If you can recognise your own organisation in the article above, take the next step now and discover whether or not your organisation requires Enterprise Architecture. The most important question about change for organizations is not how to deal with it, or how to manage it but more importantly how to make it and how to be the change for its shareholders, its employees, its customers and its society. It emerged as a discrete practice when people began to realise the highly skilled individuals who were initially responsible for designing, building and running computer systems were often missing opportunities to fully integrate those systems into the business, and provide outcomes that could be appreciated across the C-suite. The objective of enterprise architecture is to maximize across the venture the usually fragmented heritage of procedures into an incorporated environment that is receptive to transform and … The reality is that while the discipline is relatively new, the activities involved have always been an important part of business planning (just not combined into the single role). What sets an organisation with Enterprise Architecture apart from its peers is not necessarily a great suite of products or services, and/or a highly efficient IT platform, it is that the organisation knows where it is, where it is going and how it is going to get there. It is important in our houses and offices, in our transportation and routes and in our military and governments. At its logical foundations, Enterprise Architecture is a way of thinking; a way of operating that permeates a company to support good decision making, similar to Business Insights. In other words it aims at balancing function, structure and form. Some of the challenges with Enterprise Architecture exist around the following: But the greatest challenge is that a lot of organisations don't even know they're missing an Enterprise Architecture. Enterprise Architecture should focus more on business requirements and strategy (and ultimately customers needs and preferences) rather than on resources (including IT). Enterprise Architecture can design and implement a system, re-architect an entire business unit or build a product line from scratch. Whenever we have a system composed of interacting elements following a goal, we need Architecture. This might be delivering pizzas or providing human aid - the specifics might change but the process is the same. In short, enterprise architecture helps business and IT leaders capture, understand and articulate opportunities, challenges and risks – including security. Architecture is important everywhere in our lives. IT – An EA approach in this department can help with the unification of processes, improving interoperability between systems and helping to reduce the number of applications essentially repeating the same processes. Enterprise Architects should provide product and business units with analysis of the “Technology Costs” and quality of the various options being presented. Project-based scope constraints can artificially limit the benefits, and; Planning to launch a new product but can’t get consensus from all department heads. Enterprise Architecture provides MORE VISIBILITY to develop a BETTER VISION. Enterprise architecture and strategy brings different benefits to different business departments, but has a role to play in more of them than you might expect. The Enterprise Architecture practice has been there for decades but in last few years it is regaining popularity as it is one of the key initiatives driven by CxOs. Building a system in isolation may mean the project goals are achieved, but without considered architecture it probably won’t provide value to any other part of the organisation. hbspt.cta._relativeUrls=true;hbspt.cta.load(1639603, '763156d2-9f2c-434e-938d-5ff174c5e55a', {}); Suite G.01, Ground Floor, 3-5 West Street. This is the beginning of EA. What applies for organization is applicable for human beings, Le syndrome du "salon avant le séjour"​ et….