Abstract
In the last three years we have seen a significant focus placed on the practice of enterprise architecture, its importance to the strategic forward momentum of an organization, and the need to master the methodology, mechanics, and traceable metrics attached to the program. With books, magazine articles, and white papers highlighting the need to properly structure and invest appropriately in enterprise architecture, fledgling programs with modest budgets struggle to apply these broad but often considered ‘best practice’ recommendations. Depending on corporate culture and tolerance for organizational change, senior management teams may be the toughest to convince of the value of a newer enterprise architecture program when, from their perspective, the wheels of the organization have turned smoothly for years. Lead architects with limited program budgets will need to be creative and extremely careful in their approach to developing an enterprise architecture program, but there are ways to achieve success as a frugal enterprise architect.
ABOUT THE AUTHOR
Mark Meyers has served as Managing Enterprise Architect, Regional Program Manager, and Senior Management Consulting Advisor for multiple Fortune 500 companies in the financial services, technology, public sector, manufacturing, and utility industries. Mark now drives the enterprise architecture program for a Midwestern energy company.
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Journal of Enterprise Architecture