The document introduces an Enterprise Architecture Registry that aims to establish enterprise architecture as a profession. The Registry would consolidate information on practitioners' qualifications, skills, and experience to ensure transparency and promote trust. It seeks to address issues like the lack of consistency among practitioners and a central place to find qualified professionals. The Registry would capture practitioners' accomplishments, like education, experience, certifications, and ethics affirmations, to validate their professional status and career journey in enterprise architecture.
Slides from a webinar October 2021.
This webinar tells the story of Earnestine from starting her new job as an Enterprise Architect to having set up an impactful collaborative Enterprise Architecture (EA) practice that spans the whole company. Using this story, recurring Enterprise Design Patterns, typical blockers and proven solution strategies are presented in an easy-to-understand way.
You will learn:
- How to set up a continuous, collaborative EA process?
- How to build the relationships with the many stakeholders?
- How do you get the management support you need?
- Which EA maps and tools are valuable in which context?
- How to integrate EA with multi-project management and corporate strategy?
Earnestine is a senior enterprise architect at X Railways who is tasked with managing the company's application portfolio and reducing IT complexity. In the first chapters, she explores the existing business structures, terminology, processes and application landscape to understand existing weaknesses. She realizes inconsistent terminology and lack of understanding of dependencies have led to issues. Earnestine talks to seasoned experts and project managers to understand politics and opportunities. In later chapters, she works to establish governance boards and a collaborative design process to facilitate negotiations and challenge existing structures in a safe space. Her goal is to design the organization and IT together while considering politics.
Sample Report: Approach to
1. Assessment of IT Process
2. Assessment of Architecture Function, Enterprise Architecture, TDA (Design Authority)
3. IT Strategy, Technology Strategy Management
Odile is an organisation designer working with Intersection Railways to help redesign their organisation. In the first chapter, she assesses the current organisation and finds a fragmented design community and lack of collaboration. In chapter 2, she works to unite disciplines and develop a governance framework to oversee design. Chapter 3 describes her presentation of findings to executives and gaining support. Chapter 4 discusses planning the detailed design. Finally, in chapter 5 Odile reflects on progress made in establishing an integrated co-design process and new role at Intersection Railways.
The document outlines a proposed 6-month "Bangkok Beta" pilot program to prototype strategies for building Thailand's digital economy and tech startup ecosystem. It would assemble a dream team to research and implement proven "low hanging fruit" solutions over 4 months, with an initial 1-month planning period and 1-month wrap-up period. A 3-day design lab with an advisory panel would deeply dive into 5 key challenges, and small diversified groups would tackle each challenge. The goal is to test drive solutions, engage stakeholders, and keep momentum going to successfully launch Thailand 3.0.
How to Ride an Elephant in Digital TimesWolfgang Göbl
Let’s look back four years and remember what consultants predicted for the digitally transformed future of companies. Expectations were high, a bright, technology optimistic future was drawn in vivid colors – self-driving cars, disrupted businesses, AI automates all backoffice processes, etc. etc. And now – let’s compare this to the reality of enterprises of the old economy – yes, companies have run punctual innovation initiatives, banks have modernized their mobile payment apps . But substantially? Nothing has “transformed”! Digital transformation of the old economy is happening at a much slower pace than expected. So, the question is: why? Why are big companies still around without having changed their business models substantially?
Slides from a webinar October 2021.
This webinar tells the story of Earnestine from starting her new job as an Enterprise Architect to having set up an impactful collaborative Enterprise Architecture (EA) practice that spans the whole company. Using this story, recurring Enterprise Design Patterns, typical blockers and proven solution strategies are presented in an easy-to-understand way.
You will learn:
- How to set up a continuous, collaborative EA process?
- How to build the relationships with the many stakeholders?
- How do you get the management support you need?
- Which EA maps and tools are valuable in which context?
- How to integrate EA with multi-project management and corporate strategy?
Earnestine is a senior enterprise architect at X Railways who is tasked with managing the company's application portfolio and reducing IT complexity. In the first chapters, she explores the existing business structures, terminology, processes and application landscape to understand existing weaknesses. She realizes inconsistent terminology and lack of understanding of dependencies have led to issues. Earnestine talks to seasoned experts and project managers to understand politics and opportunities. In later chapters, she works to establish governance boards and a collaborative design process to facilitate negotiations and challenge existing structures in a safe space. Her goal is to design the organization and IT together while considering politics.
Sample Report: Approach to
1. Assessment of IT Process
2. Assessment of Architecture Function, Enterprise Architecture, TDA (Design Authority)
3. IT Strategy, Technology Strategy Management
Odile is an organisation designer working with Intersection Railways to help redesign their organisation. In the first chapter, she assesses the current organisation and finds a fragmented design community and lack of collaboration. In chapter 2, she works to unite disciplines and develop a governance framework to oversee design. Chapter 3 describes her presentation of findings to executives and gaining support. Chapter 4 discusses planning the detailed design. Finally, in chapter 5 Odile reflects on progress made in establishing an integrated co-design process and new role at Intersection Railways.
The document outlines a proposed 6-month "Bangkok Beta" pilot program to prototype strategies for building Thailand's digital economy and tech startup ecosystem. It would assemble a dream team to research and implement proven "low hanging fruit" solutions over 4 months, with an initial 1-month planning period and 1-month wrap-up period. A 3-day design lab with an advisory panel would deeply dive into 5 key challenges, and small diversified groups would tackle each challenge. The goal is to test drive solutions, engage stakeholders, and keep momentum going to successfully launch Thailand 3.0.
How to Ride an Elephant in Digital TimesWolfgang Göbl
Let’s look back four years and remember what consultants predicted for the digitally transformed future of companies. Expectations were high, a bright, technology optimistic future was drawn in vivid colors – self-driving cars, disrupted businesses, AI automates all backoffice processes, etc. etc. And now – let’s compare this to the reality of enterprises of the old economy – yes, companies have run punctual innovation initiatives, banks have modernized their mobile payment apps . But substantially? Nothing has “transformed”! Digital transformation of the old economy is happening at a much slower pace than expected. So, the question is: why? Why are big companies still around without having changed their business models substantially?
Presentation I gave on August 24th, 2011 in Bangkok at the ITARC Thailand 2011: Business Agility with Enterprise Architecture conference.
Intention is to refocus Architecture towards delivering customer value, talk a bit about where things stand today, and introduce the concept of Domain Context Interaction.
A great deal of this content comes from papers and podcasts published by James Coplien on the subject. The last slide has some useful references to follow up on.
This document discusses how business analysis can be extended with enterprise design. It defines business analysis and enterprise design, noting how enterprise design applies a holistic, systemic approach to innovation and transformation. It maps some of the techniques in the BABOK framework to aspects of the Enterprise Design framework, showing areas of overlap between the practices. It also outlines when a combined approach would be useful, such as for addressing complex, system-wide challenges. The document recommends ways to blend the BABOK with the Enterprise Design framework in practice using tools like the Enterprise Design stack, scan, sprints, and system.
ExistBI case study of MircoStrategy consulting for leading industry broker Riverstone. Riverstone required ExistBI's experts to complete a complex migration project from Oracle Discover to MircoStrategy. The company also requested UK based resources to deliver the engagement onsite in London and Brighton. Have a look at this case study as an example of ExistBIs consulting capabilities.
For more information contact us at www.existbi.com
Leadership and Culture in Technology CompaniesAbigail Clayton
This document discusses future leadership and people challenges in technology organizations. It identifies that all companies will become technology companies and highlights challenges such as managing the pace of change, disruptors challenging the status quo, and the rise of gig workers. It proposes solutions such as leaders being more accessible, adopting agile strategies, helping organizations collaborate, allowing remote work, and focusing on outcomes over hours worked. It also recommends creating an agile culture through values, leadership development, recognizing ideas, and facilitating virtual teams.
Everyone says they're doing it. Everyone thinks they're the best at it. And yet... nobody knows what it actually means, but they're all making the same fundamental mistakes.
What can we expect to happen to services and design in the next 10 years? In this presentation, our head of Insight, Marzia Arico, explores four drivers of change that will significantly impact services and design in the future. #SDGC17
Tech companies and technologists need to own building responsible AI. However the majority of documents and guidelines are still at the policy and B2B level, rather than at the practitioner level. This talk aims to start bridging that gap and provide ML practitioners and leaders with some tools to inject ethical considerations into their day-to-day process.
Learning Journeys from Singapore to the WorldNUS-ISS
The Covid-19 pandemic has brought about unprecedented changes in the global economies. It has also defined a new normal as to how we learn, develop talent to equip ourselves with the skills and competencies for Digital Economy and be better prepared for potential disruptions in the future. We believe an outcome-based learning approach is the fastest way to achieve this objective.
In this session, we will share our readiness to deliver learning journeys via digital platforms beyond Singapore.
In addition, we will also share our outcome-based learning journeys and applied research initiatives for public sector focus areas of digital government transformation, public service innovation, citizen engagement and smart nation.
NeerInfo Solution Private Limited (NIS) was founded in 2005 in Noida, India to provide end-to-end human resource solutions. NIS has offices in Noida, Mumbai, and Singapore, and plans to open additional offices in Bangalore and Kolkata. The company offers HR consulting services and operates an e-learning franchise. NIS works with major clients across industries such as IT, FMCG, finance, pharmaceuticals, and manufacturing.
The company's IT recruitment services focus on staffing roles such as developers, analysts, testers, architects, and project managers. NIS sources candidates through job portals, social networking, and references. The recruitment process involves sourcing candidates
2012 02-08 - virksomhetsarkitektur som verktøy for innovasjonFrancis D'Silva
1. The document discusses how enterprise architecture can be used as a tool to drive innovation in organizations. It argues that enterprise architecture is not just about IT, but understanding how the enterprise operates as a whole.
2. It notes that historically IT has focused on reducing costs rather than generating revenue, but IT is increasingly about information and technology. There are three ways for organizations to create value: by producing products, solving problems, or enabling transactions.
3. Understanding the enterprise from the perspective of all its constituents, its offerings and outcomes, capabilities and systems, and objectives is critical for enterprise architecture. Architecture helps explain complexity and remove artificial complexity.
This document provides information on Six Degrees, an Australian executive search and talent consulting firm established in 2004. It summarizes Six Degrees' areas of expertise which include permanent and contract recruitment across a wide range of industries, with a focus on engineering, operations, and project management roles. The document also outlines Six Degrees' methodology, which involves rigorous research and a network of over 45,000 professionals to identify talent.
The document discusses the need for new organizational structures and leadership approaches in 21st century companies. It argues that traditional hierarchical and divisional structures are no longer optimal, and that small, coordinated agile teams, peer-to-peer knowledge sharing, and a network structure work better. It also discusses alternative organizational models like Holacracy and Sociocracy, as well as characteristics of 21st century companies like decentralized, adaptive structures and a culture of innovation, collaboration, and agility. The roles of modern leaders are described as managing complexity, acting as customer advocates, and nurturing social networks.
Iasa conf2016 experimenting with digital architecture - slide sharePaddy Baxter
Digital architecture refers to the design of complex systems that tightly integrate people, processes, and digital technology to deliver value. There is no single agreed upon definition, as it is a new concept. Experimentation is important when exploring new challenges like digital architecture, as defined by Tom Graves. The document discusses balancing demand and supply through service design and digital translation between different roles.
neXt Curve: The Way of The Intercepting BusinessLeonard Lee
This document is a presentation by neXt Curve, a consulting and venture capital firm focused on advising others on building a better digital future. The presentation discusses how organizations need to adapt to increasing industry digitization and the accelerating pace of change by becoming "alpha organizations" with the key disciplines of being innovative, efficient, adaptable, agile, and competitive. It addresses three topics: the need for organizations to be flexible and efficient like water, what defines an alpha organization, and how organizations need to get comfortable with constant change. The presentation encourages attendees to learn more by visiting neXt Curve's website or contacting the company directly.
This document summarizes the history and services of ZBJ Network Inc., an outsourcing marketplace founded in China in 2006. It established similar marketplaces in Southeast Asia called ZomWork.com in 2011 and 2017. The company has received series A, B, and C funding totaling over $500 million from investors. It connects small and medium-sized businesses with freelance professionals to deliver projects in areas such as design, development, marketing and business services.
This document provides information about an engineering company that specializes in delivering digital experiences for retail financial services clients across 12 countries. It offers user experience strategy and design, front-end interface development across various platforms like native, hybrid, HTML5 and wearables. It also provides API and middleware servicing, QA automation and security, DevOps infrastructure support, and solution consulting. The company has over 12 years of experience working with over 35 brokerages and 5 banks.
This document summarizes a presentation about empowering employees, project managers, and PMOs with agile tools to improve governance and performance. The presentation discusses how Microsoft tools like Project, Teams, To Do, and Planner can be used across different project types and industries. It also outlines Microsoft's teamwork environment and how tools like Project Online provide benefits like visibility for decision making, a central project list, shared resource pooling, personal time tracking, and project-specific workspaces.
NRI launches Jobsite Tech Group to address the increasing technology demands at construction sites. Jobsite Tech Group will assist organizations in the AEC industry with adopting new technology, processes, and solutions to improve efficiency, collaboration, and coordination. It is led by Ron Perkins and backed by investors including VIMtrek, whose president Arol Wolford will provide innovative leadership. Jobsite Tech Group will work with technology providers like Autodesk, Hewlett Packard, and EarthCam to deliver solutions tailored for jobsite demands.
Elevate your UX Team to Superhero Status: Forge a Guild!UXPA Boston
The document discusses forming a UX Guild to scale UX work without increasing headcount. A UX Guild involves empowering developers and QA engineers to take on smaller UX tasks like UI changes and text updates. It provides examples of how Spotify and Veracode have implemented successful UX Guilds, including training developers, defining responsibilities, and holding monthly meetings to develop members' UX skills. While initial participation was low, adjustments like making meetings more relevant have improved the model over time.
Jaap Schekkerman S O A Enterprise Arch S TyleSOA Symposium
This document provides an agenda for a presentation on services orientation as an enterprise architectural style. The presentation will cover an introduction of the speaker, Jaap Schekkerman, an overview of services orientation as an enterprise architectural style, examples from Geek & Poke's experiences with SOA, why many SOA projects fail and why some succeed, and critical success factors for SOA. The agenda also includes sections on trends in enterprise architecture, the changing nature of IT styles over time, how enterprise architecture relates to solution architecture, and characteristics that distinguish services orientation.
Presentation I gave on August 24th, 2011 in Bangkok at the ITARC Thailand 2011: Business Agility with Enterprise Architecture conference.
Intention is to refocus Architecture towards delivering customer value, talk a bit about where things stand today, and introduce the concept of Domain Context Interaction.
A great deal of this content comes from papers and podcasts published by James Coplien on the subject. The last slide has some useful references to follow up on.
This document discusses how business analysis can be extended with enterprise design. It defines business analysis and enterprise design, noting how enterprise design applies a holistic, systemic approach to innovation and transformation. It maps some of the techniques in the BABOK framework to aspects of the Enterprise Design framework, showing areas of overlap between the practices. It also outlines when a combined approach would be useful, such as for addressing complex, system-wide challenges. The document recommends ways to blend the BABOK with the Enterprise Design framework in practice using tools like the Enterprise Design stack, scan, sprints, and system.
ExistBI case study of MircoStrategy consulting for leading industry broker Riverstone. Riverstone required ExistBI's experts to complete a complex migration project from Oracle Discover to MircoStrategy. The company also requested UK based resources to deliver the engagement onsite in London and Brighton. Have a look at this case study as an example of ExistBIs consulting capabilities.
For more information contact us at www.existbi.com
Leadership and Culture in Technology CompaniesAbigail Clayton
This document discusses future leadership and people challenges in technology organizations. It identifies that all companies will become technology companies and highlights challenges such as managing the pace of change, disruptors challenging the status quo, and the rise of gig workers. It proposes solutions such as leaders being more accessible, adopting agile strategies, helping organizations collaborate, allowing remote work, and focusing on outcomes over hours worked. It also recommends creating an agile culture through values, leadership development, recognizing ideas, and facilitating virtual teams.
Everyone says they're doing it. Everyone thinks they're the best at it. And yet... nobody knows what it actually means, but they're all making the same fundamental mistakes.
What can we expect to happen to services and design in the next 10 years? In this presentation, our head of Insight, Marzia Arico, explores four drivers of change that will significantly impact services and design in the future. #SDGC17
Tech companies and technologists need to own building responsible AI. However the majority of documents and guidelines are still at the policy and B2B level, rather than at the practitioner level. This talk aims to start bridging that gap and provide ML practitioners and leaders with some tools to inject ethical considerations into their day-to-day process.
Learning Journeys from Singapore to the WorldNUS-ISS
The Covid-19 pandemic has brought about unprecedented changes in the global economies. It has also defined a new normal as to how we learn, develop talent to equip ourselves with the skills and competencies for Digital Economy and be better prepared for potential disruptions in the future. We believe an outcome-based learning approach is the fastest way to achieve this objective.
In this session, we will share our readiness to deliver learning journeys via digital platforms beyond Singapore.
In addition, we will also share our outcome-based learning journeys and applied research initiatives for public sector focus areas of digital government transformation, public service innovation, citizen engagement and smart nation.
NeerInfo Solution Private Limited (NIS) was founded in 2005 in Noida, India to provide end-to-end human resource solutions. NIS has offices in Noida, Mumbai, and Singapore, and plans to open additional offices in Bangalore and Kolkata. The company offers HR consulting services and operates an e-learning franchise. NIS works with major clients across industries such as IT, FMCG, finance, pharmaceuticals, and manufacturing.
The company's IT recruitment services focus on staffing roles such as developers, analysts, testers, architects, and project managers. NIS sources candidates through job portals, social networking, and references. The recruitment process involves sourcing candidates
2012 02-08 - virksomhetsarkitektur som verktøy for innovasjonFrancis D'Silva
1. The document discusses how enterprise architecture can be used as a tool to drive innovation in organizations. It argues that enterprise architecture is not just about IT, but understanding how the enterprise operates as a whole.
2. It notes that historically IT has focused on reducing costs rather than generating revenue, but IT is increasingly about information and technology. There are three ways for organizations to create value: by producing products, solving problems, or enabling transactions.
3. Understanding the enterprise from the perspective of all its constituents, its offerings and outcomes, capabilities and systems, and objectives is critical for enterprise architecture. Architecture helps explain complexity and remove artificial complexity.
This document provides information on Six Degrees, an Australian executive search and talent consulting firm established in 2004. It summarizes Six Degrees' areas of expertise which include permanent and contract recruitment across a wide range of industries, with a focus on engineering, operations, and project management roles. The document also outlines Six Degrees' methodology, which involves rigorous research and a network of over 45,000 professionals to identify talent.
The document discusses the need for new organizational structures and leadership approaches in 21st century companies. It argues that traditional hierarchical and divisional structures are no longer optimal, and that small, coordinated agile teams, peer-to-peer knowledge sharing, and a network structure work better. It also discusses alternative organizational models like Holacracy and Sociocracy, as well as characteristics of 21st century companies like decentralized, adaptive structures and a culture of innovation, collaboration, and agility. The roles of modern leaders are described as managing complexity, acting as customer advocates, and nurturing social networks.
Iasa conf2016 experimenting with digital architecture - slide sharePaddy Baxter
Digital architecture refers to the design of complex systems that tightly integrate people, processes, and digital technology to deliver value. There is no single agreed upon definition, as it is a new concept. Experimentation is important when exploring new challenges like digital architecture, as defined by Tom Graves. The document discusses balancing demand and supply through service design and digital translation between different roles.
neXt Curve: The Way of The Intercepting BusinessLeonard Lee
This document is a presentation by neXt Curve, a consulting and venture capital firm focused on advising others on building a better digital future. The presentation discusses how organizations need to adapt to increasing industry digitization and the accelerating pace of change by becoming "alpha organizations" with the key disciplines of being innovative, efficient, adaptable, agile, and competitive. It addresses three topics: the need for organizations to be flexible and efficient like water, what defines an alpha organization, and how organizations need to get comfortable with constant change. The presentation encourages attendees to learn more by visiting neXt Curve's website or contacting the company directly.
This document summarizes the history and services of ZBJ Network Inc., an outsourcing marketplace founded in China in 2006. It established similar marketplaces in Southeast Asia called ZomWork.com in 2011 and 2017. The company has received series A, B, and C funding totaling over $500 million from investors. It connects small and medium-sized businesses with freelance professionals to deliver projects in areas such as design, development, marketing and business services.
This document provides information about an engineering company that specializes in delivering digital experiences for retail financial services clients across 12 countries. It offers user experience strategy and design, front-end interface development across various platforms like native, hybrid, HTML5 and wearables. It also provides API and middleware servicing, QA automation and security, DevOps infrastructure support, and solution consulting. The company has over 12 years of experience working with over 35 brokerages and 5 banks.
This document summarizes a presentation about empowering employees, project managers, and PMOs with agile tools to improve governance and performance. The presentation discusses how Microsoft tools like Project, Teams, To Do, and Planner can be used across different project types and industries. It also outlines Microsoft's teamwork environment and how tools like Project Online provide benefits like visibility for decision making, a central project list, shared resource pooling, personal time tracking, and project-specific workspaces.
NRI launches Jobsite Tech Group to address the increasing technology demands at construction sites. Jobsite Tech Group will assist organizations in the AEC industry with adopting new technology, processes, and solutions to improve efficiency, collaboration, and coordination. It is led by Ron Perkins and backed by investors including VIMtrek, whose president Arol Wolford will provide innovative leadership. Jobsite Tech Group will work with technology providers like Autodesk, Hewlett Packard, and EarthCam to deliver solutions tailored for jobsite demands.
Elevate your UX Team to Superhero Status: Forge a Guild!UXPA Boston
The document discusses forming a UX Guild to scale UX work without increasing headcount. A UX Guild involves empowering developers and QA engineers to take on smaller UX tasks like UI changes and text updates. It provides examples of how Spotify and Veracode have implemented successful UX Guilds, including training developers, defining responsibilities, and holding monthly meetings to develop members' UX skills. While initial participation was low, adjustments like making meetings more relevant have improved the model over time.
Jaap Schekkerman S O A Enterprise Arch S TyleSOA Symposium
This document provides an agenda for a presentation on services orientation as an enterprise architectural style. The presentation will cover an introduction of the speaker, Jaap Schekkerman, an overview of services orientation as an enterprise architectural style, examples from Geek & Poke's experiences with SOA, why many SOA projects fail and why some succeed, and critical success factors for SOA. The agenda also includes sections on trends in enterprise architecture, the changing nature of IT styles over time, how enterprise architecture relates to solution architecture, and characteristics that distinguish services orientation.
This resume summarizes Carl Barnes' 21+ years of experience in the IT industry spanning applications development, solution architecture, enterprise application integration, business analysis, and strategic consultancy. Some of his key experiences include leading an Enterprise Architecture practice, facilitating enterprise strategies, establishing EA capabilities, and integrating enterprise systems. He has worked with clients across various sectors helping them solve business problems through enterprise architecture.
Enterprise Architecture is analogous to urban planning for an organization. It involves taking a holistic and future-looking approach to strategically plan and analyze an enterprise in order to efficiently govern projects, services, standards, and growth. Key activities of Enterprise Architecture include identifying interdependencies, innovating and showcasing new technologies, architecting enterprise-wide solutions, and establishing standards and governance processes. Governance is critical for a successful Enterprise Architecture, with governance frameworks and councils guiding strategic planning, architecture, and project development.
Version 1 is Ireland's leading IT consulting and outsourced managed services company, established in 1996. It has 330 IT professionals across offices in Dublin, Cork, and Belfast serving clients in all industry sectors. The document provides details on Version 1's mission, sectors served, partnerships, areas of expertise including Microsoft and Oracle, technology partners, hiring process, benefits offered to employees, and contact information.
Join us September 6 (register at http://clearedjobs.net/cleared-jobfairs) at the Waterford in Springfield, VA, to meet with cleared facilities employers, have your resume reviewed and attend Career Seminars. The Job Seeker Handbook contains a listing of all employers and the cleared jobs they will be seeking to fill at the Cleared Job Fair. An active or current security clearance is required to attend.
Costco open group - mumbai presentation finalShrikant Palkar
The document summarizes key information about Costco Wholesale, including that it is a membership-based retailer with over $100 billion in annual sales across 618 warehouses globally. It also discusses Costco's ongoing technology modernization and business transformation efforts to move from legacy systems to more distributed, nimble architectures and enable business innovation. Some challenges mentioned are building EA competency, aligning existing projects, and selecting the right tools.
Obelisk is a global knowledge partner that provides architecture and construction support services. It was founded in 2008 and has offices in India and the US. Obelisk delivers cost-effective BIM support, CAD drafting, and other services to help architecture and engineering firms maximize efficiency and revenue. Its experienced team and competitive hourly rates provide significant cost savings compared to in-house resources.
Gateway Technolabs is an ISO 9001-2008 and ISO 27001:2005 certified company with over 800 projects and 15 years of experience. It has over 80 Oracle professionals and a large pool of over 1,400 qualified professionals. Gateway provides Oracle consulting, implementation, customization, support and migration services for modules like ERP, CRM, BI and cloud computing. It delivers projects using flexible engagement models with a focus on customer centricity, repeat business, and presence in over 30 countries. Case studies showcase successful Oracle ERP implementations, upgrades and CRM projects for clients across various industries delivering benefits like improved processes, reporting and cost savings.
The enterprise architecture group responded to business pressures by proposing a new technology-enabled business platform. However, initial plans focused too much on technology and lacked business alignment. This led to confusion and rising costs. The greatest IT problem was determined to be managing people's expectations. A new strategic approach was developed that focused on the business problem of enabling innovation. This included crafting a mission, vision, and goals and performing a gap analysis to better understand requirements.
This document provides information about an upcoming event hosted by Iasa, including an agenda with presentations on architecture topics, information about Iasa as an organization for enterprise architects, and details on certification opportunities through Iasa including the CITA program. The event will include lightening talks on architecture, a networking session, and close with information on how to get involved with Iasa activities and certification.
The document discusses establishing an effective enterprise architecture (EA) organization by applying change management discipline. It recommends starting with a demand-driven focus on real business problems, piloting EA capabilities on a small scale before expanding, and weaving organizational change management practices throughout the EA organization from the start to maximize value and minimize resistance to changes. Applying these approaches can help avoid common pitfalls like analysis paralysis, lack of adoption, and failure to realize the benefits of EA.
The document discusses establishing a service factory to produce shared services. It provides an overview of key concepts of a service factory including:
- Using specialized tools and processes to develop services through repeatable and automated processes.
- Developing service families through frameworks, domain-specific languages, and mass customization techniques.
- Implementing governance policies and a software product line approach to manage commonality and variability across services.
The Role Of The Architect In Turbulent TimesDavid Chou
The document discusses the role of architects in turbulent times. It notes that architecture translates business needs into technical solutions. In hard economic times, the architect's role may split into areas like business analysis, project management, and domain-focused roles. Architects should focus on aligning architecture to business imperatives, optimizing existing assets, externalizing non-core functions, and consolidating redundancies. The architect must also look to the future by inventing new uses of technology, systematically scanning for trends, and co-creating the future with customers.
Enterprise Architecture .vs. Collection of Architectures in EnterpriseYan Zhao
The document discusses the differences between enterprise architecture (EA) and a collection of architectures in an enterprise. It argues that EA requires a top-down guidance framework to ensure the various architectures developed across an organization are coordinated and aligned. The key elements of an effective EA framework include a target vision, principles, governance, reference architectures, development approaches, and an evolution roadmap. The document also outlines the focus areas in each phase of the TOGAF architecture development method to help ensure successful adoption of EA in initiatives, programs and projects. Effective EA requires balancing top-down guidance with bottom-up flexibility for organic growth.
integrating agile in a waterfall world, a presentation from the PMI Global Congress, North America, 2011
To hear the audio go to whitewaterprojects.com
Presentation delivered at the Australia Architecture Forum (AAF) 24 Aug 2009 Syd and 26 Aug 2009 Mel
“Pragmatic Enterprise Architecture – The Modern Enterprise Architect”
How Enterprise Architecture can be used to create an ecosystem to meet broader business and technology outcomes and objectives for the new economy.
Key themes:
1. Major Trends in EA
2. Working in the New Business Climate
3. Hot Topics for EA
1. Introducing the …
Enterprise Architecture
Registry
“Building the Profession for Enterprise Architecture Practitioners”
2. Description of the Registry
“A consolidated platform for capturing an
Enterprise Architect’s portfolio of knowledge,
skills, and experience which has been
validated using a rigorous qualification
process to ensure truth, transparency, and
promote trust.”
CAEAP: Advocacy Body for The Public, The Practice, The Profession
Copyright @ 2010 Center for the Advancement of the Enterprise Architecture Profession. All rights reserved. 2
3. Key Challenges
• Enterprise Architecture (EA) Community is splintered
• No consistency amongst Enterprise Architecture practitioners
• Lack of identity and recognition of Enterprise Architecture practitioners
• Unclear value proposition for EAs amongst the public
• Enterprise Architecture Profession needs to be elevated & universally
aligned
• Enterprise Architecture services need to be more consistent to
engender trust
No central place to find qualified enterprise
architecture professionals
CAEAP: Advocacy Body for The Public, The Practice, The Profession
Copyright @ 2010 Center for the Advancement of the Enterprise Architecture Profession. All rights reserved. 3
4. Purpose of the Registry
A comprehensive set of services to support practitioner and
executive career goals:
Provides guideposts for practitioners who want to achieve
professional status
Promote individual achievement along the road to becoming
professional
Establishes a key structural element which supports the
profession of enterprise architecture
CAEAP: Advocacy Body for The Public, The Practice, The Profession
Copyright @ 2010 Center for the Advancement of the Enterprise Architecture Profession. All rights reserved. 4
5. Building Block for the Profession
The Registry captures and verifies the accomplishments for
enterprise architects on their pursuit towards achieving a
professional status.
Ethics
Experience
Examination
Education
CAEAP: Advocacy Body for The Public, The Practice, The Profession
Copyright @ 2010 Center for the Advancement of the Enterprise Architecture Profession. All rights reserved. 5
6. Vision for the Registry
The Registry is designed to capture, validate and promote:
Accomplishments Professional’s Career Journey
Reference Accountability Scope
Educational Positions
Executive Sign-off for the risk of the External
Enterprise Architect enterprise.
Examination
Chief Enterprise Sign-off on compliance for Internal
Architect solutions, vendors and
products
Experiences Enterprise Architect Sign-off for rationale, Solutions across domains
architectural decisions, and
alignment
Ethical Affirmations Enterprise Domain Sign-off on artifacts Business domain
Architect
Enterprise Architect Brief other architects on Specific technology or set of
Awards Specialist technical or practice area practices
CAEAP: Advocacy Body for The Public, The Practice, The Profession
Copyright @ 2010 Center for the Advancement of the Enterprise Architecture Profession. All rights reserved. 6
7. A Dashboard for Your Career Path
Education Examination Experience Ethics Enterprise Architecture Position
Executive Enterprise Architect
Chief Enterprise Architect
Sr. Enterprise Architect
Enterprise Architect *
Requirements Key * All Four Greens:
Fully Met - Call yourself a Registered Enterprise Architect Professional
- Validated to function in a position
Partially Met
- A unique number that identifies you as a professional
Not Met - Premier status and recognition in the industry
CAEAP: Advocacy Body for The Public, The Practice, The Profession
Copyright @ 2010 Center for the Advancement of the Enterprise Architecture Profession. All rights reserved. 7
8. A Profile for Your Accomplishments
• General Information • Experience with the Practice
• John Q. Public • Executive Enterprise Architect, 2007-Current, TTT Company, Banking, Reporting in to SVP
of Acquisitions
• Registered Enterprise Architect
• Chief Enterprise Architect, 2005-2007, DDD Company, Banking, Reporting in to SVP of IT
• Executive Enterprise Architect
• Chief Enterprise Architect, 2004-2005, FFF Consulting, various engagements
• GGG Company, May 2005-July 2005, Health, Reporting in to CEO
• ZZZ Company, May 2004-May 2005, Insurance, Reporting in to CIO
• Registration • Enterprise Architect, 2000-2004, HJK Company, Insurance, Reporting to Chief Enterprise
• Registered Enterprise Architect 2000 Architect
• Education • Service to Profession
• Professional Masters in Enterprise Architecture, • Volunteer to CAEAP 2009-Current
University of XXX 1990 • Contributed to Professional Practice Guide
• Bachelors in Business, Computer Science • Member of SIM
Minor, University of YYY 1987 • Special Interest Group on Enterprise Architecture
• Certifications • Service to the Public
• TOGAF v. 9 2009 • External Speaking Engagements
• Enterprise Architecture[DODAF] 2007 • External Trade Publications
• Certified Business Architect CBA 2004 • External Peer Publications
• Continuing Education • Case Studies (Portfolio and Professional Style)
• Seminar in Enterprise Architecture by Zachman • Large Insurance Company Initiative (link)
2002 • Large Bank Acquisition (link)
CAEAP: Advocacy Body for The Public, The Practice, The Profession
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9. Engaging Key Stakeholders
Organizations Education
Centers
Enterprise
Government Architecture
REA Community
Entities
Certification
Bodies Practitioners
CAEAP: Advocacy Body for The Public, The Practice, The Profession
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10. Benefits to Members
• Professional Promotion
• Provides a singular view of your portfolio of experience &
achievements
• Individual achievements publicized through monthly press release
and newsletter
• Career Planning
• A personal dashboard to monitor your career growth
• Public Visibility
• Trusted source for those who interact or engage enterprise
architects
• Trust and Stability
• Promotes a self-regulated profession
CAEAP: Advocacy Body for The Public, The Practice, The Profession
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11. Benefits to the Public & Profession
• For the Public
• Assure the public they’re dealing with a competent enterprise
architecture professional
• For the Profession
• Strengthen the identity
• Differentiation from other professions
• Establish consistency and relevance
CAEAP: Advocacy Body for The Public, The Practice, The Profession
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12. Action Roadmap
Registry Roadmap
Phase Category Phase Deliverables Phase I Phase II Phase III
Kickoff and Presentation
Establishing the Registry Framework
Initiate Council of Enterprise
1 Establish
Architecture Advisors *
Establish Communication Plan
Member Signup
Communication & Promotion
Expand Funding Model
2 Transition Initiate Member Qualification
Establish Partnerships
Begin Service Delivery
Ramp up Qualification Process
Expand Membership (Int’l)
3 Grow Expand Service Delivery
Expand Participatory Model
Drive Continuous Improvement
* Participatory Model referenced above
CAEAP: Advocacy Body for The Public, The Practice, The Profession
Copyright @ 2010 Center for the Advancement of the Enterprise Architecture Profession. All rights reserved. 12
13. Call for Participation
We require your support:
• Research Customer Needs
• Planning and Design
• Building the Registry Platform
• Funding & Sponsorship for the Registry
• Member Qualification Process & Review Board
Drop me your card or contact me, Jeffrey Wallk
jeffrey.wallk@gmail.com
CAEAP: Advocacy Body for The Public, The Practice, The Profession
Copyright @ 2010 Center for the Advancement of the Enterprise Architecture Profession. All rights reserved. 13