Free Ebook , by Jeanne W. Ross Peter Weill
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, by Jeanne W. Ross Peter Weill
Free Ebook , by Jeanne W. Ross Peter Weill
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Product details
File Size: 4302 KB
Print Length: 256 pages
Publisher: Harvard Business Review Press (August 8, 2006)
Publication Date: August 8, 2006
Sold by: Amazon Digital Services LLC
Language: English
ASIN: B004OC07EE
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Amazon Best Sellers Rank:
#193,095 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
This is a worthwhile book to read for every IT leaders. It should set the right trajectory of changing the IT operational and business model to deliver the maximum business value.This book lacks, however, thorough empirical research and has almost no quantifiable data to backup its suppositions. It also lacks details on "how" to achieve the objectives set by the authors. For example, at Optimized Core level, the authors say that different business units should share data and use standardized processes. But what does "shared" data mean? Does it mean to use the same data warehouse? or just have a master OLTP data that is derived across enterprise? They never get to much detail.This is a book great overview of the Enterprise Architecture with real great insights and suggestions on IT can better deliver value. Just don't expect them to exactly outline how you can do that.Pros:1)Well thought out book on the big picture strategic thinking of how IT can better deliver better business value.2)Stays away from explaining technical conceptual frameworks (no SOA, data warehousing etc) that detracts from the big picture message.Cons:1)No technical details on how to build a better IT.2)No evidence of any empirical research or quantifiable data to backup the suppositions.
Enterprise Architecture As Strategy is perhaps the most quoted book on the topics. Online forums on the topic quote this as one of the few really good references on the topic; and I agree.The authors do a great job of introducing and packaging concepts in Enterprise Architecture – operating model, maturity model, core diagrams, IT engagement model – that are referenced by EA practitioners, consultants and academics alike. The case studies based on academic research of over “200 companies†keeps the narrative grounded.Who is this book for?• Practicing Enterprise Architects and EA consultants will find the topics and case studies refreshing. It certainly got me reflecting on my employer’s target operating model• The book speaks to business executives as much as it does to EA practitioners. Executives will also find it a handy reference that can equip them to “govern†IT strategies• Those looking to get into EA (many IS/Technical Architects, business analysts and process consultants) will find the book a good introduction to EA “big picture†topics; and perhaps an introduction to some consulting jargonThe book is not an EA “cook book†or a “how to†guide. Unfortunately, learning how-to-do-EA will only come with experience and a few grey hair.
I've been interested in and studying the craft of Enterprise Architecture for the past three years and only recently purchased this book because I had read many of the others, this was a mistake.This book, in my opinion, should have been read first to gain and understanding of why there is a need for EA in the first place. Topics such as selection of the Operating Model, development of the Enterprise Architecture and the Engagement Model are covered in-depth.What I appreciated even more is this book is the result of years of significant research and backed up by hard numbers. And the numbers never lie.I would also recommend reading "IT Savvy" after completing this book.
I read this book after Lou Gerstner's book on Elephants (Who says Elephants Can't Dance?) which was perfect. Gerstner shows how he needs all the influence he can muster to change IBM to become the profitable behemoth it once was. More importantly he shows that this change needs to be facilitated by the upperest management. Ross shows in her book how Enterprise Architecture and corporate change for that matter can only succeed when it is facilitated by the upper management, hence Gerstner's book is very illustrative for Ross' point.The book is clearly based on real life cases, unfortunately only outlining success stories. But it is based on what can be achieved and more importantly what has been achieved. Making this not an Ivory Tower EA mumbo-jumbo book you find so often.Clearly dated, the stories, cases, are not at the last maturity level she mentions, and the companies she discusses are all looking for massive business integration by implementing ERP systems. Not something many of us would base our business on these days (2014). New evolutions like Cloud and SOA are not in there. But the story holds true.
This book should be on the reading list for CXOs of all types unless your business is untouched by technology. This is a must read for both IT & business folks alike.The issues discussed in this book resonate strongly with the daily grind at my company. Add to that the fact that this is based on some thorough research from Harvard lends a lot more credibility to this book & I do not hesitate in recommending it to my non technical peers.It provides a good frame of reference to help you understand the different organizational / IT ecosystems & what sort of characteristics differentiate them. Something to remember before embarking on any enterprise architecture strategy.It then follows with real life case studies / examples of various such scenarios. I really like the fact that this book is written in a very matter of fact way without the hype that is driving the Enterprise Architects of today insane.I did reflect a lot upon everything it talks about & also found the core diagrams that it mentions (I think chapter 2/3) really useful. They have served as great discussion starters with business for Tech/Business alignment.IMO, this book is like a good single grain malt, one that you want to sip very slowly & savor.
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