Popular blogs authored to draft a few points of view or move content that would be a different topic rather than a mini-novel. 

It led projects rarely benefit anyone other than It users

Barriers in Communication and Responsibilities IT making business decisions has a far greater threat to the business than IT states in standards for example OMG maturity models.


http://www.cfo.com/whitepapers/index.cfm/displaywhitepaper/14610720

I'm going to be direct in this blog, as it disturbs me when I see standards published by Technical people that break the foundational requirements for any business.

Let me share a service specification example with you that defies the legal definition of an employee to an employer relationship.

A contractor or temporary worker isn't an employee.  The role the person plays or the way technology forces a person to claim an employer can ruin a person's reputation.

For example; I had most of my full time roles start as a consultant.  In many situations the social media isn't friendly or can be taken into a completely in-appropriate context.  Especially when iterative changes are introduced. Without any communication or consideration for the current users.  In one case, on LinkedIn the original placement of any education wasn't designed for a person to select a university.  I entered sponsored management training that was presented as a way for my employer to supplement my lack of formal education. 

1:1 Training in Baldridge Total Quality Management, within a few weeks I had acquired the theory and began to apply what takes others years in advanced degree programs.
 
The consultant has a doctorate in human behavioral practices and did his management studies at the Kaizen Institue.  He's brilliant! He personally coached me through a very difficult situation releasing the team of people rather quickly, despite the MBA's my peers had.  They were struggling with the advanced statistical theories.  I was proud then and practice often for the gift I was honored with by people with very prestigious credentials including the President of the company who rewarded me for my years of loyalty and exceptional service.

Let me give you a very in-proper statement and example to use in semantic relationships or explain how the very nature of an information or electronic record can become the threat for internal vulnerabilities by design.


I am unable to find a single example of a person who had two employers, to warrant the example used by Corba in section 6 of the service specification.  In fact, most companies consider this a conflict of interest and some forbid a person to serve two masters.  Recently laws have been passed that indicate a person cannot falsely represent themselves. 

What people have done in this case; reduced a companies technology investments indirectly.

ie; in my mind a technology isn't going to allow a person to be one person then allow them to be another during a process or set of activities performed or intended to be performed by a person.

Debunking the gap between IT and Business-When we (business people) talk about Business Process it isn't up to IT to define and publish a conflicting and in appropriate set of materials on the business subject.

Business Process Management is about people, therefore IT and technologies are either going to support the process or we can use very simple approaches to achieve our goals without technology.

Problem Statement
The standards published by IT on the business process maturity and capability maturity model in OMG have not been rationalized by business people.

1. If true, these people should be given  management assessment on the role and authority they have over a company.  
2. These are incorrect assumptions around maturity for business subjects that obviously aren't clear to technical people.  
3.  The applications referenced have forced people to adopt a brand or represent biased perspectives.  

I've been a manager and proven the effective ways to execute both technology and operational design for strategy and growth.  My lack of formal education should be used in this example to help this audience understand that even an uneducated person like me has enough common sense to not take this approach.

The problem we face includes in appropriate standards causing business defects by design.  This would be equal to my going into a technology domain and telling technical people that we have standards that we just published that have more weight on the way Technology Investments operate.

No, the business requirements came before the technology ever was considered.  The fact that you elected to execute the technology without the business was the first problem.

In closing my very strong position intended for my personal blog and likely to never publish.

IT is an absolutely incorrect assumption to make that IT defines and uses references to a specific technology supplier in their standards.  NO ONE IN BUSINESS SHOULD rely on these maturity models in their business.  These are dated practices and an incentive to increase volume at the risk of quality.

Defects of certain types have a far greater risk than stated.  5 defects on an invoice has tax, regulatory and in one geography 1 million dollar penalties per incident.  Duty fee invoices will be incorrect and therefore reported incorrectly. 

Reference: BPM.com



IT Reference: OMG: BPM

• Business planning and motivation modeling
• Business Process Management,
• Business rules
• Business modeling,
• Business language and vocabulary

In support of

• Business governance
• Business performance monitoring and measurement
• Business Information Management,
• Business Integration,
• Business to Business collaboration,
• Business to Customer collaboration
• Business service agreements
• Business security policy and management.

A thesis - authored by Alexander OSTERWALDER  
http://asq.org/quality-progress/2011/06/innovation/organize-how-you-innovate.html
http://www.mendeley.com/research/framework-capturing-design-analysis-knowledge-reuse-using-design-process-models/

IASA has a template they use for architects to assess their own knowledge.   
A baseline to measure my understanding against a source when the industry hasn't yet identified a trusted source for the expertise. 

IMPORTANT: 

The following does not reflect my attending any of the courses listed.  

This is merely an assessment (self) against the criteria for courses in one of the many forums bringing forward certification options.   

How do I currently measure up in the industry?  What experiences have I proven in this career path?  




IASA Coursework


Architecture Course Subject Areas

a) Business Technology
b) Design Architecture
c) Human Dynamics
d) IT Environments
e) Infrastructure Architecture
f) Specializations


Level 3 and 4


a) Business Technology

1. Introduction Business-Technology Strategy
2. Business Fundamentals 
3. Strategy Development
4. Industry Analysis 
5. Business Valuation
6. Investment Prioritization and Planning
7. Requirements, Discovery and Constraints Analysis 
8. Compliance
9. Business Process Architecture tools and analysis
10. Decision Support 
11. Knowledge Management

b) Design Architecture  

1. Introduction to Design 
2. Requirements Modeling
3. Business Architecture Standards
   
1. Architecture Description
1. De-Composition and Re-use
4. Design Methodologies and Process 
5. Design Patterns and Styles

7. Design Analysis and Testing

8. Trace ability Throughout the Lifecycle

9. Views & Viewpoints
10. Whole Systems

c) Human Dynamics

1. Introduction to Human Dynamics

2. Managing the Culture
3. Customer Relations 
4. Leadership and Management

5. Peer Interaction

6. Collaboration and Negotiation

7. Presentation Skills

8. Writing Skills 

 d) IT Environments

1. IT Environment Introduction

2. Technical Project Management Capabilities

3. Asset Management

4. Change Management

5. Application Development

6. Governance

7. Testing Methods, Tools, and Techniques

8. Platforms and Frameworks

e) Infrastructure Architecture

1. Infrastructure Architecture Introduction  

2. Access and Identity Management  

3. Capacity Planning 

4. Common Application Services 

5. Device Management  

6. Infrastructure RAS 

7. Network Design 

8. Operations 

9. System Management and Services 

10. Data Center Design 

11. Provisioning 

12. Disaster Recovery and Backup 

13. High Availability Computing Environment

f) Specializations

1. Quality Architecture 
1. Introduction to Quality Attributes 
2. Balancing and Optimizing Quality Attributes   
3. Manageability, Maintainability, Supportability, Extensibility, and Flexibility
4. Advanced Quality Attributes
5. Advanced Stakeholder Management
6. Monitoring and Management
7. Performance, Reliability, Availability, Scalability 
8. Security 
7. Usability, Localization, Accessibility, Personalization/Customizability 
2.  Software Architecture 
1. Software Architecture Specialties
2. Software Architecture Development Methodologies and Processes 
3. Software Architecture Tools  
4. Software Engineering for Architects
5. Services, Workflow and Messaging 
6. Packaging, Delivery, Post Deployment 

***IMPORTANT-this list reflects one of the industry architecture sets of certifications for an architect. 
PLEASE NOTE: I PERSONALLY HAVE NOT TAKEN ANY OF THE COURSES.   
MY GOAL WAS TO SEE WHERE I NEEDED TO STUDY AFTER INTERACTING WITH INDUSTRY experts on LinkedIn.  My network was built in a way to help me in meeting this objective and my interactions with each person allowed me to change my scores originally low based on feedback. 

However, since the feedback was given I personally reflected and sought validation from unbiased parties. 

The work I did in the Business Architecture forum working with various groups discussions; aka "highway analogy" has been presented in a series of presentations on SlideShare and my profile in LinkedIn.    

Michael Paul Ervick and Syed Ahmail both were supportive of the materials. 
In fact, Syed confirmed this material was a candidate for using as the Outside In EA message. 
Industry Development and influence of the direction COMPLETE - January 2012

The highest scores in this list require industry recognition for developing in scoring a 10 or contributing as a 9. 

Both of these named experts would be considered industry experts and the outside in EA subject. 

I influenced this EA subject in order to simplify the technology strategy and approach regardless of industry.  

Assume;

The legal aspect of any private company using practices for quality and integrity. 

The ability to realize agility not to be confused with an agile software model.  

• The strategy for any company of any size would be to enable an offer or supply the mechanism for others to innovate offers as a service provider.   
• A well defined Enterprise Architecture isn't going to change often when delivered well.  
• These experts define the reference architecture to the outcome model-As Is
• These experts have accountability for the target state ensuring the operational architecture maintains consistency and redundancy. 
• A business architect ensures the development of any strategy has been defined within the current state with any major maintains the integrity of the current state to the target state in the people, process and technology by serving as the subject matter expert on behalf of the business functions. 

• The objectives need to balance innovation with operational delivery in an effective and measurable way.  
• The majority of the companies across the world have adopted general accounting accepted principles and ISO 9000 series with 14000 series standards in certifications.  
• Each year both external oversight bodies audit companies who have private sector financial reporting responsibilities to ensure continuous improvement (analysis of prior defects to the mitigation) or the risk management health.   
• These issues will be reflected in multi-year or rapid response to any serious or ongoing challenges in a business or quality management system.   
• Transformation initiatives that will surface and be developed in strategy sessions.
• Investments for the transformation would be part of the value streams to change your current operational architecture directly impacting your business process in order to align technology and people in better management of the process.   

Business Technology

Business Technology Strategy

Key	Skill Class Type (sub-type of the Skill Class Name  Demonstrates activities in the skill class.
Skill Class Name	Skill Class Type Sub-class
Foundation	1 Awareness
Associate	2 Basic Information Demonstration
	3 Individualized Knowledge
	4 Practice
Professional	5 Delivery
	6 Connectivity of Ideas
	7 Enterprise Level Leadership
Master	8 Industry Mentorship
	9 Research
	10 Industry Leadership

Serial ID	Architecture Class Name	Architecture Class Description	Self Assessment Score
1.	Introduction Business-Technology Strategy	This introductory course lays out the foundation of the business-technology skill set. The student will learn how and why business-technology strategy development is a core competency of the architecture profession.	8
2.	Business Fundamentals	This course introduces the student to broad and generic business structures and functions. The student will understand basic business structures and functions and the basic nature of running a business.	9
3.	Strategy Development	This course details the partnership between the business architect and the technical architect relative to the creation of a business model that defines the principles, standards, structure, and dynamics of the  integrated business and technical strategic direction. The student will learn the components of a sound architecture strategy and how to evaluate a business problem and identify an appropriate technology direction. Identifying, analyzing, and simulating market trends will be covered.	10
4.	Industry Analysis	This course covers the foundations of business markets and how organizations function within them. It will give the architect the understanding to combine a particular business vertical with common trends in the technology sector. Students will learn how to keep track of trends so that their technology and business skills are constantly improved.	10
5.	Business Valuation	This course assists the student with understanding how and when to invest in particular technology directions and how to manage the overall portfolio of technology investments. The student will learn common techniques for proving the financial benefit of architecture choices and how to apply common financial evaluation techniques.	9
6.	Investment Prioritization and Planning	This course introduces the student to the management of two different types of portfolio lifecycles – assets and projects – both of which are important to be planned and managed, but which require very different investment approaches.	9
7.	Requirements Discovery and Constraints Analysis	This course defines tools and techniques for understanding business requirements with multiple strategic impacts. The student will learn how such requirements and constraints are formed internally and externally and will learn to apply those constraints and requirements to their technology and business decisions. A key element of the constraints analysis is to understand and plan for technology capabilities of the current resources/environment. Best practices for ensuring the quality of the business requirements will be detailed.	10
8.	Compliance	This course focuses the student on regulatory impacts to the organization and the design/solution being deployed. Course materials will cover audits, certifications, licensing, and general industry regulation types. The student will learn the ability to articulate the regulatory requirements that drive design elements.	10
9.	Business Architecture Methods & Tools	This course introduces the student to the strategic and tactical use of business architecture methods and tools, including but not limited to business process engineering, business process management, business process modeling, workflow, and similar technology in relation to business capabilities and design. The student will be introduced to best practices for integrating business processes that span multiple internal organizations.	10
10.	Decision Support	A major area of architectural advancement is in decision support and ‘smart’ systems. This course provides the learner with the basic concepts and components in decision and business intelligence systems and will demonstrate effective architectures using these components.	9
11.	Knowledge Management	This course assists the student in understanding and designing a solution that supports how business information is built, stored, managed, and made easily accessible. Course content will cover current issues around the organizational challenge of maintaining long-term organizational memory and ways to address this challenge.	10

Design Architecture

Design Architecture

Key	Skill Class Type (sub-type of the Skill Class Name  Demonstrates activities in the skill class.
Skill Class Name	Skill Class Type Sub-class
Foundation	1 Awareness
Associate	2 Basic Information Demonstration
	3 Individualized Knowledge
	4 Practice
Professional	5 Delivery
	6 Connectivity of Ideas
	7 Enterprise Level Leadership
Master	8 Industry Mentorship
	9 Research
	10 Industry Leadership

Serial ID	Architecture Class Name	Architecture Class Description	Self Assessment Score
1.	Introduction to Design	This skill addresses basic design theory and the scope of design-related strategies and techniques that an architect requires to be successful.	8
2.	Requirements Modeling	This skill details and demonstrates to the student multiple ways to model business and technical requirements, architectures, and designs and how to transform models of one type into another.  Domain-specific modeling languages and other modeling approaches will be addressed.	9
3.	Architecture Description	This skill lays out formal architecture documentation techniques and enables the student to demonstrate competence in detailed architecture communication. Design diagramming notation, architecture views and viewpoints, and various architecture description languages will be discussed.	7
4.	Decomposition and Reuse	This skill details the major building blocks of modern software and infrastructure design and will enable the student to demonstrate competence in their synthesis.	7
5.	Design Methodologies and Processes	This skill aims to equip students to become flexible, competent designers, fluent in a number of methods and tools by defining and describing the basic process of design, as distinct from the process as embodied in one of the prominent “methodologies.” The students will recognize major components of the process in various methods and will be able to determine when a given method is appropriate to the problem at hand.  This course will allow the student to understand common development cycles and their role in design.	9
6.	Design Patterns and Styles	This skill assists the student with understanding metaphor and pattern concepts, styles versus pattern, and will enable the student to demonstrate competence in deriving and communicating pattern and style.	9
7.	Design Analysis and Testing	This skill assists the student with understanding architecture analysis techniques and related tools.  This course details how to describe a design and its components, evaluate a design relative to alternatives, describe the structure and state of a design, and analyze the design's dynamic behavior in response to external events. The student will understand how to test a design as an artifact for completeness, correctness, efficiency, and a number of other criteria. The student will be taught to demonstrate competence in the application of highest priority techniques such as selected ATAM techniques, failure analysis, optimization, prototyping, simulation, scaled modeling, and various forms of walk-throughs and design reviews.	8
8.	Trace ability Throughout the Life cycle	This skill introduces the student to the concept of traceability from initial requirements through to the sustained system and the vital role of traceability throughout the life cycle of developed products. The student will be introduced to associated techniques and tools, and will be required to demonstrate competence in highest priority techniques.	8
9.	Views & Viewpoints	This skill proves knowledge and applied expertise in concepts of views, viewpoints, and perspectives and helps students come to grips with the differences between them and how they work together to describe an architecture. In this course, students will become familiar with all of the views, viewpoints, and perspectives commonly used in IT architecture. The various stakeholder groups typical of IT development projects will be described along with an explanation of the typical viewpoint of each group. Students will be able to use this information to determine the set of views needed to satisfy project requirements.	8
10.	Whole Systems	Design The evolving discipline of IT architecture requires architects to understand the "whole system" of interconnected elements that participate in, impact, and influence the design process. This course helps architects understand the nature and rich tradition of design theory and practice.  Topics include the relevancy of understanding design as a discipline;  systems sciences systems theory systems thinking Developing  “whole systems” perspective, and its importance to architects;  Recognizing and addressing complex systemic problems and architecture praxis;  modeling as essential design action modeling tools Business patterns;  the importance of context;  the architect’s role in the creation of a design culture;  design judgment and the construction of meaning;  work redesign industry perspectives increasing importance of architecture as a profession

Human Dynamics

Key	Skill Class Type (sub-type of the Skill Class Name  Demonstrates activities in the skill class.
Skill Class Name	Skill Class Type Sub-class
Foundation	1 Awareness
Associate	2 Basic Information Demonstration
	3 Individualized Knowledge
	4 Practice
Professional	5 Delivery
	6 Connectivity of Ideas
	7 Enterprise Level Leadership
Master	8 Industry Mentorship
	9 Research
	10 Industry Leadership

Serial ID	Architecture Class Name	Architecture Class Description	Self Assessment Score
1.	Introduction to Human Dynamics	This course overviews important concepts of human and organizational psychology, associated leadership and management skills, fundamental communications in a technical context, and their relevance to the architect.	8
2.	Managing the Culture	This course provides an understanding of the impact of human culture upon organizations and basic culture recognition and management techniques. Course content addresses the  organizational politics unique to the architect's context, the role of culture change agent, and reviews primary culture change techniques and strategies.	7
3.	Customer Relations	This course overviews the  psychological dynamics of customer management, and discusses business imperatives, modern techniques and tools for customer relationship management, industry engagement, contractual agreements, transparency and accountability, and related issues. The student will be expected to demonstrate competence in managing high-risk scenarios.	10
4.	Leadership and Management	This course enables the student to differentiate between leadership, management, and administration. It enables the understanding of  how to assess one's personal leadership skills and evaluate the leadership attributes of others.  It enables the student in the forming of a personal leadership growth plan. The student will be able to discuss the unique challenges of leading and managing in a technical environment,  understand basic management theory, techniques, and tools ,and be able to apply them within the context of the lifecycle of IT products and services.	10
5.	Peer Interaction	This course details the psychology of interpersonal human interactions and their importance in the context of IT products and services design and delivery.	9
6.	Collaboration and Negotiation	This course provides an overview of basic communications theory and the specific collaboration and negotiation skills essential to effective functioning as an architect. The student will understand the psychology of human collaboration, networking, as well as strategies and methods for working together and reaching agreement.	9
7.	Presentation Skills	This course provides the student with fundamental techniques to improve their presentation skills. The focus is on presentations made to key stakeholders clearly identifying technology strategy decisions and opportunities.	9
8.	Writing Skills	Understand and demonstrate competence in writing skills necessary to function as an architect and to enhance the growth potential of one’s career. Techniques and methods for book writing, informal composition, memos and e-mail, note taking and technical documentation will be detailed.	8