This Executive Report examines the transformation taking place in healthcare, research, and medicine -- including key trends and developments around the application of mobile connected devices combined with cloud and big data analysis technologies applied to healthcare, fitness, and wellness programs. It also considers the benefits and issues involved in using sensor and other data acquired from personal mobile devices in conjunction with other forms of medical and healthcare data.

To be faster and cheaper, DevOps should integrate currently separated QA tasks -- from testing done during development to monitoring executed on daily operations routines -- under a common, business-oriented, and actionable QA architecture, designed and built into IT systems. This Executive Report offers such an architecture pattern for IT service assurance.

In this Executive Report, Part II of a series on cloud computing, we explore the effective adoption and management of the cloud by small and medium-sized enterprises (SMEs) as well as global leading firms. Using case examples, we demonstrate, in detail, the challenges and practices used with these types of organizations. We also provide three distinctive lessons for SMEs and 10 lessons for all organizations.

An ongoing issue with enterprise architecture (EA) is how to make a compelling case for its value with business decision makers and stakeholders. This Executive Report positions EA as the inclusive, pervasive, joined-up view of the enterprise and explores 12 areas where EA can deliver unique value. The report expresses these benefits in terms that executives readily understand and appreciate. We cover the potential and real impact of EA on cost, revenue, time to market, brand image, regulatory compliance, and other issues that occupy the attention of senior management.

This Executive Report develops a simple microarchitecture framework as a foundation for additional innovative architectural views of the structure and behavior of enterprises. The framework helps revitalize EA for the era of digital transformation, services-based enterprises, and a new generation of Web-savvy leaders.

Enterprise-grade data warehouse (DW) and business intelligence (BI) projects are still perceived as "heavy" and believed to be successful only by attacking them with waterfall-style software development processes. While there are specific DW/BI endeavors that project teams can safely execute as waterfall, most can be successfully transformed into Agile projects. This Executive Report shares experiences gained while applying an Agile approach to a complex BI project.

This Executive Report details seven major challenges experienced when adopting the cloud. The technology function requires new, turbo-charged core capabilities in business innovation, business savvy, governance, architecting, and specialist sourcing as an "anchor" policy for moving to the cloud. 

Psychology has provided interesting insights into human behavior and how to mitigate the challenges of running an enterprise. This Executive Report discusses how CIOs can successfully leverage these psychological concepts to foster a healthy business-IT relationship.

We can think of an "enterprise" as any human undertaking, endeavor, or project. Any enterprise comprises three areas: (1) an organization, (2) the businesses operated by the organization, and (3) any technologies or equipment needed to support the organization’s businesses. Enterprise architecture (EA) needs to support all three. It is striking that as EA has evolved over the last 40 years, there has been a parallel development: that of organization design (OD). In this Executive Report, we look at what EA can learn from OD models.

This Executive Report covers the benefits, considerations, and key steps involved in developing IoT-connected products and services, including connected device development, connectivity issues, sensors, supporting infrastructure, cloud-based IoT platforms, data storage and analysis requirements, and security and privacy.

To sell ideas effectively, you must think of your partners as customers, adopt a sales mindset, understand the sales process, and develop strong communication skills. Understanding people's needs and connecting what you want to accomplish to what they need will help you reach your goal. In doing so, your IT organization will become more effective in getting others to listen to, accept, and act on your ideas.

Business rules and logic change at a faster pace than many other architectural components. So it is not surprising that one of the long-standing objectives in enterprise architecture (EA) has been to separate the more dynamic parts from those elements that are more stable. There are various ways to achieve this, and in this Executive Report we examine two options: business rules and complex event processing (CEP).

This Executive Report explores some simple actions to alter your thinking and ultimately improve your approach to getting the right things done. The report discusses two of the most common and far-reaching oversights made by today's CIOs: how we frame the situations we're faced with and how we decide. Every decision we make is greatly impacted by these two tasks.

With the increasing adoption of enterprise architecture (EA), organizations face many challenges in how to measure and demonstrate the value that EA provides to an enterprise. This Executive Report describes a process for deriving EA value metrics that align with the value drivers particular to an organization -- those important to both the core business capabilities of the organization as well as its key stakeholders.

This Appendix to Methods for Defining and Analyzing Key EA Performance Metrics illustrates metrics that have been used to measure aspects of EA value.

Today, progressive organizations motivated to orchestrate around the philosophy of continual transformation are looking at the practices and principles of enterprise architecture (EA). In this Executive Report, we share some insights on how companies across multiple industries are applying a new mindset to enable organizational agility and the adaptive enterprise through the use of EA.

Taking advantage of social media insight requires integrating and analyzing social media in conjunction with enterprise data and correlating the findings. This Executive Report examines how social media analytics, when combined with traditional business analytics, can provide rich insights organizations can apply to a range of BI, CRM, marketing, product development, and other data analysis and performance management efforts.

Though rarely done, there is no reason why an entire IT organization should not encompass Agile principles. The transformation involves individual employees, teams, groups of teams, programs, management -- even customers -- and the outcomes can be astounding. This Executive Report describes that journey, from conception to successful completion. After laying ground rules, the report outlines a detailed three-phase incremental evolution. It serves as a guide through the entire organizational Agile terrain, pointing out common pitfalls, offering solutions to problems that will be encountered along the way, and providing case studies.

This Executive Report explains what we mean by a business model, provides a classification of business models relevant to the enterprise architecture (EA) use of business models, and describes some of the key business models and how they relate to EA.

This Executive Report explores what you can do as the leader of your IT organization to promote more effective leadership at all levels and by all members of your team. By developing the capacity of people to think, act, and respond as leaders to the situations they encounter, you will build a stronger organization and achieve your goals more effectively.

Applying Lean practices to software and DevOps has multiple benefits. The disciplined application of Lean requires product flow measures. Unlike manufacturing, software and DevOps are artifact-centric processes. This Executive Report introduces artifact centricity and discusses how to specify, instrument, and apply product flows to artifact-centric processes.

The goal of this Executive Report is to present six digital-driven transformations affecting 21st-century organizations. These are neither technologies nor business models per se; rather, they are transformations that define the connecting tissue between digital technologies and business strategies.

Roadmaps are one of the core tools that enterprise architects use. In this Executive Report, we examine contemporary EA use of the key types of roadmaps. We explore best practices for the presentation of roadmaps and explain how roadmaps relate to other EA deliverables. We also show how roadmaps are used to communicate with all types of stakeholders — from executive-level leaders to senior decision makers, from business and IT management to IT operations and development and to portfolio and project management teams. Finally, the report examines how roadmaps address architecture partitioning and multiple levels of architecture planning as well as how roadmaps relate to strategic vectors and the delivery of business value

It is now practical to monitor and control machines, devices, processes, and workers remotely through the use of networked sensors and software applied in enterprise and industrial operations such as manufacturing and process control, energy production and utilities, transportation, healthcare, agriculture and farming, and the public sector. This Executive Report examines the "Industrial Internet," focusing on how organizations should utilize Industrial Internet technologies. The report examines the vision and benefits, principle application areas, enabling technologies, and products and services for building and managing connected machines, devices, and products. It considers issues and impediments to Industrial Internet adoption and implementation as well. The report also provides real-world examples and applications.

This Executive Report discusses the challenges and the value of using Agile methods in outsourced projects. The use of Agile -- with its focus on individuals, their interactions, working solutions, and acceptance of change -- can help reduce cultural and regional barriers in an outsourced/offshored environment. The Composite Agile Method and Strategy (CAMS) presents a balanced, strategic approach to Agile and can enhance collaboration, reduce method friction, and provide value to all parties.