By The Open Group Foreword By Allen Brown, CEO 2011 was a big year for The Open Group, thanks to the efforts of our members
By Allen Brown, The Open Group I’m pleased to announce The Open Group has recently surpassed the 400 member mark. Reaching this milestone is a
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
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.
Merely putting SOA into your proposal or as a stated capability is no longer going to be a “deal clincher” or a key “business differentiator”. The counterview I hear practitioners in SOA will say is that SOA is not just the standardized service practices but is also how the services can be identified that are differentiating. But that’s the rub. If SOA treats every requirement or design as a service problem, where is the difference?