Although there are many ways to fill in an enterprise architect position in your organization, it is often associated with strategic and long-term planning rather than intervening on an operational level during a crisis. Stef Devos, Director Portfolio Management at AE, explains how Enterprise Architecture and Crisis Management go hand in hand during this crisis.
Companies are currently in the middle of a major digital transformation. Being able to quickly respond to new customer needs and expectations is crucial. Consequently, project teams are being organised differently. For example, more and more SCRUM teams are being put together to provide software more agilely. However, a question I’ve been asked by customers repeatedly concerns the place that architecture must be given within this story. My opinion is that a minimum of architecture is always necessary. Just enough, just in time. In this blog post, I want to illustrate a technique, based on a previous project, that lets you gain a helicopter view with a minimum amount of enterprise architecture, which is something that is unarguably adding value for a company that is going through a complex transformation.
It's an eternal clash that comes to mind when building information models: should we allow attributes in our conceptual information models? Should we plead for simplicity, or is a complex model based on the stakeholder a better choice? This blog post aims to bring clarity to the discussion, before the clash results in a total loss.
In most application landscapes services tend to pop up like mushrooms, with little to no attention being devoted to decent service design or decent service-oriented architecture (SOA). Frankly put, this means you’re doing it wrong.
If you pay little to no attention to business analysis, you'll often find yourself making the wrong assumptions during the solutions phase of a project.