|Enterprise Architecture||Governance & Metrics|
|Business Process Management||Center of Excellence|
|Application Rationalization||Product Line Architecture|
|Architecture Assessment||Enterprise SOA|
|How to get EA Funding?||IT Architect Skill Assessment|
Following is a set of Strategy statements from a Telecom carrier Merger scenario:
1) “In response to the dramatic change in the Telecommunications and Media sector we will offer High speed data services over Broadband, VoIP and IPT offering with high speed access to these services anytime anywhere”
2) “In order to reduce demand on call centres we will need to enable customers to do more for themselves via the web – for example to subscribe to new services, change their service packages and resolve their own Billing enquiries”
3) “Our Legacy systems of 5 Billing Systems, 7 CRM’s and multiple ERP systems need to be integrated”
4) “We would like to take maximum advantage of new technology and new opportunities by transforming the infrastructure from a mixture of circuit switches and other technologies into an all IP Network. We will also roll out a complete mobile IP Network using UMTS”
• Are these Strategies complete?
• What Stakeholder Group owns which strategy?
• Are they related to each other?
• If there are missing Strategies in the Strategy to Execution continuum, how do we supply the missing Strategies?
If Business managers and Executives want to find answers to these questions, they need to acquire some critical skills in Enterprise Architecture.
If this has aroused your curiosity, read more about it here http://live.icmgworld.com/enterprisearchitecture/
Last modified on
Director - Enterprise Architecture, iCMG Australia