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	<title>Comments for Strategic IT Architecture</title>
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	<link>http://www.strategicitarchitecture.com</link>
	<description>Strategic Enterprise Architecture</description>
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		<title>Comment on Enterprise Architecture Governance – Part 2 by Enterprise Architecture Governance &#124; Strategic IT Architecture</title>
		<link>http://www.strategicitarchitecture.com/2010/12/enterprise-architecture-governance2/comment-page-1/#comment-128</link>
		<dc:creator>Enterprise Architecture Governance &#124; Strategic IT Architecture</dc:creator>
		<pubDate>Fri, 24 Dec 2010 22:02:08 +0000</pubDate>
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		<description>[...] foundational aspects, Capability Assessment, Architecture Principles, and Architecture Vision.  In part two, I cover key deliverables that guide realization of a robust EA Governance. Governance Principle 1: [...]</description>
		<content:encoded><![CDATA[<p>[...] foundational aspects, Capability Assessment, Architecture Principles, and Architecture Vision.  In part two, I cover key deliverables that guide realization of a robust EA Governance. Governance Principle 1: [...]</p>
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		<title>Comment on Enterprise Architecture Governance by Enterprise Architecture Governance – Part 2 &#124; Strategic IT Architecture</title>
		<link>http://www.strategicitarchitecture.com/2010/12/enterprise-architecture-governance/comment-page-1/#comment-127</link>
		<dc:creator>Enterprise Architecture Governance – Part 2 &#124; Strategic IT Architecture</dc:creator>
		<pubDate>Fri, 24 Dec 2010 22:00:05 +0000</pubDate>
		<guid isPermaLink="false">http://www.strategicitarchitecture.com/?p=604#comment-127</guid>
		<description>[...] In part one of this two-part series I talked about some foundational aspects of EA Governance – Capability Assessment, Architecture Principles, and Architecture Vision.  In this second installment, I talk about some key deliverables that guide and sustain a robust EA Governance program.  [...]</description>
		<content:encoded><![CDATA[<p>[...] In part one of this two-part series I talked about some foundational aspects of EA Governance – Capability Assessment, Architecture Principles, and Architecture Vision.  In this second installment, I talk about some key deliverables that guide and sustain a robust EA Governance program.  [...]</p>
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		<title>Comment on Enterprise Architecture Governance by Vic</title>
		<link>http://www.strategicitarchitecture.com/2010/12/enterprise-architecture-governance/comment-page-1/#comment-124</link>
		<dc:creator>Vic</dc:creator>
		<pubDate>Mon, 13 Dec 2010 14:09:38 +0000</pubDate>
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		<description>Good catch Erik! Thanks.  I’ve fixed it.  :)

And thank you for the kind words.

Vic</description>
		<content:encoded><![CDATA[<p>Good catch Erik! Thanks.  I’ve fixed it.  <img src='http://www.strategicitarchitecture.com/wp-includes/images/smilies/icon_smile.gif' alt=':)' class='wp-smiley' /> </p>
<p>And thank you for the kind words.</p>
<p>Vic</p>
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		<title>Comment on Enterprise Architecture Governance by Erik Haahr</title>
		<link>http://www.strategicitarchitecture.com/2010/12/enterprise-architecture-governance/comment-page-1/#comment-122</link>
		<dc:creator>Erik Haahr</dc:creator>
		<pubDate>Mon, 13 Dec 2010 09:52:42 +0000</pubDate>
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		<description>Very good input indeed. I like it very much.

In one you jumped in with both feet in my opinion - Architecture Principles is not a subset of IT Principles!

Architecture Principles is a subset of Business Management Principles - or should be.

That one glitch doesn&#039;t spoil a brilliant input to improving the practice of EA :-)</description>
		<content:encoded><![CDATA[<p>Very good input indeed. I like it very much.</p>
<p>In one you jumped in with both feet in my opinion &#8211; Architecture Principles is not a subset of IT Principles!</p>
<p>Architecture Principles is a subset of Business Management Principles &#8211; or should be.</p>
<p>That one glitch doesn&#8217;t spoil a brilliant input to improving the practice of EA <img src='http://www.strategicitarchitecture.com/wp-includes/images/smilies/icon_smile.gif' alt=':-)' class='wp-smiley' /> </p>
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		<title>Comment on Clouds and SOA: A powerful combination by Kevin Apte</title>
		<link>http://www.strategicitarchitecture.com/2009/05/clouds-and-soa-a-powerful-combination/comment-page-1/#comment-43</link>
		<dc:creator>Kevin Apte</dc:creator>
		<pubDate>Thu, 03 Sep 2009 01:26:26 +0000</pubDate>
		<guid isPermaLink="false">http://www.strategicitarchitecture.com/?p=290#comment-43</guid>
		<description>I think internal clouds have good potential- Currently public clouds may in some cases be much more expensive than equivalent work being done in private clouds. 

Many companies are still hesitant to go to the public cloud. An internal cloud for core data center workloads makes excellent sense.</description>
		<content:encoded><![CDATA[<p>I think internal clouds have good potential- Currently public clouds may in some cases be much more expensive than equivalent work being done in private clouds. </p>
<p>Many companies are still hesitant to go to the public cloud. An internal cloud for core data center workloads makes excellent sense.</p>
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		<title>Comment on SOA Discovers MDM by Andrew (Andj) Sturt</title>
		<link>http://www.strategicitarchitecture.com/2009/05/soa-discovers-mdm/comment-page-1/#comment-37</link>
		<dc:creator>Andrew (Andj) Sturt</dc:creator>
		<pubDate>Wed, 17 Jun 2009 16:07:25 +0000</pubDate>
		<guid isPermaLink="false">http://www.strategicitarchitecture.com/?p=263#comment-37</guid>
		<description>Vic,

A question, just out of curiosity, on what &quot;semantically accurate&quot; means. Once an enterprise has a taxonomy in place, would you recommend each department begin using the terms defined there in their reporting? Or can a department use its own definition of, for example, &quot;Customer&quot; in its internal reports? I mean, if a departments customer is another department within the same company, but the company itself has external customers, should governance attempt enforce a consistent usage of the word throughout the business and require internal customers to be called &quot;Internal Customer,&quot; or some other agreed upon term. Or should each group be allowed to use its own lexicon internally?

I can see arguments both ways, but I wondered what your preference would be.

Andj</description>
		<content:encoded><![CDATA[<p>Vic,</p>
<p>A question, just out of curiosity, on what &#8220;semantically accurate&#8221; means. Once an enterprise has a taxonomy in place, would you recommend each department begin using the terms defined there in their reporting? Or can a department use its own definition of, for example, &#8220;Customer&#8221; in its internal reports? I mean, if a departments customer is another department within the same company, but the company itself has external customers, should governance attempt enforce a consistent usage of the word throughout the business and require internal customers to be called &#8220;Internal Customer,&#8221; or some other agreed upon term. Or should each group be allowed to use its own lexicon internally?</p>
<p>I can see arguments both ways, but I wondered what your preference would be.</p>
<p>Andj</p>
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		<title>Comment on Are We Any Better Than We Used to Be? by Vic Brown</title>
		<link>http://www.strategicitarchitecture.com/2009/03/are-we-any-better-than-we-used-to-be/comment-page-1/#comment-27</link>
		<dc:creator>Vic Brown</dc:creator>
		<pubDate>Sat, 02 May 2009 18:20:35 +0000</pubDate>
		<guid isPermaLink="false">http://www.strategicitarchitecture.com/?p=186#comment-27</guid>
		<description>No profound insights have surfaced! 

On a personal level, as I pondered the question, I realized that for the past couple of decades I’ve been so immersed in the struggle for excellence and continuous quality improvement – in how we do our jobs and in the quality of the outcome – that I’ve never really stopped to assess our progress on the journey.

Everything is so much more complex than when we started – computing platforms and tools, the businesses we support, our national and international economies, and the geo-political environment in which our enterprises operate. Comparison is difficult, and maybe not all that relevant! Maybe what really matters is how much we can improve over yesterday!</description>
		<content:encoded><![CDATA[<p>No profound insights have surfaced! </p>
<p>On a personal level, as I pondered the question, I realized that for the past couple of decades I’ve been so immersed in the struggle for excellence and continuous quality improvement – in how we do our jobs and in the quality of the outcome – that I’ve never really stopped to assess our progress on the journey.</p>
<p>Everything is so much more complex than when we started – computing platforms and tools, the businesses we support, our national and international economies, and the geo-political environment in which our enterprises operate. Comparison is difficult, and maybe not all that relevant! Maybe what really matters is how much we can improve over yesterday!</p>
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		<title>Comment on Are We Any Better Than We Used to Be? by Kenny Sargent</title>
		<link>http://www.strategicitarchitecture.com/2009/03/are-we-any-better-than-we-used-to-be/comment-page-1/#comment-26</link>
		<dc:creator>Kenny Sargent</dc:creator>
		<pubDate>Fri, 01 May 2009 22:32:38 +0000</pubDate>
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		<description>So what is the answer, my good friend and &quot;older&quot; colleague? Any more insights?</description>
		<content:encoded><![CDATA[<p>So what is the answer, my good friend and &#8220;older&#8221; colleague? Any more insights?</p>
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