One of the most frequent set of questions I get are about getting started on an enterprise architecture project. How do we begin? What do we need to do first, third, next? My first reactionto this question is usually “please don’t start by don’t asking the client what they want the Enterprise Architecture to do?” I have seen this and it really puts clients off. For a more constructive response I have directed folk to the TOGAF® ADM and the various guides in the TOGAF® Library. Though usually thankful, that direction begets something like “thanks for that, but I was just wondering if I can get some practical tips right now.” I thought this might be a useful topic for a blog.
Following the second day of The Open Group London 2018, which was crammed full of content, as well as an exciting awards event on Tuesday evening, the third day, April 18th, was kicked off with both a TOGAF® User Group Meeting, as well as an IT Management Professionals Day.
The sun was shining down on the iconic Cutty Sark in London – the celebrated, historic sailing ship and fastest of its time – as delegates of The Open Group Awards arrived at the event on Tuesday evening, April 17.
On Monday, April 16th, in sunny London, The Open Group kicked off its latest event with an opening speech from CEO Steve Nunn to a bustling room at the Central Hall Westminster, a remarkable venue located a stone’s throw from the iconic Houses of Parliament and Big Ben. Steve welcomed over 300 attendees from 25 countries, including Singapore, Australia, and Czech Republic. Steve also announced the much anticipated launch of The Open Group TOGAF® Standard, Version 9.2.
In beautiful, sunny San Diego, California, The Open Group hosted its latest event January 29 – February 1 at the iconic US Grant Hotel in the lively Gaslamp District. The theme was ‘The Role of Reference Architectures’. We welcomed over 200 attendees from 17 countries – a great first event of the year!
In the fast paced technology driven businesses, quick turnaround solutions like microservices often take the precedence over “planned” integration. This strategy, although in short term, provides for better business value, in the long run, creates unmanageable technical debt. As uncontrolled business debt erodes business’s ability to grow further, uncontrolled technical debt erodes IT department’s ability to fund future innovations. Although in many cases it’s an easiest approach to take, piecemeal achievements are short lived. Soon, IT teams find themselves lost in a sea of fragmented software gizmos.