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Manage Your Enterprise Architecture
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Many issues surrounding IT governance must be worked out for an enterprise to become a real-time enterprise. In Governance and Management of Enterprise Architecture, General Vice President of Gartner Research Jeff Schulman looks at research dealing with five of those issues.
Gartner believes that, as enterprises collaborate more with other enterprises, IT operations centers must focus more on agility and somewhat less on efficiency.
When the goals of enterprises involve more collaboration, the governance of enterprise architecture should be managed by a new management body within the enterprise.
The "critical success factors" among collaborative enterprises must now stress agility and integration over efficiency and effectiveness.
The implementation of a multi-enterprise architecture for managing collaboration can be extremely complex. To handle an IT foundation that enables shared processes, Gartner recommends an emerging best practice model that calls for the creation of a three-tiered, multi-enterprise integration competency center.
Finally, the significance of an enterprise's culture as a determining factor in its ability to manage the implementation of a successful architecture is crucial. The success of a partnership between enterprises may well depend on the cultural capacity of the enterprises to move together in tandem.
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Collaborative commerce will require enterprises to grant wider access to their data and applications. Such openness will require a re-examination of architectural governance policies and practices.
14 June 2002 |
Michael Blechar
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Network and systems management vendors are redesigning their products to leverage new software architectures and development methods, using off-the-shelf application integration middleware technology and Web services.
28 June 2002 |
Debra Curtis
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To achieve transformational change, an IS organization must seek a new approach for measuring performance and assessing the outcomes of IS services.
26 July 2002 |
Andrew Schneider
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IT architecture groups should be delivering a fivefold to tenfold return on their costs as a significant value-add to the enterprise.
3 July 2002 |
John Roberts
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To be successful, enterprise architecture must take into account the experience and culture of the organization. We provide a framework to assess architecture maturity and set realistic goals.
30 July 2002 |
Greta James
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Enterprise architectures are often considered irrelevant to business strategies. Business processes provide a way to bridge this gap and facilitate the involvement of business executives in prioritizing and aligning architecture work.
1 August 2002 |
Greta James
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To increase IT effectiveness and improve perceptions, more than half of IS organizations already have implemented or expanded the use of a survey mechanism for measuring the satisfaction of the internal customers of IT services.
25 July 2002 |
Lynn Sechrest
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For many enterprises, execution is the most difficult stage of an architecture program because it requires changes in ingrained behavior at every level of the business, within and beyond the IS organization.
18 July 2002 |
Colleen Young
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Differing conditions require differing responses. It is not necessarily difficult times that cause problems; rather, it is the inability to recognize a need and execute an appropriate and timely solution in response to situational changes.
31 July 2002 |
Andrew Schneider
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Total cost of ownership and performance management frameworks can facilitate the governance process by clarifying the cost implications and trade-offs associated with different architectural choices.
25 July 2002 |
Bill Kirwin
Lars Mieritz
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