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Organizational Transformation: A Framework for Assessing and Improving Enterprise Architecture Management (Version 2.0)http://www.gao.gov/Products/GAO-10-846G Effective use of an enterprise architecture (EA) is a hallmark of successful organizations and an essential means to achieving a desired end: having operations and technology environments that maximize institutional mission performance and outcomes. Among other things, this includes realizing cost savings through consolidation and reuse of shared services and elimination of antiquated and redundant mission operations, enhancing information sharing through data standardization and system integration, and optimizing service delivery through streamlining and normalization of business processes and mission operations. Not using an EA can result in organizational operations and supporting technology infrastructures and systems that are duplicative, poorly integrated, unnecessarily costly to maintain and interface, and unable to respond quickly to shifting environmental factors. To assist organizations in successfully developing, maintaining, and using an EA, GAO is issuing this major update to its Enterprise Architecture Management Maturity Framework. Its purpose is to provide a flexible benchmark against which to plan for and measure EA program maturity. To develop the update, GAO solicited comments from 27 federal departments and agencies, as well as representatives from the private sector, state governments, and academia, and it leveraged its prior experience in applying the framework. The framework consists of three interrelated components: (1) seven hierarchical stages of management maturity; (2) four representations of management attributes that are critical to the success of any program or organizational endeavor; and (3) 59 elements, or building blocks, of EA management that are at the core of an EA program. Each of the seven maturity stages reflects those EA management conditions that an enterprise should meet to logically build on the capability established at the preceding stage. As such, the stages provide a road map for systematically maturing or evolving an organization's capacity to manage an EA. The stages are: Stage 0: Creating EA Awareness; Stage 1: Establishing EA Institutional Commitment and Direction; Stage 2: Creating the Management Foundation for EA Development and Use; Stage 3: Developing Initial EA Versions; Stage 4: Completing and Using an Initial EA Version for Targeted Results; Stage 5: Expanding and Evolving the EA and Its Use for Institutional Transformation; Stage 6: Continuously Improving the EA and Its Use to Achieve Corporate Optimization. The four critical success attribute representations provide different and complementary ways to view and thus understand the 59 core elements. The four are referred to as the (1) EA Management Action Representation, (2) EA Functional Area Representation, (3) Office of Management and Budget Capability Area Representation, and (4) EA Enabler Representation. Each provides a unique perspective on the focus and nature of the framework's core elements. The 59 core elements are collectively the EA practices, structures, activities, and conditions that, when properly employed based on the unique facts and circumstances of each organization and the stated purpose of its EA program, can permit that organization to progress to increasingly higher states of EA management maturity and thereby maximize its chances of realizing an EA's institutional value.- Enterprise Architecture - |
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Enterprise architecture goes agile?http://searchsoa.techtarget.com/news/article/0,289142,sid26_gci1517057,00.html Enterprise Architecture (EA) needs to evolve to better support more agile and innovative approaches to corporate challenges, a noted author and IT researcher told attendees at The Open Group Conference this week in Boston, MA - that means going beyond documenting the "as-is" state of the enterprise, and providing new guidance that helps transform the business. This trend will see the move of enterprise architecture from the IT side to the business side, said Jeanne Ross, author of "Enterprise Architecture as Strategy" and "IT Savvy." It will prefigure a change of EA as it was formerly established, she suggested.- Enterprise Architecture - |
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Forget your people - real leaders act on the systemhttp://www.managementexchange.com/story/forget-your-people-%E2%80%93-real-leaders-act-system John Seddon: A real story of a curious public sector leader, a pugilist and a contrarian, who chose to do the right thing and design his system entirely around the needs of the customer - against the advice of inspectors. What happened? Costs fell, morale soared and best practice got better.- System Dynamics - Management - |
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Improving Access to Government through Better Use of the Webhttp://www.w3.org/TR/egov-improving/ Current Web technology allows governments to share with the public a variety of information in unlimited quantities on demand. Technology is also available to allow citizens to bring issues of concern to the attention of local, regional and national governments. However, exploiting these capabilities within government systems is a challenge that encompasses environmental, policy, legal, and cultural issues. Establishing effective eGovernment requires openness, transparency, collaboration and skill in taking advantage of the capabilities of the World Wide Web. The rich potential for two-way dialogue between citizens and government creates a need for global leadership. The W3C has an opportunity to provide guidance in support of eGovernment objectives by promoting existing open Web standards and noting the challenges external to the Web and technology. There is also role for the W3C to facilitate the development and vetting of new open Web standards needed by governments in context. This document is an attempt to describe, but not yet solve, the variety of issues and challenges faced by governments in their efforts to apply 21st century capabilities to eGovernment initiatives. Detail and useful examples of existing, applicable open Web standards are provided. Where government needs in the development of eGovernment services are not currently met by existing standards, those gaps are noted.- Transparency - Open Government - eGovernment - |
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Publishing Open Government Datahttp://www.w3.org/TR/gov-data/ Every day, governments and government agencies publish more data on the Internet. Sharing this data enables greater transparency; delivers more efficient public services; and encourages greater public and commercial use and re-use of government information. Some governments have even created catalogs or portals (such as data.gov) to make it easy for the public to find and use this data. Although the reasons may vary, the logistics and practicalities of opening government data are the same. To help governments open and share their data, the W3C eGov Interest Group has developed the following guidelines. These straightforward steps emphasize standards and methodologies to encourage publication of government data, allowing the public to use this data in new and innovative ways.- Open Government - Transparency - Gov 2.0 - |
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System Failure, 2nd editionhttp://www.demos.co.uk/publications/systemfailure2 The current model of public policy making is no longer right for a government that has set itself the challenge of delivery. Improvements are driven by central policy initiatives which assume a direct relationship between action and outcome - but this is a false assumption. Public services are complex adaptive systems which are subject to the law of unintended consequences, so intervention can make problems worse. That is why the carrot-and-stick approach to reform which links increased funding to tougher performance targets will not succeed in the long run. Renowned systems thinker Jake Chapman describes how the government's energetic attempts to force change from the centre are becoming counter-productive. The alternative is government based on continuous learning. This is increasingly important as the impact of communication technology and other accelerating social trends offers a moving target for public service reformers. Systems thinking offers a better model for change in complex organisations such as the health service or the railway network. Case studies provided by the NHS Confederation show the unintended and often bizarre consequences of introducing new policies without considering their impact on the whole system.- System Dynamics - Public Policy - |
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John Seely Brown and Paul Duguid (2000)
The gap between the hype of the Information Age and its reality is often wide and deep, and it's into this gap that John Seely Brown and Paul Duguid plunge. Not that these guys are Luddites--far from it. Brown, the chief scientist at Xerox and the director of its Palo Alto Research Center (PARC), and Duguid, a historian and social theorist who also works with PARC, measure how information technology interacts and meshes with the social fabric. They write, "Technology design often takes aim at the surface of life. There it undoubtedly scores lots of worthwhile hits. But such successes can make designers blind to the difficulty of more serious challenges--primarily the resourcefulness that helps embed certain ways of doing things deep in our lives." The authors cast their gaze on the many trends and ideas proffered by infoenthusiasts over the years, such as software agents, "still a long way from the predicted insertion into the woof and warp of ordinary life"; the electronic cottage that Alvin Toffler wrote about 20 years ago and has yet to be fully realized; and the rise of knowledge management and the challenges it faces trying to manage how people actually work and learn in the workplace. Their aim is not to pass judgment but to help remedy the tunnel vision that prevents technologists from seeing larger the social context that their ideas must ultimately inhabit.
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John Hagel III, John Seely Brown and Lang Davison (2010)
Exploring the paradigm shift in business brought about by innovations in communication technology, this collaboration from three consultant-authors provides a succinct metaphor for the shift in the information economy-from "push" to "pull"-but little else. Though they provide an effective survey of the effect of more interactive, ubiquitous and on-demand communication, it already feels dated; the essential messages that Hagel, Brown, and Davison derive-networking is key, you should pursue your passions, many traditional ways of doing business are over-are old news in the business self-help section. The examples they provide focus primarily on individually-driven collaborative efforts (wikis, online gaming) and make poor analogies for someone looking to revitalize a corporation or present a compelling case for change to colleagues or an intransigent CEO. Professionals who already know that the Internet isn't just a phase will need more information than this book provides.
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Sören Stamer and Willms Buhse (Eds) (2008)
The book contains articles by renowned international authors in the field such as Andrew McAfee, Don Tapscott, and David Weinberger, while also presenting selected case studies from Nokia, SAP, Vodafone, and others. The authors address the question of how Web 2.0 technologies can be usefully incorporated as tools within the enterprise. How can one best utilize the advantages and potential represented by Enterprise 2.0? How will an enterprise culture need to change in order to survive as an Enterprise 2.0 organization? Does management benefit from “letting go” and delegating its authority?
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Erik Brynjolfsson and Adam Saunders (2010)
A wave of business innovation is driving the productivity resurgence in the U.S. economy. In Wired for Innovation, Erik Brynjolfsson and Adam Saunders describe how information technology directly or indirectly created this productivity explosion, reversing decades of slow growth. They argue that the companies with the highest level of returns to their technology investment are doing more than just buying technology; they are inventing new forms of organizational capital to become digital organizations. These innovations include a cluster of organizational and business-process changes, including broader sharing of information, decentralized decision-making, linking pay and promotions to performance, pruning of non-core products and processes, and greater investments in training and education. Brynjolfsson and Saunders go on to examine the real sources of value in the emerging information economy, including intangible inputs and outputs that have defied traditional metrics. For instance, intangible organizational capital is not directly observable on a balance sheet yet amounts to trillions of dollars of value. Similarly, such nonmarket transactions of information goods as Google searches or views of Wikipedia articles are an increasingly large share of the economy yet virtually invisible in the GDP statistics. Drawing on work done at the MIT Center for Digital Business and elsewhere, Brynjolfsson and Saunders explain how to better measure the value of technology in the economy. They treat technology as not just another type of ordinary capital investment by also focusing on complementary investments--including process redesign, training, and strategic changes--and ton he value of product quality, timeliness, variety, convenience, and new products. Innovation continues through booms and busts. This book provides an essential guide for policy makers and economists who need to understand how information technology is transforming the economy and how it will create value in the coming decade.
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Gov 2.0 and Reinventing Governmenthttp://govfresh.com/2009/12/gov-2-0-and-reinventing-government/ Luke Fretwell: We asked David Osborne, co-author of the New York Times best-seller Reinventing Government, to share his thoughts on Gov 2.0, and its potential to affect real change in government.- eGovernment - Open Government - |
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Declaration of Open Governmenthttp://agimo.govspace.gov.au/2010/07/16/declaration-of-open-government/ Lindsay Tanner: The central recommendation of the Government 2.0 Taskforce's report was that the Australian Government makes a declaration of open government. As the Minister responsible for that Taskforce, I am proud to make that Declaration today on behalf of the Australian Government.- Transparency - Open Government - Public Policy - |
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Social networks and the connective tissue of a Big Societyhttp://www.headshift.com/blog/2010/07/social-networks-and-the-connec.php Lee Bryant: It is interesting to see the UK Government's Big Society initiative begin to take shape, and whilst success is far from guaranteed, there are aspects of this policy that are much needed in the current climate, coming after a period of public sector management that valued process over people and focused on inputs, not outcomes. But the proof will be in what this eventually means for all members of society, especially the most vulnerable, not just those who are already motivated to get involved with efforts to improve it.- Public Policy - Online communities - |
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jQuery Deconstructedhttp://www.keyframesandcode.com/resources/javascript/jQuery/deconstructed/ This page is designed to visually and interactively deconstruct the internal code of the jQuery library.- jQuery - |
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Open Data is Civic Capital: Best Practices for "Open Government Data"http://razor.occams.info/pubdocs/opendataciviccapital.html Joshua Tauberer: This document is a best practices guide for governments embracing the notion of "open data". It discusses why open government data is beneficial to society, i.e. how it is civic capital, and what kinds of technological considerations must be made when making government data open. The document is intended to be read both by web managers, who may wish to skip the final Recommendations section, and by government web developers.- Open Government - |
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Open Statecraft for a Brave New Worldhttp://www.philippmueller.de/open-statecraft-for-a-brave-new-world/ Philipp S. Mueller: Open government is the doctrine and governance approach which holds that the business of government and state administration should be opened at all levels to effective public scrutiny and oversight to improve capacity and legitimacy of collective action. It outlines a %u201Cbrave new world%u201D of doing governance. The discourse on the topic has focused on the technical aspects (open data) and the legitimatory aspects (e-participation) but has dangerously ignored the managerial aspects (open statecraft). In the following I argue, why we should put more emphasis on this concept.- E-Democracy - Public Policy - Open Government - |
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Adrian Sobotta, Irene Sobotta, John Gøtze (2010)
Information Technology is responsible for approximately 2% of the world's emission of greenhouse gases. The IT sector itself contributes to these greenhouse gas emissions, through its massive consumption of energy - and therefore continuously exacerbates the problem. At the same time, however, the IT industry can provide the technological solutions we need to optimise resource use, save energy and reduce greenhouse gas emissions. We call this Greening IT. This book looks into the great potential of greening society with IT - i.e. the potential of IT in transforming our societies into Low-Carbon societies. The book is the result of an internationally collaborative effort by a number of opinion leaders in the field of Greening IT.
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10 Key Skills Architects Must Have to Deliver ValueAs the complexity of IT grows, more and more organizations are realizing the need for architecture. But the definition of what architecture is, the titles that architects have, and the role of an architect vary widely from one organization to another. Business, IT, management, and even architects don't necessarily know what a good architect does to add value in his or her organization. This Executive Report by Michael Rosen discusses the role of the architect and describes 10 activities that architects should perform to add value to projects.- Enterprise Architecture - |
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Intelligent Middleware in the Realtime Enterprisehttp://www.dachisgroup.com/2010/04/intelligent-middleware-in-the-realtime-enterprise/ Enterprise microblogging has been gaining in popularity in the last year. Companies like Socialtext, Socialcast, Status.net and others have developed some absolutely stunning and low cost enterprise platforms. Each of these platforms has a rich set of APIs and can be customized with varying degrees of flexibility. Some take their cues from existing enterprise software best practices while others are practically indistinguishable from consumer software. Many smaller organizations simply use consumer tools, such as Skype%u2019s chat rooms, as their microblogging platform.- Web 2.0 - Collective Intelligence - |
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For EA in the Government, Just Follow the Money: Talking with Tarak Modihttp://www.ebizq.net/blogs/2010/04/ea_in_the_government_follow_th.php Podcast with Tarak Modi, an industry thought leader in IT transformation and modernization technology such as enterprise architecture, SOA and cloud computing. In this podcast, we discuss the role of enterprise architecture within the federal government.- Enterprise Architecture - |
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The right approach to developing enterprise architecture?Brian Burke , 16 April 2010: Developing an enterprise architecture can help organisations respond to change better and more quickly - and more cheaply. But different organisations require varying approaches to enterprise architecture and often need to employ a combination of methods argues Brian Burke, research vice president at analyst group Gartner.- Enterprise Architecture - |
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The value of transparencyhttp://www.gilyehuda.com/2010/04/14/transparency-value/ A couple of months ago I posted this piece about Business and Honesty and I picked up on the curious story of how Domino's Pizza ran an ad campaign which in effect admitted that their pizza was pretty bad, and that their customers were not pleased with it. But the ad then indicted 'we listen to them' and 'we changed the formula'. Domino showed that they loved their customers more than they loved their old recipe for yucky pizza.- Transparency - |
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The Coherent Architecture in Organic EAhttp://it.toolbox.com/blogs/lea-blog/the-coherent-architecture-in-organic-ea-37844 John Wu: This is part of the research for an Organic Enterprise Architecture. Coherent Architecture is the effort to do the right architecture for the right people on the right area at the right time. The Organic EA consist of the static part of principle and primitives and the dynamic part of Coherent Architecture to adapt change by rearranging the fundamental enterprise primitives and building blocks. The area in yellow color illustrate the Coherent Architecture which include the diagnosis part on business performance measurement and gap analysis the other part is the segment architecture to close the business performance gap.- Enterprise Architecture - |
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Handbook of Collective Intelligencehttp://scripts.mit.edu/~cci/HCI/index.php?title=Main_Page This Handbook provides a survey of the field of collective intelligence, summarizing what is known, providing references to sources for further information, and suggesting possibilities for future research.- Knowledge Management - Collective Intelligence - |
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Collaborative enterprise architecture design and development with a semantic collaboration toolhttp://publica.fraunhofer.de/documents/N-119304.html Fuchs-Kittowski, F.; Faust, D.: The design and evolution of an enterprise architecture (EA) is a challenging and complex task. A participative approach to collaborative EA management is needed to support the collaboration of all individuals involved in the process of EA design and evolution. This paper presents our concept of a semantic collaboration tool for collaborative EA management. This includes the concept of a semantic, wiki-like collaboration tool for collaborative EA management and an EA ontology as a formal representation of the EA. Additionally, the prototypical implementation of the semantic collaboration environment and its architecture are described and the benefits of the approach discussed.- Enterprise Architecture - |
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