Wardley Maps Book
Simon Wardley. The use of topographical intelligence in business strategy.
Wardley Mapping for Enterprise Architects – Bridge the Gap Between ArchiMate and Strategy
This resource demonstrates how to map existing capabilities, processes, applications, and technologies as components on a Wardley Map, linking them back to EA artefacts and repositories to move from static models to actionable strategic guidance.
Facing Our Futures: How foresight, futures design and strategy creates prosperity and growth
A fascinating insight into how professionals and businesses can develop their foresight and strategy to ensure that they are prepared for an unpredictable future.
Enterprise architecture management and its role in corporate strategic management
A considerable number of organizations continually face difficulties bringing strategy to execution, and suffer from a lack of structure and transparency in corporate strategic management. Yet, enterprise architecture as a fundamental exercise to achieve a structured description of the enterprise and its relationships appears far from being adopted in the strategic management arena. To move the adoption process along, this paper develops a comprehensive business architecture framework that assimilates and extends prior research and applies the framework to selected scenarios in corporate strategic management.
Extracting Real-World Value Out of EA
Many, if not most, US Federal Departments and agencies continue to spend millions of dollars annually on Enterprise Architecture (EA). Few government organizations extract anything of value from their EAs. For a large government agency, the authors matured the EA program with an integrated repository that supports executive decision-makers with actionable, fact-based enterprise viewpoints. The integrated repository and best practice EA methods are being successfully applied to Information Technology (IT) lifecycle governance, portfolio management, strategic planning, and complex multi-program analyses.
Delivering Business Value Through Enterprise Architecture
There is a substantial interest and investment in enterprise architecture worldwide, exemplified by the number of enterprise architecture-related professional bodies, consulting services, frameworks, methodologies, and the increasing prevalence of full-time enterprise architecture teams. It may seem surprising in this context, therefore, that the value of enterprise architecture is still poorly understood. Organizations cite difficulties in justifying their enterprise architecture investments and anecdotal evidence suggests that the existence and funding of the enterprise architecture function is often based more on the beliefs of the incumbent management team than on demonstrated value. Although there is no shortage of enterprise architecture benefit claims, explanations of why and how enterprise architecture leads to the proposed benefits are fragmented and incomplete. This article aims to take a step towards improving the understanding of the value of enterprise architecture by focusing on how it leads to organizational benefits. Through a careful review of the existing practitioner and academic literature, the article consolidates knowledge on enterprise architecture benefits and refines the explanations by drawing on relevant IS and management theory. The resultant EA Benefits Model (EABM) proposes that enterprise architecture leads to organizational benefits through its impact on four key benefit enablers: Organizational Alignment, Information Availability, Resource Portfolio Optimization, and Resource Complementarity. The article concludes with a discussion of some potential avenues for future research, which could build on the findings of this study.