Many enterprise architecture (EA) groups struggle with affecting change in the ongoing activities and existing project portfolio that demonstrably moves the enterprise toward the future state business strategy. One of the reasons is a lack of understanding of business strategy, process, information, and operations from the perspective of business executives.
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
Enterprise architecture is a relatively new discipline within IT and even newer within traditional business management paradigms. Studies show that EA wasn’t widely practiced as a formal function by most companies until early 2000 (75 percent of all EA programs are less than six years old1).
You think you have a tough job - how about taking care of the health of all Americans, from infant to elderly? The Food and Drug Administration (FDA), is an operating division of the Department of Health and Human Services with 10,000 employees. Their mission? To ensure that all foods, drugs, and cosmetics are safe and properly labeled; that drugs and medical devices are safe and effective; that the American blood supply is safe and adequate; and finally that equipment that uses radiant energy, such as X-ray machines, is safe. Whew.