Data Modeling Design

Collaborative Enterprise Architecture by Stefan Bente

By Stefan Bente

  • ''This paintings for IT practitioners and executives makes use of a conversational sort and a feeling of humor because it penetrates the shroud of puzzle surrounding firm structure (EA).''--Reference and study booklet News, December 2012


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The tool has a timeline for planning and simulating future states of the architectures. 2. It supports quantitative assessments and optimizations of the IT landscape; in other words, it supports application rationalization. 3. It has rich facilities to visualize models and craft views addressing specific stakeholder viewpoints as well as publishing functions for sharing knowledge. 4.

The player becomes an executor of an algorithm in this conception, as visualized in Figure 3-3. But for complex games like chess, there is no algorithmic strategy that guarantees a win. Who would expect that there is an algorithmic plan of action that guarantees a successful transformation of the enterprise’s IT, a plan ensuring that all business goals are met? This algorithmic concept of a strategy has its limitations. 46 CHAPTER 3 What Enterprise Architects Do: Core Activities of EA FIGURE 3-3 Strategy as algorithm: A popular misconception.

Nevertheless, enterprise architects usually participate in strategic boards and meetings, prepare decisions, or elaborate drafts coming out of such meetings. There can be parts of the IT strategy on which enterprise architects have little to say—for instance, in defining service-desk policies. But even if they are not primary speakers in these parts, they are at least informed or consulted. Hence EA is deeply involved in shaping the enterprise’s IT strategy. Defining the IT strategy is a hot spot with regard to interpersonal issues, since it is on the borderline between business and IT and critically depends on the collaboration between the two.

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