STREAMS Practitioner Pages
The practitioner pages are "How-to" descriptions individual and group methods and techniques for systematically carrying out activities found in organizations practising Systems Thinking, Real Enterprise Architecture and Management Science.
Contents
- 1 Developing Understanding of (Real) Enterprise Architecture in an Organisation
- 2 Establishing An Effective Enterprise Architecture Practice
- 2.1 The First 100 Days
- 2.2 Identifying and Elliciting The Needs for Models
- 2.3 Baselining Architectural Models
- 2.4 Working With Programmes
- 2.5 Facilitating And Governing Projects
- 2.6 Establishing A Baseline of Standards, Strategies, Principles, Policies & Patterns
- 2.7 Recovering From An Earlier Failed Enterprise Architecture Programme
- 2.8 Developing An Existing Enterprise Architecture Practice
- 2.9 Developing The Team And The Self
- 2.10 Getting Good Engagement From "The Business"
- 2.11 Developing Good Relations With "The Business"
- 2.12 The Uses and Mis-uses of "The Framework"
- 2.13 Avoiding Being 'Sucked Into' Programme Or Project Management
- 2.14 Establishing A Positive Relationship with Solution Architecture
- 3 Establishing Architectural Governance
- 4 Influencing Programmes - Aligning Blueprints
- 5 How to Manage a Programme
- 6 Analysing, Engaging and Representing Stakeholder Groups
- 7 Developing A Power-Influence Stakeholder Map
- 8 Developing a Stakeholder Communications Strategy and Plan
- 9 Representing Stakeholder Groups in Requirements Engineering
- 10 Developing Rich Pictures With Stakeholders
- 11 Conducting A Soft Systems Methodology Investigation and Learning Exercise
- 12 Conducting a Systems Analysis Boundary Critique
- 13 How to Manage a Project
- 14 How to Conduct a Gap Analysis
- 15 How to Conduct a SWOT Analysis
Developing Understanding of (Real) Enterprise Architecture in an Organisation
Establishing An Effective Enterprise Architecture Practice
The First 100 Days
Identifying and Elliciting The Needs for Models
Baselining Architectural Models
Working With Programmes
Facilitating And Governing Projects
Establishing A Baseline of Standards, Strategies, Principles, Policies & Patterns
Recovering From An Earlier Failed Enterprise Architecture Programme
Developing An Existing Enterprise Architecture Practice
Developing The Team And The Self
Getting Good Engagement From "The Business"
Developing Good Relations With "The Business"
The Uses and Mis-uses of "The Framework"
Avoiding Being 'Sucked Into' Programme Or Project Management
Establishing A Positive Relationship with Solution Architecture
Establishing Architectural Governance
Developing An Effective Corporate Design Authority
Influencing Programmes - Aligning Blueprints
How to Manage a Programme
STREAMS recommends the application and use of the OGC Programme Management Methodology "Managing Successful Programmes"
This is further described on the APMG website here: [ https://apmg-international.com/product/msp | MSP ]
Analysing, Engaging and Representing Stakeholder Groups
Developing A Power-Influence Stakeholder Map
Developing a Stakeholder Communications Strategy and Plan
Representing Stakeholder Groups in Requirements Engineering
Developing Rich Pictures With Stakeholders
Conducting A Soft Systems Methodology Investigation and Learning Exercise
Conducting a Systems Analysis Boundary Critique
How to Manage a Project
There is no single best method, or methodology, for managing a project that is universally applicable and always effective and efficient. Rather there is a range of possible methods and temporary organisational structures, and delivery processes that may be effective in some circumstances.
