Information Technology Reference
In-Depth Information
Note:
The strategies presented herein are not targeted at a particular product
or technology. Where examples include such details, they simply reflect actual
architecture projects in which the identified solution was implemented.
This text provides an understanding of the mechanisms available for
enterprise architecture that will allow planning to be extended from the
immediate into a three- to five-year range. These strategies have been
used successfully within many different types of organizations, from
small office settings through large educational and global commercial
enterprises. This text is intended for business and technology profession-
als, particularly those serving in the capacity of chief information offi-
cer (CIO), information technology (IT) director/manager, or some other
form of lead architect, but will be understandable to any reader interested
in the practice of technology enterprise architecture.
Simple Choice, Complex Impact
It is simple to claim that technology is complex, difficult to understand,
and requires an extensive background in many aspects to fully grasp the
intricacies of its planning. This claim lies behind the omnipresent need
for technologists in almost every business—from small one-office sites to
large, globally deployed endeavors—and is brought up regularly to justify
salary improvements and yearly technology modernization expenditures.
Counterarguments can be made that each technology choice can be
made by a committee or group of information technology professionals
and managers, noting the extreme lack of business process integration
and project management in many information technology implementa-
tions. Although it is true that any choice should be reviewed by a group of
skilled individuals, to attempt piecemeal technology decisions is to court
failure and heartache. It is imperative that a single office own the business
process responsible for overall technology strategy, in order to ensure that
all selections fit into a cohesive, interwoven mesh of connectivity.
A Strong Hand
Information technology managers have recently begun to implement for-
mal project management practices in order to avoid the never-ending,
