So there I am sitting on a panel at a conference a couple of weeks ago, answering interesting questions with some interesting co-panelists, when a thought struck me. “After decades of positioning EA as a discipline for business-IT alignment, why aren’t EA programs more in tune with (driven by, owned by, participation from) the business?”
The Secret to Better Decision-Making: How Enterprise Portfolio Management adds value to your organization
by: Bill Cason, Troux CTO
Articulating and measuring the business benefit of Enterprise Architecture (EA) has always been a bit tricky. But lately we have noticed this exercise is becoming easier for all corporate stakeholders. Key to this development is adopting an Enterprise Portfolio Management (EPM) approach.
On Friday, Forrester released its 2011 Forrester Wave for Enterprise Architecture Management Suites report. Based on an evaluation of 10 of the leading EAMS vendors, the new Forrester Wave provides an up-to-date and broad coverage of currently available EA software.
The report also recognizes that the EA Management Suite could be the next center of the IT Management universe.
When I started as an architect, I was part of the team called “IT Architecture.” It was clear what we did and who we did it for – we standardized technology and designs so that IT would be more reliable, deliver business solutions more quickly, and cost less. We were an IT-centric function. Then the term “Enterprise Architecture” came in – and spurred debates as to “isn’t EA
Last month, Gartner released its 2010 Magic Quadrant for Enterprise Architecture Tools report.
Despite the lack of a sustained full-on recovery in the global economy, one gets the feeling that we're at the beginning of a period of tech expansion and growth, doesn't one?