I have recently had several interesting conversations with EA teams that have been assigned, for the first time, to support their companies’ annual strategy, planning, and budgeting activities. A common theme emerged: their leadership teams justified the assignment with the hope that enterprise architects would bring a broader enterprise perspective to the table, a perspective that does not normally exist in the frequently parochial worlds of business units, operational teams, and development groups.
Aligning business and IT priorities through the annual budgeting process
Every successful couple eventually faces the need to take steps to balance individual priorities with joint goals and short- and long-term financial objectives. Since today’s new television comes at the expense of the down payment on tomorrow’s new home, couples must strike a balance appropriate to their lives.
Enterprise architecture moves out of the back room and into the limelight in 2005. The intersection of three immutable forces — compliance, privacy, and regulatory requirements; an increase in application and infrastructure outsourcing; and continued pressure from business concerns to both cut costs and deliver increased value — will elevate conversations about architecture within the organization. Unfortunately, politics, staffing, and overblown processes will prevent most organizations from taking advantage of the opportunities presented.