Let's say Gartner sends Greg, the Gartner EA consultant.
The first thing Greg
will want to do is make sure the architecture is driven from the highest levels of the corporation.
The fact that he is being called by MedAMore's CEO will be very reassuring.
Exactly how Greg
will proceed is difficult to predict, because Gartner
does not have a firm, step-by-step process.
However, it is likely that he will start by focusing on Cath's strategic vision for MedAMore.
will want her
to specify her
vision in business terms and resist any temptation to discuss technology.
Here are some possible business-vision statements Greg
is purposely keeping these early discussions focused on business strategy.
Any one of Cath's vision "bullets" will have major ramifications across the business, information, and technical architectures.
Part of Greg's job will be to prioritize the bulleted items.
Let's say Cath decides that her
highest priority is consolidating purchasing, because this will improve profitability in the near term.
will soon work to turn Cath's idea about consolidated purchasing into a common-requirements vision (CRV).
The CRV is where we will see some of the changes that will be required to drive Cath's vision for MedAMore
will be going over the business changes with Bret
and the technical and information changes with Irma, but he
will also be working to bring everybody together as a unified team.
Greg will work with Bret (the business VP) to develop a target business architecture that supports consolidated purchasing.
As soon as they have spec'd out the future system, they will also look at their current architecture to see what can be recycled.
Greg will work with Irma (the CIO) to develop a target information architecture that allows the home office to track regional inventories and consolidate procurement.
They will also work on the technical architecture for the IT systems that will support the new business architecture.
After they understand the future, they will look at current architectures for opportunities to reuse existing technology assets.
has completed the broad-brush architecture for their strategic vision, he
will probably step back from the picture until the consolidated purchasing system has been implemented.
If Cath needs help with the implementation of the architecture, she
will likely look outside of Gartner
, because Gartner
does not do implementations.
As soon as the implementation of consolidated purchasing has been completed, Greg
will step back in to help with the next iteration.
approach will be to keep the architecture at a high level, business-focused, and hone in on details only when and where necessary.
will continue to see his
role not as creating an enterprise architecture for MedAMore
, but helping them institute a process for allowing an enterprise architecture to emerge and evolve from the business strategy
 Bittler, R. Scott, and Gregg Kreizman
"Gartner Enterprise Architecture Process: Evolution 2005.
October 21, 2005.
Gartner ID: G00130849
 James, Greta A., Robert A. Handler, Anne Lapkin, and Nicholas Gall.
"Gartner Enterprise Architecture Framework: Evolution 2005.
October 25, 2005.
Gartner ID: G00130855