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Corley P. Senyard, Jr.

Abstract

Enterprise Architecture (EA), born in the private sector under fractured proprietary process methodologies, has matured into a serious discipline thanks to the funding strengths of the Federal Government and the dedication of many practitioners. Application of this systems engineering discipline has come about under the shadow of a federally-induced mandate, but with mixed results. The United States Office of Management and Budget’s primary focus on Information Technology (IT) has results in an inappropriate association of EA as an “IT thing” and has caused EA to lose credibility among business leadership. The author argues that EA can be about more than IT and more than a necessary evil. It can actually provide deep business value and provide a structure for breaking down and managing complex problem. From personal experience in applying EA to a private sector e-commerce solution for supply chain management, the author presents elements of an e-business approach that others can leverage to help craft an operational EA that generates more than expensive shelf-ware. EA can become crucial in day-to-day operations and can be used within executive ranks to drive business decisions.

Keywords

enterprise architecture, business, value proposition, value chain, adoption, public and private exchange, marketplace, supply chain, e-business, SCaR, RosettaNet, e-commerce, interface, EAI, B2B, e-hub

About the author

Corley Senyard has provided consulting services on e-Business, supply chain, innovation, EAI and B2B, marketing and product development, and conducted numerous business improvement programs, including BPR, Lean 6-Sigma, Balanced Score Card, and TOM in over fifty Fortune 1000 companies and high-tech firms in over twenty different industries across North America, South America, and Australia. Mr. Senyard is a “bottom-line” oriented systems thinker who has developed business strategies and system architectures for dozens of businesses. He has helped carry these through numerous phases of execution – including strategy and value proposition development, portfolio management, performance management, market planning, key initiative justification, vendor selection, hardware and applications development, and implementation. For the past three years, as a contractor to the Department of Defense, he has reengineered numerous processes that develop mUlti-year investment portfolios maximizing customer and mission objectives.

References

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Peters, C. (2003). “Driving eBusiness Success Through Accelerated Adoption.” The Lucrum Group, February 2003, White Paper.

Poirier, C. (1999). “Advanced Supply Chain Management.” Berrett-Koehler Publishers, Inc., San Francisco, CA, 1999.

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Supply-Chain Council (2005). SCOR Model 1999-2005, http://www.supply-chain.org/

Journal of Enterprise Architecture

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