This book provides practical advice on how to develop an enterprise architecture practice. The authors developed different tools and models to support organizations in implementing and professionalizing an enterprise architecture function. Coverage applies these tools and models to a number of different organizations and, as a result, will help readers avoid potential pitfalls and achieve success with enterprise architecture.
Table of Contents
Foreword. Preface. 1 Introduction 1.1 Goal. 2.1 Target Audience. 2.3 Structure. 2 Success with architecture is not automatic. 2.1 Getting lost in content. 2.2 The pitfalls. 2.3 The dilemma. 2.4 Architectural practice with DYA. 3 Vision of architecture. 3.1 Architecture? Yes, but why? 3.2 An architectural vision provides steady footing. 3.3 The why, what and how of architecture. 3.4 Producing an architectural vision. 3.5 B-sure bank's architectural vision. 4 Effective architecture. 4.1 A veritable hodgepodge. 4.2 When to develop which architecture. 4.3 From inside out: variety in architecture. 4.4 From outside in: the organizational need. 4.5 Architecture: a question of perspective. 4.6 Producing effective architecture. 4.7 An architectural framework encompasses all architectures. 4.8 An enterprise architecture for b-sure bank. 5 A SWOT analysis of the process. 5.1 Things are not all right at b-sure bank. 5.2 Architectural practice: a question of thought and action. 5.3 The quadrant model: a quick scan of thought and action. 5.4 Isolation: too much thought, too little action. 5.5 Barrier: restricted to efficiency. 5.6 Losing: the case for architecture. 5.7 Enabling: room for quality. 5.8 Learing from the position in the quadrant model. 5.9 The DYA model: further analysis of thought and action. 5.10 From insight to improvement. 5.11 SWOT analysis at b-sure bank. 6 Priorities in the architectural process. 6.1 Crisis situation at b-sure bank. 6.2 Not everything can happen at once. 6.3 Eighteen key areas of architectural maturity. 6.4 Not everything must happen at once. 6.5 Using the architecture maturity matrix to set priorities. 6.6 Targeted action. 6.7 Prioritizing b-sure bank. 7 The architect as a success factor. 7.1 A good architecture poorly received. 7.2 The architect in the effective employment of architecture. 7.3 Pitfalls and tips for the architect. 7.4 Position of the architect in the organization. 7.5 Place of the architectural team in the organization. 7.6 Ensuring the success of the architect. 7.7 The one-day retreat for b-sure bank architects. 8 Making changes one step at a time. 8.1 B-sure bank in action. 8.2 Effective change. 8.3 Change strategy: ambition, style and expectation management. 8.4 The organization sets the pace. 8.5 Participation, positioning and pathway to professionalism. 8.6 Expectation management. 8.7 The quarterly plan. 8.8 B-sure bank's strategy and quarterly plan. 9 Conclusion. 9.1 Architecture works. 9.2 B-sure bank at full burn. Appendix 1: Architecture maturity matrix. Appendix 2: Thinking about change in five different colors. References. Index. About the authors. About the series.