One of the more interesting developments in the tech space taking place right now is the emergence of digital twin technology. For those of you asking What is a digital twin? right now, allow us to elaborate.
Decision Model Management
In previous blog posts, we have written about various analysis techniques that help you get more value from your models, as well as dashboarding techniques to visualize data in all kinds of ways. These two topics point to a more general theme: the new possibilities you get from enriching your models with various types of external data. We call this Business Intelligence 2.0.
Interviews are where jobs are won or lost. A résumé – especially a strong one – will ensure you get your foot in the door but to actually secure the position you need to shine during the interview, which means being prepared. Preparation makes you look knowledgeable and relaxed, two traits that people generally prize in their work colleagues.
In the two previous installments, we discussed planning and roadmapping in the context of enterprise architecture, and how you can use the concepts of the ArchiMate language to model your roadmaps. We showed how you can model the evolution of your enterprise at coarse-grained level, using concepts such as ArchiMate’s ‘plateau’. In this installment, we will discuss more fine-grained modeling of change in BiZZdesign Enterprise Studio. Specifically, we will show you how you can model the lifecycles of individual elements of your architecture. Moreover, our platform supports analysis based on life cycles and the dependencies between elements, for instance, to find conflicts in your transition plans.
The promise of enterprise architecture is that it helps improve decision making. Typically, the role of the enterprise architect is to advise and enable other stakeholders to make better decisions. Therefore, Enterprise Architecture – more than anything else – is a social discipline, in that it demands social skills and interaction in order for practitioners to successfully engage with stakeholders and change their behavior. Read more
In our previous blog post on planning and roadmapping, we discussed the general idea of planning and roadmapping in the context of enterprise architecture and capability-based planning. We addressed different levels of roadmaps, ranging from short-term sprints of a few weeks to long-term, multi-year roadmaps. We also provided some first insights into the use of ArchiMate concepts for modeling roadmaps. In this installment, we want to go deeper into different ways of modeling the evolution of your architecture.
A key driver for management in general and enterprise architecture in particular is to get a better grip on the future, on the evolution of your enterprise. A common technique to support this is roadmapping. A roadmap is a strategic plan that shows the main steps or milestones needed to achieve a desired outcome. It articulates the strategic direction of your enterprise and shows the path forward. It helps you identify what is needed and what the main dependencies and priorities are, and serves as a communication instrument to align the organization along a common course of action.
– Marc Lankhorst, Fabian Aulkemeier
In a previous blog post on the features of our collaboration platform, we have explained how you can support people in working together on architectures and other models via structured workflows. In that post, we looked ahead at future features to support this kind of collaboration. Time to update you on the latest developments!
In my recent blog post on stakeholder communication, I described various basic forms of communication about architecture, with diagrams, tables, heatmaps and the like. What I did not touch upon in that post is how you can enrich your architecture (and other) models with additional data and display the results in various dashboards. That is the topic of this post.
-Fabian Aulkemeier & Marc Lankhorst
In our previous blog post, we outlined why Enterprise Architecture and Agile/DevOps are key in becoming an adaptive enterprise. We also described several use cases where EA can strengthen Agile and DevOps practices. Now, we want to focus on the ways in which you can connect these in practice, using architecture models and appropriate tool support.
-Nick Reed and Bart Molenkamp
In today’s business landscape, effective transformation is critical for enterprises to stay competitive. By definition, transformation happens over time.
Enterprises (or some subsection thereof) have a current state which needs to change for the better. That change – however small or large – results in a different future state. With the widespread adoption of Agile working practices and DevOps-based continuous delivery, these changes can be very small and very frequent.
Marc Lankhorst, Fabian Aulkemeier
Enterprise architecture, agile software development, and DevOps are sometimes seen as being at odds. We think they can fruitfully collaborate and interface, but how do you do that? How can you align the concepts and processes from these worlds and bridge the cultural gap?
Everyone remotely involved with enterprise architecture and similar disciplines knows the importance of knowing your stakeholders. Stakeholder management is a key technique in EA and many methods, including TOGAF, stress its importance. But there is more to management than keeping individual stakeholders happy. In this blog post, I want to introduce three techniques that not only help you ensure stakeholder satisfaction, but also make good use of stakeholders and their influence in achieving business goals.
Cybersecurity threats are ever increasing. It is sometimes said there are two kinds of organizations: those who know they have been breached, and those who don’t know it yet. To mitigate the risk and damage associated with cybersecurity, it’s important to know how to assess these risks and improve your defenses via security-by-design. It’s also important to plan for what to do if (and when) things do go sideways.
In modern enterprises, change is no longer a simple, top-down affair. All levels of the organization need to be involved, and everyone from shop-floor employees to the CEO need to work on local improvements to business processes. Lean projects and agile product development teams must rapidly innovate digital environments, strategists need to invent and experiment with new business models, project and program portfolio managers have to decide on investment allocations, and those responsible for domains like risk management and regulatory compliance have to do their part. This “all hands on deck” approach requires enterprise-wide transparency and visibility of plans, structures, opportunities and constraints.
The effective use of digital technologies is paramount in a competitive environment. To succeed, you don’t need a separate digital strategy; you need a business strategy for the digital age. But digital transformation is difficult to manage because it requires you to change many moving parts of your enterprise, much like redesigning and rebuilding an airplane while in flight.
Information Mapping – Business Blueprints are an essential instrument in every business architect’s toolbox. The Guide to the Business Architecture Body of Knowledge (BIZBOK Guide®) defines four core business architecture domains: Value Streams, Capabilities, Organization and Information.
As discussed in the introduction of this blog series, the maturation of the business architecture discipline makes the role of model-based support for design, analysis and decision-making increasingly important. Therefore, we introduced you to several useful techniques for business architecture modeling and how they are supported by BiZZdesign Enterprise Studio. In this blog, we will discuss an approach to modeling a blueprint of one of the core domains of business architecture: Organization Mapping.
In recent years, we see the audience and attention for business architecture steadily increase. A business architecture provides a business-oriented abstraction of the enterprise in its ecosystem, which helps the organization in decision-making and direction-setting. This maturation of the business architecture discipline makes the role of model-based support for design, analysis and decision-making also increasingly important. In this series of posts we will introduce you to useful techniques for business architecture modeling and how they are supported by BiZZdesign Enterprise Studio. Read more
In my previous blog I wrote about the importance of models to successfully complete a merger, acquisition or divestiture. Of course, one organization’s divestiture may be another one’s acquisition. In this blog post I’ll share one my personal experiences as a consultant, supporting two government agencies that were in the middle of this process.