Enterprise architecture is a popular concept among planners in businesses. It is a process that bridges the gap between business strategies and information technology. The role of enterprise architects can never be underestimated because they are the planners. They provide the plans and the maps from which businesses shall be operating for the present and in the future.
Enterprise Architecture Before
The area of enterprise architecture before was basically reactive in nature. When a problem comes out, enterprise architects focuses on how to find solutions to this without discovering the root cause of the problem. However, enterprise architecture became more structured when it was formalized in 1996 through the Clinger-Cohen Act. After this, the practice of enterprise architecture has increased among the private sector and many best practices were developed.
The existing concept behind enterprise architecture is basically the need to be able to connect the whole business to the small departments and individuals. In the past, the main problem of organizations is how to communicate and share information. Problems have risen due to some problems of communication such as incompatible systems. Enterprise architecture’s role is to be able to make connections among departments. The idea is that individuals working in one business should work as a team.
Enterprise architecture is focusing on four important things, which are connection, collaboration, communication and customers. It is creating unity among the workers, which translates to effectiveness, efficiency and productivity. Enterprise architecture then should be pro-active because it must be able to incorporate the needs of the business to the available information technology.
We’ve all done it.. haggled to get the best price for whatever product or service we are chasing…
If I apply this to providing quality ITSM, what message are we a) giving out as the provider of our service if we allow this, and b) as the customer?
From the provider’s perspective, if we allow the customer to haggle and negotiate on price for the service or product, are we saying that we are overpriced, or that our service is worth less than we are saying??? This is an extremely sensitive area that we as Service Managers, need to consider very carefully….
As the customer, I am always looking for a better deal… and why shouldn’t I? If the one provider is not able to meet my needs/price, I look elsewhere. If I relate this to an organisation continually expecting more for the dollar, or (worse), less $$ to do the same, then we as an IT Organisation needs to continually defend the quality of our service. (or risk having service outsourced!!!)
How do we overcome these hurdles/hagglers???? Through VALUE!
IN ITSM. we always use the market space as a benchmark for determining the price of our service, and as such ensure that value for that price is guaranteed.
Where we can justify and leverage off value is through the use and discussion around the ITIL® v3 Value (Utility + Warranty) Diagram. This allows for objective (not subjective, which is where the motivation for haggling occurs) comparisons and decisions to be made.
As I say to my students, if your service doesn’t provide value to the customer, WHY ARE YOU DOING IT?
Till next time Cheers from the ITIL® Australia Team at The Art of Service