Documents/EACOE

Our Mission

Strategic_Plan

Publication: 2010-11-30

Source: http://eacoe.org/mission.shtml

Assumptions: 1. The profession of Enterprise Architecture requires a source of understanding that is based on actual practitioner experience and successes. 2. Enterprise Architecture is fundamental for the successful participation of enterprises in the “new” world, and the body of knowledge of Enterprise Architecture that these Enterprises rely upon requires professional administration, skills verification, and continuous professional development. 3. Enterprise Architecture is the principle structural mechanism for: 3.1. Addressing continuing and accelerating rates of change through the use of Architecture Models 3.2. Explicitly Visualizing, Developing, Presenting, and Understanding Business Strategy 3.3.Aligning Technology and Application Strategy with Business Strategy 3.4. Providing Technology and Application Implementation Models, based on Architecture Models, for Enterprise Management and Systems Management 3.5. Reuse of Data, Processes, and Technologies 3.6. Managing the Knowledge-Base of the Enterprise 4. Enterprise Architecture best practices have been proven to be best developed by looking at the past “ages” (Nomadic, Agrarian, Mercantile, and Industrial), and understanding the similarities and differences. The “Information Age / Knowledge Age” can gain significant insights from these past learning’s, as it matures. There is no proven “special privilege” of the Information Age / Knowledge Age that would suggest otherwise. 5. An understanding of Enterprise Architecture requires the following components to be considered to be complete: 5.1. A Process 5.2. A Classification, Taxonomy, and Framework 5.3. A Work Breakdown Structure and Methodology 5.4. An Enterprise Architect Maturity Model 5.5. An Organization Change Model, Process, Methodology and Work Breakdown Structure 5.6. A Set of Business Understanding Components 5.7. A Set of Technology Understanding Components 5.8. An Understanding of Architecture Models 5.9. An Understanding of Implementation Models 5.10. Components geared toward “short term value”, that can be built upon to provide “long term value” 5.11. Templates and tools to provide immediate practitioner guidance 5.12. Criteria to allow practitioners to be recognized for growing competencies, as their experience grows, based on actual Enterprise Architecture enablement activities

Submitter:

Name:Owen Ambur

Email:Owen.Ambur@verizon.net

Organization:

Name:Enterprise Architecture Center of Excellence

Acronym:EACOE