While focusing on the Business Architecture of an EA, I've realized the importance of identifying every layer of the services provided by the organization. Within each component are various links to supportive programs and their participants, either of those conducting the service or of those receiving the service. Then there are links between services, overlapping in goals. The current state of a school organization also exists due to many limitations that are applied from various local, state, and federal laws and regulations. Each service has its legal obligations and require specific assistance from partners and stakeholders, through business contracts and volunteer work.
As for the future state planning portion of a BA, the incorporation of technology to systemize, organize, and make information accessible and available will really help with collaboration and unifying the organization. Future planning allows the opportunity to critically analyze what is already established and identify how it could be improved to further build on effectiveness and efficiency. However, there are gaps between the current and future state because of a number of reasons which usually entail the lack of resources. Furthermore, only a small component could be focused on at a time. A full fledge switch over or removal of a service will have a damaging affect on the rest of the organization.
Hence, the need to understand both current and future states begins a platform for the rest of the EA. The details creates clarity that could be readily communicated and fulfill the next steps in formulating an organization that could adopt changes fluidly. The BA altogether allows a focused area to start planning and visualizing a complete image of how the organization's mission statement will be truly defined.
References:
"Enterprise Architecture (EA) - A Blueprint for Change Appendix A - Line of Business Segment Architecture Transformation." (2012). State of Hawaii Business Architecture and IT/IRM Transformation Plan. Retrieved from http://ets.hawaii.gov/wp-content/uploads/2012/09/EA_Appendix-A.pdf
"California Enterprise Architecture Framework." (2013, August 1). California Department of Technology. Retrieved from http://www.cio.ca.gov/Publications/pubs/Appendix_A.pdf
As for the future state planning portion of a BA, the incorporation of technology to systemize, organize, and make information accessible and available will really help with collaboration and unifying the organization. Future planning allows the opportunity to critically analyze what is already established and identify how it could be improved to further build on effectiveness and efficiency. However, there are gaps between the current and future state because of a number of reasons which usually entail the lack of resources. Furthermore, only a small component could be focused on at a time. A full fledge switch over or removal of a service will have a damaging affect on the rest of the organization.
Hence, the need to understand both current and future states begins a platform for the rest of the EA. The details creates clarity that could be readily communicated and fulfill the next steps in formulating an organization that could adopt changes fluidly. The BA altogether allows a focused area to start planning and visualizing a complete image of how the organization's mission statement will be truly defined.
References:
"Enterprise Architecture (EA) - A Blueprint for Change Appendix A - Line of Business Segment Architecture Transformation." (2012). State of Hawaii Business Architecture and IT/IRM Transformation Plan. Retrieved from http://ets.hawaii.gov/wp-content/uploads/2012/09/EA_Appendix-A.pdf
"California Enterprise Architecture Framework." (2013, August 1). California Department of Technology. Retrieved from http://www.cio.ca.gov/Publications/pubs/Appendix_A.pdf