An IT Strategy is an iterative process to align IT capabilities with the business strategy and requirements. One of the main reasons for developing an Enterprise Architecture with TOGAF 9 is to support the business by providing the fundamental technology and process structure for an IT Strategy. The IT Strategy details the technologies, application and the data foundation needed to deliver the goals of the corporate strategy, while Enterprise Architecture is the bridge between strategy and execution.
By Stuart Boardman, KPN Ruth Malan recently tweeted a link to a piece by Alistair Cockburn about the Last Responsible Moment concept (LRM) in Lean
By Raghuraman Krishnamurthy, Cognizant Technology Solutions If your enterprise is predominantly a consumer goods enterprise, you would have noticed tectonic shifts in the marketing focus.
If we can understand IT (where appropriate) as part of the business of the enterprise, then we are automatically addressing alignment and are neither elevating IT architecture to the ultimate goal of EA nor treating it as a marginally relevant utility. It could be that in the process we discover areas where our methods need to be fleshed out – or simply to incorporate/interoperate with other existing methods for those areas.
Enterprise Transformation is a long, slow, steady process. In some cases the projects we are working on may not seem to be very transformative but taken together with other projects, over a period of time, a transformation, for better or worse, will have taken place. The great thing about the term “Enterprise Transformation” is that it makes us consider today’s project in the context of that bigger picture.
The past year has brought much progress for the EMMMv™ Forum and the model, which is being used by global exploration and mining organizations to establish a blueprint for organizations in the natural resources industry to help implement Enterprise Architecture within their organizations.