| Tuesday
10 June 2008 09:15 - 10:15 |
KEYNOTE:
Enterprise Architecture: What to Tell the Management Team Professor David Robertson, IMD International |
| Tuesday
10 June 2008 14:00 - 15:00 |
KEYNOTE:
The EA Innovator Jeff Scott, Senior Analyst, Forrester Research |
| Wednesday
11 June 2008 09:00 - 10:00 |
KEYNOTE:
Zachman Enterprise Framework2™ John Zachman, President, Zachman International |
| Wednesday
11 June 2008 13:45 - 14:45 |
KEYNOTE:
EA and SOA - From Rhetoric to Realization David Sprott, CEO and Vice President, Everware-CBDI International |
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Tuesday
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KEYNOTE:
Enterprise Architecture: What to Tell the Management Team If you had one hour with the management team of your company to talk about enterprise architecture, what would you say? How would you convince them of the importance of the topic? What would you ask them to do to support your architecture efforts? In this talk, Professor Robertson will use material from his book Enterprise Architecture as Strategy: Creating a Foundation for Business Execution (co-authored with Jeanne Ross and Peter Weill from MIT) to show why enterprise architecture is a top management issue, and what management should do to transform their company’s architecture. Using data from a survey of over 150 companies and case examples from leading companies such as ING DIRECT, Toyota, and Johnson & Johnson, Robertson will show why architecture is often a barrier to strategy execution, and how companies can design and implement a new architecture that improves agility, lowers costs, and increases profitability and growth. |
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Tuesday
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KEYNOTE:
The EA Innovator Jeff Scott, Senior Analyst, Forrester Research Enterprise Architects are change agents. Their primary role is to direct the evolution of the organization toward a more synergistic and cohesive approach to technology and business process. Innovation is one of the most powerful, yet underutilized tools architects have to drive change. Caught up in framework and modeling details, architects are moving too slowly to keep up with the increasingly rapid changes in technology and business ideas. And innovation is not just about technology. Successful architects expand their vision of innovation beyond technology to include process, organization, and strategy innovation. Step out of your framework and learn how to encourage, support, and lead innovation efforts at your company. This session will jump start your innovative thinking with ideas, models, and examples for innovating NOW! While incremental change is good, innovation will accelerate our progress toward our strategic goals. Key Issues
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Wednesday
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KEYNOTE:
Zachman Enterprise Framework2™ Although the ideas about Enterprise Architecture have been acknowledged for many years, there still remains a lack of common understanding as to what exactly constitutes “Enterprise Architecture.” The recent re-launch of the Zachman Framework as Zachman Enterprise Framework2 ™ marked the establishment of the definition for Enterprise Architecture that is consistent with John Zachman’s original proposition that the concept of Enterprise Architecture goes far beyond the present information systems (or, information technology) paradigm. The end object is to engineer and manufacture the ENTERPRISE not simply to build and run systems. This presentation will show how Architecture is Architecture is Architecture and demonstrate how the re-launch as Zachman Enterprise Framework2 ™ reiterates and reinforces this ENTERPRISE Architecture orientation.
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| Wednesday
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KEYNOTE:
and SOA - From Rhetoric to Realization Services represent the next stage in IT Architecture evolution and are increasingly becoming a core enterprise level strategy. Yet architectural practice is running behind reality. To prevent service anarchy there is an increasing urgency to upgrade the de facto enterprise architecture approach, not just to prevent chaos, but also to take advantage of new business opportunity. This presentation will argue the case for radical change, and will show how to use the service model to bring EA into the pivotal position between business and systems delivery, long promised but frequently under-delivered. |
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