Description

What’s the “business” side of enterprise architecture? And how does EA’ing start mapping to DevOps, cloud-native, and all the new stuff? In part one of this discussion, I talk with Matt Walburn (https://twitter.com/mattwalburn) about how EA’s fit into The Business. Rough Outline Rorschaching “Enterprise Architect” (EA) The bad parts of EA - governance “Neo-classical DevOps” Matt Walburn (https://twitter.com/mattwalburn) - AWS, Pivotal, Target. DIY Whitepaper (https://content.pivotal.io/white-papers/the-upside-down-economics-of-building-your-own-platform) Understanding how the business works, the customers (internal and external), what IT is in place. What’s the “operating model” for figuring out what IT does: deciding on the plan, finance, HR, translating things to developers. Taking out COTS and desktop management - however, commoditizing by going SaaS and IaaS is likely important. Figuring out how the business works. Experiences their customers work with that are supported by IT, e.g., eCommerce, mobile device, call-center. Figuring out the stick figures and the lines to boxes - user-centric design and thinking. Agile, value-streams. Outcomes/What is “strategy”? Outcomes - result (monetary, usually) you want. How you’ll achieve it (e.g., sell through mobile apps)… working backwards to the things required (in eCommerce, I need to show a catalog of products, get them to pay for it, ship it, handle returns, etc.) The value of TOGAF and ITIL side-note. How to ferret them out - sit in people with a room and walk back the business, a bunch of questions. “Boardio.” How to “model”/document them - taxonomy. How do these workflows/outcomes align to what the business is doing. Finding duplication that’s wasteful - if we want faster cycle-times, we want to democratize data access (more transparent, well-known data sources, etc.)… not burdened with re-creating. Not so much (or only) an “IT service” that’s duplicated, but sort of logical pools of data. Cost-removal is fine, but also removing conflicts and dealing with conflicts, and removing time-to-understand how all these different things work. Define future vision, aka, “what do we [in IT] do now?” First step, how decoupled is the business from IT Special Guest: Matt Walburn.

Summary

What’s the “business” side of enterprise architecture? And how does EA’ing start mapping to DevOps, cloud-native, and all the new stuff? In part one of this discussion, I talk with Matt Walburn about how EA’s fit into The Business.

Rough Outline

• Rorschaching “Enterprise Architect” (EA)
• The bad parts of EA - governance
• “Neo-classical DevOps”
• Matt Walburn - AWS, Pivotal, Target.
• DIY Whitepaper
• Understanding how the business works, the customers (internal and external), what IT is in place.
• What’s the “operating model” for figuring out what IT does: deciding on the plan, finance, HR, translating things to developers.
• Taking out COTS and desktop management - however, commoditizing by going SaaS and IaaS is likely important.
• Figuring out how the business works. Experiences their customers work with that are supported by IT, e.g., eCommerce, mobile device, call-center.
• Figuring out the stick figures and the lines to boxes - user-centric design and thinking.
  • Agile, value-streams.
• Outcomes/What is “strategy”?
• Outcomes - result (monetary, usually) you want. How you’ll achieve it (e.g., sell through mobile apps)… working backwards to the things required (in eCommerce, I need to show a catalog of products, get them to pay for it, ship it, handle returns, etc.)
  • The value of TOGAF and ITIL side-note.
  • How to ferret them out - sit in people with a room and walk back the business, a bunch of questions. “Boardio.”
  • How to “model”/document them - taxonomy.
  • How do these workflows/outcomes align to what the business is doing.
  • Finding duplication that’s wasteful - if we want faster cycle-times, we want to democratize data access (more transparent, well-known data sources, etc.)… not burdened with re-creating. Not so much (or only) an “IT service” that’s duplicated, but sort of logical pools of data. Cost-removal is fine, but also removing conflicts and dealing with conflicts, and removing time-to-understand how all these different things work.
• Define future vision, aka, “what do we [in IT] do now?”
  • First step, how decoupled is the business from IT

Special Guest: Matt Walburn.