Observations from Center of Enterprise Architecture (CEA) 2015 Annual Meeting
The CEA which runs out of Penn State University, held its annual meeting in May and there were a couple of key observations relating to the discipline of Enterprise Architecture. With participants from across various industries, scale, experiences and expertise, some of the key items that stood out were:
The business architecture discussion reinforced some of the following findings:
Business architecture succeeds most when it is out of the shadows of IT based enterprise architecture
The organization & people are directly responsible for success of the program
Business architecture models are used to drive portfolio thinking, symbols to make key statements
The cloud computing discussion resulted in the following observations:
EA will need to be more of a broker manager than it has been in the traditional IT environment
Seems like the last mile – which is moving the business/ERP capabilities is the most challenging and the last domino to move to the cloud
There is a need for a comprehensive framework to help organizations to assess and realize cloud solutions as it relates to ERP/legacy solutions
Other topics covered included: security and risk, education and career paths, and disciplines that intertwined with Enterprise Architecture
We have been working to implement Software AG’s model to execute concept with ARIS & webMethods at the U.S Military Services. As a part of this effort, we have been guiding the team in establishing the best practices for BPMN 2.0 modeling such that they can be successfully synchronized for execution within the webMethods platform. In the early stages over 50 logistics business processes were modeled for synchronization.
The effort is aimed at seamless integration between design and development without manual conversions to promote efficiencies and optimize valuable resources.
With digital transformation afoot, organizations need to recognize not only the importance of the customer journey but also the changes on the internal organization; including, but not limited to technology, people, and governance. In addition, the way processes from design to execution to management need to be more flexible, dynamic and agile than the traditional world.