Enterprise is a complex system
LEA is developed based on the following fundamental:.Enterprise is a complex system
.EA is human centric.
.EA is holistic architecture approach
.EA to enable agility via simplicity.
.EA to embrace the constant changing world.
LEA does not only overcome the challenge of stovepipe system but also enable agility in adapting constant change. It address the issue of stovepipe system via the engineering of reuse and consolidation to identify common enterprise primitives. It enable agility by encapsulate the complexity in the enterprise primitive to keep architecture solution simple.
ENTERPRISE IS A COMPLEX SYSTEM
LEA draws upon the theory of Complex Adaptive System ; The term complex adaptive systems (CAS) was coined at the interdisciplinary Santa Fe Institute (SFI), by John H. Holland, Murray Gell-Mann and others. Enterprise is a complex adaptive system rather than an enterprise wide solution architecture in a command and control approach. — it encompasses more than one theoretical framework and is highly interdisciplinary, seeking the answers to some fundamental questions about living, adaptable, changeable systems. Examples of complex adaptive systems include the stock market, the ecosystem, manufacturing businesses and any human social group-based Endeavour in a cultural and social system such as political parties or communities. It is part the complec system theory. Welsh scholar Dave Snowden describe the complex system with Cynefin framework to illustrate the evolutionary nature of complex systems, including their inherent uncertainty,
LEA address the complex adaptive system of enterprise architecture by learning experience from the ancient Chinese wisdom. It leverage on holistic concept of Tao; the universal primitives of Bagua [4]; the fundamental of change Yin-Yang [5]; the rule of change the book of changes[3]; The coherence of change in Wu-Xing. It was the theory used by Chinese to address their complex adaptive systems of culture, medicine, music, military strategy and martial arts. It provided guidance and structure to an ever-changing environment.
The concept to architect the enterprise as a complex adaptive system is converging in the EA industry. The Gartner group explored 'Emergent Architecture' [1] at Gartner’s 2009 Enterprise Architecture Summit in London and Orlando:
“Egham, UK, August 11, 2009 — Enterprise architects must adopt a new style of enterprise architecture (EA) to respond to the growing variety and complexity in markets, economies, nations, networks and companies, according to Gartner, Inc. Analysts advised companies to adopt ‘emergent architecture’, also known as middle-out EA and light EA, and set out definitions of the new approach.”
LEA STRATEGY
LEA take the following strategy to overcome the following challenge on:
. EA requires significant investment on time and cost.
. Lack of buy-in from stakeholders.
. Become obsolete before ink dry.
Bridge between business and engineering community
EA serve as the bridge between business and engineering community to integrate the power of left/right brain.
The concept of right brain and left brain thinking developed from the research in the late 1960s of an American psychobiologist Roger W Sperry. He discovered that the human brain has two very different ways of thinking. One (the right brain) is visual and processes information in an intuitive and simultaneous way, looking first at the whole picture then the details. The other (the left brain) is verbal and processes information in an analytical and sequential way, looking first at the pieces then putting them together to get the whole. Sperry was awarded a Nobel Prize in 1981, although subsequent research has show things aren't quite as polarized as once thought (nor as simple).
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Learn experience of the others
1.0 INTRODUCTIONBusiness Oriented reuse approach is to learn the experience of the others from the similar line of business. It is an architecture reuse approach rather than the traditional software components reuse. This article suggest the business oriented reuse pattern concept, justify the bottom up solution by prediction the common foundation from the similar lines of business and suggest the thin top down approach.
2.0 BUSINESS ORIENTED REUSE
Based on the definition of Line of Business and the assumption that for each LOB , there is a set of solution patterns , an enterprise architects can establish the common foundation based on the LOBs in the enterprise without conducting redundant pattern recognition effort under the waterfall approach.
The effort of EA becomes to find the experience from the others under the same LOB rather than conducting patter recognition. In the beginning, most of the patterns are not documented and required certain level of effort to learn from the others. When the industry become mature , similar the traditional engineering, the solution patterns will be documented in the industry similar the engineering handbooks, the level of effort to find the documented patterns from the others will be minimized.
2.1 Benefit
The ideal is to predict the common IT foundations, services and building blocks based on the similar line of business. For example: IBM have successful establish the IT solution patterns for banking and insurance industry.
2.2 Eliminate the redundant architecture analysis over the same line of business
2.3 Bypass the delay of waterfall analysis
2.4 Justify the bottom up solution
2.5 Predict the building blocks and Services
3.0 BUSINESS ORIENTED REUSE INITITIVES
3.1 Business oriented reuse patterns
The business oriented reuse approach is based on the IBM patterns for e-Gov. The thin top down approach is based on concept of “ business alignment patterns” that each LOB have an associated IT solution patterns and It is not necessary to reinvent wheel to conduct pattern recognition within the enterprise in a waterfall approach. The business alignment pattern is not a new concept. The industry , such as the IBM pattern analysis, has established the reuse their solution patterns base on Line of Business for example: banking and insurance industry to illustrate business pattern and the application patterns and integration patterns.
The IBM patterns for e-business which introduced in the IBM Redbooks as “ a collective set of proven architecture that have been compiled for more than 20,000 successful Internet-based engagements. This repository of assets can be used by companies to facilitate the development of Web-based applications. They help an organization understand and analyze complex business problems and break them down into smaller, more manageable functions that can be implemented using low-level design patterns. “
The IBM patterns for e-business also stated :
“A line-of-business (LOB) executive who understand the business aspects and requirements of a solution can use business patterns to develop a high-level structure for a solution. Business patterns represent common business problems. An LOB executive can match their requirements (IT and business drivers) to Business patterns that have already been documented. The patterns provide tangible solutions to the most frequently encountered business challenge by identifying common interactions among users, business and data.
Senior technical executives can utilize Application patterns to make critical decisions related to the structure and architecture of the proposed solution. Application patterns help refine Business patterns so that they can be implemented as computer-based solutions. Technical executives can use these patterns to identify and describe the structure (tiers of the application) , placement of the data, and the integration (loosely or tightly coupled) of the systems involved.
Finally, solution architects and system designers can develop a technical architecture by using Runtime patterns to realize the application patterns. Runtime patterns describe the logical architecture that is required to implement an application pattern. Solution architects can match Runtime patterns to existing environment and business needs. The Runtime patterns they implement establishes the components needed to support the chosen Application pattern. It defines the logical middleware nodes., their roles and the interfaces among these nodes in order to meet business requirements. The Runtime pattern documents what must be in place to complete the application but does not specify product brands. Determination of actual products is made in the Product mapping phase of the patterns. “
3.2 FEAPMO Consolidate reference models
The Federal Enterprise Architecture (FEA) Consolidate Reference Models (CRM) is the effort to enable the IT community to communicate and locate common reusable resources rather than a EA guide or a framework for Enterprise Architecture design. Without making transition from application development culture to EA culture, most of the IT community are looking into the different reference model for Enterprise Architecture guidance. To their dismay, they have conclude that OMB is on the wrong direction.
The FEAPMO consist of Business Reference Model (BRM), Performance Reference Model (PRM,) Service Reference Model (SRM) , Data Reference Model (DRM) and Technical Reference Model (TRM) as shown in the follow figure
Figure 2 FEA CRM reference model
The first version of FEA CRM was released on May 2005, and the FEA CRM version 2 has been just released in June, 2006. The BRM introduce the business areas and line of business (LOB). The SRM describe the category of service components. The DRM describe the business subject area , data patterns and standardization. The TRM describe the technology domain, and technology patterns.
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EA is Human centric
EA is a architecture effort of creativity by human. Enerprise Architecture subject to human limitation in process information. LEA is human centric, It use traditional architecture drawing approach serve both business and engineering community. it suggest the holistic and coherence framework only from the aspect of why, what, how, who, where and where. LEA is light for human comprehension. It works for both business and engineering community consumption. The first generation EA is not only "Stealth" to business business community but also overwhelming for engineering community.The cognitive psychology
Ulric Neisser coined the term "cognitive psychology" in his book Cognitive Psychology, published in 1965[1] wherein Neisser provides a definition of cognitive psychology characterizing people as dynamic information-processing systems whose mental operations might be described in computational terms. Also emphasising that it is a "point of view" which postulates the mind as having a certain conceptual structure. Neisser's point of view endows the discipline with a scope which expands beyond high-level concepts such as "reasoning", often espoused in other works as a definition of cognitive psychology. Neisser's definition of "cognition" illustrates this well:
The term "cognition" refers to all processes by which the sensory input is transformed, reduced, elaborated, stored, recovered, and used. It is concerned with these processes even when they operate in the absence of relevant stimulation, as in images and hallucinations... Given such a sweeping definition, it is apparent that cognition is involved in everything a human being might possibly do; that every[2] psychological phenomenon is a cognitive phenomenon. But although cognitive psychology is concerned with all human activity rather than some fraction of it, the concern is from a particular point of view. Other viewpoints are equally legitimate and necessary. Dynamic psychology, which begins with motives rather than with sensory input, is a case in point. Instead of asking how a man's actions and experiences result from what he saw, remembered, or believed, the dynamic psychologist asks how they follow from the subject's goals, needs, or instincts.
Majec Seven
Countless psychological experiments have shown that, on average, the longest sequence a normal person can recall on the fly contains about seven items. This limit, which psychologists dubbed the "magical number seven" when they discovered it in the 1950s, is the typical capacity of what's called the brain's working memory.
"The Magical Number Seven, Plus or Minus Two: Some Limits on Our Capacity for Processing Information" (Miller 1956) is one of the most highly cited papers in psychology. It was published in 1956 by the cognitive psychologist George A. Miller of Princeton University's Department of Psychology in Psychological Review. It argues, in essence, that the number of objects an average human can hold in working memory is 7 ± 2; this is frequently referred to as Miller's Law.
The western culture thinks from the aspect of why, what, how, who, where and when. The easter culutre thinks in sun, moon, metal, wood, water, fire and earth and there are seven day a week.
The limitation of human brain
Light EA recognize human limitation on processing information that Richards, C.E. (1987). Roles: A Strategy to Avoid Information Overload. Central Issues in Anthropology, 7(1), 9-12. The information overload bibliography from Humboldt state university library
"The research makes it clear that (a) the human brain is limited in its ability to process data, (b) the limitation is not susceptible to training, and (c) it is approximately the same for all humans."
The following figure illustrate that The amount of information human able to recieve, process and comprehend is a constant volume. The Enterprise Target Architecture The Enterprise target architecture, at very high level, is more a plan rather than architecture design to fit in the human comprehensive limitation. The segment architecture have more depth than enterprise target architecture but in narrow scope to fit in the human limitation. The solution architecture address specific problem with in depth solution.
Left Brain and right brain
On the article of left brain right brain by Dan Eden,
Upon completing the map, it was becoming clear to researchers that each side of the brain had a characteristic way that it both interpreted the world and reacted to it. The chart below will help illustrate the characteristics which are known to reside on each side of our brains.
Our personality can be thought of as a result of the degree to which these left and right brains interact, or, in some cases, do not interact. It is a simplification to identify "left brain" types who are very analytical and orderly. We likewise certainly know of the artistic, unpredictability and creativity of "right brain" types. But each of us draws upon specific sides of our brain for a variety of daily functions, depending on such things as our age, education and life experiences. The choices of which brain is in control of which situations is what forges our personalities and determines our character.
Jill Bolte Taylor's stroke of insight further support the theory of left and right brain. She is a brain scientist, this is her own experience over a stroke. She analogy the right brain to a parallel processor and the left brain as a sequence processes.
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Intuitive comunication between business and engineers
After hardwork on designing the Enteprise Architecture form an ivory tower, the architects find out buy-in from stakeholder is not granteed. As a result, Most of EA artifact have become a shelfware for show and tell with limited practical use.EA buy-in can not be achieved in a command and control approach, Althogh the private industry have more control than the governence space. However, EA is a total participation effort via collabroation and reconciliation to achieve business excellence.
Light EA overcome the challenge of buy-in from the stakeholders based on the following approach.
1. Human centric
2. Tangible architecture products.
3. Communication with help from experts
4. Total participation
5. Building consensus with political processes.
6. Focus on the commonality to keep it light
7. Provide value continuously
1. HUMAN CENTRIC
Light EA suggest a human centric EA approach with in depth understanding of human limitation on process information and human communication. Enterprise architecture is about people. It must be Human centric from the aspect of creativity, capability to learn experience of other, the limitation of process information, the limitation to comprehend big picture and reconcilaiton with political process. This is very different from a stovepipe architectru culture. Enterprise Architecture is an emerging paradigm rahter than an enterprise wide solution arhcitecture to create enterprise size solution architecture.
2.0 HUMAN COMMUNICATION
To faciliate communication between business and IT community, LEA suggest to leverage on communication professionals to be the EA liaison in Business community. The EA liasons with skill in human communication will be much more efficient to communicate between the business community and the technology community.
Communication already exists since the beginning of human being, but it was start to steal the human interest in the 20th century. As the communication technologies rose, communication also began to be studied seriously. Then, after the end of World War I, the interesting of studying communication is became intense. Then after the World War II this social-science study was fully recognized as legitimate discipline.
Communication were born from three major studies, which are sociology, psychology, and anthropology. Sociology is studying the human behavior, psychology is studying the society and the social process, and anthropology is studying communication as a factor that develops, maintains, and changes culture. Communication studies are focus on communication as central to human experience, which involves understanding of how people behave in creating, exchanging and interpreting messages.
The human communication skill
A college degree in communications is based on the Greek and Latin studies of language and rhetoric, and how they could be used as tools to benefit all of society. These ancient teachings are the foundation for many modern societies and form the core of studies in communications, linguistics, archeology, religion, philosophy, art history, fine arts, sociology, ancient history, and law.
In its highest form, rhetoric--or persuasive arguing--was structured using logos (logic), pathos (emotion), or ethos (status of the speaker) to convince an audience to believe the message being delivered. Innovative ideas were discussed through hypothesis, thesis, and antithesis--a structure which allowed scholars to consider and advance practical and theoretical knowledge which could then filter down through all sectors of society. Study any political speech or mass media message today and you'll see this rhetorical structure in use. Walk into any lab or brainstorming session and see how new ideas or processes are thought up, tested, and proven or disproven.
Communicate the EA information to stakeholders are essential to achieve architecture buy-in. It is very difficult to comply with the architecture design without knowing the enterprise architecture. The EA group must communicate throughout all processes steps and phases, using any and all forms of outreach media possible (including e-mail, brown-bag lunches, formal presentation, and, of course, a comprehensive and customer –friendly web site). Communication must be both internal and external at appropriate intervals. [12]
3.0 TANGIBLE EA PRODUCTS
Architecrture drawing serve as a commincation package between people
The challenge of EA communication is due to lack of basic EA communication protocol which is the communication packages to deliver EA information similar to the package concept s in any communication model. EA professional communicate with stakeholder with volumes of documents and the deep information ocean of EA repository. The notion is that it all here and you figure it out. Or, communicate with stakeholder with power point presentations which may sound good but enveloped after the presentation. Or endless computer generated business process models which fail to connect with people and only serve as an expensive wall paper.
EA must feed the stakeholder in bi table size of EA information for digestion. Graphic presentation along without a container does not serve well for EA communication, the key for EA communication is the package of EA artifact. Traditional architects use architecture drawings as the basic container which focus on a subject and can be certified to deliver architecture artifacts to the stakeholders. Standardized architecture drawings have been an old trick which has work well to communicate architecture information to the stakeholder. It works for the industrial age and will also work for the information age. It is essential to have a container which can pass the EA information around both in paper and in electronic form. I have put my two cents in the EA drawing lab. To create business architecture drawing sets, Application architecture drawing sets, data architecture drawing set and technology architecture drawing sets leveraging on my previous life as a Professional Engineer. The drawing sets are far from a finish product but it conveys the ideal.
Civil engineers and architects use blueprints to communicate with stakeholders rather than write many volumes of books to describe a city or a building. John Zachman suggests that EA artifacts must be graphically presented . He writes that :
“I would further suggest that ultimately, the Enterprise will require that these artifacts must necessarily be graphically presented because at the point in time when you will need the artifacts, you won’t have the time to read through a thousand pages of text to attempt to discern their implications “ [15]
HACEA approach adopt the traditional architecture/engineering drawing approach to develope, communicate, certify and deliver EA artifacts. The CEA architecture has developed the following Enterprise Architecture drawing sets :
Why EA architecture drawing
. EA is known to be stealth due to lack of practical communication mechanism.
. Significant EA work become hidden treasure in the repository.
. Communicate Enterprise Architecture design with architecture drawings instead of volumes of document.
. Architecture drawing has been the proven architecture communication mechanism.
The Utilization of EA architectrure drawings :
. To know the enterprise via architecture drawings.
. Develope EA via architecrure drawing.
. Communicate EA via architecture drawings.
. Certify EA via architecture drawings.
. Deliver EA via architecrure drawing.
4. TOTAL PARTICIPATION
Buy-in is not only by the senior management. It must be every one. LEA articulate total participation. Most of EA approach suggest the buy-in form senior management, the HACEA suggest that EA is a total participation and buy-in is not only from the senior managment but also from every one for EA to become a culture of the information age.
5. BUY-IN VIA POLITICAL PROCESS
LEA suggest to earn buy-in from stakeholders via political process which is the classical buy-in process in the human civilization. Most of EA approach suggest the buy-in form senior management, the HACEA suggest that EA is a total participation and buy-in is not only from the senior managment but also from every one for EA to become a culture of the information age.
6. FOCUS ON COMMONALITY TO KEEP IT LIGHT
People do not agree on every thing, but there is always a common denominator for them to agree upon with.
7. PROVIDE VALUE CONTINUOUSLY
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The strategy to see the whole
EA can not be called EA without see the enterprise big picture and define the enteprise.6. THE CHALLENGE OF SEE THE WHOLE
Human limitation to see the whole
A fundamental challenge of EA is what is the true enterprise big picture? It is a human limitation that people are not able to comprehend an object when it is too large to see or it is too small too see and people have difficulty to see the unseen. For each individual, the Enterprise contains four category of enterprise konwledge.
. The area they know.
. The area they think they know.
. The area they know that they do not know.
. The area they do not know they do not know
It takes the entire village to see the whole
To overcome the human limitation, It takes the entire village to see the whole. EA commuity must establish a methodology to see the whole. The famous story of blind men and the elephant, which is known around in many different culture for many centries, teach use how to comprehend the invisible big picture via collaboration and reconciliation. In the story, the blind man want to know what an elepant looks like. But the problem is every one believe the part they have touched is the whole. But the wiseman tell them, the only way to see a holistic enterprise is the collaboration and reconciliation as the blind men do to figure out the big elepant.
EA professional have not yet establish a method to see the whole
The story of blind men and elephant is easy to know but hard to learn. The EA professional have not yet learned that it takes the entire villiage to see the whole. Most of EA professional see the whole based on what they know. It is a human nature for people to belive the part they have touched as the whole as said in the story of blind men and the elphant. In the story of EA, EA professional want to see the whole but also belive the parts the know as the whole.
The risk is of mistaking the parts as the whole
Business modeling and impact analysis on partial enterprise can be missleading. Cosequently, Enterprise Architecture on a partial Enterprise picture does not constitute an Enterprise Architecture. Impact analys on a partial business model can be missleading for decision making. The risk is at the category that the archtiects do not know that they do not know. The architects consider the part they have touched as the whole and proceed to model the business accordingly. As a result, reuse and consolidation on a partial enterprise is far from optimization. Impact analysis on a partial enterprise can be very missleading for decision support.
ENTERRISE TOPOLOGY IS THE METHOD TO SEE THE ENTERPRISE BIG PICTURE
Enterprise Topology is initiated to see the true enterprise big picture by learning from the story of blind men and the elephant to the true enterprise big picture, the following figure is an expresion on the actual level of holistic by staff members, business managers, enterprise architects. Although every one think the part they have touched as the hole, the truth is that they only see a portion of the enterprise. The only way to see the whole is collaboration and reconcilation via enterprise topology methodology.
Enterprise Topology see the whole via collaboration and reconciliation
The Enterprise Topology method is a collaborative approach to see the true enterprise big picture via reconcilation. The enterprise big picture is large, logical and invisible, it is a complicate jig saw puzzle without a picture on the cover and piecess in the box. The Enterprise Topology approach leverage on the sensation of jizsaw puzzle and learn the wisdom from the story of "stone soup" and the story of "the blind men and elephant".
6. THE STATEGY TO SEE THE WHOLE
5.2 See the whole is collaborative effort
See the whole is a collaborative effort. Although many people believe their capability to see the whole, the truth is that most of people only see the part they have touched.
See the whole is a puzzle without the pieces, the first step is find the parts. There are three area of institutional knowledge from the aspect of each individual :
• The area they know
• The area they know what they do not know
• The area they do not know what they do not know.
For the area, they know, It is easy to put the parts on the enterprise topology. For the area they know what they do not know, they can ask around to learn the part that they do not know and put it on the Enterprise topology. The problem is on the area that they do not know what they do not know, the area exist in the Enterprise but outside of you knowledge. The only way to find out all the part for the true Enterprise big picture is to share the part they know and learn the part they do not know from collaborative effort.
See the whole is a puzzle a puzzle without a picture on the cover, no one really knows what the Enterprise big picture looks like. Having all the parts is only the first step, the real challenge is how to put the parts together in an orderly arrangement. Reconciliation from all the participant is the only to put the true enterprise big picture together. Each one can see them self in the big picture and under the right context.
6.1 LEARNS FROM THE STORY OF BLIND MAN AND ELEPHANT TO SEE THE TRUE BIG PICTURE
The Enterprise Topology approach learns from the story of blind men and elephant to see the big elephant. Enterprise is logical and invisible, the effort to see the enterprise big picture is not different from the story of blind man the elephant. we all touch one parts but consider what we have touch as the whole. The story of blind men and the elephant, in various version of the tale, a group of blind men (or men in the dark) touch an elephant to learn what it is like. The story conclude that collaboration and reconciliation is the only way to figure out what is a big elephant. Insisting on their righteous base on the part they have touched do not serve well to see the true big picture. In the book of Seven Blind Mice, Ed Young conclude that :
“Knowing in part may make a fine tale, but wisdom comes from seeing the whole".
Collaboration and reconciliation is the key to see the true Enterprise big picture. Explicit expression of institutional knowledge is essential to enable collaboration and reconciliation. The Enterprise Topology approach in large drawing offer a platform with the explicit institutional knowledge in the same space. It enable the collaboration and reconciliation activity in composing the true Enterprise big picture.
6.2 LEVERAGE ON THE SENSATION OF JIGSAW PUZZLE
The Enterprise Topology approach leverage on the intriguing sensation of jigsaw puzzle. Anne D. Williams in her article on the Jigsaw puzzle – A brief history says :
Puzzles for adults emerged around 1900, and by 1908 a full-blown craze was in progress in the United States. Contemporary writers depicted the inexorable progression of the puzzle addict: from the skeptic who first ridiculed puzzles as silly and childish, to the perplexed puzzler who ignored meals while chanting "just one more piece;" to the bleary-eyed victor who finally put in the last piece in the wee hours of the morning.
Working on Enterprise Topology to render the logical and invisible enterprise big picture have the similar sensation to know what you do not know about the enterprise. The desire to find more information about the enterprise and the joy to know what you do not know and the add on value to share with the others has become very rewording for the architects. The difference is a jigsaw puzzle is only a game but the Enterprise topology is the fundamental of Enterprise Architecture.
All the jigsaw puzzle technique also applies. Most of technique in jigsaw puzzle follows the same pattern, people have created many different technique to solve jigsaw puzzle by organizing the pieces and using try and true method to put the big picture together. The puzzle of Enterprise Topology is solved in the same way by organize the enterprise information and put the pieces together with and try and true approach.
Building a jigsaw puzzle is a wonderful way to help your mind focus on a structured method of using problem solving skills. Enterprise Architecture can leverage on this method to establish the Enterprise Topology. It is a skill to be able to focus on a particular task and organize themselves so that completion of the whole is accomplished methodically and with greater ease. It allows one to develop structure and discipline in problem solving techniques. After all life itself is just a big puzzle
6.3 LEARN FROM THE STORY OF STONE SOUP TO RETRIVE EMBEDDED INSTITUTIONAL KNOWLEDGE.
For a complicate jigsaw puzzle without the pieces, the first thing is to discover the pieces. In an enterprise, institutional knowledge embedded in the mind of different individual. Before composing the Enterprise Topology, the first thing is to discover the institutional knowledge from each individual. The Enterprise Topology approach learn from the story of stone soup to retrieve embedded institutional knowledge from different individual.
It is a story about how two solders retrieve hidden food from the villagers to make the best pot of soup that the villagers can not forget for a long time. It is a matter of how to trigger collaboration in a competitive people community.
If the solders ask food directly form the villager, they will be starved and kicked out of the village. However, the two solders have mastered the human nature. Instead of asking food from the villagers, they told the villagers that they are able to make the best soup to share with every one with some magic stone. They have raised the villager’s curiosity. The second thing they have done is to let the villagers know that the soup will test better with some ingredient. Again it is a human nature that people like to show off with better solution. The Stone Soup story illustrate a technique to orchestrate collaboration in a competitive environment.
To discover the pieces of institutional knowledge, the Enterprise Architects must know well about human nature to orchestrate collaboration in a competitive environment. It is not the best way to request for direct input with different survey form and data call.
The Enterprise Architects discover all the parts by raising the people curiosity and gather the information about the enterprise for both the part that you know how ask for and the part that you do not know how to ask for.
The Enterprise Topology approach take same approach as the solders done in the story to establish an high level Enterprise framework with very little content similar to a pot of water with magic stone. The key is the magic stone, in the case of Enterprise Topology, the magic stone is the high level Enterprise framework which illustrate a holistic Enterprise big picture which is able to raise the viewers curiosity.
The priciple of Collabortion and reconcilaiton is easy to say but very difficult to do. Enterprise Architects are trained to articulate collaboration and reconcilliaiton
Leverage on the story of stone soup to orchistrate collaboration and reconciliation
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