IT Strategy Governance & ValueIT Strategy, Governance, & Value

Leon A. KappelmanLeon A. Kappelman, Ph.D., Ph.D.Professor of Information SystemsProfessor of Information SystemsProfessor of Information SystemsProfessor of Information Systems

Director Emeritus, Information Systems Research CenterDirector Emeritus, Information Systems Research CenterFellow, Texas Center for Digital KnowledgeFellow, Texas Center for Digital Knowledge

Information Technology & Decision Sciences DepartmentInformation Technology & Decision Sciences DepartmentInformation Technology & Decision Sciences DepartmentInformation Technology & Decision Sciences DepartmentCollege of Business, University of North TexasCollege of Business, University of North Texas

Website: http://courses.unt.edu/kappelman/Email: kapp@unt.edu Phone: 940-565-4698Email: kapp@unt.edu Phone: 940 565 4698

Founding Chair, Society for Information Management Enterprise Architecture Working GroupFounding Chair, Society for Information Management Enterprise Architecture Working Group

ITPMI, Philadelphia, 9-November-2011© 1990-2011 L. A. Kappelman. All rights reserved.

Enterprise Strategy, Alignment, & Architecture

EnterpriseGovernance

St t

Enterprise Architecture

Goals/Objectives (e.g., Alignment)

Strategy

IT Architecture

IT Projects

Assessment &&

Continuous ImprovementpBasic Feedback Loop

•Measurement provides feedback about execution & performance. •It tells us how the organization is doing against planned goals, objectives, targets, milestones, outcomes, and values.

http://www.aprocessgroup.com/offerings/index.asp

Architecture? What’s that?Architecture? What’s that?ArchitectureArchitecture “the set of descriptiveArchitecture? What s that?Architecture? What s that?ArchitectureArchitecture the set of descriptive representations about an object”.

[J h Z h ][John Zachman]

Enterprise ArchitectureEnterprise Architecture is “the ppholistic set of descriptions about the enterprise over time“. [SIMEAWG]

Enterprise ArchitectureEnterprise Architecture isisEnterprise Architecture Enterprise Architecture is is modeling the enterprise.modeling the enterprise.g pg p

Wh E i A hi ?Why Enterprise Architecture?•If you can’t “see” it, then you can’t effectively change it or manage iteffectively change it or manage it. •If you can’t “describe” it, then youIf you can t describe it, then you can’t communicate about it. •Especially if it’s complicated or big, or will grow evolve or change at somewill grow, evolve, or change at some point in time.p

EAEA is about the creation of a is about the creation of a shared shared languagelanguage (of words, images, and so on) to (of words, images, and so on) to communicate about, think about, andcommunicate about, think about, andcommunicate about, think about, and communicate about, think about, and manage the enterprise. manage the enterprise. If thIf th ll i th t ii th t i t i tt i tIf the If the peoplepeople in the enterprise in the enterprise cannot communicatecannot communicate

well enough well enough to align their ideas to align their ideas and thoughts and thoughts b t th t i ( t t lb t th t i ( t t labout the enterprise (e.g., strategy, goals, about the enterprise (e.g., strategy, goals,

objectives, purpose, …), objectives, purpose, …), then then theythey cannot align the things they manage cannot align the things they manage (e.g., (e.g.,

applications, data, projects, goods and services, applications, data, projects, goods and services, jobs, vehicles, people, …). Nor can they jobs, vehicles, people, …). Nor can they optimally govern, devise strategy, create value, …optimally govern, devise strategy, create value, …

Top IT Management Concerns 1980Top IT Management Concerns 1980--20102010IT Management

C2010 2009 2008 2007 2006 2005 2004 2003 1994 1990 1986 1985 1983 1980

ConcernsBusiness productivity & cost reduction 1 1 7 4

Business agility and speed to market 2 3 13 17 7 5 7

IT and business alignment 3 2 1 2 1 1 1 1 9 7 5 2 7 9

IT reliability and efficiency 3 6

Business Process Reengineering 3 4 18 15 11 5 10 10 2

6 7 3 8 4 4 4 2 10 3 1 1 1 1IT Strategic planning 6 7 3 8 4 4 4 2 10 3 1 1 1 1

Revenue generating IT innovations 6 8

IT cost reduction 8 5 7 4

Sec rit and pri ac 9 9 8 6 3 2 3 3 19 18 6 14 12

THIS IS SYMPTOMATIC OF NOT SUFFICIENTLY UNDERSTANDING THE “REQUIREMENTS”)Security and privacy 9 9 8 6 3 2 3 3 19 18 6 14 12

Globalization 10 15

Change management 11 14 6 7 3 2 3 3 19 18 6 14 12

Outsourcing/vendor management 12 11

UNDERSTANDING THE “REQUIREMENTS”):• SPECIFIC DETAILS OF A PARTICULAR

Outsou c g/ve do a age e tEnterprise architecture 13 11 11 33 15 15 9 8 4 1 8

IT human resource considerations 13 17

Knowledge management 13 17

OBJECTIVE, ACTIVITY, AND/OR PROCESS. • OVERALL CONTEXT – THE BIG PICTURE OFProject management 13 11 10 23 5 10

Sourcing decisions 13 17

CIO leadership role 10 16 10IT organization design 15

OVERALL CONTEXT THE BIG PICTURE OF HOW IT ALL FITS TOGETHER.• OR BOTHg g

Societal implications of IT 20• OR BOTH

It’s not that we don’t govern, devise strategy, createIt’s not that we don’t govern, devise strategy, createIt s not that we don t govern, devise strategy, create It s not that we don t govern, devise strategy, create value, build & run great ISs, and succeed. value, build & run great ISs, and succeed. •• It’s that we do so in a reductionist manner. Rather It’s that we do so in a reductionist manner. Rather It s that we do so in a reductionist manner. Rather It s that we do so in a reductionist manner. Rather than a holistic manner.than a holistic manner.

•An attempt or tendency to explain a complex set of e p o e de cy o e p co p e se ofacts, entities, phenomena, or structures by another, simpler set p•"For the last 400 years science has advanced by reductionism ... The idea is that you could understand ythe world, all of nature, by examining smaller and smaller pieces of it. When assembled, the small pieces p , pwould explain the whole" (John Holland).

•• This leads to stovepipes, excessive complexity, This leads to stovepipes, excessive complexity, disdis--p p , p y,p p , p y,integration, redundancy, high cost, and slow change.integration, redundancy, high cost, and slow change.

“Governance”Governanceof IS Departmentsof IS Departments

How do you organize for How do you organize for IS/IT governance?IS/IT governance?

It starts with “Structure”It starts with StructureOrganizational Structure of ISOrganizational Structure of IS

Departments/Functions

IT department’s structure preflects IT’s mission:

To manage technology for h d f h ithe good of the enterprise.

Simplified IS Department StructureCEOCEO

CIO

CommunicationsUserSupport

ISDevelopment

ITPersonnel

IT OperationsDataAdministrationIT Planning

Other critical concerns: • Project management office• Chief Enterprise Architect

IS Audit/Performance Measurement• IS Audit/Performance Measurement• Legal• Finance & accounting• CyberSecurityy y• Organizational development/Change management• Continuity (COOP), Disaster prevention & recovery• ++++

G “St t ” f ISGovernance “Structure” of IS

I/T department’s governance fl I/T’ i istructure reflects I/T’s mission

too: To manage technology fortoo: To manage technology for the good of the enterprise.By having the business By having the business “““owners” govern.“owners” govern.

“Executive CEO Steering

Committee”

COO CIO HRMarketing/Sales

Legal Counsel StrategyCFO

Technical Service

IS Project Management

Architecture/StandardDevelopmentOperations Security

Data Administration

End userSupport

System Development

Network Application Development

Program Maintenance

Data Communication

What is an Enterprise?What is an Enterprise?What is an Enterprise?What is an Enterprise?

L i lLogical

Ph i lPhysical

LOGICALLOGICAL

PHYSICAL

RESOURCES/THINGS

BEHAVIORS/THINGS

ACTIONS

Things | Behaviors| |

Logical

|||Logical |||___________________________________________||

Physical || |||||

Strategist’s VisionStrategist s VisionB i M d lL i l M d l

Business ModelLogical Model

Physical ModelTechnician/Contractor’s View

Functioning EnterpriseFunctioning Enterprise

WH

HO

WH

WH

WH

WH H

OOW

HE

HY

HE

HA O

?W?

EN

Y?

ER

AT

?E?

??

P S GIORS

O

SCHE

GOA

NF

TAL

OF

EDUL

ALS

RAD L

S/

FT

LES /

S

&

STA

T /REP

WA

/TI

&

R

RU

TA P

OR

AR

MIN

RUL

CT

A

RTS

E GS

LES

UR SE

Architecture/RequirementsArchitecture/Requirements(Strategy, Design, & Plans)( gy g )

I t ti ti / O tiProject Management (Execution & Implementation)

Instantiation / Operations(Functioning Enterprise)

Strategygy

Execution

Zachman’s Framework for EAZachman s Framework for EA …… is an ontology, a data model (schema) for all the

iknowledge about the enterprise.… is process and method agnostic. It doesn’t care how

h k l dyou get the knowledge.… posits that if you want to be aligned, agile, optimized, or

h t t i d i bj ti th these arewhatever your enterprise design objectives, then these are the data you must have and use in order to efficiently and effectively:and effectively:

• achieve those objectives;• manage change and complexity;g g p y;• manage the enterprise & all its resources

including its technologies.g g

http://zachman.com

By whatever means you get them, these areBy whatever means you get them, these are the data you must have and use …

“holistic“holisticholistic holistic reductionism”reductionism”reductionism reductionism ––

decompose indecompose indecompose in decompose in t tt tcontextcontext

http://zachman.com

Although I did say “governance starts with structure” the most important dimensions of all this are really leadership (to make it happen) y p ( pp )and organizational culture (to sustain it).

It’s all about becoming a Learning Organization, “where people are continually learning to see the whole together.” An organization characterized by:

• Holistic/systems thinking (big picture & connections)• Team learning (collaboration)• Shared mental models (shared language & models)

B ildi h d i i ( h d l )EA

• Building shared vision (shared goals)• Personal mastery (working with great people)

(Peter Senge The Fifth Discipline 1990)(Peter Senge, The Fifth Discipline, 1990)

S M d l dSome Models and Theories about IT StrategyStrategy, Governance andGovernance, and Value

Strategy

IT operations &Resource Allocation

IT operations &service delivery

VA’s IT Governance StructuresVA Executive

Board Strategy

Executive Steering Committee

Organizational Change Management

Culture

Strategic ManagementCouncil

Committee

Office of

Management

Quality

I f ti T h l

Office of Cyber Security

Q y

Information TechnologyBoardCapital

InvestmentCouncil

IT Steering CommitteeResource

Allocation IT Strategy

EA Architecture CouncilTechnicalSteering

ProjectManagementOffice

gy

gCommittee

Office

IT project delivery Technology Architecture

IT Governance Institute – http://www.itgi.org

IT Governance Institute – http://www.itgi.org

ISACA’s Val IT™

• Many enterprises practice elements of Val IT™ already• Val IT™ provides a consistent, repeatable & comprehensive approach• IT and business become equal shareholders because Val IT™ helps management

to answer these key questions:*

The strategic question The value question

The architecture question The delivery question

© 2009 ISACA All rights reserved.

40

* Based on the Four ‘Are’s as described by John Thorp in his book The Information Paradox, written jointly with Fujitsu, first published in 1998 and revised in 2003.

ISACA’s Val IT™

© 2009 ISACA All rights reserved. http://www.isaca.org/

Strategy “Alignment” &

BusinessArchitecture

ResourceAllocation

IT project delivery

TechnologyArchitecture

5 key areas of IT decisions

Design objectives?

Structures, Processes, and Business Rules

Accountability and Assessment

IT Strategic Vision

Technology Strategy & Architecture

IT Strategic Alignment & Resource Allocationg g

From Peter Weill “DON’T JUST LEAD, GOVERN: HOW TOP-PERFORMING FIRMS GOVERN IT” MIS Quarterly Executive Vol. 3 No. 1 / March 2004, pp. 1-17.From Peter Weill “DON’T JUST LEAD, GOVERN: HOW TOP-PERFORMING FIRMS GOVERN IT” MIS Quarterly Executive Vol. 3 No. 1 / March 2004, pp. 1-17.

From Peter Weill “DON’T JUST LEAD, GOVERN: HOW TOP-PERFORMING FIRMS GOVERN IT” MIS Quarterly Executive Vol. 3 No. 1 / March 2004, pp. 1-17.

StrategyStrategyRs 1&2

Execution Rs 5&6

ENTERPRISE ARCHITECTURE - A FRAMEWORK

DATA FUNCTION NETWORK MOTIVATIONTIMEPEOPLEWh t H Wh Wh Wh Wh

TM

SCOPE(CONTEXTUAL)

DATA FUNCTION NETWORK

List of Things Importantto the Business

List of Processes theBusiness Performs

List of Locations in which the Business Operates

MOTIVATIONTIMEPEOPLE

List of Business Goals/StratList of Events SignificantList of Organizationsto the BusinessImportant to the Business

What How Where Who When Why

SCOPE(CONTEXTUAL)

Planner’s ViewMODEL(CONCEPTUAL)

ENTERPRISE e.g. Semantic Model

ENTITY = Class ofBusiness Thing

Function = Class ofBusiness Process

e.g. Business Process Model

Node = Major BusinessLocation

e.g. Business Logistics System

Planner

ENTERPRISEMODEL

(CONCEPTUAL)

Ends/Means=Major Bus. Goal/Critical Success FactorTime = Major Business Event

e.g. Master Schedule

People = Major Organizations

e.g. Work Flow Model

Planner

e.g. Business Plan

Owner’s ViewPlanner s View

SYSTEMMODEL(LOGICAL)

e.g. Logical Data Model

Ent = Business EntityReln = Business Relationship

e.g. Application Architecture

Proc. = Business ProcessI/O = Business Resources

Node = Business LocationLink = Business Linkage

e.g. Distributed SystemArchitecture

Owner

SYSTEMMODEL

(LOGICAL)

e.g., Business Rule Model

End = Business ObjectiveMeans = Business Strategy

e.g. Processing Structure

Time = Business EventCycle = Business Cycle

People = Organization UnitWork = Work Product

e.g. Human Interface

Owner

Architecture

Owner s View

Designer

(LOGICAL)

TECHNOLOGYMODEL

e.g. Physical Data Model

Ent = Data EntityReln = Data Relationship I/O = User Views

Proc .= Application Function

e.g. System Design

Node = I/S Function(Processor, Storage, etc)Link = Line Characteristics

e.g. Technology Architecture

Designer

TECHNOLOGYMODEL

e.g. Rule Design

End = Structural AssertionMeans =Action AssertionCycle = Processing Cycle

Time = System Event

e.g. Control Structure

People = RoleWork = Deliverable

e.g. Presentation Architecture

Builder

MODEL(PHYSICAL)

DETAILED e.g. Data Definition

Ent = Segment/Table/etc.Reln = Pointer/Key/etc. I/O = Data Elements/Sets

Proc.= Computer Function

e.g. Program

Node = Hardware/SystemSoftware

Link = Line Specifications

e.g. Network Architecture

Builder

(PHYSICAL)

DETAILEDe.g. Rule Specification

End = ConditionMeans = ActionCycle = Component Cycle

Time = Execute

e.g. Timing Definition

People = UserWork = Screen Formate.g. Security ArchitectureDETAILED

REPRESEN- TATIONS(OUT-OF- CONTEXT)

Sub-Contractor

g

Ent = FieldReln = Address

g g

I/O = Control BlockProc.= Language Stmt

g

Node = AddressesLink = Protocols

REPRESEN- TATIONS

(OUT-OF CONTEXT)

Sub-Contractor

g p

End = Sub-conditionMeans = Step

g g

Cycle = Machine CycleTime = InterruptPeople = Identity

Work = Job

e.g. DATAFUNCTIONINGENTERPRISE e.g. FUNCTION e.g. NETWORK

FUNCTIONINGe.g. SCHEDULEe.g. ORGANIZATION

John A. Zachman, Zachman International (810) 231-0531

e.g. STRATEGYENTERPRISE

Simplified IS Department Structure

CEO

CIOSee P634(D)

InformationEnd-user System

Operations Data

CommunicationsEnd userSupport

SystemDevelopment

Administration

Personnel

PlanningCQI/TQM

Simplified IS Department Structure+ Executive (“Planners & Owners”) Level+ Executive (“Planners & Owners”) Level

CEO

CIOSee P634(D)

CFO COO S&MCLOHR

InformationEnd-user System

Operations Data

CommunicationsEnd userSupport

SystemDevelopment

Administration

Personnel

PlanningCQI/TQM

Simplified IS Department Structure+ E ti (“Pl & O ”) L l

BofD

+ Executive (“Planners & Owners”) Level

CEO

BofD

CIOSee P634(D)

CFO COO S&MCLOHR

Information

See P634(D)

Operations Data

CommunicationsEnd-userSupport

SystemDevelopment

Ad i i t ti

Personnel

Administration

PlanningCQI/TQM

Simplified IS GovernanceGovernance Structure+ E ec ti e (“Planners & O ners”) Le el+ Executive (“Planners & Owners”) Level

CEO

CIOSee P634(D)CFO COO S&MCLOHR

“Executive Steering Committee”g

“IT S i C i ”AND

“IT Steering Committee”BUT Not always combined into one structure:BUT Not always combined into one structure:

Mostly a function of size and culture

VA’s IT Governance StructuresVA Executive

Board

Executive Steering Committee

Strategic ManagementCouncil

Committee

I f ti T h lInformation TechnologyBoard

IT Steering Committee

EA Architecture CouncilTechnicalSteering gCommittee

ENTERPRISE ARCHITECTURE - A FRAMEWORK

DATA FUNCTION NETWORK MOTIVATIONTIMEPEOPLEWh t H Wh Wh Wh Wh

TM

SCOPE(CONTEXTUAL)

DATA FUNCTION NETWORK

List of Things Importantto the Business

List of Processes theBusiness Performs

List of Locations in which the Business Operates

MOTIVATIONTIMEPEOPLE

List of Business Goals/StratList of Events SignificantList of Organizationsto the BusinessImportant to the Business

What How Where Who When Why

SCOPE(CONTEXTUAL)

MODEL(CONCEPTUAL)

ENTERPRISE e.g. Semantic Model

ENTITY = Class ofBusiness Thing

Function = Class ofBusiness Process

e.g. Business Process Model

Node = Major BusinessLocation

e.g. Business Logistics System

Planner

ENTERPRISEMODEL

(CONCEPTUAL)

Ends/Means=Major Bus. Goal/Critical Success FactorTime = Major Business Event

e.g. Master Schedule

People = Major Organizations

e.g. Work Flow Model

Planner

e.g. Business Plan

SYSTEMMODEL(LOGICAL)

e.g. Logical Data Model

Ent = Business EntityReln = Business Relationship

e.g. Application Architecture

Proc. = Business ProcessI/O = Business Resources

Node = Business LocationLink = Business Linkage

e.g. Distributed SystemArchitecture

Owner

SYSTEMMODEL

(LOGICAL)

e.g., Business Rule Model

End = Business ObjectiveMeans = Business Strategy

e.g. Processing Structure

Time = Business EventCycle = Business Cycle

People = Organization UnitWork = Work Product

e.g. Human Interface

Owner

Architecture

D i ’ ViDesigner

(LOGICAL)

TECHNOLOGYMODEL

e.g. Physical Data Model

Ent = Data EntityReln = Data Relationship I/O = User Views

Proc .= Application Function

e.g. System Design

Node = I/S Function(Processor, Storage, etc)Link = Line Characteristics

e.g. Technology Architecture

Designer

TECHNOLOGYMODEL

e.g. Rule Design

End = Structural AssertionMeans =Action AssertionCycle = Processing Cycle

Time = System Event

e.g. Control Structure

People = RoleWork = Deliverable

e.g. Presentation Architecture

Designer’s ViewBuilder

MODEL(PHYSICAL)

DETAILED e.g. Data Definition

Ent = Segment/Table/etc.Reln = Pointer/Key/etc. I/O = Data Elements/Sets

Proc.= Computer Function

e.g. Program

Node = Hardware/SystemSoftware

Link = Line Specifications

e.g. Network Architecture

Builder

(PHYSICAL)

DETAILEDe.g. Rule Specification

End = ConditionMeans = ActionCycle = Component Cycle

Time = Execute

e.g. Timing Definition

People = UserWork = Screen Formate.g. Security Architecture

Builder’s ViewDETAILEDREPRESEN- TATIONS(OUT-OF- CONTEXT)

Sub-Contractor

g

Ent = FieldReln = Address

g g

I/O = Control BlockProc.= Language Stmt

g

Node = AddressesLink = Protocols

REPRESEN- TATIONS

(OUT-OF CONTEXT)

Sub-Contractor

g p

End = Sub-conditionMeans = Step

g g

Cycle = Machine CycleTime = InterruptPeople = Identity

Work = Job

Subcontractor’s Viewe.g. DATA

FUNCTIONINGENTERPRISE e.g. FUNCTION e.g. NETWORK

FUNCTIONINGe.g. SCHEDULEe.g. ORGANIZATION

John A. Zachman, Zachman International (810) 231-0531

e.g. STRATEGYENTERPRISE

Simplified IS GovernanceGovernance Structure

BofD

CEO

BofD

CIOSee P634(D)

CFO COO S&MCLOHR

Information

See P634(D)

Operations Data

CommunicationsEnd-userSupport

SystemDevelopment

Ad i i t ti

Personnel

“Technology Steering Committee”Administration

PlanningCQI/TQM

Executive & CEO

PMO

IS Steering Committee

COO CIO HRMarketing/Sales

Legal Counsel StrategyCFO

Technology Steering

CommitteeTechnical

ServiceIS Project

ManagementArchitecture/

StandardDevelopmentOperations Security

Committee

Data Administration

End userSupport

System Development

Network Application Development

Program Maintenance

Data Communication

Strategy

IT operations &Resource Allocation

IT operations &service delivery

ESC

TSC

ITSCITSC

From Peter Weill “DON’T JUST LEAD, GOVERN: HOW TOP-PERFORMING FIRMS GOVERN IT” MIS Quarterly Executive Vol. 3 No. 1 / March 2004, pp. 1-17.

E i i l E idEmpirical Evidence aboutIT GovernanceIT Governance

IT GAP ModelThe theoretical model proposed in this research posits direct and indirect effects among the three constructs

IT Governance Organizational IT Governance gPerformance

IT –BusinessAlignment

“TESTING A MODEL OF THE RELATIONSHIPS AMONG ORGANIZATIONAL PERFORMANCE, IT“TESTING A MODEL OF THE RELATIONSHIPS AMONG ORGANIZATIONAL PERFORMANCE, IT--BUSINESS ALIGNMENT, AND IT GOVERNANCE” BUSINESS ALIGNMENT, AND IT GOVERNANCE” ---- Aurora Sanchez Ortiz

IT GAP ModelIT GAP Model

IT Assessment - Implementation GuidelinesMeasure performance toward objectives on a fair & consistent basisMeasure performance toward objectives on a fair & consistent basis across organizationUse a prototyping approach: In the early stages manage to speed rather th lit (it i i t t t t t t d th t h f t d t )than quality (it is more important to get started than to have perfect data), and expect it to evolve rapidly. Learn to work with “dirty” data, because the data will almost never be as good as you’d like. But also learn how to assess data quality.Focus on the harder job of integrating measures with the value-generating actions than on establishing the information-delivery processesgenerating actions than on establishing the information delivery processes. Collect facts needed to demonstrate:

Goal and mission achievementEffective resource utilizationec ve esou ce u o

Resist the temptation of automation – it will distract you from more important tasks.

Embrace learning & continuous improvement. Monitor, evaluate, and improve on a continuous basisExpand the use of metrics in IT to continuously improve systemsExpand the use of metrics in IT to continuously improve systems development and operations in order to better serve the needs of the enterprise – Eat your own cooking!

EA Implementation GuidelinesEA Implementation GuidelinesBuild on what you’re already doing (including projects).Use collaborative approaches to doing & governing EA:

Organize an EA working group or EA councilOrganize an EA working group or EA council. Learn together & work toward agreement about language, models, methods

Get participation & commitment from IT & business at all levels (as high as possible) Leadership counts!levels (as high as possible). Leadership counts!Determine the goals, focus, scope, and priorities:

Aim for completeness & comprehensiveness. Deal with day-to-day needs.Embrace continuous change learning & communication:Embrace continuous change, learning, & communication:

Remember, it’s a journey and a process.Evangelize. Have an “elevator speech”. Get your “converters” one at a time.

Start small and show early success. Then build on it.Start small and show early success. Then build on it. Identify EA initiatives of most value to organization. Help the value creators, it creates champions and wins hearts and minds.

Monitor, evaluate, and improve on a continuous basis:, , pQuantify the benefitsRegularly take a hard look at EA cost-value proposition, and make it better.

Use EA in IT for CONTINUOUS IMPROVEMENT and COMMUNICATION WITH YOUR CUSTOMERS & STAKEHOLDERS

“No one has to change. gSurvival is optional.” p

– Dr. W. Edwards Deming

A project of the Society for InformationSIM Guide to Enterprise ArchitectureSIM Guide to Enterprise Architecture

A project of the Society for Information Management’s EA Working Group (SIMEAWG). ( )•Free shipping & 40% discount: buy at http://www.crcpress.com with code 542KA. •All author royalties go to further the work of the not-for-profit SIMEAWG.

Edited by: Leon A. Kappelman, Ph.D.Foreword by: Jeanne W. Ross, Ph.D.

40% discount code = 542KA

Contributing Authors, Panelists, & Artists (alphabetically):• Bruce V. Ballengee• Larry Burgess

Ed C

• George S. Paras• Alex Pettit

J W R

at CRCPress.com

• Ed Cannon• Larry R. DeBoever• Russell Douglas• Randolph C. Hite

• Jeanne W. Ross• Brian Salmans• Anna Sidorova• Gary F. SimonsRandolph C. Hite

• Leon A. Kappelman• Mark Lane• Thomas McGinnis

Gary F. Simons• Kathie Sowell• Tim Westbrock• John A. Zachman