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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.
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Clarity on: |
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Where and how IT is used to
support the business |
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Roles and responsibilities associated
with change projects (business, IT and 3rd parties). |
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Improved quality through:
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Consistency in IT management and
delivery practices |
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Visibility of the implications and risk
associated with change |
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Well-defined metrics for defining and
measuring success. |
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Cost and operational
efficiency through:
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Minimising unnecessary IT diversity |
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Fully exploiting existing IT assets |
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Providing the foundation to innovate
across Business and IT in a controlled manner. |
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Practical:
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Focuses on the most
critical areas of concern for any given business |
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Minimises disruption to
existing practices |
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Capable of incorporating a
company’s existing enterprise architecture framework
(e.g. internal, Zachmann, DoDAF, ToGAF). |
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Complete:
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Comprehensive support for
all aspects of enterprise architecture management |
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Constituent elements of the
methodology can be used interchangeably depending upon
need. |
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Proven:
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Developed through
real-world experience across multiple sectors and from
multiple perspectives (business, delivery, strategy,
management) |
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Successfully applied at a
number of global organisations resulting in tangible
benefits. |
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