The theme for this issue of Architecture & Governance Magazine is “EA Is Everyone’s Job.” As awareness of the discipline around enterprise architecture has surged in the consciousness of corporate leaders in the C-suite, so too has the responsibility of those leaders to support enterprise architects as they ply their craft.
Racing involves the bringing together of driver, car, technique, and support to achieve desired results. Enterprise architecture brings together people, processes, methods, and tooling to achieve desired results for your stakeholder.
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.
In 1937, noted economist Ronald Coase penned a short essay titled “The Nature of the Firm”. Coase was trying to understand why companies had gotten very large as the industrial revolution first emerged and then began to displace our agrarian lifestyles.
I recently took a personality profile test called the Clifton StrengthsFinder. This test measures the presence of talent in 34 categories called "themes." These themes were determined by The Gallup Organization as those that most consistently predict outstanding performance. The greater the presence of a theme of talent within a person, the more likely that person is to spontaneously exhibit those talents in day-to-day behaviors.