How was Training?

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“I thought it achieved the purpose of explaining EA and how to put it in place, and it was helpful that the instructor integrated the education with a reasonable understanding of what we already have in place.” - IT Architect, Hasbro, USA, Jan 2013

Recommend PEAF?

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“Yes - Unlike any of the other frameworks I believe that PEAF offers a quick start to EA as well as a long term Framework. I biggest benifit is its simplicity for all to understand and reap the benifits from within all levels of the Organisation (especially at the top ;)) ” - Enterprise Architect, Experian, UK, May 2012








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.

We have many technology issues (blades, linux, soa, disaster recovery, security, web 2.0, etc) but our Technology Issues are very very small compared to Process issues. When bad technology is selected or used in a bad way, the culprit is usually the Process by which is was chosen or designed or built or deployed or a mixture of all four.

We have many Process issues (see why we want to increase our Maturity in the Methods section) but our Process issues are very very small when compared to Cultural Issues. 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 culture we operate for Enterprise Transformation is of insufficient maturity.

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.

 

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