|
Change generally means impacts across IT,
often in the most unexpected places. Even in
newer organisations, such as the internet banks,
speed of delivery, through necessity, has often
taken precedence over simplicity.
In addition, large change programmes are used
as the main vehicle for the delivery of Business
and IT Strategies. However, it is the autonomous,
less conspicuous projects that will decide
whether the overall strategies are truly
achieved.
The EAS methodology is a framework for
introducing architecture management processes,
techniques and tools into an organisation. Over
time, these will provide the organisation with
the means to define and manage strategies through
the controlled evolution of their IT landscape in
line with the business.
|
 |
| |
| |
|
|
Clarity on:
|
 |
Where and how IT is used to
support the business
|
|
Roles and responsibilities
associated with change projects
(business, IT and 3rd parties).
|
| |
Improved quality through:
|
|
Consistency in IT management and
delivery practices
|
|
Visibility of the implications and
risk associated with change
|
|
Well-defined metrics for defining
and measuring success.
|
| |
Cost and operational efficiency
through:
|
|
Minimising unnecessary IT
diversity
|
|
Fully exploiting existing IT
assets
|
|
Providing the foundation to
innovate across Business and IT in a
controlled manner.
|
|
|
Practical:
|
|
Focuses on the most critical areas
of concern for any given business
|
|
Minimises disruption to existing
practices
|
|
Capable of incorporating a
company’s existing enterprise
architecture framework (e.g.
internal, Zachmann, DoDAF,
ToGAF).
|
| |
Complete:
|
|
Comprehensive support for all
aspects of enterprise architecture
management
|
|
Constituent elements of the
methodology can be used
interchangeably depending upon
need.
|
| |
Proven:
|
|
Developed through real-world
experience across multiple sectors
and from multiple perspectives
(business, delivery, strategy,
management)
|
|
Successfully applied at a number
of global organisations resulting in
tangible benefits.
|
|
|
