Risk
- Performance metrics – supporting Service Delivery?
- Analogy to Newton’s Laws
- Enterprise Architecture: Baselining Performance Metrics
- A measure of success.
- KPIs and the business
- Assessing Process Value
- Leveraging the Value Chain
- The case for Buy, Build, Augment or Reuse.
- Factors in selecting an application to support a business initiative
- Business Architecture and Benefits Realisation
- Business Goals must be defined and then measured.
- Enterprise Architecture – A measure of success!
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4 Organisation
- Behavioural Maturity
- Corporate Maturity
- Accountability and responsibility
- Communication, Comprehension, Co-operation, Collaboration
- Left or Right Brained Architects
- Sometimes the answer should be no.
- Picking low hanging fruit: not necessarily the best option.
- Behavioural Motivators: The need to succeed.
- Behavioural Motivators: The Fear of Failure
- Behavioural Motivators: The need for acceptance
- Behavioural Motivators: Politics and Power
- Who is in the driver’s seat?
- Failing to Plan is Planning to Fail
- IT is part of the Business
- Enterprise Architecture and the Human Element
- Enterprise Architecture – Enabling Business Maturity
- Addressing business complacency.
- Exposing procrastination
- Size does not matter.
- Moderating tribal behaviour
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5 Business Change
- Drivers of Change
- Resistance to Change
- The Execution of Change
- Risk management and asking “What if?
- The Dichotomy of Change
- A Simple Change Cycle
- Enterprise Architecture – Supporting Business Change
- Triggers of Business Change
- Enterprise Architecture – Managing Risk
- Influencers of Strategy
- Business Capability – a key to success.
- Capability Maturity Cycle
- Achieving Business Balance
- Business Stressors
- Strategy – Shaping the Business
- Driving towards simplicity!
- Optimising the Business.
- Business Benefit – It’s not just about the money!
- Over-sell, under-deliver!
- Enterprise Architecture – Navigating the Business
- Enterprise Architecture – Supporting Innovation
- Enterprise Architecture – Needing Governance and Compliance
- Enterprise Architecture: A structured approach to its development
- Demystifying Enterprise Architecture.
- Closing the stable door before the horse has bolted.
- Balancing simplicity with complexity
- Enterprise Architecture: Managing the impact of change.
- Applying the Enterprise Architecture to the task of choosing between options.
- Differentiating wants and needs.
- Transitioning from Goals to Outcomes and Capabilities to Services
- It is not an overhead
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