In the previous posting we explained two strategies for getting started with ArchiMate modeling: top-down and bottom-up. Over-simplifying, we suggested to use “inventory style” models (to catalog the ‘things we have / do’) and then figuring out the relations between them. There’s usually a lot of information that can be (re)used. Also, the ideal approach is using a workshop setting.
Changing regulations, business strategies and compliancy standards require new business policies to be developed constantly. Consequently new decisions will be made which need to be managed properly. However managing these new decisions is (of course) not without challenge. The field of decision management has steadily become more popular – first focusing on it being a better way to manage business rules, but lately shifting its focus to predictive analytics.
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.
So I got my ArchiMate® certification… now what? Does that sound familiar at all? We see a lot of organizations and professionals struggle with the questions on how to get started with their enterprise architecture models. This makes sense: there’s an overwhelming amount of practical guidance (often piecemeal, though) available online, the pressure might be on (there is a lot of places where we expect ArchiMate models to add value) and the company has just invested in training and tooling (Check out our flagship software, BiZZdesign Architect).
We are continuing our series on ArchiMate: from theory to practice! We introduced the series back in October and over the last few months we ran the first part which we called “The ArchiMate Files”. In this first part we covered some theoretic underpinnings of the ArchiMate standard, and in this second series we will cover practical aspects of modeling with ArchiMate. This is illustrated in the updated diagram below:
Capital allocation, i.e., deciding on investments, is probably the most important responsibility of the top management of any organization. This is no easy matter. Warren Buffett, chairman and CEO of Berkshire Hathaway and probably the most successful investor of the 20th century, described this in his 1987 letter to shareholders:
Imagine you are asked to define business requirements and constraints for a set of business rules as part of the design of a solution. What would be the approach you would use?
Strategy execution remains a challenging task for many organizations. The ‘Digital Enterprise’ requires major business transformations, delivered at speed. Most organizations are in a constant state of change. The ‘unfreeze-change-freeze’ model, reasoning from the current to a desired future state, no longer applies; the current state is always in flux and the future state is a moving target.
Change is difficult. This is a given for most people but it is always interesting to see how organizations cope with this. Mostly change is a black box, something we experience from the sideline and can only observe afterwards. Luckily I was able to experience some challenges that come with change firsthand during my graduation internship for my MSc Urban, Port & Transport Economics.
In order for Decision Management to be successfully implemented within an organization the following capabilities and technologies must be present: