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Fast Company (December 2008) describes Frenemies as a “thrilling intricate dance” of friend-enemy relationships.
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Fast Company (December 2008) describes Frenemies as a “thrilling intricate dance” of friend-enemy relationships.
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There was a terrific keynote at the 1105 Government Information Group enterprise architecture conference this week in Washington, DC by Mr. Armando Ortiz, who presented “An Executive Architect’s View of IT Asset Investment and EA Governance Strategies.”
The highlight for me was Mr. Ortiz, view of EA gap analysis, which goes something like this (i.e. in my words):
Enterprise architects, supported by business and technical subject matter experts across the organization, develop the current and target architectures. The difference between these is what I would call, the architecture gap, from which is developed the transition plan (so far not much new here).
But here comes the rest…
The gap between the current IT assets and the target IT assets results in one of two things, either:
New IT investments are a strategic, long-term strategy and retooling the existing IT assets is an operational, short-term strategy.
In terms of the corporate actors, you can have either:
For new IT investments:
For existing IT assets:
What the difference who is managing the IT assets?
Both approaches are important in establishing a solid, holistic, federated IT governance.
Mr. Ortiz went on to describe the EA plans developing three CIO WIFMS (what’s in it for me):
The link between IT assets, investment/containment strategies, business and enterprise IT actors, and the benefits to the CIO and the enterprise was a well articulated and perceptive examination of enterprise architecture and gap analysis.