|
|
Enterprise Architecture
 Defining Enterprise Architecture begins with recognition of the need for change. That recognition spawns many questions about your organization; where are you, where do you want to be, and how are you going to get there? A flexible and comprehensive framework is needed for answering these questions. Working with us to selectively apply best practices can result in a precise knowledge of the "as is" state, a clear vision for the "to be" state, and an actionable roadmap.
HOW we get there is important. A key ingredient for success is sustained communication with all concerned parties: executives, line managers, IT management and administrators, and the architecture team. A significant by-product of engaging in the development of Enterprise Architecture can be the establishment (or enrichment) of a collaborative style of work engaging all the players and accounting for their diverse views. This lays the ground for the on-going governance of the Enterprise Architecture which will protect our gains and allow for sustainable and continuous improvement.
Services
- The Business Case
- Business Architecture
- Information Architecture
- Technical Architecture
Methodologies & Tools
- TOGAF (The Open Group Architecture Framework)
- The Zachman Framework
- Telelogic (Popkin) System Architect
- Rational Unified Process (RUP & UML) by Rational/IBM
- PMBOK (Project Management Body of Knowledge) from the
Project Management Institute
- BTEP and GSRM from the Treasury Board of Canada
- Web-based collaboration spaces for deliverables, meeting notes, and discussions
Business Sector Experience
- Communications
- Finance & Banking
- Government
- Insurance
- Oil & Gas
- Professional Servcies
- Retail
- Utilities
|
© 2007 Gailey Consulting Inc. |
|
|
