Summary of Concepts

A program or systems$-$level perspective is not enough for the management and planning of technology and other resources across enterprises with significant size and complexity. EA is the one discipline that looks at systems holistically as well as provides a strategy and business context. EA was described as both a management process and an analysis and design method that helps enterprises with business and technology planning, resource management, and decision$-$ making. The purposes of an EA management program were described: strategic alignment, standardized policy, decision support, and resource development. The six basic elements of an EA analysis and design method were presented: the documentation framework, components, current views, future views, an Architecture Transition Roadmap, and multi$-$level threads that include security, standards, and workforce planning. An example of how to communicate the various areas of the EA framework was also provided. The next several chapters provide additional details about the importance of organizational culture in holistic EA and its value to large, complex organizations, what the risks of doing EA are, and how to ensure that this enterprise$-$level architecture is driven by strategic goals and business requirements.

$1.$ What are some of the differences between holistic enterprise architecture $($EA$)$ and a systems$-$level planning approach?

$2.$ Why is EA described as both a management program and an analysis and design method?

$3.$ What are the four elements of an EA management program and the six elements of an EA analysis and design method?

$4.$ What are some of the EA components and documentation artifacts that would be included in current and future views at each framework level?