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Enterprise Architecture Principles
Enterprise 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 Architecture
Agile 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 Points
Effectiveness (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 - details
Business 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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