How was Training?

more

“inspiring and less (if any) bullshit bingo as expected” - Technical Architect, Freshfields, UK, Sep 2010

Recommend PEAF?

more

“Yes - It is a good framework to explore to understand EA and can be used in specific cases to help establish EA practices.” - Lead Consultant & Trainer, EA Global, UK, May 2012



Overall

Although I asked people to state the Purpose of EA (the Why) the first interesting thing that became apparent was that people’s responses fell into three distinct categories.

¨      WHY - These responses were a direct response to the actual question asked - the Purpose of EA - WHY do we “do it”.

¨      HOW - These responses didn’t explain the purpose of EA but did describe things that people do that are related to EA - HOW we “do it”.

¨      WHAT - Again, these type of responses didn’t explain the purpose of EA, this time they described things you would use to do things that are related to EA - WHAT is used to “do it”.

As can be seen, there is generally speaking an equal split between those who define EA in terms of its purpose (WHY), those who define EA in terms of “doing it” (HOW) and those who define EA in terms of what things are produced or used (HOW).

This is the first thing that can confuse the issue when people are discussing or trying to understand what EA is because at any one time three fundamentally different things can be being discussed as if they were the same thing.

KEY FINDING

Any definition we create or discussion we have should always address this fact and any argument and counter argument about some of these things is futile. Let’s stop arguing about which ones are addressed and agree that all of them are valid.

WHY

All of the WHYs were reviewed and allocated to a structured list of WHYs that was created iteratively by analysing the WHYs.

Mission

help achieve the Enterprise’s vision, mission, objectives, strategies, goals

85

Agility

help the Enterprise be able to respond to change and transform itself

57

Efficiency

increase efficiency

56

Costs

reduce costs

36

Effectiveness

increase effectiveness

36

Value

increase and create value

30

Durability

increase durability

27

Growth

increase growth and create opportunity

24

Profitability

increase profitability

23

Competitiveness

increase competitive edge

18

Customers

increase customer satisfaction

17

Risk

reduce risk

15

Stability

increase stability

11

Quality

increase quality

9

 

In terms of why people think we do EA and its purpose, there are many different ideas.

The truth is that not one of these is correct - they all are.

This is the second thing that can confuse the issue when people are discussing or trying to understand what EA is because in general a person will list one or more of these things but never more than five. This means that any one person only has a piece of the overall picture.

KEY FINDING

Any definition we create or discussion we have should always address this fact and any argument and counter argument about some of these things is futile. Let’s stop arguing about which ones are addressed and agree that all of them are valid.

HOW

All of the HOWs were reviewed and allocated to a structured list of HOWs that was created iteratively by analysing the HOWs.

 

Decision Support

MI, Decision Making, Understanding, Clarity

118

Strategic Planning

Strategic Planning. Transformation, Change, Evolution, Roadmapping, Steering

92

Architecting

Analysis, Architecting, Engineering

71

Governance

Guidance, Governance, Steering, Control, Communication

61

Alignment

Aligning all of the Enterprise’s parts with each other

61

 

In general terms the same small number of actions are put forward time and again. There is no “clear winner” to speak of with all being tabled generally equally.

Again, it is not that one of these is correct - they all are.

This is the third thing that can confuse the issue when people are discussing or trying to understand what EA is because in general a person will list one or possibly two, maybe occasionally even three of these but never all of them. Again, this means that any one person only has a piece of the overall picture.

KEY FINDING

Any definition we create or discussion we have should always address this fact and any argument and counter argument about some of these things is futile. Let’s stop arguing about which ones are addressed and agree that all of them are valid.

WHAT

All of the WHATs were reviewed and allocated to a structured list of WHATs that was created iteratively by analysing the WHATs.

 

Models

Structural Models, Blueprints

140

Processes

Practices, Processes, Disciplines, Frameworks

70

Guidance

Principles, Policies, Standards, Guidelines, Metrics

27

Tools

Tools

15

It can be seen that the vast majority of people think of Models as the main artefact or thing to be used when thinking about EA. Processes are also very well represented.

Again, it is not that one of these is correct but they all are.

This is the fourth thing that can confuse the issue when people are discussing or trying to understand what EA is because in general the vast majority of people will only talk in terms of models, which only represents 50% of the whole. Again, this means that any one person only has a piece of the overall picture.

KEY FINDING

Any definition we create or discussion we have should always address this fact and any argument and counter argument about some of these things is futile. Let’s stop arguing about which ones are addressed and agree that all of them are valid.

 

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