Rob Eamon wrote:
--- 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
+1
// Dennis Djenfer
