--- In [email protected], Dennis Djenfer <d...@...> wrote: > > Ok, I'm in agreement with Rob about this too, but I still think > there is a "boundary" problem.
I agree there is a boundary issue in many companies. And it is usually artificial because many groups view all of IT as order takers even though they either are not or should not be. > Very few businesses are truly process oriented or service oriented. I'm not sure that matters (in the context of this thread). > In most cases we have some kind of hierarchical > organization with different departments, e.g. a Sales department, a > Purchase department, an IT department and so on. Often there is > some kind of matrix organization with business processes superposed > on the hierarchical organization. I will use a hierarchical > organization as an example in my question below: > > If we want to align the technology with the rest of the business, > whose responsibility is this? Should the folks at the IT department > model the business (by the help of other business experts) and map > the business to the most suitable chunks of technology or is it the > responsibility for somebody else in the business to tell the IT > department how this should be done? Active member of the business vs. order taker. Architectures at the higher levels (BA and EA) should be business and enterprise-wide efforts. IT cannot and should not do these alone. Neither should any other group. -Rob
