David Rose provided an ovevriew of Governance with regards to Enterprise Architecture.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
Nikki Rogers provides an overview of her experience, one year on, of being an Enterprise Architect at Bristol University.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
Lecture 2: The Concept of Enterprise Architecture. The full teaching pack with 19 lectures, tests and other materials based on the book "The Practice of Enterprise Architecture: A Modern Approach to Business and IT Alignment", which can be freely used for teaching purposes, adapted or translated with references to the original, is available on request to the author (visit http://kotusev.com)
Lecture 1: Introduction. The full teaching pack with 19 lectures, tests and other materials based on the book "The Practice of Enterprise Architecture: A Modern Approach to Business and IT Alignment", which can be freely used for teaching purposes, adapted or translated with references to the original, is available on request to the author (visit http://kotusev.com)
Lecture 3: The Role of Enterprise Architecture PracticeSvyatoslav Kotusev
Lecture 3: The Role of Enterprise Architecture Practice. The full teaching pack with 19 lectures, tests and other materials based on the book "The Practice of Enterprise Architecture: A Modern Approach to Business and IT Alignment", which can be freely used for teaching purposes, adapted or translated with references to the original, is available on request to the author (visit http://kotusev.com)
Nikki Rogers provides an overview of her experience, one year on, of being an Enterprise Architect at Bristol University.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
Lecture 2: The Concept of Enterprise Architecture. The full teaching pack with 19 lectures, tests and other materials based on the book "The Practice of Enterprise Architecture: A Modern Approach to Business and IT Alignment", which can be freely used for teaching purposes, adapted or translated with references to the original, is available on request to the author (visit http://kotusev.com)
Lecture 1: Introduction. The full teaching pack with 19 lectures, tests and other materials based on the book "The Practice of Enterprise Architecture: A Modern Approach to Business and IT Alignment", which can be freely used for teaching purposes, adapted or translated with references to the original, is available on request to the author (visit http://kotusev.com)
Lecture 3: The Role of Enterprise Architecture PracticeSvyatoslav Kotusev
Lecture 3: The Role of Enterprise Architecture Practice. The full teaching pack with 19 lectures, tests and other materials based on the book "The Practice of Enterprise Architecture: A Modern Approach to Business and IT Alignment", which can be freely used for teaching purposes, adapted or translated with references to the original, is available on request to the author (visit http://kotusev.com)
Your Challenge:
At every organization, every day, employees at various levels make decisions on how IT is used in building, transforming, and operating the enterprise.
These decisions affect enterprise performance, both short and long term.
Our Advice:
Critical Insight
IT policies assign authority and accountability for making key IT decisions and outline mandatory process steps, but don’t say what should guide the decision-making process.
Naturally, employees in different departments and at different levels have different, often competing priorities.
Moreover, employees tend to make decisions leaning on their own assumptions as to how IT should be used by the organization. IT decisions, guided by foundational beliefs that differ, lack cohesiveness in achieving enterprise goals and require an increased IT governance effort to achieve policy compliance and realize desired business outcomes.
Impact and Result
EA principles succinctly communicate the organization’s intent as to the use of IT in building, transforming, and operating the enterprise and provide a foundation of shared beliefs that guide IT decision making across the organization.
EA principles represent a key component of IT governance and should guide the development of domain-specific policies (e.g. security policy, procurement policy) that elaborate on particular implications of principles in specific process areas.
Applying reference models with archi mateBas van Gils
This is the slidedeck for a webinar that I presented for the opengroup. It presents a high-level overview of the use of reference model in the field of EA. Even more I present with some tips on how to use BiZZdesign architect to effectivdely implement reference models in organizations
Toward an organizational E-readiness Modelaqel aqel
Many leaders and executives are wondering what preparations their firms should have in order to be ready to transform into digital era? Organisational e-readiness is a complimentary part of global, regional and national readiness to digital era. This book argues the importance of e-readiness assessment in a structured and quantitative way that contain relevant and valid criteria to assess readiness within organization from various and balanced perspectives. The proposed organizational e-readiness model consists of five interrelated categories; these are strategy, business process, technology, changeability, and ICT security.
IT Architecture is failing the business by:
• Not delivering on business strategy and business objectives
• Not helping the business respond to external and internal pressures
• Not providing the consulting and advisory services to enable the business derive value from new technologies
• Not driving IT innovation
• Not making itself relevant or useful to the business
IT Architecture failing the IT organisation by:
• Not assisting with engagement with the business to architect solutions needed by the business
• Not working as an integrated function across all architectural areas
• Not defining IT architectures that enable a portfolio of solutions to be delivered and operated quickly
• Not innovating the IT portfolio and architecture to take advantage of and integrate new technologies
Individual architecture disciplines all too frequently operate as disintegrated and siloed functions.
The consequences are that:
• At least 40% of technology spending is diverted from IT
• Over 30% of CIOs routinely not consulted on IT solution acquisition and expenditure
IT architecture needs to:
• Enable the business respond to and realise changes in response to external and internal pressures
• Identify business opportunities in technology trends and occasions for changes and greater efficiencies
• IT Architecture needs to be able to contribute to the development of business strategy and to be trusted to be able to make a contribution
• Identify how the business can use technologies and how the business should be shaped to take advantage of technologies
• Provide advice on the potential of new technologies and how to react to technology changes
• Offer real business consulting and the addition of business value
Business IT Management - Intro to CobiT & ITILAhmad Hafeezi
Part 1 of the whole presentation on Business IT Management. This slide touches on the CobiT Framework.
This framework is mainly used as a framework for IT Governance and as a Control Methodology on an organization's IT. But, for those who have never heard of CobiT, it can be a great reference material for understanding what aspects of IT should we know about when it comes to managing IT.
CobiT is a public and highly customizable framework. Business owners do not need to follow everything that has been spelled out in the framework. They can pick and choose the processes that are relevant to them and even customize the bits and parts to suit their needs.
Building a ICT Strategy with an Enterprise Architecture MindsetDaljit Banger
The attached slides are from my 1-hour workshop held at the BCS Enterprise Architecture Specialist Group 2nd Annual Conference - 26th June 2018
As this was an interactive workshop, the slides were presented to provide 'context' to stimulating debate, so some of the essence of content may be lost e.g the debate around funding – but sharing to the community.
A presentation to the ChangeUp Coordinators from the south eats of England, proposing astrategy for developing ICT support servicesfor frontline organisaton from across the region
Presented in London on 2 April 2008 by Mark Walker, Regional ICT Champion
Abdelfattah Habib
Project Manager /
Senior IT Advisor
How To Pass COBIT 5 Foundation Exam
Agenda
What & Why COBIT5
Golden Plan
Proposed Study Schedule
Register For the Exam
Study Iterations 2 & 3
Exam
• COBIT 2019 story
Gift
Is Enterprise Architecture dominated by the developer who has economic mindset after the Industrial Revolution ?
Is it time to add concept of Customer-centric, Work-life balance, etc to make Enterprise Architecture close to Human-centric ?
Capability assessment of IT Governance using COBIT 4 Process Assessment Model (PAM). Presented for Information System Department, Universitas Bakrie - Indonesia
EA governance is the practice by which enterprise architectures are managed and controlled at an enterprise-wide level. Governance processes should be tailored to the particular environment of the organization, as well as the architectural goals and objectives of that organization, and should never hinder time to market. A centralized governance body can facilitate and drive key functional and architectural decisions across the primary internal stakeholders to ensure that the enterprise architecture addresses customers’ needs.
The presenter has implemented numerous EA governance organizations. As part of a major pharmaceutical distribution company’s corporate-wide SOA adoption program, he adapted the basic governance frameworks such as TOGAF to the organization and the objectives of the SOA adoption program. This session will examine the processes that were used to create an EA Governance organization at a major energy company and lessons learned at this company, as well as at other organizations.
Your Challenge:
At every organization, every day, employees at various levels make decisions on how IT is used in building, transforming, and operating the enterprise.
These decisions affect enterprise performance, both short and long term.
Our Advice:
Critical Insight
IT policies assign authority and accountability for making key IT decisions and outline mandatory process steps, but don’t say what should guide the decision-making process.
Naturally, employees in different departments and at different levels have different, often competing priorities.
Moreover, employees tend to make decisions leaning on their own assumptions as to how IT should be used by the organization. IT decisions, guided by foundational beliefs that differ, lack cohesiveness in achieving enterprise goals and require an increased IT governance effort to achieve policy compliance and realize desired business outcomes.
Impact and Result
EA principles succinctly communicate the organization’s intent as to the use of IT in building, transforming, and operating the enterprise and provide a foundation of shared beliefs that guide IT decision making across the organization.
EA principles represent a key component of IT governance and should guide the development of domain-specific policies (e.g. security policy, procurement policy) that elaborate on particular implications of principles in specific process areas.
Applying reference models with archi mateBas van Gils
This is the slidedeck for a webinar that I presented for the opengroup. It presents a high-level overview of the use of reference model in the field of EA. Even more I present with some tips on how to use BiZZdesign architect to effectivdely implement reference models in organizations
Toward an organizational E-readiness Modelaqel aqel
Many leaders and executives are wondering what preparations their firms should have in order to be ready to transform into digital era? Organisational e-readiness is a complimentary part of global, regional and national readiness to digital era. This book argues the importance of e-readiness assessment in a structured and quantitative way that contain relevant and valid criteria to assess readiness within organization from various and balanced perspectives. The proposed organizational e-readiness model consists of five interrelated categories; these are strategy, business process, technology, changeability, and ICT security.
IT Architecture is failing the business by:
• Not delivering on business strategy and business objectives
• Not helping the business respond to external and internal pressures
• Not providing the consulting and advisory services to enable the business derive value from new technologies
• Not driving IT innovation
• Not making itself relevant or useful to the business
IT Architecture failing the IT organisation by:
• Not assisting with engagement with the business to architect solutions needed by the business
• Not working as an integrated function across all architectural areas
• Not defining IT architectures that enable a portfolio of solutions to be delivered and operated quickly
• Not innovating the IT portfolio and architecture to take advantage of and integrate new technologies
Individual architecture disciplines all too frequently operate as disintegrated and siloed functions.
The consequences are that:
• At least 40% of technology spending is diverted from IT
• Over 30% of CIOs routinely not consulted on IT solution acquisition and expenditure
IT architecture needs to:
• Enable the business respond to and realise changes in response to external and internal pressures
• Identify business opportunities in technology trends and occasions for changes and greater efficiencies
• IT Architecture needs to be able to contribute to the development of business strategy and to be trusted to be able to make a contribution
• Identify how the business can use technologies and how the business should be shaped to take advantage of technologies
• Provide advice on the potential of new technologies and how to react to technology changes
• Offer real business consulting and the addition of business value
Business IT Management - Intro to CobiT & ITILAhmad Hafeezi
Part 1 of the whole presentation on Business IT Management. This slide touches on the CobiT Framework.
This framework is mainly used as a framework for IT Governance and as a Control Methodology on an organization's IT. But, for those who have never heard of CobiT, it can be a great reference material for understanding what aspects of IT should we know about when it comes to managing IT.
CobiT is a public and highly customizable framework. Business owners do not need to follow everything that has been spelled out in the framework. They can pick and choose the processes that are relevant to them and even customize the bits and parts to suit their needs.
Building a ICT Strategy with an Enterprise Architecture MindsetDaljit Banger
The attached slides are from my 1-hour workshop held at the BCS Enterprise Architecture Specialist Group 2nd Annual Conference - 26th June 2018
As this was an interactive workshop, the slides were presented to provide 'context' to stimulating debate, so some of the essence of content may be lost e.g the debate around funding – but sharing to the community.
A presentation to the ChangeUp Coordinators from the south eats of England, proposing astrategy for developing ICT support servicesfor frontline organisaton from across the region
Presented in London on 2 April 2008 by Mark Walker, Regional ICT Champion
Abdelfattah Habib
Project Manager /
Senior IT Advisor
How To Pass COBIT 5 Foundation Exam
Agenda
What & Why COBIT5
Golden Plan
Proposed Study Schedule
Register For the Exam
Study Iterations 2 & 3
Exam
• COBIT 2019 story
Gift
Is Enterprise Architecture dominated by the developer who has economic mindset after the Industrial Revolution ?
Is it time to add concept of Customer-centric, Work-life balance, etc to make Enterprise Architecture close to Human-centric ?
Capability assessment of IT Governance using COBIT 4 Process Assessment Model (PAM). Presented for Information System Department, Universitas Bakrie - Indonesia
EA governance is the practice by which enterprise architectures are managed and controlled at an enterprise-wide level. Governance processes should be tailored to the particular environment of the organization, as well as the architectural goals and objectives of that organization, and should never hinder time to market. A centralized governance body can facilitate and drive key functional and architectural decisions across the primary internal stakeholders to ensure that the enterprise architecture addresses customers’ needs.
The presenter has implemented numerous EA governance organizations. As part of a major pharmaceutical distribution company’s corporate-wide SOA adoption program, he adapted the basic governance frameworks such as TOGAF to the organization and the objectives of the SOA adoption program. This session will examine the processes that were used to create an EA Governance organization at a major energy company and lessons learned at this company, as well as at other organizations.
Enterprise Architecture Governance: A Framework for Successful BusinessNathaniel Palmer
Enterprise Architectures play an important role supporting business transformation initiatives. Enterprise Architecture Governance (EAG) provides a structure for defining relevant strategies and compliance processes. This Level 3 Communications case study presents a detailed framework composed of three essential components of EAG:
1) Organizational Accountability must be clearly defi ned for all EAG aspects, and executive sponsorship is essential. Level 3 formed an executive steering committee with broad representation, preventing EAG from becoming an IT-only initiative.
2) Strategy Defi nition provides the roadmap for business transformation initiatives. Architectural guiding principles defi ne values and offer input into strategies, end states define where the company is going, and roadmaps document how to get there from.
3) Compliance Processes ensure that development initiatives are in alignment with the strategic direction. Level 3 has created a framework that gives each development initiative an architecture rating that indicates its compliance level.
Making your metadata governance program for unstructured content sustainableAlix Kneifel
This session will present governance problems and strategies, along with a set of tools to help you evaluate your metadata governance program or get it back on track. Presented at DGIQ conference, June 2012.
A Practical GuidetoFederal Enterprise ArchitectureCh.docxevonnehoggarth79783
A Practical Guide
to
Federal Enterprise Architecture
Chief Information Officer Council
Version 1.0
February 2001
iii
February 2001
Preface
An enterprise architecture (EA) establishes the Agency-wide roadmap to achieve an Agency�s mission
through optimal performance of its core business processes within an efficient information technology
(IT) environment. Simply stated, enterprise architectures are �blueprints� for systematically and
completely defining an organization�s current (baseline) or desired (target) environment. Enterprise
architectures are essential for evolving information systems and developing new systems that optimize
their mission value. This is accomplished in logical or business terms (e.g., mission, business functions,
information flows, and systems environments) and technical terms (e.g., software, hardware,
communications), and includes a Sequencing Plan for transitioning from the baseline environment to the
target environment.
If defined, maintained, and implemented effectively, these institutional blueprints assist in optimizing the
interdependencies and interrelationships among an organization�s business operations and the underlying
IT that support operations. The experience of the Office of Management and Budget (OMB) and General
Accounting Office (GAO) has shown that without a complete and enforced EA, federal agencies run the
risk of buying and building systems that are duplicative, incompatible, and unnecessarily costly to
maintain and integrate.
For EAs to be useful and provide business value, their development, maintenance, and implementation
should be managed effectively. This step-by-step process guide is intended to assist agencies in defining,
maintaining, and implementing EAs by providing a disciplined and rigorous approach to EA life cycle
management. It describes major EA program management areas, beginning with suggested
organizational structure and management controls, a process for development of a baseline and target
architecture, and development of a sequencing plan. The guide also describes EA maintenance and
implementation, as well as oversight and control. Collectively, these areas provide a recommended
model for effective EA management.
Background
Reflecting the general consensus in industry that large, complex systems development and acquisition
efforts should be guided by explicit EAs, Congress required Federal Agency Chief Information Officers
to develop, maintain, and facilitate integrated systems architectures with the passage of the Clinger-Cohen
Act1in 1996. Additionally, OMB has issued guidance that requires agency information systems
investments to be consistent with Federal, Agency, and bureau architectures. Other OMB guidance
provides for the content of Agency enterprise architectures.2 Similarly, the Chief Information Officer
Council, the Department of the Treasury, the National Institute of Standards Technology (NIST), and
GAO, have developed architecture fram.
A presentation delivered to the Open Innovation and Access to Resources programme of work funded by JISC BCE. The aim of the presentation was to ensure projects evidenced the benefits, impact, and change derived from their projects.
Presentation given by Wilbert Kraan at the second JISC Emerging Practices workshop (2012/07/03). Provides a basic overview of ArchiMate.
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop-2/
Presentation given by David Rose at the second JISC Emerging Practices workshop (2012/07/03). Provides a basic introduction to Enterprise Architecture.
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop-2/
Wilbert Kraan provides a brief intorduction to EA Modelling.
Presented at the first JISC Emerging Practices workshop (2012/07/03).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop-2/
Presentation given by David Rose at the second JISC Emerging Practices workshop (2012/07/03).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop-2/
Lucy Nelson provides an overview of her experience, of adopting Enterprise Architect at UCLan.
Presented at the second JISC Emerging Practices workshop (2012/07/03).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop-2/
This presentation was given at a JISC Organisation & User Technologies wider team meeting. It gives the current thinking and perspective of Andrew Stewart with regards to evidencing change and the impact of JISC funded projects. These ideas have not been agreed across JISC but are being trialled on the JISC Transformations Programme and a sub set of the JISC BCE Programme.
Ian Anderson (Coventry University) provided an overview of Coventry's experiences so far with enterprise architecture.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
David Rose provided an overview of how best to engage colleagues in applying Enterprise Architecture across an organisation.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
David Rose provided an overview of the Benefits associated with Enterprise Architecture.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
Wilbert Kraan introduces Archimate and Enterprise Architecture modelling.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
Myles Danson introduced the Emerging Practices Enterprise Architecture (EA) workshop before David Rose provided a refresher session on EA.
Presented at the first JISC Emerging Practices workshop (2012/03/29).
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Sectors of the Indian Economy - Class 10 Study Notes pdf
EA Governance
1. Enterprise Architecture
Enabling Business Change
Management Themes:
Governance
David Rose
29 March 2012
(with thanks to John Townsend, LJMU; Patrick O’Reilly; Bolton; Luke Taylor, Bristol)
http://emergingpractices.jiscinvolve.org
2. IT Governance
IT governance: Specifying the decision rights
and accountability framework to encourage
desirable behaviour in the use of IT.
(Weill and Ross, 2004, IT Governance, HBSP)
11/12/09 EA Workshop Governance 29 March 2012: slide 2
3. IT Governance
IT governance: How Top Performers Manage
IT Decision Rights for Superior results
(Weill and Ross, 2004, IT Governance, HBSP)
11/12/09 EA Workshop Governance 29 March 2012: slide 3
4. Key IT Governance Decisions
IT Principles Decisions
High-level statements about how IT is used in the business
IT Architecture IT Infrastructure IT Investment and
Decisions Decisions Prioritisation decisions
Organising logic for data, Centrally co-ordinated, shared Decisions about how much
applications, and infrastruc- IT services that provide the and where to invest in IT,
foundation for the enterprise’s including project approvals
ture captured in a set of
IT capability. and justification techniques.
policies, relationships, and
technical choices to achieve Business Applications
desired business and Needs
technical standardisation Specifying the business need
And integration for purchasing or internally
developed IT applications.
(Weill and Ross, 2004, IT Governance, HBSP)
11/12/09 EA Workshop Governance 29 March 2012: slide 4
5. Information Principles*
Information is a valuable shared institutional resource and must be managed appropriately
throughout its lifetime.
Information shall be available to those who need it (ideally ‘anytime, anywhere, and
anyhow’) subject to security and acceptable use policies.
University information must be trustworthy (relevant, accurate, timely, secure)
All members of the University community are personally responsible for managing the
information they create and use.
Information management adds value to the University community.
The status of information sources (e.g. definitive/primary, derived/secondary) must be
clearly defined and only definitive/primary sources updated.
Information management must comply with external statutory and regulatory
requirements.
Information management principles inform IT principles.
There is a common vocabulary and data definition.
The University is responsible for assisting staff to work in the most effective ways possible.
University of Wisconsin-Madison Architecture Principles
11/12/09 EA Workshop Governance 29 March 2012: slide 5
6. IT Governance Archetypes
STYLE Who Has Decision or Input Rights?
Business A group of business executives or individual executives (CxOs). Includes
Monarchy committees of senior business executives (may include (CIO), excludes
IT executives acting independently.
IT Monarchy Individuals or groups of IT executives.
Feudal Business unit leaders, key process owners or their delegates.
Federal C-level executives and business groups (eg business units or processes);
may also include IT executives as additional participants. Equivalent of the
central and state governments working together.
IT Duopoly IT executives and one other group (e.g. CxO or business unit or process
leaders).
Anarchy Each individual user.
(Weill and Ross, 2004, IT Governance, HBSP)
11/12/09 EA Workshop Governance 29 March 2012: slide 6
7. LJMU Federal Governance Model
Monitoring Information Architecture
Compliance Management Principles
Review Steering Group
Business Membership
Infrastructure
Business
Applications IT
Needs Membership
Development
IT Steering Group
Programme
Business Membership
‘Doing Business Membership
EA’ Benefits Investment & prioritisation
Methodology : MSP Methodology : ITIL
11/12/09 EA Workshop Governance 29 March 2012: slide 7
8. Bolton
‘Governance by Stealth’
11/12/09 EA Workshop Governance 29 March 2012: slide 8
9. Bristol Governance Structure
CONSULTATION BODIES
STRATEGIC PROGRAMME
BOARD
UPARC (VCAG)
* Programme
PORTFOLIO EXECUTIVE
Senior Users Management
DP (Chair)
Senior Suppliers +
AN/GG/LH/AWP/DC/HG/TP/CN
Support
Management Education
ICT HR Research Finance Estates
Information Development ICT
Prgm Prgm Prgm Prgm Prgm
Prgm Prgm
11/12/09 EA Workshop Governance 29 March 2012: slide 9
10. Questions
• How ‘EA ready’ is your institution’s
information governance set up?
• How does this impact your aims in ‘doing EA’
on projects and programmes?
11/12/09 EA Workshop Governance 29 March 2012: slide 10
Editor's Notes
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12/11/09 Here the ISSG has completed its work & handed over to the IMSG. I think it’s important that we talk about Information Management rather than Strategy as I see a key role of this group as owning the whole space & therefore reviewing/monitoring how we’re doing in terms of managing information in a way that supports the strategy, management & operation of the organisation. To be honest, you could just as well talk about Process as Information management, but I think we’re best coming at it from the information end. IMSG membership? Chair – unknown! The ISA Project could certainly handover to it, & again the usual CIS suspects should definitely be there. Further expanding the monitoring idea – the group would receive periodic reports from ITSG & SDPB on service and programme/project delivery and would review performance in these areas. I see the ITSG very much as being responsible for the ICT service (& the kind of service KPIs Deloittes have talked about could come in here), & ITIL could be useful here, & SDPB as being responsible for development, already following the Programme Management approach. Probably as discussed meet a couple of times a year. Still see the investment/prioritisation bit as being shared between ITSG (service investment) and SDPB (development investment) – the lines will be blurred but roughly that. & last point – personally don’t see the dependence on the CIS leadership as the glue in all this as a problem – might be a bit messy, but bound to come down to people anyway, & I think effort to produce a ‘perfect’ solution would be effort wasted – will always be messy anyway.