The following list contains and explains the components which make up the DEFINED INTEGRATION Model.
DEFINED INTEGRATION learns from Enterprise Architecture (EA) how to integrate structure into the organisation. This requires that we understand
This interaction of strategy as motivation, architecture as composition and delivery as realisation stands at the heart of the Model.
Architecture, as it is understood here, acts as glue and connects strategy to integration (of business and IT change). Every enterprise has an architecture, it is not optional, but only determined by how good it is defined and maintained, and to what degree the ‘architecting’ follows a structured approach (Roger Evernden).
Enterprise Architecture as a discipline is not just holistic, but it applies a unique combination of specialist techniques.
There has been an on-going dispute amongst peers, and this served as an explanation why the DEFINED INTEGRATION Model prefers ‘Transition’ over ‘Transformation’.
Being an inherently people-centred model, one might wonder why the apparently more human Transformation, as in: “I transform myself”, is not the preference. Is not Transition the more technology-centred movement of the two?
Here follows the attempt of an answer why ‘undergoing a transition’ is equally important when seen from a human perspective.
Most applications of Digital Transformation set the focus on the word ‘digital’, and hence on technology, a technology that usually comes in first and then has to be adopted by a human users. For this simple reason, the fact that the impact on people is more a passive one, we require a response to Transition, a response that helps people transition into the new world that is being digitally transformed.
Integration vs. Implementation: ...coming soon...
Leadership: ...coming later...
Project Portfolio Management (PPM): ...coming later...
Structured Organisation: ...coming later...