In this age of complex, entrenched IT infrastructure deployments, most organizations require a mapping between the business architecture and the IT architecture to meet business objectives. But is this a realistic goal? The December Cutter IT Journal will explore the challenges of business architecture/IT architecture alignment. We invite anyone who is interested to send us an abstract for consideration.
Cutter IT Journal Call for Papers
- William Ulrich, Guest Editor
- Abstract Submission Date: 26 September 2008
- Articles Due: 31 October 2008
- Guidelines for Contributors
Negotiating the Path to Business Architecture/IT Architecture Alignment
Business architecture is defined as “a formal blueprint of
governance structures, business semantics, and value
streams across the extended enterprise.” Business architecture,
when deployed as a “living blueprint,” enables organizations to
deliver a wide range of tactical and strategic business scenarios.
It also allows business professionals to drive key initiatives
with a rich, comprehensive understanding of the business
Numerous business scenarios, however, cannot rely solely
on the business architecture. With complex, entrenched IT
infrastructure deployments, most organizations require a
mapping between the business architecture and the IT
architecture. IT architecture is the collective set of blueprints
that represent both deployed and future data architecture,
application architecture, and technical architecture.
The ability to visualize and align business architecture becomes a
key enabler of various business scenarios. For example, a customer
consolidation program would spawn numerous cross-functional
projects to align the semantics, processes, and governance
structures that support and engage customers. And, with few
exceptions, business architecture alignment has an impact on
the IT architecture. Therefore, most major business-driven
initiatives require that IT architecture be aligned with business
architecture — regardless of who initiates the initiative.
At a minimum, project teams must understand the complex
relationships between these two continuously shifting architectures
for strategic, program, and project planning purposes. Business
professionals who act in a vacuum and ignore IT and IT
architecture will deliver only partial solutions at best.
Conversely, when IT attempts to deliver complex, business-
driven projects without allowing the business architecture to
drive the evolution of the IT architecture, projects fall far short
As a result, business architecture/IT architecture
alignment has become an essential discipline for organizations
attempting to implement any type of business-driven initiative
or seeking to address day-to-day operational issues such as
change management and cost reduction.
The December issue of Cutter IT Journal will explore the
challenges of business architecture/IT architecture alignment.
The goal is to provide differing perspectives on business-driven
alignment and the approaches needed to address business/IT
TOPICS OF INTEREST MAY INCLUDE (but are not limited to) the
- What are some business-driven scenarios of business
architecture/IT architecture alignment?
- What is the relevant importance and related strategy for
creating a business driven approach to aligning inconsistent,
cross-functional business semantics with the strategic data
- What is the role of business/IT architecture alignment
in a customer management initiative?
- What collaborative models can business and IT use to
overcome the challenges of miscommunication and address
requirements as they surface?
- How can value chain/business process aggregation
and alignment play a role in cross-functional business
- How can an SOA be used to align business and IT architectures?
- How can a business architecture/IT architecture alignment
metamodel be defined?
- What governance requirements are essential to architecture
- What are some strategies for aligning business architecture
and IT architecture?
TO SUBMIT AN ARTICLE IDEA
Please respond to William Ulrich at wmmulrich[at]baymoon[dot]com,
with a copy to itjournal[at]cutter[dot]com, by 26 September 2008.
Include an extended abstract and a short article outline showing
major discussion points.
Accepted articles are due by 31 October 2008.
Most Cutter IT Journal articles are approximately 2,500-3,500
words long, plus whatever graphics are appropriate. If you have
other questions, please do not hesitate to contact CITJ’s Group
Publisher, Christine Generali, at cgenerali[at]cutter[dot]com or
Guest Editor, William Ulrich, at wmmulrich[at]baymoon[dot]com.
Typical readers of Cutter IT Journal range from CIOs and vice
presidents of software organizations to IT managers, directors,
project leaders, and very senior technical staff. Most work in
fairly large organizations: Fortune 500 IT shops, large computer
vendors (IBM, HP, etc.), and government agencies. 48% of our
readership is outside of the US (15% from Canada, 14% Europe,
5% Australia/NZ, 14% elsewhere). Please avoid introductory-level,
tutorial coverage of a topic. Assume you’re writing for someone
who has been in the industry for 10 to 20 years, is very busy, and
very impatient. Assume he or she will be asking, “What’s the
point? What do I do with this information?” Apply the “So what?”
test to everything you write.
We are pleased to offer Journal authors a year’s complimentary
subscription and 10 copies of the issue in which they are
published. In addition, we occasionally pull excerpts, along
with the author’s bio, to include in our weekly Cutter Edge
e-mail bulletin, which reaches another 8,000 readers. We’d
also be pleased to quote you, or passages from your article,
in Cutter press releases. If you plan to be speaking at industry
conferences, we can arrange to make copies of your article
or the entire issue available for attendees of those speaking
engagements — furthering your own promotional efforts.
ABOUT CUTTER IT JOURNAL
No other journal brings together so many cutting-edge thinkers,
and lets them speak so bluntly and frankly. We strive to maintain
the Journal’s reputation as the “Harvard Business Review of
IT.” Our goal is to present well-grounded opinion (based on real,
accountable experiences), research, and animated debate
about each topic the Journal explores.
PLEASE FORWARD THIS CALL FOR PAPERS TO ANYONE WHO
MIGHT HAVE AN APPROPRIATE SUBMISSION.