While it can be tough to fit on one or two pages, a good Summary includes:
Partitions lie at the foundation of Architecture Governance business plan executive overview definition are distinct from levels and the organizing concepts of the Architecture Continuum see Architectures are partitioned because: Organizational unit architectures conflict with one another Different teams need to work on different elements of architecture at the same time and partitions allow for specific groups of architects to own and develop specific elements of the architecture Effective architecture re-use requires modular architecture segments that can be taken and incorporated into broader architectures and solutions It is impractical to present a definitive partitioning model for architecture.
Each enterprise needs to adopt a partitioning model that reflects its own operating model. This chapter discusses the classification criteria that are generally applied to architectures and how these can be leveraged to partition the enterprise into a set of architectures with manageable complexity and effective governance.
Manageable complexity for each individual architecture or solution Defined groupings Defined hierarchies and navigation structures Appropriate processes, roles, and responsibilities attached to each grouping The following table shows how suitable classification criteria can be used to support partitioning of solutions: Characteristic Usage to Support Solution Partitioning Subject Matter Breadth Solutions are naturally organized into groups to support operational management and control.
Examples of solution partitions according to subject matter would include applications, departments, divisions, products, services, service centers, sites, etc. Solution decomposition by subject matter is typically the fundamental technique for structuring both solutions and the architectures that represent them.
Time Solution lifecycles are typically organized around a timeline, which allows the impact of solution development, introduction, operation, and retirement to be managed against other business activity occurring in similar time periods.
Additionally, volatility and maturity will shape investment priorities. Solutions existing in highly volatile environments may be better suited to rapid, agile development techniques.
The following table shows how each classification criteria can be used to support partitioning of architectures: Characteristic Usage to Support Architecture Partitioning Depth The level of detail within an architecture has a strong correlation to the stakeholder groups that will be interested in the architecture.
Typically, less detailed architectures will be of interest to executive stakeholders. As architectures increase in detail, their relevance to implementation and operational personnel will also increase. In practical terms, architecture discipline is used to support a number of different types of architecture that are used for different objectives.
The classification criteria described above can be used in different ways to support the achievement of each objective.
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The following characteristics are generally not used to partition an Architecture Landscape: Architectures used to describe the Architecture Landscape are generally not abstract Solution volatility generally prevents architectures from being defined that are far in the future; volatility also reduces the accuracy of historic architectures over time, as the organization changes and adapts to new circumstances Using the criteria above, architectures can be grouped into partitions.
In practical terms this activity will require the establishment of a number of architecture partitions, providing defined boundaries, governance, and ownership. Generally speaking, each team carrying out architecture activity within the enterprise will own one or more architecture partitions and will execute the ADM to define, govern, and realize their architectures.
If more than one team is expected to work on a single architecture, this can become problematic, as the precise responsibilities of each team are difficult to establish.The Executive Summary is often the make-or-break section of your business plan.
A great business solves customer problems; if your Summary cannot clearly describe, in one or two pages, how your business will solve a particular problem and make a profit, then it's very possible the opportunity does not exist--or your plan to take advantage of a .
Marketing research, including problem definition, research design, data types and sources, sampling plan, data collection, data analysis, and reporting of the results. As a member, you'll also get unlimited access to over 75, lessons in math, English, science, history, and more.
Plus, get practice tests, quizzes, and personalized coaching to help you succeed. An executive summary, or management summary, is a short document or section of a document, produced for business purposes, that summarizes a longer report or proposal or a group of related reports in such a way that readers can rapidly become acquainted with a large body of material without having to read it all.
It usually contains a brief .
Executive Core Qualifications; Leading Change. Leading People. Results Driven. Business Acumen. Building Coalitions. Definitions.
This core qualification involves the ability to bring about strategic change, both within and outside the organization, to meet organizational goals. An executive summary of a business plan is an overview. Its purpose is to summarize the key points of a document for its readers, saving them time and preparing them for the upcoming content.