Shopping on line can be easy, simple and save you lots of money. It can also take a lot of your time, frustrate you, and result in unwanted purchases. Now the same can be said for regular high street shopping, but with the vast opportunity presented by the Internet it will pay you to spend a few minutes reading this and understanding how to better optimize your Business Design shopping experience:

1. Compare - without doubt the biggest advantage that the Business Design offers shoppers today is the ability to compare thousands of Business Design at a time. This is a great thing, but not necessarily all the time! Too much can be daunting at times so take advantage of the great comparison sites and where possible let them do the hard work for you.

2. Research - if it has been said it will be on the internet. Ignorance is no longer a justifiable reason for buying the wrong thing. Take the time to research in detail everything that you could possible want to know about

3. Testimonials - don't know anybody that has bought a Business Design? Wrong! If the Business Design is good the internet will let you know. Use the Internet as a friend and get testimonials before you buy.

4. Questions - Got a question about Business Design then search the Forums, FAQ's, Blogs etc. Don't be afraid to ask .....

5. Reputation - Never heard of the company selling Business Design? Don't worry, no reason why you should know every company in the world, but you know someone that does! Use the internet to find out what people are saying about Business Design and build up a picture of their reputation for sales, returns, customer service, delivery etc.

6. Returns - still worried that even after all of the above your Business Design wont be what you want? Check out the returns policy. There is so much competition now that someone, somewhere is bound to offer the terms that you are comfortable with.

7. Feedback - happy with your Business Design then let people know, after all you are depending on others people input in your buying decision, so why not give a little back.

8. Security - check for the yellow padlock on the Business Design site before you buy, and the s after http:/ /i.e. https:// = a secure site

9. Contact - got a question about Business Design, or want to leave a comment then check out the sites contact page. Reputable companies have them and respond.

10. Payment - ready to pay for your Business Design, then use your credit card or PayPal! Be aware of companies that don't accept them, there may be genuine reasons but given the huge amount of choice you have when buying online there is no reason at all not to buy via credit card or PayPal.

Enterprise Architecture is the description of the current and/or future structure and behavior of an organization's processes, information systems, personnel and organizational sub-units, aligned with the organization's core goals and strategic direction. Although often associated strictly with information technology, it relates more broadly to the practice of business Optimization (mathematics) in that it addresses business architecture, performance management, organizational structure and process architecture as well.

Modelling the Enterprise Architecture is becoming a common practice within the United States United States Government to inform the Capital Planning and Investment Control (CPIC) process. The Federal_Enterprise_Architecture (FEA) reference models serve as a framework to guide Federal Agencies in the development of their architectures. The primary purpose of creating an enterprise architecture is to ensure that business strategy and Information technology investments are aligned. As such, enterprise architecture allows traceability from the business strategy down to the underlying technology.

Companies such as British Petroleum, Intel and Volkswagen Group also have applied enterprise architecture to improve their business architectures as well as to improve business performance and productivity.

Enterprise Architecture methodology The Practice of Enterprise Architecture involves developing an architecture framework to describe a series of "current", "intermediate" and "target" reference architectures and applying them to align change within the enterprise. Another set of terms for these are "as-is", "to-be" and the "migration plan".

These frameworks detail all relevant structure within the organization including business, applications, technology and data. This framework will provide a rigorous taxonomy and ontology (computer science) that clearly identifies what processes a business performs and detailed information about how those processes are executed. The end product is a set of Artifact (software development) that describe in varying degrees of detail exactly what and how a business operates and what resources are required. These artifacts are often graphical.

Given these descriptions whose levels of detail will vary according to affordability and other practical considerations, decision makers can make informed decisions about where to invest resources, where to realign organizational goals and processes and what policies and procedures will support core missions or business functions.

A strong enterprise architecture process helps to answer basic questions like:



A value-based approach to implementing an enterprise architecture is recommended in order to realize quick wins, most notably when the team is first being formed. An analysis of key questions as listed above that provide the most value in an organization should lead the enterprise architecture team towards their highest priority tasks. Teams that spend too much time documenting the plan, without providing real value to decision makers, will be at risk of being disbanded.

Implementing Enterprise Architecture generally starts with documenting the organization's strategy and goals. One part of this work is the company's Operating Model, which describes how the company wants to operate. What are the requirements for Business Process Standardization and Integration.

The architecture process addresses documenting and understanding the discrete enterprise structural components, typically within the following four categories:
  • Business:
  • Strategy maps, goals, corporate policies, Operating Model
  • Functional decompositions (e.g. IDEF0, SADT), capabilities and organizational models
  • Business processes
  • Organization cycles, periods and timing
  • Suppliers of Computer hardware, software, and services
  • Applications:
  • Application software inventories and diagrams
  • Application programming interface - that is: events, messages and data flows
  • Intranet, Extranet, Internet, eCommerce, Electronic Data Interchange links with parties within and outside of the organization
  • Information:
  • Metadata
  • Data models: conceptual, logical, and physical
  • Technical:
  • Hardware, platforms, and hosting: server (computing)s, and where they are kept
  • Local area network and wide area networks, Internet connectivity diagrams
  • Operating system
  • Information Infrastructure software: Application servers, Database management system, etc..


    • Wherever possible, all of the above should be related explicitly to the organization's strategy, goals, and operations for planning and decision-making needs. The enterprise architecture is most useful when documenting the current state of the technical components listed above, as well as an ideal-world desired future state (Reference Architecture) and finally a "Target" future state which is the result of tradeoffs and compromises vs. the ideal state. Special software is available and becoming increasingly mature to handle the complex task of mapping the enterprise structure.

    Such exhaustive mapping of IT dependencies has notable overlaps with both Metadata#General IT Metadata in the general IT sense, and with the ITIL concept of the CMDB. Maintaining the accuracy of such data can be a significant challenge. CMDBs are for managing the current state effectively, while EA repositories are employed for corporate project and strategic planning exercises.

    Information technology governance is the key process to keep organizational changes on target for meeting articulated goals and strategies defining the future state of the enterprise. Governance can be applied in various strengths from strongly enforced policies, to more subtle means such as the agreement and declaration of IT principles.

    Enterprise Architecture requires appropriate positioning in the organization to be successful. One such analogy of city-planning is often referenced for enterprise architecture groups. A common issue for groups that are granted too much authority is becoming known as an "Ivory Tower" group, alienating the teams involved in following architectural governance. A combination of a federated and a small enterprise team can be the most successful implementation, with a focus on democratic instead of authoritarian team involvement.

    An intermediate outcome of implementing an enterprise architecture process is a comprehensive inventory of business strategy, business processes, organizational charts, technical inventories, system and interface diagrams, and network topologies, and the explicit relationships between them. The inventories and diagrams are tools to support decision making at all levels of the organization. It is key that the information remain current to be relevant and useful; a process must exist to keep the information "evergreen."

    The organization must design and implement processes that ensure continual movement from the current state to the future state, keeping the details current. The future state planning will generally be a combination of one or more:

    Relationship to other IT disciplines Enterprise Architecture is a key component of the Information technology governance process at any organization of significant size. More and more companies are implementing a formal enterprise architecture process to support the governance and management of IT. However, as noted in the opening paragraph of this article it ideally relates more broadly to the practice of business optimization in that it addresses business architecture, performance management and process architecture as well. Enterprise Architecture is also related to performance engineering, IT portfolio management and Metadata#General IT metadata in the enterprise IT sense.

    The following image from the 2006 FEA Practice Guidance of US OMB sheds light on the relationship between enterprise architecture and segment(BPR) or solution architectures. (From this figure and a bit of thinking one can see that software architecture is truly a solution architecture discipline, for example.)



    Enterprise Architecture frameworks Frameworks, or prefabricated architectures, are commonly used to organize enterprise architectures into different views that are meaningful to system stakeholders. These frameworks, commonly referred to as Enterprise Architecture framework are standardized for both defense and commercial systems.

    See also



    References

    Further Reading

    Enterprise Architecture is the description of the current and/or future structure and behavior of an organization's processes, information systems, personnel and organizational sub-units, aligned with the organization's core goals and strategic direction. Although often associated strictly with information technology, it relates more broadly to the practice of business Optimization (mathematics) in that it addresses business architecture, performance management, organizational structure and process architecture as well.

    Modelling the Enterprise Architecture is becoming a common practice within the United States United States Government to inform the Capital Planning and Investment Control (CPIC) process. The Federal_Enterprise_Architecture (FEA) reference models serve as a framework to guide Federal Agencies in the development of their architectures. The primary purpose of creating an enterprise architecture is to ensure that business strategy and Information technology investments are aligned. As such, enterprise architecture allows traceability from the business strategy down to the underlying technology.

    Companies such as British Petroleum, Intel and Volkswagen Group also have applied enterprise architecture to improve their business architectures as well as to improve business performance and productivity.

    Enterprise Architecture methodology The Practice of Enterprise Architecture involves developing an architecture framework to describe a series of "current", "intermediate" and "target" reference architectures and applying them to align change within the enterprise. Another set of terms for these are "as-is", "to-be" and the "migration plan".

    These frameworks detail all relevant structure within the organization including business, applications, technology and data. This framework will provide a rigorous taxonomy and ontology (computer science) that clearly identifies what processes a business performs and detailed information about how those processes are executed. The end product is a set of Artifact (software development) that describe in varying degrees of detail exactly what and how a business operates and what resources are required. These artifacts are often graphical.

    Given these descriptions whose levels of detail will vary according to affordability and other practical considerations, decision makers can make informed decisions about where to invest resources, where to realign organizational goals and processes and what policies and procedures will support core missions or business functions.

    A strong enterprise architecture process helps to answer basic questions like:



    A value-based approach to implementing an enterprise architecture is recommended in order to realize quick wins, most notably when the team is first being formed. An analysis of key questions as listed above that provide the most value in an organization should lead the enterprise architecture team towards their highest priority tasks. Teams that spend too much time documenting the plan, without providing real value to decision makers, will be at risk of being disbanded.

    Implementing Enterprise Architecture generally starts with documenting the organization's strategy and goals. One part of this work is the company's Operating Model, which describes how the company wants to operate. What are the requirements for Business Process Standardization and Integration.

    The architecture process addresses documenting and understanding the discrete enterprise structural components, typically within the following four categories:
  • Business:
  • Strategy maps, goals, corporate policies, Operating Model
  • Functional decompositions (e.g. IDEF0, SADT), capabilities and organizational models
  • Business processes
  • Organization cycles, periods and timing
  • Suppliers of Computer hardware, software, and services
  • Applications:
  • Application software inventories and diagrams
  • Application programming interface - that is: events, messages and data flows
  • Intranet, Extranet, Internet, eCommerce, Electronic Data Interchange links with parties within and outside of the organization
  • Information:
  • Metadata
  • Data models: conceptual, logical, and physical
  • Technical:
  • Hardware, platforms, and hosting: server (computing)s, and where they are kept
  • Local area network and wide area networks, Internet connectivity diagrams
  • Operating system
  • Information Infrastructure software: Application servers, Database management system, etc..


    • Wherever possible, all of the above should be related explicitly to the organization's strategy, goals, and operations for planning and decision-making needs. The enterprise architecture is most useful when documenting the current state of the technical components listed above, as well as an ideal-world desired future state (Reference Architecture) and finally a "Target" future state which is the result of tradeoffs and compromises vs. the ideal state. Special software is available and becoming increasingly mature to handle the complex task of mapping the enterprise structure.

    Such exhaustive mapping of IT dependencies has notable overlaps with both Metadata#General IT Metadata in the general IT sense, and with the ITIL concept of the CMDB. Maintaining the accuracy of such data can be a significant challenge. CMDBs are for managing the current state effectively, while EA repositories are employed for corporate project and strategic planning exercises.

    Information technology governance is the key process to keep organizational changes on target for meeting articulated goals and strategies defining the future state of the enterprise. Governance can be applied in various strengths from strongly enforced policies, to more subtle means such as the agreement and declaration of IT principles.

    Enterprise Architecture requires appropriate positioning in the organization to be successful. One such analogy of city-planning is often referenced for enterprise architecture groups. A common issue for groups that are granted too much authority is becoming known as an "Ivory Tower" group, alienating the teams involved in following architectural governance. A combination of a federated and a small enterprise team can be the most successful implementation, with a focus on democratic instead of authoritarian team involvement.

    An intermediate outcome of implementing an enterprise architecture process is a comprehensive inventory of business strategy, business processes, organizational charts, technical inventories, system and interface diagrams, and network topologies, and the explicit relationships between them. The inventories and diagrams are tools to support decision making at all levels of the organization. It is key that the information remain current to be relevant and useful; a process must exist to keep the information "evergreen."

    The organization must design and implement processes that ensure continual movement from the current state to the future state, keeping the details current. The future state planning will generally be a combination of one or more:

    Relationship to other IT disciplines Enterprise Architecture is a key component of the Information technology governance process at any organization of significant size. More and more companies are implementing a formal enterprise architecture process to support the governance and management of IT. However, as noted in the opening paragraph of this article it ideally relates more broadly to the practice of business optimization in that it addresses business architecture, performance management and process architecture as well. Enterprise Architecture is also related to performance engineering, IT portfolio management and Metadata#General IT metadata in the enterprise IT sense.

    The following image from the 2006 FEA Practice Guidance of US OMB sheds light on the relationship between enterprise architecture and segment(BPR) or solution architectures. (From this figure and a bit of thinking one can see that software architecture is truly a solution architecture discipline, for example.)



    Enterprise Architecture frameworks Frameworks, or prefabricated architectures, are commonly used to organize enterprise architectures into different views that are meaningful to system stakeholders. These frameworks, commonly referred to as Enterprise Architecture framework are standardized for both defense and commercial systems.

    See also



    References

    Further Reading



     

    Business Design



     
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