The IT Imperative – To avoid being overcome by the fear of driving through change or the typical stresses facing IT projects in all organisations, a clear path needs to be set out. This is not always easy for most organisations to accomplish when everyone is caught up in the day-to-day operational requirements.
Many are put off by the perception that setting out a clear strategy will involve too much extra effort or will somehow tie them down unnecessarily, and so they continue in an ad hoc manner making tactical decisions as and when required.
In many areas of IT, the novelty of recent innovation and change are also often cited as reasons not to be pinned down to a particular approach.
This might seem as if effort and resources are being saved or protected, but the reality is that this approach will only lead to bigger issues over time.
A well thought out strategic approach needs to be taken, but the right architecture must be put in place for its support. Only then will it retain both the flexibility and the structure required to demonstrate how the strategy meets business aspirations, fits operational processes and all within the constraints of IT resources.
Strategic direction – A vision for the organisation that guides the development of the following architectural elements.
Business Architecture – A description of the current and target business environments, focussing on business processes and operations.
System Architecture – A definition of the relevant application systems that describes the applications as logical groups of capabilities, which manage information and support business processes defined above.
Technology Architecture – The technology principles and platforms and how these provide for the needs and structure of the data and applications.