Master Plan and Notional Target Architecture
Master plan and notional Target Architecture inherit the top down and vertical architecture theory from traditional architecture development method. It is the first architecture theory among the Light Enterprise Architecture concept of vertical, horizontal and circular architecture theory. LEA takes the light approach to conduct master plan and the notional target architecture because it is futile to design a frozen blueprint in an organic enterprise. LEA adopt the ideal of master planning comes from city planning. Master plan and notional target architecture represent the construct and the notion of enterprise target architect. However, it serve as the mean of Enterprise Architecture rather than the end. EA is not only about drawing some high level architecture drawings. It is long term guideline not only for the enterprise mechanical architecture but also used to facilitate collaboration and knowledge sharing. It is intended for both business and engineering community. It shows how business take advantage of different resources which include not only IT but also human and financial resources. It is not intended as the guideline on how to design or create these resources. EA should not be confused as the enterprise wide solution architecture. Master plan and notional architecture is delivered in architecture drawing sets and spread sheet for the purpose of intuitive and comprehension by the business community. The notional architecture drawing is not as rigid a the engineering blueprint, It is flexible and creative.
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Master Plan and Notional Target Architecture
- 1. LEA Master Plan & Notional Target Architecture John Chi-Zong Wu [email_address] www.liteea.com
Notas del editor
- “ System implementations make business and break through process change possible and business managers should partner with IT, not the reverse. But the reality is that when there is not clear business vision driving decisions with an organization, it is often difficult for IT to decline the leadership role in Enterprise Engineering efforts. As a result, IT is often blamed for the failure to successfully transform an organization through implementation of systems when in fact, it is the lack of strategic business vision and leadership from the outset that led to the failure to achieve desired outcomes. Thus IT managers and organizations should not accept responsibility for driving an organization transformation without understanding the accompany risks and only after failing to recruit the necessary business leadership and vision to lead the effort.” - Susan Grovant [Grovant, 1998 ]
- “ System implementations make business and break through process change possible and business managers should partner with IT, not the reverse. But the reality is that when there is not clear business vision driving decisions with an organization, it is often difficult for IT to decline the leadership role in Enterprise Engineering efforts. As a result, IT is often blamed for the failure to successfully transform an organization through implementation of systems when in fact, it is the lack of strategic business vision and leadership from the outset that led to the failure to achieve desired outcomes. Thus IT managers and organizations should not accept responsibility for driving an organization transformation without understanding the accompany risks and only after failing to recruit the necessary business leadership and vision to lead the effort.” - Susan Grovant [Grovant, 1998 ]