Do you recognize the continuous balancing of urgent vs. important matters? I am often confronted with urgent matters that need to be resolved quickly such as an escalation within a project, deadlines and engaging in interactions through meetings, e-mails, phone calls and a dozen other channels. On the other hand, I am also often confronted with important matters that are not urgent such as developing my professional skills and working on relationships. Sounds familiar? I bet it does. It is perfectly normal to prioritize between urgent and important matters and everybody does it. Organizations face many similar challenges of which one is ambidexterity.
In the previous postings we zoomed in on developing “top-down” or “enterprise” models, laced with many practical tips to help practitioners to get started. In this post we tackle the other end of the spectrum, and discuss how to get started with “Bottom-up” or “solution” models. We will zoom in on several aspects, including structuring your models, and linking to your enterprise models.
In this second posting, we will elaborate on the first part of Force Generation Architecture: the Core Objectives. We shall review the military approach and principles, followed by drawing the parallel with our case at hand. By that we will emphasize the importance of understanding ‘the grand plan’ and - subsequently to this - identify the relevant stakeholders, their concerns and their ability to act.
The Future Ideas Worldwide Academic Competition is a great way for students and graduates to submit their innovative ideas to a large audience and have the opportunity to win a mentorship from a great mind in their field of study. Its six themes provide a great breadth of subjects:
If we look at current IT-trends it is easy to say everybody has heard of Big Data. Although there are some known successes (for example US retailer Target which through its extensive data could predict pregnancy faster than the involved person) many compiling companies spend millions (or even billions) of dollars hoarding big data, without properly using it at all. According to Gartner, 85% of Fortune 500 organizations won’t be able to exploit their big data usefully in 2015. Now the key to using data at all, is knowing that you don’t necessarily need all data. As long as you know which data can be useful to your company – and maybe even more important - WHERE it is useful within your company, you don’t need to spend half of your budget on stacking information.
So, you’ve had your training courses and read the relevant books.Your boss has called you and asked: “Now let’s discuss our major concerns. How can we make the architecture approach going to work while everybody is always on the run?”….. Sounds familiar?
Our ongoing series of blogs about Agile methods offers an in-depth discussion of the method and its impact on an organization. In this blog, we focus on collaboration in agile teams.
In this post we continue to describe examples for ArchiMate modeling using a top-down modeling strategy. In the previous posting we presented some examples from the business architecture domain, in this posting we will cover three examples in the IT domain:
For many organizations, the big question is not if data is important, but how to manage it in order to be successful. Success, of course, is a big word and can mean different things to different people: from surviving in a highly competitive / regulated arena, to ceasing new market opportunities.
Enterprise Portfolio Management (EPM) is the discipline that supports this allocation of investments to various asset categories of the organization, such as capabilities, applications, or infrastructure, and helps creating a healthy set projects and programs that realizes strategic goals.