Information Technology Reference
In-Depth Information
workflow, operations, culture, motivation, business environment, technical envi-
ronment, mechanisms, and services. The analysis process compares the as-is to the
desired outcome, or the intent. This comparison identifies what exists, if what exists
is adequate to support the desired outcome, and documents the gaps between the
current state and the desired outcome.
Good analysis also questions convention. Current practices may be the best, but
they are never the best simply because “that's the way we've always done it.” Strike
a balance between chronological snobbery and the anchor of tradition. Analysis
determines what is best for the situation. If the tried-and-true fits the bill, great; if
not, innovate to find a better solution (see the innovation framework in chapter 12).
Table 3.9 provides analysis examples.
3.3.7
Identify Outputs
3.3.7.1
Define Expected Outcomes
Analysis provides insight on how to proceed with closing the gaps between as-is and
to be. In this phase, identify the necessary outputs to convey the current state of the
organization and the transition from the current state to the desired state. Outputs
exist in three categories of artifacts, actions, and influences.
Artifacts
include docu-
ments, schedules, diagrams, etc., produced by the IA
2
P.
Actions
include actions
on the part of the IA
2
architect or other persons.
Inluences
include those policies,
standards, procedures, guidelines, and other documents or actions that the IA
2
may
influence. The result of an IA
2
P may not be a series of new policies, but a series of
modifications to existing policies. These influences are distinct from IA
2
artifacts.
Potential IA
2
influences also include integration of IA features to the following pro-
cesses and documents:
n
n
n
n
n
n
Enterprise architecture (EA)
Systems engineering (SE)
Enterprise life cycle management (ELCM)
Governance—determining strategic objectives and organizational policy
Management—determining tactical objectives and tactical plans; standards
Operations—running
and
maintaining
services
and
mechanisms;
procedures
Users—user performance of tasks; guidelines
n
Table 3.10 provides output examples.
Term used by C. S. Lewis to describe a penchant toward the new simply because it is new.
Chronological snobbery perceives newer as better by virtue of being newer; it perceives tradi-
tion as bad just because it is tradition.
