When I think of an “executable standard”, I think of a standard that is capable of being fulfilled (i.e. a standard that can readily impact real world things, whether those things are people, processes, or technology). Regardless of what I think, it isn’t easy to define an executable standard – however I think the following will help everyone understand the essence of an executable standard.
In two prior blogs, I described why “Enterprise Architecture As A Service” (EA As A Service) would be a good thing and what it might look like.
Why? Because a properly implemented service delivery model would put the emphasis in more appropriate places:
Production and use value versus EA as a deliverable
Timely value along the way versus at the end
Clear expectations versus vague promise
Support and enablement versus ivory tower compliance
What? A portfolio of services provided on demand in service categories:
Planning Services to scope based on need
Buy-in/collaboration Services to ensure the right people in the organization are engaged
Development Services to build the right parts of an EA at the right time
Management Services to ensure that the EA efforts delivers value consistently
Usage Services to derive value from the EA
Decision Support Services to support Portfolio Governance decisions
In my previous blog, I described why “Enterprise Architecture As A Service” (EA As A Service) would be a good thing. Fundamentally because a properly implemented service delivery model would put the emphasis in more appropriate places:
– Production and use value versus EA as a deliverable
– Timely value along the way versus at the end
– Clear expectations versus vague promise
– Support and enablement versus ivory tower compliance
In April 2018, I had the privilege of attending The Open Group conference in London with the theme: The TOGAF® Standard in 2018. After seven years, we see the release of the latest version TOGAF Standard 9.2. As a member of the English translation team for the TOGAF Standard Version 9.1, I have learned the difference in the new version and had a lot of thoughts. On the one hand, many improvements in the new version are highly consistent with the knowledge and practical experience of the Aviation Industry Group in the field of architecture method. On the other hand, the active development and continuous improvement of the knowledge system reflect that the architecture method has huge demands and driving force at the practice level. There is still a big gap between Chinese and international applications in this respect. This article attempts to understand and share this updated version from the perspective of application. In addition, I hope that Chinese practitioners can get inspiration and confidence from these changes.
Effectuating public service innovation for better citizen outcomes is a culmination of clear vision, enabling policies, efficient modern operations, smarter technology, and measurable goals amalgamated into a holistic construct. Government Enterprise Architecture is defined as: a whole of government approach to support government ecosystems by transcending boundaries for delivering services in a coordinated, efficient, and equitable manner.
Many governments are revitalizing public administration, overhauling public management, fostering inclusive leadership, and moving their public services to become more efficient, transparent, and accountable.
A number of new Business Architecture methods are being built into the TOGAF® framework to better allow companies to address value stream and business capability mapping. At The Open Group London event in April, J. Bryan Lail, Business Architect Fellow with Raytheon, discussed how Raytheon is using Business Architecture as part of its overall Enterprise Architecture to create a new Sales and Operations Planning method for all the company’s various products and divisions.