On Mar 1, 2011, at 11:46 PM, Pavithra wrote:
One of the approaches that is in practice is to identify the key members and
stake holders, subject matter expertise of the organizations and request their time and commitment
to help with the Ontology development and set the expectations right with them
before developing the Ontology or EA. One can get consensus on terminologies and
concepts and make policies to have the
rest of the organization follows it through. But it is difficult to facilitate such an
influence if an enterprise architect is treated as a subcontractor or technical
member of the team to make that change
at the top level. Enterprise Architects
and CIOs have to have access to Planners and Owners of the organization and key
member to take that route and develop common terminologies and models and use
polices to influence the rest of the organization. In other words, CIO organization
has to be bestowed with that kind of power to make it happen. It is
a matter of organization change management.
This is a interesting and valid account of large scale problems, but Im not sure about the part where the IT org / CIO organisation should be bestowed with powers.
It is not clear that IT people are the best people to steer and guide "business" people in their work, id rather prefers that the business people learn the value of using ontologies in their work. Not an easy task!
Unfortunately it is rather common that "IT" push their view (such as EA) into "business", without them understanding the value and accepting the use.
/anders w. tell