Enterprise Architecture Tools
Recently, the Banking Industry Architecture Network (BIAN) published version 8.0 of its financial industry reference architecture (https://bian.org/servicelandscape-8-0/). This provides a comprehensive model of the business capabilities, business scenarios, service domains and business objects used in banking and other financial services. Read more
In the past, I have written extensively on the combination of enterprise architecture and agile development, most recently about the notion of intentional architecture. It is clear that for any organization or system of some size, a solid architecture practice is needed next to agile ways of working.
The recent release of the annual Gartner MQ Report for Enterprise Architecture Tools provided all of us here at BiZZdesign with a very pleasant piece of news. For the fourth year in a row we were acknowledged as a Leader, and for the second time the vendor with the highest Ability to Execute score.
A Request for Proposal (or Request for Information) is a critical stage in any business transformation process. With the need to procure a professional tool onto which to anchor the enterprise architecture practice clearly identified, the next step is just as important – but not so straightforward. It is at this junction point that one must ask themselves – How do we identify the best offer out there? What should/shouldn’t we prioritize? And is it possible to make it more difficult for ourselves, or perhaps even endanger the transformation initiative through our own fault?
A great many organizations have migrated their workloads (databases, back office systems, web applications etc.) to the cloud over the last decade or so. A great many more have still to do so, either because they’re dealing with industry-specific regulatory requirements or, more likely, because of the disruption this change would cause. In any case, the benefits of a cloud migration are well-known at this point, so we won’t waste time talking about those.
One of the biggest challenges in making Enterprise Architecture successful is ensuring proper communication with business stakeholders. Enterprise Architecture is quite often perceived as a discipline of the IT organization (where unfortunately also many EA teams are operating), and the traditional EA diagrams are not always the best visualizations for business stakeholders. To create better alignment with the business organization, it is important to create business-friendly visualizations, both from format and content perspective. This will help in improving the maturity of your EA practice and establish it as an enabler of strategic decision making and continuous change.
Organizations today are faced with an ever-increasing speed of change. To enable faster transformation, they implement agile methods, which impact the whole enterprise. Obviously, change need to be communicated, but one cannot document all the details because otherwise they would be outdated the next week, or perhaps the very next day. Read more
“Do I need an EA tool to deliver digital transformation, or can I just rely on a CMDB?”. Or, in the same vein “What is the difference between an EA tool and a CMDB?”. And “Why buy an EA tool if I have a CMDB?”.
How can Enterprise Architecture help your organization become more secure, reliable, and compliant? Read more
Whatever your role, wherever you are, you are measured by the value that you bring. People interact with you because they derive some value from that interaction. That could be political, social, economic, intellectual or technical. To maximize your value, you need to understand how that interaction is measured.
The intersect between Customer Experience Design and Enterprise Architecture is an interesting development in the world of business transformation. To help our customers get a better understanding of this subject, we asked Marc Lankhorst, Managing Consultant and Chief Technology Evangelist here at BiZZdesign, to share his thoughts on this with us.
An enterprise architect friend of mine recently posed an interesting question: “I lead a relatively mature EA practice that delivers good value to our organization. We are digitally transforming the organization and adopting agile ways of working across the enterprise, which is improving our outcomes for individual initiatives. But I am worried these efforts are sometimes wasted on delivering capabilities managers tell us are important, rather than the ones that are truly game-changing. How do I get in front of this, and help lead us to the right strategic outcomes?”
A while back we put out a post meant to give enterprise architects a hand with successfully passing a job interview. In a similar vein, today we’re offering architecture practitioners some great pieces of advice that we’ve come by after consulting with some of the more experienced members of the BiZZdesign team, people who have counseled countless EA practices and successfully carried out a wide range of business change initiatives. Read more
Well, the right talent is, anyway. As new technologies make their way into the marketplace and their adoption becomes generalized, organizations are experiencing a personnel squeeze that poses a risk to both ongoing operations as well future plans. The newer (and more sophisticated) a technology, the scarcer the talent to support it, and ultimately the more difficult it is for an enterprise to ensure it doesn’t miss out in favor of the competition.
Artificial intelligence (AI) is probably the most important new technology today. It has clear use cases, and the value that it’s produced so far is indisputable – just think of the digital assistant on your phone, driverless cars, even Gmail uses it. But it’s no longer the sole remit of huge tech companies. With AI becoming more established, many organizations are starting to get access to and try their hand at running artificial intelligence initiatives. The business world is after all similar to an arms race, and having the latest ‘weapon’ to help you get ahead of competitors is an irresistible prospect. The forecast? A large wave of new AI deployments in the near future… and with it, a lot of heartache.
Making the case for Enterprise Architecture in your organization is not always straightforward. That’s because management and, generally speaking, business stakeholders tend to want numbers up front, which is impossible to calculate beforehand. Now, there are plenty of studies that have been done that prove the value of Enterprise Architecture, but that’s only possible after engaging in the practice.
Today, organizations need to move at speed and adapt their business to a volatile environment, while at the same time dealing with many inside and outside stakeholders and influences, ranging from customers and partners in the ecosystem to regulators, competitors, and the uncertain effects of politics (viz. Brexit or the US-China trade war). To be an adaptive enterprise, business architecture is an indispensable discipline. Without an architectural approach to your business, you will quickly get mired in the myriad changes and effects, without a clear path forward.
It seems like an unlikely pair, doesn’t it – Agile and Enterprise Architecture? Yet, as Agile awakens to the reality of having to move fast but in concert with other parts of the organization, and EA itself becomes more engaging and business goals-oriented, it actually makes a lot of sense to want to combine the two. Both practices bring significant benefits to an organization. Together they promise to unlock efficiencies that would increase business performance to a whole new level. Who could say no to a mix of organizational agility and solid strategic decision making? That would boost any business or digital initiative.
In our ongoing series on high-speed organizations and the Adaptive Enterprise, we have written several times about the need to foster innovation in your organization. So how can enterprise architects contribute to that innovation?
Much of what we do in the world of enterprise architecture and business process management is based on pre-defined analysis and design techniques, like a game that has a well-defined set of rules and operates within a bounded, predictable universe. You know what the aim of the game is (check-mate your opponent, or reduce the cost of your application landscape, for example) and follow the rules to get the optimal outcome.