Aug 142009
 

Enterprise Architecture has become a mainstream activity in large or information intensive organizations. In the past few years, the industry has seen lots of changes: “the cloud”, Enterprise 2.0, an updated Zachman Framework, unprecedented growth in TOGAF certification, maturing definition of business architecture, financial crisis and new priorities. How have these trends affected EA in different organizations? What activities are they focused on? Have they been able to hire qualified candidates? What are the new issues and challenges being faced by organizations?

Several years ago, Cutter IT Journal covered the emerging best practices in EA and since then, readers have requested that we check back to explore how things are evolving. So that’s what we’re doing. I’m the guest editor for the November issue, tentatively titled “Enterprise Architecture: The State of the Practice 2010”. Why don’t you submit an article? (Abstracts are due 8/28; articles are due 10/2). Some of the areas I’m hoping our authors will explore include:

  • Do EA frameworks provide helpful guidelines or are they a distraction?
  • What are the benefits/myths of certification value?
  • What are some successful stories regarding EA repositories and other tools?
  • How can EA value be applied to the decision support process? What is EA’s role in business alignment, strategy and portfolio management?
  • How can EA be integrated into the outsourcing and contracting process to achieve architectural goals and governance?
  • What is EA’s role in cloud computing?
  • How can the implementation of Enterprise 2.0 technologies benefit EA?
  • What is the role of metrics in an EA program?
  • How can EA leadership promote value up, down and across the enterprise?
  • How do EA organizational structures contribute to the success of the enterprise?
  • What is the role of EA during a financial crisis?
  • What are some effective enterprise IT funding models and how can organizations make the transition to use these models?

My Call for Papers will give you more details; if you need even more, just let me know!

What do you think? Have organizations that implemented EA programs realized the benefits they expected?

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Mike Rosen

Michael Rosen has more than 20 years technical leadership experience architecting, designing, and developing software products and applications.

Discussion

  3 Responses to “What’s your perspective on the state of EA today? In the future?”

  1. avatar

    Although EA plays a significant role in delivering the business value of an enterprise, the real significance of EA is still not recognized to its true sense. Many practitioners get their business organizations engaged early as they should – and many business organizations get their EA teams involved as they must – but that does not necessarily result in a successful delivery of tangible business values on time and within budget. From my recent engagements and from my collaboration with other practitioners, I am observing a trend – and that is EA needs to be a whole more proactive in its contribution to the delivering business values – starting with a set of metrics that can identify the parameters to measure each steps of business and IT alignment – and extending its span across the ongoing initiatives (strategic and tactical alike and as appropriate) to leveraging cloud computing to reduce the cost of doing business.

    I am planning to submit my observations, findings, and points of views on how to extend the role of metrics beyond EA prorgam for this edition of Cutter IT Journal. I would like to share some of the best practices that I have been cultivating based on what worked and what didnot in real life scenarios.

    On a personal note, who can deny the temptation of working with Mike Rosen on an issue like this one?

  2. Tushar,

    We welcome your insight on EA Metrics. Looking forward to your submission.

    Mike

  3. avatar

    EA is still be continually asked to state its value proposition and the answers being given to CIO’s are apparently coming up short.

    The answer is perhaps not as important as to ask why it is the question keeps being asked.

    It would seem that CIOs expect a strategic coherent set of applications, services and data stores to emerge of their own accord, without the benefit of enterprise wide and strategic perspective and governance.

    Further, that these applications, services and data stores and infrastructure would somehow align themselves to the direction of the business, or that the business should align itself to IT’s direction or be left behind.

    Finally, that a position on emerging technologies and their possible benefit would arise from teams of operationally focused and technology-siloed people.

    This in spite of the rising complexity of the IT landscape and shortened times to gain competitive advantage through technology.

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