The principles need to be deeply embedded in the fabric of the corporate culture.
Corporate principles
are time and change tolerant statements about how an organization will behave. Corporate principles, or
core decision values, are not benefits, but statements of beliefs; the statements
that define the rationale, not as benefits, but as guiding principles in one's
actions.
Architecture
principles represent governing rules or laws the organization should comply
with to ensure the integrity of the architecture office and the architecture
itself. Without architecture principles, architecture becomes extremely
difficult as a result of individual or group interpretations. Whatever is not
explicitly defined will be open for interpretation or misinterpretation.
Corporate Principles
are your core beliefs, and values that you use to make decisions. They are the behavioral "why" in
any decision. Principles do not vary based on the scope of the decision
being made - any decision. You may have different priorities behind which
principle is #1 to a given decision, but be it a project, or hiring or locating
a building, principles are invariant - unless you or your organization is
schizophrenic. What should be worried about principles is the huge gap between
what people say (here are our principles, principles are very important) and
what people actually do.
Architecture
principles are rules for architecture governance. It does not duplicate,
replace, contradict or invalidate corporate governance or IT governance for
that matter. Architecture principles are about architecture governance, it
is about governing the architecture effort.
Principles that are
not just known and understood, but deeply embedded into the fabric of an
organizational culture are incredibly valuable - be they about
'architecture', customer service, expected behaviors or whatever. Principles
need to be well-formed - not just a statement. Guiding principles are central
in an EA initiative - if the stakeholders can't agree at a principle level then
navigating toward the desired state is going to be difficult. And if only do
one piece of work relative to enterprise architecture, it would be getting
principles in place in a fashion that can be consistently applied to every
decision. Such one thing alone does more to enable change than any amount of models,
technology, projects, etc. The form of principle may include:
Identifier
Statement
Rationale
Implications
Alternate Principle
Related Principle
Statement
Rationale
Implications
Alternate Principle
Related Principle
To really add value, principles
need to be grounded in the context of the organization expressing them.
What does the principle mean in concrete terms to the organization? How much do
you live up to it? Change is not effectively performed with technology, or
process, or coercion, but done through modification of behavior, and behavior is defined and guided by
principles. Few organizations have a well-defined set of their beliefs, and
even of those that do, few have a structure for prioritization and application
of principles in a unified fashion to the entire enterprise.
Rationale: Why shall you hold this principle? How does it fit with the mission and objectives?
Implications: If you were to truly live up to this principle then who and what would need to change?
Rationale: Why shall you hold this principle? How does it fit with the mission and objectives?
Implications: If you were to truly live up to this principle then who and what would need to change?

Corporate principles
are ways of organizing business interactions with the world and, as such, you
always have principles whether explicit or not. The alternative is randomness
and that does not work. The well-crafted set of principles will directly make an impact on human behaviors, change management or project management effort, 70%+
of enterprise architecture's derived benefit is contained within principles;
the core decision values that guide all decisions within an enterprise.
.
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