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Enterprise Architecture PrinciplesEnterprise Architecture pays off immediately and always | Either Enterprise Architecture gives suitable answers and guidelines to active programs or defines and organizes pragmatic ways to solve current challenges if the field is still green. | Redundancy in development will be minimized by coordinating several programs with similar challenges. | Enterprise Architecture does not end in itself | Having a complete overview of an Enterprise Architecture documented accordingly to one of the common frameworks does not help - it only consumes time. | Don't do Enterprise Architecture as you go - record existing stuff as you go | Enterprise Architecture addresses current actions towards strategic goals of the business. Therefore, Enterprise Architecture is the missing link between goals and solutions. | Common Enterprise Architecture frameworks contain a lot of recording of existing things. Consider existing solutions, infrastructure and the like if needed for strategic or tactical actions. | Enterprise Architecture is tangible | If a developer is asked what Enterprise Architecture helps him right now - the answer must not be "Nothing". |
Agile and Lean Enterprise ArchitectureAgile in Enterprise Architecture | Communication is everything - be a technical stakeholder in programs and define crisp and clear quality requirements which count for everything. | Go live as soon as possible and control - to be developed software in several programs need to run as early as possible. | Connect the customers and users to the programs - or at least represent them as good as possible. | Lean in Enterprise Architecture | Above all: Less is more - over engineered Enterprise Architecture helps no one, it only feels good. | Identify Value - think what has to be done instead of what can be done. | Map the Value Stream - Understand how the value flows through the organization. | Create the Flow - Depict the flow of programs step by step and maximize efficiency and reduce waste. | Establish Pull - Users and Customers control the flow and next iterations. | Seek Perfection - Optimize the flow end to end in order to get better over time. |
Focus PointsEffectiveness (strategic actions)
Initiatives and programs count towards enterprise strategy
- Expansion of portfolio is a strategic decision
- Programs can be prioritized by business relevancy and already existing similar solutions
Determine ROI in order to estimate investment
- Answer the question "How many money can be spent until revenue kicks in?"
+ Calculate the costs of new programs and initiatives
+ Adhere planned revenue for a productive solution
+ Startup investment is the result
Cost optimization
- Infrastructure provides static and dynamic costs - fewer infrastructure costs raise the final revenue and has a positive impact on investments for running and starting programs
Efficiency (tactical actions)
Speedup of development
- Encourage aggressively development by bringing MVP and MSP as soon as possible into the market
- Analyze and optimize development processes
Reuse of crosscutting concerns
- Critical aspects need to be shared among programs (like authentication and authorization)
- Compare the effort in writing crosscutting concerns twice versus reuse of existing solutions (avoid over-commoditization)
Cost orientation
- Demand as cheap as possible in the realization phase
Governance
Suitable KPIs for strategic and tactical actions
- E.g. monitor current static costs of the infrastructure over time and record dynamic daily costs
- Progress of running programs
- Incident monitoring
- ...
Technology sustainability
- Define a technology radar and keep technology choice modern
- Identify in the correlation of cost reduction the perfect time to quit previous chosen technologies
Spread guidelines
- Let Communities of Practice define suitable guidelines in order to benefit from each other
Use an Enterprise Architecture Framework
- Choose one Enterprise Architecture Framework that suits your demands
- Use the framework to document and focus on what is needed - these frameworks can be used as guidelines on how to do things in Enterprise Architecture |
Context of Initiatives - detailsBusiness Awareness - the WHAT & WHY | Business Case (internal optimization, new program, fundamental services, ...) | Alignment and Dependencies with other initiatives | Expected revenue | Owner | Timeline and Roadmap | User Orientation - the FOR-WHOM | Targeted users or groups | Expectations | Acceptance Criteria | Realization - the HOW | Setup | Planning | Iterative approach |
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