What have you discovered about systems or processes in your current organization that would help define the Business Architecture?
I have discovered that Business Architecture is a thorough process that requires incremental steps to provide the structure in keeping an organization focused and prepared to meet its goals as well as future visions. System processes found in Organization A reflect the need for a structured Business Architecture. It is apparent that key leaders are in place to have a BA in place. It is also evident that these leaders collaborate in order to make decisions together; however, there lacks a mission statement. Additionally, some technology and curriculum decisions are made at department levels rather than as an organizational decision. For example, currently there is an effort to change math curriculum, and separately a decision is expected about the future of internet based curriculum that is being considered by the technology coordinator. As I reflected upon the readings and analyzed the organization, I concluded that this organization has a need for framework that will guide in connecting all departments into one cohesive organization that will provide a clear goal. After having some insight into the concept of Business Architecture, I find myself even more interested about the structure that is currently used. I can see that an Enterprise Architecture model will serve well in this district.
What are they and how would they help with your development of a Business Architecture?
Considering the advantages of a business architecture design this organization is capable of implementing a model which is outlined in Enterprise Architecture models. Essential to this organization is to put in place a common goal or mission. There are vision statements communicated by the superintendent of this organization, but it shows me that the theme throughout the organization is just that, one person's vision as the overall design. I understand that in any organization there is a leader, and that a leader has a vision for the organization. However, a design under the concept of an Enterprise or Business Architecture expresses the importance to maintain a cohesive and well-connected goal across all departments in order to take an organization to its fullest potential. The organization is in need of one goal for the future. It seems as if there are many different goals, yet it is expressed that the goal is to provide personalized learning to all students. A clear example of the disconnect from the leader's vision is the curriculum department (director and instructional coaches) who have their own goal to maintain organizational consistencies and fidelity to their plan for learning. Their goal is to maintain consistency while the leader expresses value in using resources to provide personalized learning plans and individual learning experiences. This type of contradiction seems evident to me throughout the organization. Another example I found was that within the transportation department (the only one with a mission statement) declares its goal as providing the safest transportation to all students. In the last few years funds have been cut drastically to this department and they only service two groups of students. This goes against their mission statement. This organization also has department leaders and key players who wear many hats. They oversee many departments.
I see that this organization shares lots of information and make it accessible for those who want to listen in, read about, or obtain information about district activities and agendas. Communication and presentation is a strength that could help them establish a Business Architecture. I also see that the leader of this organization works hard and travels a lot to obtain many grants to boost funding for the organization. That is another advantage they have, however I feel it probably shouldn't be the responsibility of the top leader to seek additional funding. I'd be concerned that seeking resources may become the primary goal of the entire organization rather than the mission to provide personalized learning. This is why it is important to strategically place the best people into areas where they can contribute most to the success of the one overarching goal with one leader focused on removing the roadblocks that may hinder the success of the organization.