Master Plan and Notional Target Architecture
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Master plan and notional Target Architecture inherit the top down and vertical architecture theory from traditional architecture development method. It is the first architecture theory among the Light Enterprise Architecture concept of vertical, horizontal and circular architecture theory. LEA takes the light approach to conduct master plan and the notional target architecture because it is futile to design a frozen blueprint in an organic enterprise. LEA adopt the ideal of master planning comes from city planning. Master plan and notional target architecture represent the construct and the notion of enterprise target architect. However, it serve as the mean of Enterprise Architecture rather than the end. EA is not only about drawing some high level architecture drawings. It is long term guideline not only for the enterprise mechanical architecture but also used to facilitate collaboration and knowledge sharing. It is intended for both business and engineering community. It shows how business take advantage of different resources which include not only IT but also human and financial resources. It is not intended as the guideline on how to design or create these resources. EA should not be confused as the enterprise wide solution architecture. Master plan and notional architecture is delivered in architecture drawing sets and spread sheet for the purpose of intuitive and comprehension by the business community. The notional architecture drawing is not as rigid a the engineering blueprint, It is flexible and creative.
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This document discusses the design of a sustainable neighborhood according to smart growth principles. It includes plans for green spaces, pedestrian access, and residential and commercial buildings arranged in layers with varying densities and services. 3D renderings and images show the layout and skyline of the proposed 80-hectare development area.
Neighbourhood Planning Overview - North West Young Planners March 2014
The document discusses neighbourhood planning in the UK. It provides an overview of what neighbourhood planning is, including that it gives communities power to create local planning policies and grants planning permission. It also notes neighbourhood planning provides responsibilities to meet local needs and support growth, and financial investment through the Community Infrastructure Levy. Statistics are presented on the growing number of designated neighbourhood plan areas and successful referendums. Examples of neighbourhood plans from different communities in the UK are highlighted.
Neighbourhood Planning October 2014
This document discusses neighbourhood planning in the UK. Neighbourhood planning allows communities to create development plans for their local areas. These plans, once approved, become part of the local development plan. The movement for neighbourhood planning is growing, with over 1,000 areas designated and 25 plans approved through referendum. Support is available to help communities develop neighbourhood plans, including financial support of up to £30,000 per local authority. Neighbourhood planning gives communities power to influence local development and protect green spaces.
Neighbourhood Planning: The National Picture
The document discusses neighbourhood planning in the UK. It provides quotes from community members who see neighbourhood planning as a way to have more input in local decisions. Statistics are presented showing high levels of community engagement and support for neighbourhood plans that give local residents a voice in planning issues like housing, employment, and green spaces. The process can empower communities and lead to further local initiatives and improved community relations. National policies aim to further support and simplify neighbourhood planning.
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This document provides an overview of neighbourhood planning in the UK, including:
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4. Details on the resources and support available to communities undertaking neighbourhood planning.
Neighbourhood Planning: The National Picture
The latest update on neighbourhood planning progress, process and the opportunities afforded by the policy.
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This presentation explores a fifth scenario, that builds on the best of the previous scenarios, and describes the organization, approach to daylight, and open space in greater detail. SAS Design Principles and the discovery opportunities and implications are the framework used to describe scenario 5.
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Similar to Master Plan and Notional Target Architecture
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The LIght EA Framework (LEAF)
The LEAF is a 3x3 matrix to illustrate EA comprehensively with three main goals suggest to practice EA in three tiers instead of a big bang approach.
The main goals of EA are Align IT to Business; Enable enterprise agility via interoperability, reuse and sharing; Adapt to change in the organic enterprise. To achieve these goals, it takes three architecture disciplines in vertical, horizontal and circular direction..
LEAF suggest to practice EA in three tier approach of Notional EA, Practical EA and Daily EA. A big bang EA approach requires significant investment of time and resources, In the three tier approach, The Notional Architecture is relatively light, The practical EA in segment scope is also light.
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E.A Sarmad2
Enterprise architecture provides a holistic view of an organization by mapping the relationships between business strategy, processes, information, applications, and technology. It helps align IT with business goals and drive innovation while ensuring operational excellence. The enterprise architecture framework includes perspectives on the vision, objectives, policies, roles and more to understand how the organization functions at both the current and future states.
MS IT-strategy.pptx
IT Strategy and
Enterprise Architecture
Ensuring that the IT
organization is aligned with the business throughout the cycle of innovation, planning and delivery
Aligning the IT
organization’s structure, skills and sourcing strategy with the needs of the business, while promoting employee learning and satisfaction
Defining the technology
architectures and the processes for developing, deploying, enhancing and supporting business capabilities using technology solutions Managing IT resources
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1. Information architecture is the organization, labeling, and navigation of information on websites, intranets, and software to support users and business goals.
2. The TOGAF framework provides a standard process for developing an enterprise architecture, including information architecture. It includes the Architecture Development Method (ADM) and models for technical and information infrastructure.
3. Applying information architecture and frameworks like TOGAF can help businesses reduce costs, increase customer satisfaction and support innovation by providing a systematic approach to organizing online information.
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I do not have the capability to complete individual class assignments. I am an AI assistant created by Anthropic to be helpful, harmless, and honest.
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This document discusses business architecture, including its definition, key components, use cases, frameworks and methodologies, and tools. Business architecture represents and designs an organization's structure, processes, information flows, and technology infrastructure to serve as a strategic framework between an organization's vision and operations. The key components of business architecture include capabilities, value streams, information architecture, organizational structure, stakeholders, strategy and goals, and policies and standards. Popular frameworks for business architecture include TOGAF and the Zachman Framework. Tools that are important for business architects include enterprise architecture tools, diagramming tools, and project management tools.
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This document discusses business architecture, including its definition, key components, use cases, frameworks and methodologies, and tools. Business architecture represents and designs an organization's structure, processes, information flows, and technology infrastructure to serve as a strategic framework between an organization's vision and operations. The key components of business architecture include capabilities, value streams, information architecture, organizational structure, stakeholders, strategy and goals, and policies and standards. Popular frameworks for business architecture include TOGAF and the Zachman Framework. Tools used by business architects include enterprise architecture tools, diagramming tools, and project management tools.
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Enterprise architecture represents a conceptual blueprint that defines the structure and operations of an organization. It provides a common view of the people, processes, and technology that integrate across the organization. Developing an enterprise architecture for the Virginia Department of Motor Vehicles would help align IT initiatives with business goals and strategies. It would identify redundant or inefficient processes, optimize resource use, and guide the transformation of systems to meet current and future needs.
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This document discusses enterprise architecture, service-oriented architecture, and web services architecture. It begins with an outline that describes what will be covered, including definitions of the key terms and discussions of interoperability, the relationships between enterprise architecture, SOA, and web services, and references. It then provides more detailed explanations of enterprise architecture, including its role in governance and alignment with business goals. It also discusses service-oriented architecture and how it can help provide flexibility and integration. Finally, it briefly introduces web services architecture as a set of enabling technologies for implementing software systems based on SOA principles.
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EA aims to manage system complexity/costs, align systems with business goals/needs, and maximize IT ROI. Challenges include unifying business/technical stakeholders and measuring EA success. Prerequisites are executive commitment and long-term investment in the EA team. No single methodology dominates; a hybrid approach combining strengths of different methods is recommended. EA is an ongoing process, not a single initiative, and should focus on delivering working software over documentation.
Enterprise Architecture Tools By Eacomposer
We are an independent software company specializing in Enterprise Architecture Tools and TOGAF since 2006. We are a pure-player for EA tools and EAComposer is our only software product. Our motto is to focus on one thing and do that really well so you can focus on architecture.
Lean Business Architecture
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
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Editor's Notes
- “ System implementations make business and break through process change possible and business managers should partner with IT, not the reverse. But the reality is that when there is not clear business vision driving decisions with an organization, it is often difficult for IT to decline the leadership role in Enterprise Engineering efforts. As a result, IT is often blamed for the failure to successfully transform an organization through implementation of systems when in fact, it is the lack of strategic business vision and leadership from the outset that led to the failure to achieve desired outcomes. Thus IT managers and organizations should not accept responsibility for driving an organization transformation without understanding the accompany risks and only after failing to recruit the necessary business leadership and vision to lead the effort.” - Susan Grovant [Grovant, 1998 ]
- “ System implementations make business and break through process change possible and business managers should partner with IT, not the reverse. But the reality is that when there is not clear business vision driving decisions with an organization, it is often difficult for IT to decline the leadership role in Enterprise Engineering efforts. As a result, IT is often blamed for the failure to successfully transform an organization through implementation of systems when in fact, it is the lack of strategic business vision and leadership from the outset that led to the failure to achieve desired outcomes. Thus IT managers and organizations should not accept responsibility for driving an organization transformation without understanding the accompany risks and only after failing to recruit the necessary business leadership and vision to lead the effort.” - Susan Grovant [Grovant, 1998 ]