Enterprise Architecture: unlocking business potential

Acknowledgements

Foreword - Tom Graves

Introduction

Knowledge

1. The Knowledge Economy
2. Contracted knowledge exploitation
3. Enterprise Architecture and the Knowledge Hierarchy
4. Knowledge as an asset.
5. Individuals, Intellectual Capital and corporate assets.
6. Dangerous Knowledge
7. Dynamic Knowledge
8. To know does not mean to understand.
9. All knowledge is not equal.
10. Harvesting Intellectual Capital.

Enterprise Architecture

1. Documentation
2. Multiple facets of business
3. Holistic Architecture: A new term replacing current confusion
4. Repository of lessons learned
5. Putting Business Architecture in perspective.
6. Nomenclature, Acronyms and Communication.
7. Scope and Range
8. Boiling the Ocean
9. You’ve built me what?
10. ‘Gold Plating’ and early delivery
11. Enterprise Architecture: A value proposition.
12. Enterprise Architecture: Not an end in itself.
13. Synergy between an interviewing technique and building a Business Architecture.
14. Breadth or Depth
15. We can’t get there from here.
16. ‘Business on a Page’
17. Extending the ‘Business on a Page’
18. Adopting an Enterprise Architecture hybrid
19. Missing the mark!
20. Enterprise Architecture and the Brownfield business.
21. Enterprise Architecture – why have one?
22. Creating Order out of Chaos!!
23. Five Cs of Enterprise Architecture
24. The Business does not stop with Information Technology
25. Solving the jigsaw!
26. A tool to use not a document to file.
27. Establishing a supporting Framework
28. Using the Enterprise Architecture to tell a story.
29. A tool of trade!
30. Enterprise Architecture – What it is not.
31. Enterprise Architecture and Agile development are not mutually exclusive.
32. Enterprise Architecture – managing competing forces
33. Understanding business activity – a key to achieving success.
34. Shaping business operations.
35. Guiding Principles.
36. Measuring its success.
37. Enterprise Architecture: A structured approach to its development
38. A definition and implementation checklist.
39. Decision making with finesse
40. Risks, information and decision making
41. ‘Quick Wins’ and lost opportunities
42. Satisfying wants and needs
43. Decision making and self interest
44. Supporting agility in decision making
45. Managing the impact of risk on business decisions.
46. Business success – It’s all about choices
47. Choosing appropriate solutions to address problem situations.

Business Performance

1. Quality information and analytics
2. Lies, Damned Lies and Statistics
3. Motivations and Measures
4. Qualifying assumptions
5. Balancing decisions against risks, costs, benefits and business goals.
6. Managing Risk
7. Performance metrics – supporting Service Delivery?
8. Analogy to Newton’s Laws
9. Enterprise Architecture: Baselining Performance Metrics
10. A measure of success.
11. KPIs and the business
12. Assessing Process Value
13. Leveraging the Value Chain
14. The case for Buy, Build, Augment or Reuse.
15. Factors in selecting an application to support a business initiative
16. Business Architecture and Benefits Realisation
17. Business Goals must be defined and then measured.
18. Enterprise Architecture – A measure of success!

Organisation

1. Behavioural Maturity
2. Corporate Maturity
3. Accountability and responsibility
4. Communication, Comprehension, Co-operation, Collaboration
5. Left or Right Brained Architects
6. Sometimes the answer should be no.
7. Picking low hanging fruit: not necessarily the best option.
8. Behavioural Motivators: The need to succeed.
9. Behavioural Motivators: The Fear of Failure
10. Behavioural Motivators: The need for acceptance
11. Behavioural Motivators: Politics and Power
12. Who is in the driver’s seat?
13. Failing to Plan is Planning to Fail
14. IT is part of the Business
15. Enterprise Architecture and the Human Element
16. Enterprise Architecture – Enabling Business Maturity
17. Addressing business complacency.
18. Exposing procrastination
19. Size does not matter.
20. Moderating tribal behaviour

Business Change

1. Drivers of Change
2. Resistance to Change
3. The Execution of Change
4. Risk management and asking “What if?
5. The Dichotomy of Change
6. A Simple Change Cycle
7. Enterprise Architecture – Supporting Business Change
8. Triggers of Business Change
9. Enterprise Architecture – Managing Risk

Strategy

1. Influencers of Strategy
2. Business Capability – a key to success.
3. Capability Maturity Cycle
4. Achieving Business Balance
5. Business Stressors
6. Strategy – Shaping the Business
7. Driving towards simplicity!
8. Optimising the Business.
9. Business Benefit – It’s not just about the money!
10. Over-sell, under-deliver!
11. Enterprise Architecture – Navigating the Business
12. Enterprise Architecture – Supporting Innovation
13. Enterprise Architecture – Needing Governance and Compliance
14. Enterprise Architecture: A structured approach to its development
15. Demystifying Enterprise Architecture.
16. Closing the stable door before the horse has bolted.
17. Balancing simplicity with complexity
18. Enterprise Architecture: Managing the impact of change.
19. Applying the Enterprise Architecture to the task of choosing between options.
20. Differentiating wants and needs.
21. Transitioning from Goals to Outcomes and Capabilities to Services
22. It is not an overhead