Friday, 03 March 2017 14:17

Practice Building

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 Successful architectural practices are founded on:

  • The willingness of key stakeholders (e.g. senior management) to support and fund the architectural practice;
  • A broader acceptance in the stakeholder community that the architectural approach is valid, and a willingness to engage with the architecture function operationally;
  • The existence of a well-trained workforce to fill the architectural roles;
  • A formal framework within which architecture will be built and maintained. This will ensure that:
    1. Architectural practices are applied consistently;
    2. Architectural knowledge is gathered, managed, controlled and re-used effectively;
    3. Results of the architectural approach can be observed, and therefore measured.

 In many organisations, the nascent architecture practice is faced with a situation where initial management support has led to the budget being found for permanent staffing, and some form of formal training (often in TOGAF methodology). Thereafter, the situation is often characterised by them being left to ‘just get on with it’.

However, creating a functioning professional practice relies on more that just having a group of well-trained, intelligent staff. Important domains of expertise, such as Enterprise Architecture, Project Control and Service Management should be underpinned by a framework providing support and structure for the work done by subject area experts.

To function effectively, each domain requires an Operating Model, Knowledge and Process Management coupled with appropriate interfaces defining the way they work with other parts of the organisation.

At Doriq, we have developed and implemented such practices for large organizations, and have built a consistent and reliable approach to brining professional practices to maturity.

Read 95978620 times Last modified on Thursday, 16 March 2017 15:59
Guy Tozer

Guy is a senior consultant with over 25 years experience in IT. He has significant specialist knowledge in the areas of Enterprise Architecture and Corporate Information Management, reinforced by a wide experience in implementing these ideas in large-scale businesses.

He is acknowledged as a thought leader on corporate data and information control practices, being one of the first to espouse the need for strong metadata-driven backbones to drive IT management activities. He draws on many years experience of helping large organisations migrate to well-architected approaches, through profound understanding of the issues involved, tempered with experience in dealing with the human and financial factors.

Guy has many years of experience in successful strategic alignment of business and IT goals. Significantly, he also brings focus on nurturing the organisation to a level of maturity and deploying the mechanisms and practices to ensure that these goals stay aligned in the long term.