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By Martin van den Berg

This booklet presents useful recommendation on the right way to increase an firm structure perform. The authors built varied instruments and types to help corporations in imposing and professionalizing an company structure functionality. assurance applies those instruments and versions to a few diverse firms and, accordingly, can help readers keep away from power pitfalls and attain good fortune with firm structure.

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Additional info for Building an Enterprise Architecture Practice: Tools, Tips, Best Practices, Ready-to-Use Insights (The Enterprise Series)

Example text

The employees of this hospital switch easily from one function to another. A doctor may be operating in the morning and lecturing in the afternoon. The IT support system is, however, not geared to such flexibility. Each main function has its own systems and infrastructure. There is no structural provision for exchanging data. There is no collective vision of the IT support required to integrate these functions. The hospital’s annual plan recognizes the need for more collaboration between the functions.

Kevin was a member of the architecture task force and had been asked by Arnold Hedges if he would show Anne Moreland what the architecture at B-Sure Bank was all about. Anne had been working at Telebel for years but was now ready for a new challenge – which she expected to find at B-Sure Bank. After all, B-Sure Bank stood on the cusp of a number of changes. Kevin made this quite evident in his tour of the company architecture. Anne had read the vision document about architecture and was curious to learn how it would be further elaborated into architectural frameworks.

Introduction of a new product on the market) Business cases, project proposals (IT) solutions “Bizz-talk” Powerpoint & architectural tools Function (what) “Tech-talk” Architectural tools Often determined by the business goal: the functional and technical areas that are affected by the business goal Determined by the project: the delineation of the project Design (how) the only way for the architects to develop a sufficient appreciation for the business goals, but also because it enables new opportunities to emerge from the architecture.

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