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Discuss:

Fatal or near-fatal flaws I've found in the EAC document, given what I now know about organizational information management.

Details are given in 4-5 pages.

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Discuss:

Fatal or near-fatal flaws I've found in the EAC document, given what I now know about organizational information management.

Details are given in 4-5 pages.

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Fatal or Near-Fatal Flaws I've Found in the EAC Document,
Given What I Now Know about Organizational Information Management

[The College which grants your degree]

Abstract
The following paper will analyze the Enterprise Architecture Organizational Readiness and Change Management document for its fatal flaws and its near-fatal flaws. Descriptions will be given and comments on each section of the Enterprise Architecture Organizational Readiness and Change Management document. It will be shown that plans always look good on paper, but not always in action.

Fatal or Near-Fatal Flaws on the EOC Document,
Given What I Now Know about Organizational Information Management
The Enterprise Architecture Organizational Readiness and Change Management document has a wealth of knowledge for the steps to follow given the culture of the organization is a progressive one. Not all managers are leaders in the change of a company. The facets of an organization should all fit together, but more times than not, they do not. To begin with, the EOC requires that a "buy-in" should exist from all user groups. It has been my experience that this is not always true. Some companies have what I call island departments. The manager is at the head of the island and he tells everyone what to do. There is not interaction of ideas.

Sponsor Commitment
The enterprise architecture program has to have full commitment from the executive sponsor which would be the CIO for the IT department. The head of the departments do not usually validate the business goals personally. They usually delegate it to the department managers. Once all the managers collect the information, then the CIO validates it.

Communication
Communication is the prime key to a successful changeover, but I have not seen the kind of communication needed to make that happen. This is one of the reasons there are so many problems and issues whenever a plan has to be developed. Many companies pass the buck from the top executive down to ...

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