My response to a recent query on Quora:
What's the biggest challenge in creating an agile enterprise architecture?
Let us start with a couple of definitions:
“Agile generally relates to method of project management, used especially for software development, that is characterized by the division of tasks into short phases of work and frequent reassessment and adaptation of plans: Contrasted with waterfall.” - Oxford Dictionaries
“Enterprise architecture (EA) is a discipline for proactively and holistically leading enterprise responses to disruptive forces by identifying and analyzing the execution of change toward desired business vision and outcomes. EA delivers value by presenting business and IT leaders with signature-ready recommendations for adjusting policies and projects to achieve target business outcomes that capitalize on relevant business disruptions.” - Gartner IT Glossary
Can EA be realized in an agile manner? Yes. Back to the original question “challenge in creating an agile enterprise architecture? It is not very clear, but I will assume the question pertains to “go about,” which one can do:
- By using agile techniques to realizing some of the key aspects of EA.
- By taking a consulting-focused approach to deliver on promises.
It should be noted that realizing Enterprise Architecture, or realizing outcome of an enterprise strategy may not always be done in an Agile manner.
"Enterprise Architecture As Strategy" (Amazon) by Jeanne W. Ross, Peter Weill, David Robertson is perhaps the most quoted book on EA.
Who is this book for?
- Practicing Enterprise Architects and EA consultants will find the topics and case studies refreshing. It certainly got me reflecting on my employer’s target operating model
- The book speaks to business executives as much as it does to EA practitioners. Executives will also find it a handy reference that can equip them to “govern” IT strategies
- Those looking to get into EA (many IS/Technical Architects, business analysts and process consultants) will find the book a good introduction to EA “big picture” topics; and perhaps an introduction to some consulting jargon
Let us start with a couple of definitions:
“Agile generally relates to method of project management, used especially for software development, that is characterized by the division of tasks into short phases of work and frequent reassessment and adaptation of plans: Contrasted with waterfall.” - Oxford Dictionaries
“Enterprise architecture (EA) is a discipline for proactively and holistically leading enterprise responses to disruptive forces by identifying and analyzing the execution of change toward desired business vision and outcomes. EA delivers value by presenting business and IT leaders with signature-ready recommendations for adjusting policies and projects to achieve target business outcomes that capitalize on relevant business disruptions.” - Gartner IT Glossary
Can EA be realized in an agile manner? Yes. Back to the original question “challenge in creating an agile enterprise architecture? It is not very clear, but I will assume the question pertains to “go about,” which one can do:
- By using agile techniques to realizing some of the key aspects of EA.
- By taking a consulting-focused approach to deliver on promises.
It should be noted that realizing Enterprise Architecture, or realizing outcome of an enterprise strategy may not always be done in an Agile manner.
"Enterprise Architecture As Strategy" (Amazon) by Jeanne W. Ross, Peter Weill, David Robertson is perhaps the most quoted book on EA.
Who is this book for?
- Practicing Enterprise Architects and EA consultants will find the topics and case studies refreshing. It certainly got me reflecting on my employer’s target operating model
- The book speaks to business executives as much as it does to EA practitioners. Executives will also find it a handy reference that can equip them to “govern” IT strategies
- Those looking to get into EA (many IS/Technical Architects, business analysts and process consultants) will find the book a good introduction to EA “big picture” topics; and perhaps an introduction to some consulting jargon
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