Zachman says:
- "... we're not meeting expectations and we're not getting things aligned, we're not accommodating a lot of whatever the demands are from general management perspectives, their frustrations continue to escalate"
- "...faced with the problem of addressing the conflicts between addressing short-term demand and keeping them in line with long-term architectural...if you don’t produce things in the short term you probably loose the opportunity to work on architecture...if you are not paying any attention to the long term you know you are going to end up with more of the same."
MJE - I believe the answer lies in see EA as an enterprise activity, and one that needs to evolve over time. This requires progressive changes to how the work is undertaken.
IASA president Timothy Leonard says
- "..."The biggest call to action is to make sure people understand that information is key, that organizations are trying to build applications but build architectural designs,"
MJE - Well yes information is the key to management. I would suggest most enterprises are not actually seeking to build applications - they are seeking to build business (where development usually a necessary evil).
Grady Booch says
- "You've got to have architects that have skin in the game, in the ideal I prefer my architects also cut code,"
MJE - Yes, and I prefer my brick layers to lay bricks. But I don't want them doing down town planning (or designing a building for that matter).
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