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Enterprise Architecture

  • Conclusion: Enterprise architecture (EA) framework standards, such as the Zachman Framework or The Open Group Architecture Framework (TOGAF), are often promoted by advocates as complete solutions for organisations seeking to maximise business alignment and mitigate risk during major transformations through the use of an agreed set of structured planning

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  • Conclusion: During periods of business-as-usual activity or low project investment, organisations often consolidate or reduce thei.e.terprise architecture (EA) capability. Conversely, when entering a period of transformation or increased investment, organisations often look to increase their EA activity and so must take stock of the state of current EA practices.

    This

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  • Conclusion: Medium and large sized enterprises are complex, socio-technical systems that comprise many interdependent resources – including people, information and technology – that must interact with each other and their environment in support of a common mission1. These complex entities undergo varying levels of

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  • Conclusion: The IT organisation in most enterprises suffers from the “Cobbler’s Children” syndrome – they give great advice but do not practise what they preach. A prime example is when IT does not apply Enterprise Architecture approaches and capabilities to the business of IT itself1 and yet expects other departments to apply

    ...
  • Conclusion:When undertaking business-oriented transformation programs, such as the current wave of digital transformation, it is important for Enterprise Architects to develop an EA for IT in parallel – not as a separate or independent IT transformation effort.

    Establishing the EA for IT requires that the IT organisation itself becomes the “enterprise” in

    ...
  • Conclusion: The enterprise architect (EA) role is one of the most intellectually challenging in an organisation. This is because it involves developing a systems roadmap to migrate from the current to a desired future state that is compatible with the business strategy.

    Assign the wrong person to the EA role and the future systems will probably be unattainable and

    ...
  • Conclusion: Since the inception of Bitcoin, the blockchain is now viewed as a potential technology improvement to many ordinary transaction and data storage functions. The financial sector has led the way, from investment banks to stock exchanges, but deployment of the blockchain has application in other industries. Its clear advantages may yield much

    ...
  • Conclusion: While technology is becoming increasingly critical to business transformation, IT organisations are becoming less important to business stakeholders. This is because enterprise architecture practice’s main focus remains on back-office systems and

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  • Conclusion: While the need to design current and future state technology platforms has not diminished, the role of the solutions architect in designing tactical business systems and advising management which systems implementation approach to pursue is taking centre stage.

  • Conclusion: Most organisations have some form of central approval process (Governance) based around agreed artefacts – few organisations have a built-in evergreening process to ensure governance controls are in line with emerging technology and business trends.

  • Conclusion: IT organisations wishing to migrate in-house services to public cloud should ensure that service providers understand the complexity of the in-house architecture candidate for cloud migration. This can be achieved by identifying the in-house service failure points within the legacy applications and their associated infrastructure. The

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