Publishing The Art of Enterprise Architecture

2012-11-062012-11-07 | Jörgen Dahlberg

As some of you may be aware of I with the help of a wonderful set of people has been reviewing the final script for the book The Art of enterprise Architecture (working title). The plan is to have the book ready to be delivered in time for Christmas, just so you may all either make a wish for it or give it away as a present to all your friends.

I’m working on what could be a follow up to this, bending the philosophy behind leading and managing an EA as depicted in The Art of Enterprise Architecture to one way of documenting the essentials of an architecture. The working name for that book is “The Art of Documenting Enterprise Architecture”. It is not so much about diagrams and pictures, more about the questions and how you could structure some of the answers that you get in response to those questions. Maybe it’s a checklist, maybe it’s more, at this moment it is early so the shape has not been distilled yet.

For those who are interested to participate I’ve put up the first piece on my Google drive and in this work you are all invited to not only review but also contribute. Hopefully this time it will take a lot less than four years to go from idea to publication.

To get access follow the link and ask for permissions https://docs.google.com/document/d/1Aq2TP_YpL3ly-b1DCPscWzlAXyDjbZlGIakOiBjLdv8

The Art of Enterprise Architecture – Section 13 – The use of architects

2011-12-262011-12-26 | Jörgen Dahlberg

The mistake of the many

Raising a host of all employees and marching them great distances entails heavy loss on the people and a drain on the resources of the Enterprise. The daily expenditure will easily surmount that which can ever be gained. There will be commotion in the organization and the network, and men will drop down exhausted on the floors.

The wise leader and the good manager

Stakeholders may face each other for years, striving for the consensus which should be decided in a single day. This being so, to remain in ignorance of the stakeholders condition simply because one grudges the outlay of a small amount of funds, is the height of inhumanity. One who acts thus is no leader of men, no present help to the owners, no master of victory. Thus, what enables the wise leader and the good manager to act and win, and achieve things beyond the reach of ordinary men, is foreknowledge. Now this foreknowledge cannot be elicited from spirits; it cannot be obtained inductively from experience, nor by any deductive calculation. Knowledge of the stakeholders dispositions can only be obtained from other men. Hence the use of architects.

Four classes of architects

Business architects;
Enterprise architects;
Domain architects;
Solution architects;

When these four kinds of architects are all at work, none can discover the secret system. This is called “divine manipulation of the threads.” It is the leaders most precious faculty.

Having business architects means employing the services of the leaders of a business domain. Having enterprise architects, making use of managers of the stakeholders. Having domain architects, getting hold of the domain specific information and using it to further our purposes. Having solution architects, doing certain things openly for purposes of inclusion. Hence it is that which none in the whole organization are more intimate relations to be maintained than with architects. None should be more liberally rewarded. In no other business should greater security be preserved.

Employing architects

Architects cannot be usefully employed without a certain intuitive sagacity. They cannot be properly managed without benevolence and straightforwardness. Without subtle ingenuity of mind, one cannot make certain of the truth of their reports. Be subtle! be subtle! and use your architects for every kind of business. If a certain piece of insight is divulged by an architect before the time is ripe, he must be silenced together with the man to whom the secret was told.

Whether the object be to optimize a business unit, to move a product on to the market, or to execute mergers and acquisitions, it is always necessary to begin by finding out the names of the attendants, the aides-de-camp, and door-keepers and sentries of the managers in command. Our architects must be commissioned to ascertain these.

The end and aim of architecting in all its varieties is knowledge of the stakeholders businesses; and this knowledge can only be derived, in the first instance, from the domain architect. Hence it is essential that the domain architect be treated with the utmost liberality.

Hence it is only the enlightened leader and the wise manager who will use the highest intelligence of the enterprise for purposes of architecting and thereby they achieve great results. Architects are a most important element in water (emotion and intuition), because on them depends an enterprise ability to move.

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You can read Section One here: section-one-strategy

You can read Section Two here: section-two-doing-architecture

You can read Section Three here: section-three-planning-the-architecture

You can read Section Four here: section-four-tactical-dispositions

You can read Section Five here: section-five-directing-energy

You can read Section Six here: section-six-strengths-and-weaknesses

You can read Section Seven here: section-seven-maneuvering

You can read Section Eight here: section-eight-variation-in-tactics

You can read Section Nine here: section-nine-on-the-march

You can read Section Ten here: section-ten-domains

You can read Section Eleven here: section-eleven-situations

You can read Section Twelve here: section-twelve-investigation-by-process

The text above is based upon the writings of Sun Tzu in the Art of War. Several translations has been read prior to writing the text above, but the most prominently used translation is the one retrieved from “http://en.wikisource.org/wiki/The_Art_of_War_(Sun)”. I consider the text above a work in progress…

The Art of Enterprise Architecture – Section 12 – The investigation by process

2011-12-26 | Jörgen Dahlberg

The six ways

There are six ways of investigating by process. The first is to go by strategic intent; the second is to follow the business models; the third is to go by information need; the fourth is to trace through application usage; the fifth is to trace through the organizations; the sixth is to benchmark to a reference model.

In order to carry out an investigation, we must have means available. The material for process investigations should always be kept in readiness. As well as the needed means there is a proper time for execution when it comes to architecture. This time is governed by the cycles of the business as operated by the enterprise.

Five possible developments

In investigating by process, one should be prepared to meet five possible developments:

When people disagree as to what the process is, respond at once with an investigation from without (business model).
If there is a burning issue, but the stakeholders remain quiet, bide your time and do not investigate.
When the force of the politics has reached its height, follow it up with an investigation, if that is practicable; if not, stay where you are.
If it is possible to make an investigation from without, do not wait for permit to investigate from within, but start your investigation by strategic intent and business model at a favorable moment.
When you start an investigation, stay on the logical side. Do not drift into the emotional side.

In every enterprise, the five developments connected with process must be known, the movements of the markets watched, and a eye kept on the cycles of business. Hence those who use process as an aid to the investigation show intelligence and those who use experience as an aid to the investigation gain an accession of strength. As we have learned by means of experience, a problem may be interpreted, but not understood in all of its details.

The true fate

An effort that starts in the response of true vision lasts long, but a reaction to things already happened soon falls.

Unhappy is the fate of one who tries to fulfill his mission and succeed in business without cultivating the spirit of enterprise; for the result is waste of time and general stagnation. Hence the saying: The enlightened leader lays his plans well ahead; the good manager cultivates his resources. Considering the saying you should take no action unless you see an advantage; use not your men unless there is something to be gained; investigate not unless the need is great.

No leader should put architects into the enterprise merely to gratify his own spleen; no manager should launch an investigation simply out of pique.

An enterprise that has once been destroyed can never come again into being; nor can time lost ever be gained a new. Hence the enlightened leader is heedful, and the good manager full of caution. This is the way to keep a enterprise successful and a capability intact.

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You can read Section One here: section-one-strategy

You can read Section Two here: section-two-doing-architecture

You can read Section Three here: section-three-planning-the-architecture

You can read Section Four here: section-four-tactical-dispositions

You can read Section Five here: section-five-directing-energy

You can read Section Six here: section-six-strengths-and-weaknesses

You can read Section Seven here: section-seven-maneuvering

You can read Section Eight here: section-eight-variation-in-tactics

You can read Section Nine here: section-nine-on-the-march

You can read Section Ten here: section-ten-domains

You can read Section Eleven here: section-eleven-situations

The Art of Enterprise Architecture – Section 11 – Situations

2011-12-26 | Jörgen Dahlberg

The art of architecture recognizes nine varieties of situations:

When an architect is fighting within his own profession, it is a dispersive situation.
When an architect has investigated a problem, but to no great depth, it is a facile situation.
When an architect find no alignment on the nature of things, it is a contentious situation.
When an architect leave freedom of choice, it is an open situation.
When an architect is faced with shared resources, is is an intersecting situation.
When an architect is faced with entrenched allegiances, federated structures, politics or secrecy, it is a difficult situation.
When an architect has wested his word, it is a hemmed in situation.
When an architect is overrun by solutions, it is a desperate situation.
When an architect has established an enterprise architecture capability, blueprints and plans, it is a serious situation.

To give advice on how to address each of these nine situations is within the experience of the guide. Acceptance of the advice lie at the heart of the matter and can only be given by the receiver. Such then is the advice on the nine situations:

When in a dispersive situation, therefore, fight not. In a facile situation, halt not. In a contentious situation, attack not. In an open situation, do not try to block choice. In an intersecting situation, seek consensus. In a serious situation, reap the benefits. In a difficult situation, keep focused on the mission. In a hemmed-in situation, resort to stratagem. In a desperate situation, fight.

The different measures suited to the nine varieties of situations; the expediency of aggressive or defensive tactics; and the fundamental laws of human nature: these are things that must most certainly be studied.

Therefore, in a dispersive situation, I would inspire my men with unity of purpose. In a facile situation, I would see that there is close connection between all parts of my team. In a contentious situation, I would make effort to bring those misaligned to the table. In an open situation, I would keep a vigilant eye on the solutions. In an intersecting situation, I would consolidate my alliances. In a serious situation, I would try to ensure a continuous stream of missions. In a difficult situation, I would keep pushing on along the path taken. In a hemmed-in situation, I would burn my ships and set sail. In a desperate situation, I would proclaim to my team the hopelessness of creating any architecture.

We cannot enter into alliance with sponsors until we are acquainted with their designs. We are not fit to lead an team on a mission unless we are familiar with the problem and situation. We shall be unable to turn obvious advantages to account unless we make use of local guides.

The following are the principles to be observed when establishing an architecture capability:

The further you establish the way of working with architecture, the greater will be the solidarity of your peers, and thus the opposition will not prevail against you.
Pick the low hanging fruits in order to supply your mission with provable arguments of its superiority.
Carefully study the well-being of your men, and do not overtax them. Concentrate your energy and hoard your strength. Keep your team continually on the move, and devise unfathomable plans.
Throw your architects into positions whence there is no escape, and they will prefer failure to flight. If they will face failure, there is nothing they may not achieve. Leaders and men alike will put forth their uttermost strength.
Architects when in desperate straits lose the sense of fear. If there is no place of refuge, they will stand firm. If they are in hostile units, they will show a stubborn front. If there is no help for it, they will persist.
Thus, without waiting to be marshaled, the architects will be constantly on the lookout; without waiting to be asked, they will do your will; without restrictions, they will be faithful; without giving orders, they can be trusted.
Prohibit politics, and do away with unfounded doubts. Then, until the mission is completed, no calamity need be feared.
The principle on which to manage an architecture capability is to set up one standard of excellence which all must reach.
How to make the best of both analytical thinkers and those drawn to facilitation – that is a question involving the proper use of situations.
Thus the skillful chief architect conducts his team just as though he were leading a single man, willy-nilly, by the hand.
It is the way of a chief architect to be quiet and thus ensure secrecy; upright and just, and thus maintain order.

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You can read Section One here: section-one-strategy

You can read Section Two here: section-two-doing-architecture

You can read Section Three here: section-three-planning-the-architecture

You can read Section Four here: section-four-tactical-dispositions

You can read Section Five here: section-five-directing-energy

You can read Section Six here: section-six-strengths-and-weaknesses

You can read Section Seven here: section-seven-maneuvering

You can read Section Eight here: section-eight-variation-in-tactics

You can read Section Nine here: section-nine-on-the-march

You can read Section Ten here: section-ten-domains

The Art of Enterprise Architecture – Section 15 – Balance

2011-08-022011-08-16 | Jörgen Dahlberg

In most architecture related works there is a framework. The framework is most often a tool to enable the architects in creating plans and drawings. Another use of the framework albeit mostly from the viewpoint of the authors is to hold the majority of ideas within a reasonable sized knowledge domain.The third and perhaps most visible use of the framework is as a lens that helps us focus our execution. The basic ideas brought forth in the art of enterprise architecture acknowledge such boundaries, but tries to stay away from becoming to definitive. The idea of the framework is based on my belief that a good architect bring order to the structures and a great architect bring balance to the means and ends. Inspired by that belief, to illustrate the framework I’ve chosen to start in the Yin-Yang symbol.

I’ve yet to write a lot of the text explaining this and reference back into the art of enterprise architecture. I though it would be nice to get some fresh input from others, so I’ve decided to put up the illustrations although they are rough and incomplete.

YinYang — The basic illustration of the framework

The vision represents the outcome we seek, therefore it is the ultimate Ends.
The goal represents outcomes we receive as we travel towards the vision, therefore it is part of the Ends.
The objective represents outcomes we receive as we travel towards the goals, therefore it is part of the Ends.

The mission represents the work we do towards the vision, therefore it is the ultimate Means.
The strategy represents the steps we follow towards the mission, therefore it is part of the Means.
The tactic represents the decisions we make as we work according to strategy, therefore it is part of the Means.

I’m considering using some basic ideas of the theory behind Finite and Infinite Games by James P. Carse. So far I’ve found that it could help in working with the underlying differences between profit and non-profit organizations.

Where the need to reward is in the future, to make the most of a little that is the quadrant where Vision mix with Vision. This is represented in the planning we do as goals.

Where the need to be agile, responsive and flexible is at its strongest is the quadrant where Vision mix with Mission. This is represented in the daily work we do as tactics. It is where we meet the market.

Where the need to build for the future, to gather our resources and make for the best utilization is the quadrant where Mission mix with Mission. This is represented in the planning work we do as strategy.

Where the need to reward is in the now, to celebrate the victories of the present day is the quadrant where Mission mix with Vision. This is represented in the daily work we do as objective.

If you wish to participate in working with this send me an email.

The Art of Enterprise Architecture – Section 10 – Domains

2011-07-14 | Jörgen Dahlberg

We may distinguish six kinds of problem domains, to wit

Simple;
Entangling;
Temporizing;
Narrow;
Precipitous;
Location;

These six are problem related principles connected with the scene. The architect who has attained a responsible post must be careful to study them.

Simple problems

Problems which can be easily understood by anyone is called simple. With regard to problems of this nature, be before the stakeholder in addressing these low hanging fruits, and carefully guard your maintenance queues. Then you will be able to negotiate with advantage.

Entangling problems

Problems which can be abandoned but is hard to re-address is called entangling. Confronting a problem of this sort, if the team is prepared, you may sally forth and solve it. But if the team is unprepared, and you fail to solve it, then, a second attempt being impossible from a stakeholders view, disaster will ensue.

Temporizing problems

When the politics is such that neither side will gain by making the first move, it is called temporizing problems. In a position of this sort, even though the sponsor could offer us an attractive mission, it will be advisable not to stir forth, but rather to retreat, thus enticing the stakeholders in their turn; then, when a key part of the stakeholders has committed, we may deliver our service with advantage.

Narrow problems

With regard to narrow problems, if you can solve them first, let them be strongly guarded and await the advent of the sponsors. Should someone else forestall you in solving a narrow problem, do not go after it if the stakeholders are fully satisfied, but only if the stakeholders are partially satisfied.

Precipitous problems

With regard to precipitous problems, if you are beforehand with your stakeholders, you should grab the opportunity, and then wait for the sponsors to appear. If the stakeholders has sieged the opportunity before you, do not follow them, but retreat and try to entice them away.

Location problems

If you are situated at a great distance from the sponsors, and the strength of the stakeholders equals or overpowers your own, it is not easy to provoke a shift, and entering the scene will be to your disadvantage.

Some references

Cynefin (The definitions above do not reflect the structure of the Cynefin. This link is just so you may dig in other grounds to understand more.)

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You can read Section One here: section-one-strategy

You can read Section Two here: section-two-doing-architecture

You can read Section Three here: section-three-planning-the-architecture

You can read Section Four here: section-four-tactical-dispositions

You can read Section Five here: section-five-directing-energy

You can read Section Six here: section-six-strengths-and-weaknesses

You can read Section Seven here: section-seven-maneuvering

You can read Section Eight here: section-eight-variation-in-tactics

You can read Section Nine here: section-nine-on-the-march

The Art of Enterprise Architecture – Section Nine – On the march

2011-06-02 | Jörgen Dahlberg

We come now to the question of establishing the architecture function within the organization as a whole, and observing signs of change to the architecture from the incoming demands. For this I have 28 insights to share among the five thousand insights you posses.

Seek sponsorship from high places, facing the customers. Do not try to convince the CEO what architecture is, the CEO knows already.
After completing a project, you should stay far away from it.
When a project violates a principle in its realization, do not rush to decision in haste. It will be best to first assess the project, and then deliver your advice.
If you are anxious to engage, you should not go to meet the projects near a sprint which they have to complete.
Stay closer to the promise than the projects, and face the stakeholders. Do not move past stakeholder to meet the projects.
In adapting a framework, your sole concern should be to get the work done quickly, without any delay.
If forced to defend a framework, you should have standards and principles ready to defend your cause, and secure your back to a strong stakeholder.
In dry, level companies, take up an easily accessible position with supportive stakeholder to your sides and on your rear, so that the danger may be in front, and safety lie behind.
These are the four useful branches of team knowledge which enabled the Master Architect to save four troubled organizations.
All architects prefer CEO support to CIO/CTO.
If you are careful of your team, and build on solid knowledge, the team will be free from questioning of every kind, and this will spell victory.
When you come to a sponsor or a CxO, utilize the business speak, with the architecture lingo left on your rear. Thus you will at once act for the benefit of your team and utilize the natural advantages of the environment.
When, in consequence of heavy influences from the environment, an architecture which you wish to change is violated and flecked with bad solutions, you must wait until the power of the stakeholder subsides.
Business units in which there are precipitous strategic cliffs with ingrained cultures running between, deep rooted ownerships, confined areas, tangled policies, should be left with all possible speed or approached most carefully.
While we keep away from such places, we should get the competition to approach them; while we face them, we should let the competition have them on his rear.
If in the environment of your architecture there should be any clouds, sourcing contracts surrounded by myths, business units filled with bad culture, or teams with low performers, they must be carefully routed out and searched; for these are places where trouble grows and the details you need to know are likely to be lurking.
When the stakeholder is close at hand and remains quiet, he is relying on the natural strength of his position.
When the stakeholder keeps aloof and tries to provoke, he is anxious for the other side to advance their positions over his own.
When the team lie leaning on their laptops, they are faint from want of intellectual beverage.
If those who are sent to consult begin to join the client, the leader is suffering from lack of insight.
If the architects sees an advantage to be gained and makes no effort to secure it, the team is exhausted.
The sight of men whispering together in small knots or speaking in subdued tones points to disaffection amongst the team and stakeholders.
To begin by bluster, but afterwards to take fright at the problems complexity, shows a supreme lack of insight.
If the stakeholders march up angrily and remain facing us for a long time without either directly engaging us or taking themselves off again, the situation is one that demands great vigilance and circumspection.
If our team are no more in number than the mission require, that is amply sufficient.
He who exercises no forethought but makes light of his mission is sure to be overwhelmed by it.
If in training architects procedures are habitually enforced, the team will be well-disciplined; if not, its discipline will be bad.
If an architect shows confidence in his team but always insists on his missions being fulfilled, the gain will be mutual.

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You can read Section One here: section-one-strategy

You can read Section Two here: section-two-doing-architecture

You can read Section Three here: section-three-planning-the-architecture

You can read Section Four here: section-four-tactical-dispositions

You can read Section Five here: section-five-directing-energy

You can read Section Six here: section-six-strengths-and-weaknesses

You can read Section Seven here: section-seven-maneuvering

You can read Section Eight here: section-eight-variations-in-tactics

The Art of Enterprise Architecture – Section Eight – Variation in tactics

2011-03-132011-05-31 | Jörgen Dahlberg

In work, the Chief Architect receives his instructions from the CEO, collects his team and focuses his resources.

When in difficult situations, stay agile and work to seek out possibilities. In situations where high politics intersect, join hands with the stakeholders. Do not stay in dangerously isolated positions, remember it is not your architecture it belongs to all the stakeholders. In complex situations, you must resort to strategy, planing your actions in advance. In chaotic situations, you must throw all your wits and resources at the problem taking action as you encounter the possibilities.

There are opportunities which must not be acted upon, problems which must not be attacked, solutions which must not be used, politics which must not be contested, concerns of the stakeholders which must not be addressed.

The Chief Architect who thoroughly understands the advantages that accompany variation of tactics knows how to handle his teams. The Chief Architect who does not understand these, may be well acquainted with the configuration of the enterprise, yet he will not be able to turn his knowledge to practical account. So, the student of architecture who is unversed in the art of architecture of varying his plans, even though he be acquainted with the Five Advantages, will fail to make the best use of his teams. Hence in the wise leader’s plans, considerations of advantage and of disadvantage will be blended together. If our expectation of advantage be tempered in this way, we may succeed in accomplishing the essential part of our schemes. If, on the other hand, in the midst of difficulties we are always ready to seize an advantage, we may extricate ourselves from misfortune.

Reduce the effect of hostile stakeholders by inflicting as little damage on them as possible. Hold them constantly at arms length. Engaged in their own best interests you will make them rush to any given point freeing you to create value for those who such desire.

The art of enterprise architecture teaches us to rely not on the likelihood of the possibilities and problems not arising, but on our own readiness to receive them; not on the perils of change not afflicting us, but rather on the fact that we have made our position unassailable.

There are at least five dangerous traits which may affect a Chief Architect and leads to the destruction of capital:

Recklessness – taking inappropriate actions
Cowardice – not being able to act on the situation
Incommunicado – not communicating appropriately
Micromanagement – not being able to delegate decision and work
Insecureness – not being able to receive and give criticism

When an architecture fails and its leader is sent home, the cause will surely be found among these five traits. Let them be a subject of meditation

Some assorted references

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You can read Section One here: section-one-strategy

You can read Section Two here: section-two-doing-architecture

You can read Section Three here: section-three-planning-the-architecture

You can read Section Four here: section-four-tactical-dispositions

You can read Section Five here: section-five-directing-energy

You can read Section Six here: section-six-strengths-and-weaknesses

You can read Section Seven here: section-seven-maneuvering

The Art of Enterprise Architecture – Section Seven – Maneuvering

2011-03-06 | Jörgen Dahlberg

In work, the Chief Architect receives his instructions from the CEO.

Having allocated the people, the Chief Architect must build the team by blending and harmonizing the different elements thereof before marketing their services. After that, comes tactical maneuvering to position the team as a high performing unit within the larger organization. The difficulty of tactical maneuvering consists in selecting the appropriate path through the politics of change turning the devious into the direct, and misfortune into gain. Thus, to take a long and circuitous route, after enticing the politics out of the way, to contrive to reach the goal first, shows knowledge of the artifice of DEVIATION.

Maneuvering with a well rounded team is advantageous; with an undisciplined multitude of people, most dangerous.

If you set the whole of an organization in march in order to charge down an opportunity, chances are that you will be too late. To always be on time, you must build a capability to configure an enterprise tuned to the purpose of any opportunity. With this capability known as Enterprise Architecture, we can enter into alliances because we are acquainted with the goals of our neighbors. We are fit to lead an enterprise on the march because we are familiar with the way of the business environment. We are able to turn natural advantage to our account because we make use of domain experts.

In any assignment deliberate use of dissimulation techniques will bring you success just as certain as a random practice of dissimulation techniques will bring you failure. Practicing dissimulation your choice in whether to concentrate or to divide your organization will be decided by circumstances, not known by your competition.

When you succeed in a business, let the profits be divided amongst your employees; when you capture new markets, cut it up into assignments for the benefit of the leaders.

“The Book of Architecture Management” says: On the field of business, the spoken word does not carry far enough: hence the use of phones and emails. Nor can ordinary objects be seen clearly enough: hence the use of presentations and webs. Phones and emails, presentations and webs, are means whereby the ears and eyes of the team may be focused on one particular objective. The team thus forming a single united body, it is impossible either for the team member to advance to far, or for the manager to restrain to much. This is the art of handling large masses of men. In new enterprises, then, make much use of phones and emails, and in general business, of presentations and webs, as a means of influencing the ears and eyes of your employees.

To refrain from reviewing a project whose designs are in perfect order, to refrain from changing a programme delivering the promised capabilities in order and at time:–this is the art of studying circumstances (don’t fix what works.) It is an architecture axiom to go first for the low hanging fruits. When you engage a stakeholder, leave an outlet free. Do not press too hard or you may end up with a desperate foe.

Such is the art of architecture.

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You can read Section One here: section-one-strategy

You can read Section Two here: section-two-doing-architecture

You can read Section Three here: section-three-planning-the-architecture

You can read Section Four here: section-four-tactical-dispositions

You can read Section Five here: section-five-directing-energy

You can read Section Six here: section-six-strengths-and-weaknesses

Achieving Business Outcome With Enterprise Architecture

Exploring how to get greater efficiency, exceptional outcome, and superior quality of service with enterprise architecture

Sun Tzu

Publishing The Art of Enterprise Architecture

The Art of Enterprise Architecture – Section 13 – The use of architects

The Art of Enterprise Architecture – Section 12 – The investigation by process

The Art of Enterprise Architecture – Section 11 – Situations

The Art of Enterprise Architecture – Section 15 – Balance

The Art of Enterprise Architecture – Section 10 – Domains

The Art of Enterprise Architecture – Section Nine – On the march

The Art of Enterprise Architecture – Section Eight – Variation in tactics

The Art of Enterprise Architecture – Section Seven – Maneuvering

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