| Revision as of 02:57, 2 November 2006 editAppraiser (talk | contribs)42,464 edits clean up using AWB← Previous edit | Latest revision as of 17:10, 5 May 2018 edit undoChiveFungi (talk | contribs)Extended confirmed users2,615 edits This article is about what an enterprise architect does, i.e. enterprise architecture. There's no need for two articles on the same topic - so redirect per WP:BOLDTags: New redirect 2017 wikitext editor | ||
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| '''Enterprise Architects''' are practitioners of ]; an ] discipline that operates within large enterprises. | |||
| ==1. Role of Enterprise Architects== | |||
| Enterprise architects conceptualize (and depending on the organisation, lead the effort to build) a whole of organisation view of that enterprise’s processes, information and information technology assets, using this approach as a vehicle to attempt to align business and IT in a more structured, efficient, sustainable and adaptable manner. The enterprise architect links the business mission, strategy, and processes of an organisation to its IT strategy, and documents this using multiple architectural models or views that show how the current and future needs of an organisation will be met. | |||
| Enterprise architects operate across organisational and computing "silos" to drive common approaches and expose an organisation's information assets and processes across the enterprise. Their goal is to deliver an architecture that supports the most efficient and secure IT environment meeting a company's business needs. | |||
| Enterprise architects are like city planners, providing the roadmaps and regulations that a city uses to manage its growth and provide services to its citizens. In this analogy it is possible to differentiate the role of the system architect, who plans one or more buildings; software architects, who are responsible for something analogous to the HVAC (Heating, Ventilation and Air Conditioning) within the building; network architects, who are responsible for something like the plumbing within the building, and the water and sewer infrastructure between buildings or parts of a city. The enterprise architect however, like a city planner, both frames the city-wide design, and choreographs other activities into the larger plan. | |||
| Delivered successfully, an enterprise architecture has the potential to allow both the Business and IT strategies to enable and drive each other. Therefore, effective enterprise architecture may be regarded as one of the key means to achieving competitive advantage through information technology. | |||
| ==2. Responsibilities of Enterprise Architects== | |||
| *Alignment of IT strategy & planning with company's business goals. | |||
| *Optimisation of information management approaches through an understanding of evolving business needs and technology capabilities. | |||
| *Long-term strategic responsibility for the company's IT systems. | |||
| *Promotion of shared infrastructure and applications to reduce costs and improve information flows. | |||
| *Management of the risks associated with information and IT assets through appropriate standards and security policies. | |||
| *Direct or indirect involvement in the development of policies, standards and guidelines that direct the selection, development, implementation and use of Information Technology within the enterprise. | |||
| ==3. Skills and Knowledge== | |||
| *Comprehensive system, hardware and software engineering knowledge. | |||
| *Strong knowledge of IT governance and operations. | |||
| *Good understanding of project and program management. | |||
| *Good understanding of financial modelling as it pertains to IT investment. | |||
| *A strong knowledge of the business for which the enterprise architecture is being developed. | |||
| *Ability to explain complex technical issues in a way that non-technical people may understand. | |||
| *The ability to see the big picture. | |||
| *Planning and organisation skills. | |||
| *Strong interpersonal and leadership skills. | |||
| *Strong communication skills, both written and spoken. | |||
| *Personable manner. | |||
| *Collaborative approach. | |||
| *Customer service approach. | |||
| *Confidence. | |||
| *Time management and prioritisation | |||
| ==4. Collaboration== | |||
| The Enterprise Architect often closely collaborates with: | |||
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| To be successful in large organisations, an enterprise architect requires a top-level mandate, executive buy-in, tools, deliverables, formal structures and governance, and resourcing. Other factors for success include business unit stakeholder buy-in, a non-centralist approach (federated effort with central coordination only), a strong theoretical base (get the basics right), a practical focus (avoid dogma), adaptable tools (evolve constantly), user and “business owner” feedback loops, as well as reinforcement through measurement. | |||
| ==5. References== | |||
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| * IBM Developer Works: | |||
| * Daljit Banger , British Computer Society, March 2006 | |||
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Latest revision as of 17:10, 5 May 2018
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