Download PDF A community of practice story A group of internal auditors in the public sector from different countries in Eastern Europe and Central Asia were having their 34th official meeting. For seven years now they had been coming together to hear how others in the region were engaged in internal audit and to create manuals and other publications that they felt were missing from their profession.
Strategic intent Forecast financial requirements Significant elements of these need to be articulated so that the sponsor can identify all the key decision-makers and stakeholders involved in defining and establishing an Architecture Capability.
The issues involved in this are explained in Part III The definition of Architecture Principles is fundamental to the development of an Enterprise Architecture.
Architecture work is informed by business principles as well as Architecture Principles. The Architecture Principles themselves are also normally based in part on business principles.
Defining business principles normally lies outside the scope of the architecture function. However, depending on how such principles are defined and promulgated within the enterprise, it may be possible for the set of Architecture Principles to also restate, or cross-refer to a set of business principles, business goals, and strategic business drivers defined elsewhere within the enterprise.
Within an architecture project, the architect will normally need to ensure that the definitions of these business principles, goals, and strategic drivers are current, and to clarify any areas of ambiguity. The issue of Architecture Governance is closely linked to that of Architecture Principles.
The body responsible for governance will also normally be responsible for approving the Architecture Principles, and for resolving architecture issues.
The issues involved in governance are explained in Part VI It is also designed for use with a wide variety of other Enterprise Architecture frameworks, if required although it can be used perfectly well in its own right, without adaptation.
The TOGAF framework has to co-exist with and enhance the operational capabilities of other management frameworks that are present within any organization either formally or informally.
In addition to these frameworks, most organizations have a method for the development of solutions, most of which have an IT component. The latter includes the delivery of performance measured business value.
The overall significance is that the Enterprise Architect applying the TOGAF framework cannot narrowly focus on the IT implementation, but must be aware of the impact that the architecture has on the entire enterprise. The issues involved in this are discussed in 4.
The Enterprise Architecture can be used to provide a structure for all of the corporate initiatives, the Portfolio Management Framework can be used to deliver the components of the architecture, and the Operations Management Framework supports incorporation of these new components within the corporate infrastructure.
The business planners are present throughout the process and are in a position to support and enforce the architecture by retaining approval for resources at the various stages of planning and development. The solution development methodology is used within the Portfolio Management Framework to plan, create, and deliver the architectural components specified in the project and portfolio charters.
These deliverables include, but are not exclusively, IT; for example, a new building, a new set of skills, production equipment, hiring, marketing, and so on.
Enterprise Architecture potentially provides the context for all enterprise activities. The management frameworks are required to complement each other and work in close harmony for the good of the enterprise. Interoperability and Relationships between Management Frameworks Business planning at the strategy level provides the initial direction to Enterprise Architecture.
Updates at the annual planning level provide a finer level of ongoing guidance. Capability-based planning is one of many popular techniques for business planning. Enterprise Architecture structures the business planning into an integrated framework that regards the enterprise as a system or system of systems.
This integrated approach will validate the business plan and can provide valuable feedback to the corporate planners. In some organizations, the Enterprise Architects have been moved to or work very closely with the strategic direction groups.
Project architectures and detailed out-of-context design are often based upon systems design methodologies.
Operations management receives the deliverables and then integrates and sustains them within the corporate infrastructure.
Architecture Maturity Models are useful ways of assessing the ability of an enterprise to exercise different capabilities. Capability Maturity Models typically identify selected factors that are required to exercise a capability. An organization's ability to execute specific factors provides a measure of maturity and can be used to recommend a series of sequential steps to improve a capability.
It is an assessment that gives executives an insight into pragmatically improving a capability. A good Enterprise Architecture maturity model covers the characteristics necessary to develop and consume Enterprise Architecture. Organizations can determine their own factors and derive the appropriate maturity models, but it is recommended to take an existing model and customize it as required.
Even though the models are originally from government, they are equally applicable to industry.Decision Theory A Brief Introduction A brief introduction to the theory of collective decision-making follows in chapter 9 2.
Decision processes The first general theory of the stages of a decision process that I am aware of was put forward by the great enlightenment philosopher Condorcet () as part of his.
When introducing yourself to someone in a business context, you should always include a brief description of _____.
a. your company’s history b. one of your personal interests or hobbies c. your role in the company d. all of the above Towards Context Aware Business Process Modelling Oumaima Saidani 1, Selmin Nurcan,2 1 Université Paris 1 A context-aware modelling framework is introduced in . The introduction of the context has impact on all assignment relations of RBPM.
Establish context by providing a brief and balanced review of the pertinent published literature that is available on the subject. The key is to summarize for the reader what is known about the specific research problem before you did your analysis.
This kind of stakeholder analysis is best done in conjunction with someone who understands the organizational context well. Asking your project sponsor what the organizational challenges to your project are is a good way to start compiling your list of key stakeholders.
In fact, organizational design encompasses much more than simply the structure: organization design is the process of aligning an organization's structure with its mission. This means looking at the complex relationship between tasks, workflow, responsibility and authority, and making sure these all support the objectives of the business.