Enterprise Architecture

A Pragmatic Approach Using PEAF


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Technology Issues. (Equating to the Environment part of MACE)

Most Enterprises have many technology issues (blades, Linux, SOA, disaster recovery, security, web 2.0, etc) but our technology issues are very small compared to another type of issue.

Documentation Issues. (Equating to the Artefacts part of MACE)

When we have technology issues, the culprit is usually the documents that defined their choice, design, build, deployment or a mixture of all four. We may have many Documentation issues (which can be large) but our Documentation issues are very small when compared to another type of issue.

Process Issues. (Equating to the Methods part of MACE)

When bad documents are produced or used in a bad way, the culprit is usually the Process by which they were produced. We may have many Process issues (which can be large) but our Process issues are very very very small when compared to another type of issue.

Cultural Issues. (Obviously Equating to the Culture part of MACE)

When bad processes are followed (or good ones are circumvented), the culprit is usually the Culture that provides the context for those Processes. Politics and People have always been the root cause of most problems related to Enterprise Transformation.

The biggest enemy (or ally) of Enterprise Transformation is Culture. Culture trumps Everything™ as the saying goes. But this is much much more than a saying. It is a very cold hard fact. If ignored, it literally has the capacity to destroy our Enterprise.

The Culture that most Enterprises operate for Enterprise Transformation is at best, of insufficient maturity, and at worst, dragging down the entire Transformation capability and taking the rest of the Enterprise down with it.

When attempting to change the culture of our Enterprise it is imperative to understand what our current culture is, to be able to effectively begin to change it. But what do we mean by “Changing our culture”? A “culture” is not something tangible. What we really mean when we say “Changing our culture” is “Changing our people”. And changing our people is the same as changing anything else - we cannot begin to change it unless we understand it first. If we don’t, it is likely that we will produce unwanted and un-expected detrimental and potentially disastrous side-effects.  Often, merely understanding other peoples and departments points of view and why they think and say what they do can reap huge benefits. Misunderstandings only lead to negative feelings and a resistance to “help” the other party even if that “help” would cost little or nothing.


Questions to ponder...

Do you agree that Cultural issues are much more important than process or technology issues?

What specific issues (relating to the Culture used for EA) apply to your Enterprise?

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