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.
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
- 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)
- Demand as cheap as possible in the realization phase
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
- Define a technology radar and keep technology choice modern
- Identify in the correlation of cost reduction the perfect time to quit previous chosen technologies
- 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
Timeline and Roadmap
User Orientation - the FOR-WHOM
Targeted users or groups
Realization - the HOW
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