Australian and New Zealand Architects Surveyed on Business Architecture

Mike The Architect Blog: Business Architecture

Business Architecture (BA) is a really hot topic these days. A few years back it was  a topic that people either didn’t talk about or they avoided it. Over the past year or two I have noticed it’s frequency increase a great deal. I think the reason it comes up so much is that we as Enterprise Architects are desperately trying to solve the root business challenges instead of implementing technology for technology sake. 

In this post I will reflect on the two part surveys The Open Group conducted over a few months back. Kudos to them for conducting this in a crowd sourced / practitioner based way and not going into an academic debate over this topic. This is as real world as you can get.

Before we go into the survey I think there is a broader context I want to highlight and take a step back. I believe that Business Architecture is not ply part of EA but also key to EA success.


Business Architecture is Core to the New World of Enterprise Architecture

[UPDATED Gartner Research]

Based on a double blind 2011 worldwide survey and a 2012 survey of Gartner Enterprise Architecture Summit attendees in the US and Europe, Gartner finds that the vast majority of organizations are focusing their EA efforts on how they can drive business value (including IT), not just on driving IT decisions.

In a June 2012 survey, they find that 80% of organizations are focused on how they can leverage EA to either:

  • Aligning business and IT strategies (25%)
  • Delivering strategic business and IT value (39%)
  • Enabling major business transformation (16%)

They also find that 67% of organizations are either: starting (39%), restarting (7%) or renewing(21%) their EA efforts. A point to note that many of the organizations that state that they are "starting EA for the first time" are actually "restarting" because we have talked to them in the past – it is just that the current EA leaders don’t know that there previous efforts.

See more in: Hype Cycle for Enterprise Architecture, 2012


Wow, those are big numbers behind the refocusing . I was very surprised to see that the number was so high. The next set of statements from Gartner was that those new and restarted EA organizations are not rebooting with the same concepts they had in the past but rather business oriented ones instead. That then drives for a much stronger focus on Business Architecture.

With these data points from the analysts and from what I see with customers I certainly see the tide shifting. There is a readiness factor to all of this though. Of the total customers I work with, I would say that currently there are very few that are performing what I would call an end-to-end BA practice. Of that base there is a growing community of EA’s very ready to do BA or have started in some way but again still small. The largest population I’ve seen are the ones willing  entertain the notion because they realize that keeping their heads out of the sand only focusing on technology hasn’t given them overwhelming success.

Evidence shows that business leaders are sick of the IT status quo and are making drastic shifts. IT is getting run by more and more business professionals. Both Gartner and Forrester agree that there is a new breed of the CIO. This person is one that comes from business background and runs IT as such. Gartner says 46% of today’s CIO comes from a business background. This is compounded by other roles taking on IT. Like at NASCAR, the CMO has a large stake in big data and pulling in the IT budget as his own. This is becoming increasingly popular with CMOs but also COOs as well.

The bottom line for me is that this wave is coming, either we can be on top or get swept by it and pulled under by the current.

What is Business Architecture – By The Open Group Survey Members

Back in April 2013, the president of the Open Group, Allen Brown surveyed Australian and New Zealand Architects on their views of Business Architecture. The post was called, "What is Business Architecture".

Some of the questions asked were:

  1. What is Business Architecture in the context of your organization?
  2. Do you have Enterprise Architects in your organization? If so, what is it that you do that they do not? If not, how do you see Business Architecture differently from Enterprise Architecture?
  3. Who do you report to? Is your line of reporting up to the CIO, the COO if you have one, or other senior level person?
  4. How is Business Architecture perceived in your organization? It would also help me if I knew something about your organization.


Allen says it well on the state of Business Architecture:

The first level of analysis, which should come as no surprise is that Business Architecture is a relatively new discipline for most organizations: in most cases it has been around for between 1 and 5 years.  Described by some as a growing capability, or as immature, or even as “largely missing”.  One respondent describes herself quite rightly as a pioneer.


I personally feel you would be hard pressed to find any one individual or organization that is an authority on Business Architecture. Myself included here. I am very much along for the ride to see where this leads as well.  Now with that said I certainly have perspective on the field and want to evolve it to the best of my abilities. As with the other architects that participated in the survey, we all have our own unique perspectives on the matter. With that are success stories that are largely situational in nature and don’t represent the profession.

This is a challenge that we need to be mindful of. We don’t have a baseline that is universally accepted from a BA perspective.  Meaning that without universally accepted outcomes of doing things with common roles and approaches our "mileage will vary". It just will not be repeatable and predictable for the masses. So while it may work in unique situations, once you go outside of that the value may diminish.

I say that because most practitioners, including myself have made our own way through BA. What this leads to is lot of independent thoughts, methods, misconceptions, etc. around this discipline of BA. You can see evidence of this in Nick Malik’s blog post about Business Architecture definitions. We are all over the map. 

These architects surveyed see this as an issue. They want standardization from both a broad industry perspective and their respective industries.

A recurring theme was that the ability to have a company-wide or industry-wide model was critical as it provides a common terminology across the board to what the organization actually does and enables understanding of the implications of any changes. 


Which of the five interrogative’s do business architects focus on?

In the post some of the surveyed architects said that BA focuses on the "what" part of the equation. An area of clarif
ication that I would add to the comments is in regards to BA’s only focusing on  "What" the business is. I don’t think this gives the BA its full justice.

In my opinion, I see the common mistake that business architect make is that they focus on what the business currently is, instead of focusing on what the business should be. You need both views to guide you. Business Capability Models (BCM) do a great job of addressing "what" the business is. But if you don;t understand the motivations and value creation and ultimately realization you are left with a context-less and a risk of a flawed BCM.

Business Architecture in my opinion all boils down to rationalizing "Why". To be explicit, rationalizing and not creating the business strategy.

Below is a model I have used to articulate this:

Business Architecture Overview


I believe the surveyed architects nailed the BA focus with the following listed:

  • Understanding strategic themes and drivers
  • Modeling value chains, value streams, configurations
  • Context modeling e.g. external interactions
  • Capabilities, including business capability, service capability (including both business and IT capabilities), capability maturity, targets and gaps
  • Calling out the interdependencies of all the business and architecture domains: strategy, governance, market, distribution, product, capability
  • Design – entities, people (organization structure, incentives), process, systems, functions, roles
  • Linking with and supporting the strategy and injecting into the investment planning cycle
  • The Business Architect provides processes, part of the input and information for the business to determine whether or not any investment will be made within their organisation

The only thing I would add here is that while models, templates and tools are good and helpful, we need to be wary not to develop a model for a models sake. Business Architecture facilitates the process of understanding the business and how to improve it based on that analysis. In other words it’s not about the destination (models and tools) but the journey (collaboration, ideation, rationalization, negotiation, etc.).


Again, a big thank you to the Open Group for conducting the survey and distilling the results for all of us. Much appreciated.


Mike Walker on Business Architecture, Part 2


In this is Part 2 article, “Walker on Business Architecture” in the Architecture and Governance Magazine , I continue to explore and answer questions in the business and information architecture discipline. In part 2 of this article we switch the focus to real world application of BA and IA.

  • Describe examples of business architecture (BA) and/or information architecture (IA) you have seen at organizations you have worked for or been exposed.
  • Have you seen anyone make an attempt at BA or IA and fail?
  • If you had to pick one critical success factor for BA/IA, what do you think it would be?
  • General comments/thoughts as it relates or does not relate to enterprise architecture.

Before we get into the article, be sure to go to the Architecture and Governance Magazine site and check out all the other great articles as well. Just sign up and you can browse all the volumes.


Part 2, Walker on Business Architecture

A&G: Describe examples of business architecture (BA) and/or information architecture (IA) you have seen at organizations you have worked for or been exposed to (generic, no company names)? And how would you rate those efforts?

Walker: In regard to business architecture success stories, I’ve seen a company transform its entire IT landscape to make business architecture a first-class citizen. It did this by creating an executive business steering committee. And that executive business steering committee was responsible for centralizing the corporate strategy. Having that structure tied down then led to a formal business architecture team. The business architecture team reported directly to the strategy steering group. So, for the first time in that company’s history, it had a business architecture translating the business corporate strategy into something consumable by the enterprise. That function was elevated all the way up to executive vice presidents, the highest level in the corporation, to focus on the discipline of the business architecture.

The outputs of that were things like road maps, business and IT strategies, and architectures and future state models of where the company wants to go. The company was so ambitious that it said let’s forget the sins of the past and let’s focus on what this company would look like 10 years from now, and let’s create that view. Committee members spent several months creating that view, and then they went back to the enterprise and said, okay, what is the gap, because this is where we need to go as a company. It really gave the company focus and direction in what’s important and what’s not important.


A&G: Have you seen anyone make an attempt at BA or IA and fail? If so, what led to that failure?

Walker: A lot of times it comes down to a few factors. Executive support: it has to be something that’s important to your CIO level executives. If they don’t buy in, it’s not going to happen. I’ve seen those failures. I’ve seen environments where the CIOs were believers but the people didn’t have the right level of business acumens, or they didn’t have the right leadership skills that would make it happen.

All that is important to note here is none of these failures were the result of having a bad tool, a bad technology, or a bad model. I’ve seen all those failed organizations overcompensate on capability models and strategy maps, etc. The result was that they lacked the critical soft skills to make that a successful venture in their companies. The linchpin in all of this is: if the people who are booting this up don’t have great people skills, they will fail. Because, at that level, this job is based on influence and making people understand that this is important. It’s not about the model you use; it’s about how you conduct yourself and how you win the hearts and minds of the organization.


A&G: If you had to pick one critical success factor for BA/IA, what do you think it would be?

Walker: The critical success factor really comes down to two things. One is business acumen: knowing the business, what the company wants to accomplish, its goals and objectives, its strategies, etc. That will help you have a meaningful conversation. Second is soft skills. I’ve talked a lot about this on my blog: emotional intelligence, which is self-awareness of yourself but also self-awareness of other people, things like empathy. If you don’t have a high degree of emotional intelligence, if you’re not empathetic, you’re not making a connection. And if you’re not making a connection, they’re less likely to buy into what you’re doing. Why is this important? Because when you’re at the business architecture and information architecture levels, the stakes are much higher because they have broad and pervasive impacts. It becomes much harder to convince someone to change or architect their business architecture versus buying a new server.


A&G: What other general comments/thoughts do you have about business and information architecture as it relates or does not relate to enterprise architecture? To solution development and delivery?

Walker: Both of those disciplines, in my opinion, are part of enterprise architecture. There are specific things you do to make sure you have the right enterprise architecture. If you look at any methodology out there, it says you should start out with understanding the corporate strategy. Then, you should go and do a business architecture. Then, you should go understand your information architecture, application, technology, etc.

These two disciplines roll under enterprise architecture. If we look at the BAIT model, which is business, application, information, and technology architecture, enterprise architects are focused more on the business and information and will look at application and technology more secondary. The IT architects have a tendency to focus more on the application and technology architecture. Primarily speaking, they can’t divorce themselves from the other stuff, but if they’re going to focus on transforming the company those are the two disciplines they have to spend more time on.


More Resources

Reaching the Pinnacle: A New Enterprise Architecture Book by Sam Holcman

Mike The Architect Blog: Reaching the Pinnacle

I wanted to share with all of you a new book  called, “Reaching the Pinnacle: A Methodology of Business Understanding, Technology Planning, and Change (Implementing and Managing Enterprise Architecture)” by Sam Holcman. I’ve known and have worked with Sam Holcman over the past five or more years and hold his experience in extremely high regard. Specifically, his contributions with John Zachman to get the Enterprise Architecture profession going in it’s very early stages. He was instrumental in putting a real method around the Zachman framework, which in my opinion really made it usable for architects. 

I haven’t read the book yet but I have ordered it and will be reading it when it arrives. I’m personally looking for how his thoughts have evolved past some of the initial concepts of Enterprise Architecture that leads us into how we are currently executing EA and how we will be doing it in the future. Also interested in what concepts get left behind or the anti-patterns of legacy EA. With or without addressing these questions I’m sure it will be a good read.

Check it out and share your thoughts. 

Here is an overview provided by Sam on “Reaching the Pinnacle: A Methodology of Business Understanding, Technology Planning, and Change (Implementing and Managing Enterprise Architecture)”:

Samuel B. Holcman explains the detailed process of building an enterprise architecture. Samuel B. Holcman brings his strategic business plans to business and technology professionals with “Reaching the Pinnacle: A Methodology of Business Understanding, Technology Planning, and Change (Implementing and Managing Enterprise Architecture).” In order to bring a method to the madness that can often be today’s business structure, Holcman uses “Reaching the Pinnacle” to introduce the process of building an enterprise architecture. Holcman uses his 40 years of experience as a leading trainer and consultant in enterprise architecture in writing “Reaching the Pinnacle.” He explains enterprise architecture as the rethinking of how business planning and information technology work together in order to achieve strategic goals. “Reaching the Pinnacle” explains how an organization and its important departments can achieve their goals through a series of project initiatives. Holcman offers a simple, easy-to-understand way to implement an enterprise architecture project into one’s organization. “While the approach is not quick – it may take up to a few years to transform an organization – my methodology provides an effective means for moving the organization from its as-is state to its desired state in an iterative manner,” says Holcman. Holcman’s methods and approach have been used by numerous Fortune 500 companies and have led him to be the top consultant on the topic. He believes the ‘for practitioners, by practitioners’ approach of “Reaching the Pinnacle” will make the book a crucial resource among business and technology personnel everywhere. 


For those that don’t know Sam here is a brief bio on him:

SAMUEL B. (Sam) HOLCMAN is the Chairman of the Pinnacle Business Group, Inc., and the Managing Director of the Enterprise Architecture Center Of Excellence (EACOE), and the Business Architecture Center Of Excellence (BACOE). He is considered the practitioners practitioner in Enterprise Architecture and Business Architecture, and the leading implementer and world-wide educator and trainer in Enterprise Architecture and Business Architecture methodologies and techniques. His interests include consulting and research on topics such as enterprise architecture, business architecture, business process engineering, intellectual capital management, organization development, system methodologies and life cycles, corporate business modeling, and accelerated analysis techniques. Sam was with Ford Motor Company for 11 years in data processing, finance, and engineering. He was Vice President of a robotics and factory automation firm for two years. He was also a senior member of a technology delegation to the People’s Republic of China, on the invitation of the Chinese and United States Government, and a member of a technology delegation to the Commonwealth of Independent States (Soviet Union). Sam has a Bachelor’s degree in Bioengineering and Master’s Degree in Electrical Engineering from Wayne State University in Detroit, Michigan, and a Master’s in Business Administration from the University of Michigan, Ann Arbor. He has been elected to Eta Kappa Nu (electrical engineering honors society), and Tau Beta Pi (engineering honors society), and is a member of numerous societies and professional organizations, and is a frequent speaker at seminars around the world. 

Gartner EA Conference Summary in Top Influential Tweets

I usually don’t post recaps of events in their tweets but since I was unable to do full coverage of the event I have picked out what I thought to be the most influential tweets. Lots of good nuggets from the Gartner analysts along with commentary from myself and other EA’s at the event.


Day One

· Mike Walker ‏(@mikejwalker) – Good advice from Betsey Burton: Time box your EA activities. Ex. Allstate Chief Arch 16 wks. To keep atten. of the biz #entarch #GartnerEA

· Mike Walker ‏(@mikejwalker) – Betsy Burton: business capability should be named <verb> <noun>. Do you agree? Not sure I do, mixing concerns. #entarch #bizarch #GartnerEA

· Mike Walker ‏(@mikejwalker) – Great overview on Business Capabilities by Betsy Burton. Here’s a useful BCM I use. #entarch #bizarch #gartnerea

· Pete G. ‏(@pgrivas) – Beyond a level 0/1 diagram, #ArchiMate seems to me like a great tool to continue on with Business Capability Modeling. Thoughts? #GartnerEA

· Olivier Laquinte ‏(@OLaquinte) – A process model describes how the business operates, while a business capability model describes what the business does #gartnerEA

· Mike Walker ‏(@mikejwalker) – Connecting Strategy to Execution Enablers. More than business capabilities. #entarch #bizarch #gartnerea

· Brian Oberman ‏(@brianoberman) – Business capabilities modeling bridges the gap between business strategy and IT execution. #GartnerEA

· Mike Walker ‏(@mikejwalker) – Extending #GartnerEA thinking: Connecting Strategy to Execution is more than business capabilities. #entarch #bizarch

· Voytek Janisz ‏(@VoytekTheEA) -Business Capability modeling is a great way to bridge communication gap between business and IT #GartnerEA #entarch

· Homero Padilla Cano ‏(@zerkhufu) – “nobody cares about your work, they care about your impact in creating/pushing business outcomes” @ #GartnerEA

· Olivier Laquinte ‏(@OLaquinte) – @brian_burke – since #EA are influencers, should they be on projects steering committees to ensure alignment? #gartnerEA

· Olivier Laquinte ‏(@OLaquinte) – Effectiveness + Efficiency = #EA Impact #gartnerEA

· Olivier Laquinte ‏(@OLaquinte) – Measuring #EA : actions as a result of influence is an impact #gartnerEA

· Fred (‏@froidianslip) – Change is a team sport. #GartnerEA

· Fred (‏@froidianslip) – Brian Burke told me no one cares about me, they only care about what I’ve done for them lately. #GartnerEA #welcometothebusiness

· Duncan Mundell ‏(@dcmundell) – It’s the EA’s responsibility to negotiate non-functional requirements by helping the business balance cost, risk and capabilities #GartnerEA

· Voytek Janisz ‏(@VoytekTheEA) – Use "Mickey Mouse" diagrams when communicating architecture to business. Leave UML, BPMN, ArchiMate behind. #entarch #GartnerEA

· Voytek Janisz ‏(@VoytekTheEA) – Panel discussion: "Architecture is about managing change and about communication" #entarch #GartnerEA

· Rebecca Newland ‏(@NewlandRebecca) – Five Things I Learned At The #Gartner Enterprise Architecture Summit #GartnerEA

· Derek E. Weeks ‏(@weekstweets) – Gartner’s @MarkRaskino "watch out for new roles of ChiefDataOfficer and ChiefDigitalOfficer at your corp this year". #gartnerea #opentext

· Fred (‏@froidianslip) – The new CIO… Chief Innovation Officer. But the role is about much more than technology. #GartnerEA

· Fred (‏@froidianslip) – Entrepreneurial is not a word that sits well with most CIOs. #GartnerEA

· Derek E. Weeks ‏(@weekstweets) -Who is managing your unstructured information? #gartnerea #opentext

· Brian Oberman ‏(@brianoberman) -The way to succeed in social media: purpose, purpose, purpose. #GartnerEA #socialmedia

· Brian Oberman ‏(@brianoberman) – 90% of organizations social collaboration efforts fail. #GartnerEA

· Steve Armstrong (‏@sakarmstrong) – Enterprise architecture is something we do, not something we deliver. #gartnerea

· Homero Padilla Cano ‏(@zerkhufu) – “sharing information leads to business innovation and new ways to use information” @ #GartnerEA

· David Middleton (‏@_dmiddleton) – Social collaboration isn’t disruptive b/c of the technology but b/c of how it is leveraged and utilized to affect change. #GartnerEA

· Fred (‏@froidianslip) – Great talk on CEO concerns, but I keep thinking, "Bring me the holy hand grenade. #GartnerEA #projectingmontypython

· Fred (‏@froidianslip) – The gap between the business and IT is one of understanding and ultimately a language gap between people. #GartnerEA

· Fred (‏@froidianslip) – You should never trust a survey people, really. #GartnerEA #CEOconcerns

· Derek E. Weeks ‏(@weekstweets) – @MarkRaskino Recession is still problem but tech is not slowing…expect more tech demand as growth strategies unfold #gartnerea #opentext

· Brian Oberman ‏(@brianoberman) – Build systems to empower people. #GartnerEA #socialmedia

· Pete G. ‏(@pgrivas) – @mikejwalker From your tweets we must be at the same session at #GartnerEA. I love your site BTW – great information.

· Mike Walker ‏(@mikejwalker) – #GartnerEA is echoing my thoughts of #BizArch It’s NOT creating strategy but rationalizing into execution #entarch

· David Middleton (‏@_dmiddleton) – By 2020, alternatives to formal higher education will make education more engaging, broadly accessible and broadly recognized. #GartnerEA

· Mike Walker ‏(@mikejwalker) – Betsy Burton: No.1 #bizarch mistake is to separate it from #EntArch They are one in the same. <-Agreed! #GartnerEA

· Michael McNamara ‏(@mfMcNamara) – Develop a crisis management playbook #GartnerEA

· Pete G. ‏(@pgrivas) – Worst practice in #EnterpriseArchitecture is starting out with current state #GartnerEA

· Pete G. ‏(@pgrivas) – #EnterpriseArchitecture is going to be a discipline of Strategic Planning by 2020 – #GartnerEA

· Homero Padilla Cano ‏(@zerkhufu) – increase sales is not strategy #GartnerEA

· Matt Edwards ‏(@mwedward) – "Only 10% of enterprises successfully execute their strategies – Michael Hammer." #gartnerea

· Matt Edwards ‏(@mwedward) – The key to successful business architecture is family counseling. Get past the tears and differences, and work together. #gartnerea

· Ryan Pehrson ‏(@rpehrson) – #GartnerEA Betsy Burton. "60% of EA is ‘Family Counseling’"

· Brian Oberman ‏(@brianoberman) – Want to add value as an EA? 1. deliver real outcomes, 2. deliver signature ready recommendations. #GartnerEA

· Brian Oberman ‏(@brianoberman) – There are no IT projects. There are only business projects. #GartnerEA

· Mike Walker ‏(@mikejwalker) – #GartnerEA External disruptions effect EA. <- Agreed posted in ’09: EA is Different Based On Where You Live #entarch

· Voytek Janisz ‏(@VoytekTheEA) – When strategy is not articulated, it is the business outcomes that can help fra
me it up. #entarch #GartnerEA

· Brian Oberman ‏(@brianoberman) – Even if your strategy isn’t explicitly documented you can derive it from what you are currently doing. #GartnerEA

· Mike Walker ‏(@mikejwalker) – #GartnerEA Keynote: Let industry frameworks guide not prescribe <-Agree #entarch

· Mike Walker ‏(@mikejwalker) – #GartnerEA Keynote: Frameworks are bad, let us introduce a new framework and method #entarch

· Brian Oberman ‏(@brianoberman) – Categorize EA business driven outcomes as: run, grow or transform. #GartnerEA

· Fred (‏@froidianslip) – EA goes agile and pragmatic according to Brian Burke. #GartnerEA

· Matt Edwards ‏(@mwedward) – Business objectives should be timeboxed (as should everything)… #gartnerea

· Voytek Janisz ‏(@VoytekTheEA) – Business outcome driven EA is the next wave after the framework-driven EA #GartnerEA #entarch

· Brian Oberman ‏(@brianoberman) – EA is entering third phase. First was framework, followed by process and moving towards business outcome driven EA. #GartnerEA

· Brian Oberman ‏(@brianoberman) – By 2015 40% of global 1000 companies will use gamification as a strategy. #GartnerEA

· Mike Walker ‏(@mikejwalker) – BYOD will double the amount of malware in the enterprise through 2014 #GartnerEA #entarch

· Duncan Mundell ‏(@dcmundell) – Successful #enterprisearchitecture is all about outcomes and not just processes and standards alone. #gartnerea

· Mike Walker ‏(@mikejwalker) – By 2015 #bigdata demand will reach 1 million jobs but only 1/3 will be filled #GartnerEA #entarch

· Brian Oberman ‏(@brianoberman) – By 2015 big data will reach 1 million jobs in global 1000 but only 1/3 will be filled. #GartnerEA

· Matt Durham ‏(@matthewdurham) – Enterprise architects influence $1.1 trillion in enterprise IT spend according to #Gartner #GartnerEA. My influence is somewhat smaller.


Day Two

· Fred (‏@froidianslip) – BYOD = Bring Your Own Data #GartnerEA

· Brian Oberman ‏(@brianoberman) – Prediction: we will use 4 – 6 devices and share data via the cloud. #GartnerEA #hopenot

· Fred (‏@froidianslip) – BYO-let-my-company-and-I-decide-what-is-best-for-both-of-us #GartnerEA

· Fred (‏@froidianslip) – 13% NEVER use company supplied devices for personal communications. Is that on or off the record? #GartnerEA #neverisaverystrongword

· Brian Damiani ‏(@bwdamiani) – Interesting: The majority of speakers are British. All very good but an indicator that the US is still lagging in EA adoption? #GartnerEA

· Vijay Nuthulapaty ‏(@VNatGartnerEA) – @markmcgregor Coming to #GartnerEA made me realize that my team is not alone in challenges with EA. Definitely therapeutic.

· Fred (‏@froidianslip) – Found my new favorite phrase in the disruption session: behavioral economics. Can I now have a behavioral recession? #GartnerEA

· Brian Oberman ‏(@brianoberman) – #5 disruption: brain science and neurobusiness. #GartnerEA

· Vijay Nuthulapaty ‏(@VNatGartnerEA) – @mikejwalker Amen brother. And not just detailed designs, issue resolution as well. #gartnerea

· Mike Walker ‏(@mikejwalker) – Scott Bittler – “Just because you can do something [detail design] as an EA doesn’t mean you should” #GartnerEA #EntArch

· Brian Oberman ‏(@brianoberman) – #3 disruption to business: robotics and human augmentation. #GartnerEA

· Brian Oberman ‏(@brianoberman) – #2 disruption to business: human system interaction. #GartnerEA

· Brian Oberman ‏(@brianoberman) – #1 disruption to business: the internet of things. #GartnerEA

· Vijay Nuthulapaty ‏(@VNatGartnerEA) – Met a lot of interesting architects at #gartnerea . By my guesstimate only 50% are in an EA role currently.

· Voytek Janisz ‏(@VoytekTheEA) – EA roadmaps are visualization of strategy. Use them to articulate known strategy or to help elicit it from business. #GartnerEA #entarch

· Brian Oberman ‏(@brianoberman) – Favor enablement not control in your EA program. #GartnerEA

· Duncan Mundell ‏(@dcmundell) – Successful enterprise architecture is about doing the basics right. Focus on the business and communicate. #GartnerEA

· Mike Walker ‏(@mikejwalker) – Agree with Keith Meador -> At the end of the day, the last mile is all that matters. Make your efforts signature ready #EntArch #GartnerEA

· Olivier Laquinte (‏@OLaquinte) – K.Meador, #starbucks |The job of an #EA is not to get the right answer, it’s to get the best one in a collaborative way #gartnerEA

· Fred (‏@froidianslip) – Keith Meador has captured the essence of EA. The fact he works for @Starbucks and is also from Seattle introduces no bias. #GartnerEA

· Mike Walker ‏(@mikejwalker) – Starbucks preso started w/ a coffee tasting & biz overview. Kudos to Keith on EA leadership and focus. #GartnerEA #EntArch

· Fred (‏@froidianslip) – Coffee is a connection at Starbucks. EA is about connections as well. Well played coffee giant. #GartnerEA

· Brian Oberman ‏(@brianoberman) – Starbucks is giving out free coffee at their presentation. #GartnerEA @Starbucks #score

· Fred (‏@froidianslip) – On an innovation slide: Design serendipitous workspaces. <- Acceptance is a big cultural indicator. Trust me, I know. #GartnerEA

· Wes DeVault ‏(@wvipersg) – Use caution when trying to roll up risk Indicators to one indicator score. You may end up missing things you will need. #gartnerEA

· Michael McNamara ‏(@mfMcNamara) – WIIFT – What’s in it for them? "… thats the bacon!" Cathleen Blanton #GartnerEA

· Fred (‏@froidianslip) – I’ve fallen in love with the six roles of technology innovation. Someone please tell my wife I’m sorry. #GartnerEA

· Brian Damiani ‏(@bwdamiani) – Enterprise Architecture should be done with others, not to them. From Cathleen Blanton’s Roadmap presentation. #GartnerEA

· Pete G. ‏(@pgrivas) – "Roadmapping uses a graphical approach to visualize strategy". Key phrase: visualize strategy #GartnerEA

· Vijay Nuthulapaty ‏(@VNatGartnerEA) – Gartner’s message around business value driven EA is consistent, not hearing the same from the crowd though. Thoughts? #GartnerEA

Open Group Announces Risk Analysts Certification

Mike The Architect Blog: Risk Analysts Certification

What I find in my Enterprise Architecture travels as both a practitioner and advisor is that risk management is an essential capability of Enterprise Architecture.  I don’t see the EA function as a replacement of the corporate risk management function but extending, enhancing and supporting it.

As the arbiters of the overall technology portfolio that influences or even makes decisions on technology, architectures and ultimately the how investments are made, it becomes increasingly obvious to support this aspect. Whether you are a high technology company or a bank there is some level of risk identification, mitigation and management that occurs.

Since I believe in the risk management capability within EA, I thought that this certification might be useful to you as well. The Open Group is announcing a new certification program for risk analysts at the EA July conference in Philadelphia. If you have downloaded any of the Open Group risk and IT security management publications previously, you might already have a notification of this.

In conjunction with the program launch, there are several risk analysis learning opportunities that you should be aware of: