Enterprise Architecture As Strategy: Creating a Foundation for Business Execution by Jeanne W. Ross & Peter Weill & David Robertson

Author:Jeanne W. Ross & Peter Weill & David Robertson
Language: eng
Format: mobi, epub
ISBN: 9781422148174
Publisher: Harvard Business Review Press
Published: 2006-08-07T16:00:00+00:00

These practices accelerate learning about the role of IT in enabling the business. BT, formerly British Telecom, is a £18.6 billion U.K. company in the midst of transforming from a telephone company to a provider of telecommunications solutions. To support the transformation, BT is aggressively pursuing the benefits associated with accelerated learning by instituting ninety-day project cycles. Al-Noor Ramji, Group CIO of BT, describes the company’s review process at the end of each cycle: “Every ninety days, every IT program undergoes a postimplementation review, or PIR. We use PIRs to make sure every program is delivering on its commitments; if they don’t deliver, the PIR process will cut them off. The important thing is to measure and then calibrate all the programs every ninety days. It’s a new way of working, but after a few cycles, people get used to it.”13

As Ramji notes, people get used to this kind of learning. In fact, by stage 4, companies have learned how to squeeze additional benefits from practices instituted in stage 1. For example, postimplementation reviews inform the business case by providing evidence of the actual benefits received from earlier projects. Consequently, the estimated benefits for proposed projects become more predictable and realistic as companies move through the architecture maturity stages.

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