Chasing business agility using
Enterprise Architecture (EA)
Common EA pitfalls
By Shahid N. Shah, CEO
Who is Shahid?
• 20+ years of business/enterprise architecture, design,
software engineering, and information assurance
(security) in embedded, desktop, and enterprise
environments such as
– FISMA-regulated government systems
– FDA-regulated medical devices and systems
– HIPAA-regulated health IT systems
• Have held positions at CTO, Chief Architect, or
Enterprise Architect in a variety of regulated
What’s this talk about?
What it means to chase business
What happens when we business
owners don’t get agility from their
Enterprise Architecture (EA) and
business architecture (BA) efforts
There aren’t perfect scripts to follow
for BA/EA success but there are
numerous mistakes to avoid
Which BA/EA key practices lead to
the most success
It’s hard to create BA and EA
that end-users actually find
useful in their pursuit of solving
real-world business problems.
How do you know if your business is agile?
Agility is hard to define but it’s easy to see when it’s missing
Speed of response
to new customer
to customer needs
vs. enterprise needs
Number of Shadow
artifacts vs. tech use
vs. customer focus
What can you measure?
If you can’t measure it and can’t document it, does it exist?
Top line revenue
Logistics and product
Technical and IT
Focus on the real customer
less agile focus
more agile focus
Your EA and BA is successful when
its activities are pragmatic, fit for
purpose, and useful.
You’ve failed if you haven’t created a framework
for rapid and adaptable decision making.