Jason Uppal of Quickresponse gave a talk on Building Enterprise Architects at the Open Group’s Enterprise Architecture Practitioners Summit. He mentioned that Toyota judges project success based on
three corporate objectives:
Profit from the Program
Market Share
Learning
These facets got me thinking about our post project reviews. We tend to measure our projects on whether or not they were done on-time and under-budget. We have post-project reviews that ask, “how could we run projects better in the future” but they are focused on the project process. We don’t really evaluate the project on a set of facets. So we evaluate “What” and “How” but not “Why”.
As I think about this, I think the interesting facets for us would be:
- Did this reduce costs over the long run – e.g. have a reasonable ROI
- Did this “improve” the enterprise architecture – did it reduce redundancy, reduce complexity, advance strategic initiatives
- What did we learn about the enterprise in the process?
Technorati Tags: Enterprise Architecture, IT Architecture, ITANA, Jim Phelps, Open Group, UW-Madison
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