REAL Talk With Sam Holcman

Humankind has a thirst for ease.  Sometimes, we just fill out forms with 123 Main Street, Joe Doe as our name, 123-456-7890 as our telephone number.  Innocent or mischievous?  Does your favorite AI tool or language model know this?  Of course not.  If you have not dug into this yet in your language models, you will possibly be surprised.  The issue is large and growing.

Beyond the AI Algorithm: Rediscovering Authentic Learning and Best Practices.  The Broadcast will outline the four categories of data (information), and the limitations faced today with large language models.

General Motors has had a number of changes in their software development organizations, for a number of decades now.  It's like déjà vu all over again, as Yogi Berra stated.  Perhaps it is not who is developing the software that needs to be addressed - it is how it is being developed.  An understanding that needs to be put forward.

Can you trust and verify the software you are using (or developed internally) is secure, safe, and functions as intended?  Do you know where the software was developed, who maintains is, how it is maintained, and how it is changed?  In this age of increasing cyberattacks, these questions are now an imperative.  Listen in for some insight into this very important topic.

Does the word Consultant bring fear to you or your organization?  Let us examine how to turn that fear into trust and hope.  There is one overarching thing that you can do to make this happen.  Have a listen!

Are you, unfortunately, a C.I.N.O. Architect?  Don't be mad or upset - do something about it.  Have you, as a hiring manager, now realized you have C.I.N.O. Architects in your organization rather than C.I.P. Architects.  Don’t be mad – do something about it.  Upgrade the skills required to actually develop Enterprise Architectures or Business Architectures. (C.I.N.O. – Certified In Name Only, C.I.P. Architects – Certified In Practice Architects.)

Have any "grey-haired" people in your Organization? Perhaps you should talk to them about the Silver Bullet already available in most Organizations - Mainframes and liquid cooling.  Rethinking Artificial Intelligence in the midst of a bit of a fade that already is present.

If you think you are too small to be affected by cyber-attacks, ransomware, etc. - please listen to this broadcast.  All are vulnerable to these attacks.  And we all need to look at the root cause of these attacks, rather than just pointing fingers at various actors.

What can we, as Enterprise Architects or Business Architects learn from observing the Olympic Games?  We will outline these lessons, and how we as Architects can gain skills, recognition, and satisfaction, by following these examples.

When you are working on a project with a group of individuals, there are four types/categories of individuals you  may encounter.  We will discuss these four types of individuals, how they can help or hinder a project, and also take a look at the most damaging of the type of person you may encounter - the cynical project manager.

It is time to spotlight essential concerns that demand CEO (and their equivalent title in Government) consideration.  There is an urgent need to bring key issues to the forefront of Leadership's attention.  The issue of the Century is Software Development Maturity.

Project Management, most notably in the Enterprise Architecture and Business Architecture realm has become significantly more difficult and complicated.  We will describe the four project management approaches to these Architecture development efforts and the skills required in the post-November 2019 environment.  

Keeping with our tradition of bringing “human consumable” understanding of all things technology, we give you a nine minute overview of ChatGPT.  Let us remember what this is really all about – processing data.  With this technology, we are processing data faster.  The fuel is data.  What you need to be aware of is the data quality that is being processed.  What is the quality of the data being processed?

Do you really feel safe experimenting with AI right now?  I mean really safe?  The answer, at best, should be I am not sure.  Well, that is a good answer.  So, for $100 investment, plus approximately $40 a month, you can set up a completely independent environment and play all you want.  And maybe some of that playing around can then be translated into your production environment – personal or company.  Have a listen.

Yes, we are in the information age, and moving out of the internet age.  The key driver in the information age – the fuel/oil is data, that organizations can use to create information that has value.  Let us discuss these terms and the concepts of an Information Strategy.

Wayne Gretzky is a G.O.A.T. – Greatest Of All Time.  He holds many records in the National Hockey League.  But what can he teach us as Technology Professionals, Enterprise Architects or Business Architects?  Have a listen to this Podcast!

Much is being speculated and written about the numerous world-wide legal issues facing Google.  Perhaps addressing these legal issues can be done by Google removing the word “search” and replacing it by “Forum” – The Google Forum.  Why?  Because Google is not a search engine.  Yes, we need a real search engine.  This broadcast outlines how Google (and others) can keep doing what they are doing but invest in building a real search engine next to their Forum.  A Forum is very different than a Search Engine.

This recent article in CIO caught my attention.  The article describes the five practices this author feels is a cause of digital innovation implementation issues.  Practice two specifically caught my attention.  Practice two is “You’re retaining waterfall planning but demanding agile delivery”.  My analysis and commentary suggest, if this author has accurately described the “agile mindset”, I believe we have discovered a fundamental “flaw” in agile practices.  Your comments are welcome.

Why aren’t our Stakeholders reacting to our Enterprise Architecture or Business Architecture deliverables we provide?  Perhaps one reason is that we expect “one and done” – we provide them with the deliverables and expect their understanding and reaction.  Well, this is where the number seven has relevancy.  Have a listen!

Shadow AI! – the use of public AI engines by stakeholders – both business and technology professionals, outside the prevue of the Technology Organization.  Everything from privacy, customer data, trade secrets,  confidential data, and personal data is exposed outside of the Enterprise walls.  It is now time to look at these possibilities and establish not only policies but also a strong education campaign and a Data Architecture that is the pinnacle of the appropriate usage pyramid.

A technology department's goal should be to put the computing processing and storage in the right location that supports the Enterprise's needs and business objectives.  We suggest that an Architected Cloud approach – that optimizes both on-premises and off-premises environments is not only gaining traction but is optimal. We explore the reasons for this and how to optimize what many organizations are considering to be their long-term approach – an architected hybrid deployment strategy.

As a practicing Enterprise Architect or Business Architect, have you inventoried all of the deliverables you produce in your Architecture?  Then have you taken that inventory and mapped it to your Stakeholders?  That is what we refer to as the Deliverables String Test.  This broadcasts overviews the very effect technique to optimize your Architecture activities, and enhances the value your Stakeholders get from your efforts.

This Handbook is designed to help you evaluate an Enterprise Architecture methodology on a quantitative basis.
Twenty-six distinct criteria are divided into five categories: objectives, properties, components, functions, and services. Each criterion is presented in the form of a question, followed by a discussion to guide you in evaluating the methodology under review.  This Broadcast is only a summary. Download the Full handbook using this link: https://lnkd.in/ghnxEE3h

Significant confusion remains as to what Enterprise Architecture is and what it produces.  We suggest one reason for this confusion, is the Certification and Training Organizations that are providing an Enterprise Architecture definition that parallels what they teach.  Let us look at the different foci.

We now have numerous lawsuits that have been filed again both AI providers, and more concerning to the general population, lawsuits that are filed against those that are using AI in decision making.  Four general categories of concerns are outlined:  Privacy, Copyright Infringement, Responsible party in the use of AI generated decisions and expressions, and Personal and Corporate defamation.  Part of this summary comes from the Wall Street Journal.

A recent incident with a cloud service provider has left their clients with absolutely nothing in their accounts, no data, mail, applications etc.  This includes the two backups that the cloud provider had believed were secure and safe.  We have a suggestion that all need to consider.

We define hype and marketing and compare these terms.  We then list just a few of the “new” technologies that are in the press recently and leave it to the listener to determine the hype or marketing category.  Yes, we have suggestions!

In this fourth episode of What is Strategy, we discuss the one sentence that is vital in developing your Strategy.

In this third episode of What is Strategy, we discuss Fool’s Gold, so you will not be fooled!

In this second installment of What is Strategy, we will continue our dialogue on What is Strategy and emphasize what makes a compelling and competing Strategy.

In this first installment of What is Strategy, we will define what is Strategy.

We suggest eight questions that you ask your potential Enterprise Architecture or Business Architecture Consultant/Advisor/Potential Hire, prior to spending hard earned money.

We define Business Architecture, from a Stakeholder perspective and Practitioner perspective, and how Business Capabilities are developed and defined.

The latest published statistics are documenting a digital transformation failure rate of between seventy and ninety five percent.  WOW!  We suggest a “Succeed-Fast” approach that is Business-Goal aligned.  Select areas that are most critical/important to the organization, which will engage the stakeholders directly due to their interest in a specific area.  It does take a bit more “architecture”, as incremental transformation requires a baseline to ensure each increment amplifies the overall benefit and does not cause unintended consequences. 

Ontologies=Architecture Flows and Hierarchies = Implementation.  It is not one or the other – it is both for Enterprise Architecture or Business Architecture. If your Enterprise or Business Architecture efforts are not getting the results or recognition you believe should be there, it is highly likely that what are presenting is not architecture and is not human consumable.  It is never too late to get on the Architecture track to add to the Implementation architectures you have in your portfolio.  Listen in for some hints!

In the Artificial Intelligence – Internet Age, these four words are rarely discussed, yet they are extremely important when we read or hear something.  How do you determine which one of these you are seeing, when a conclusion is drawn.  Some real thoughtful analysis needs to be done.

Unfortunately, studies show an alarming failure rate in digital transformation efforts. Our analysis indicates two contributing factors to this failure rate – no fully defined Goal for the digital transformation effort and beginning the transformation by documenting the current business state prior to first defining the desired business state and outcome.

Yes, AI data is already a mess.  The excuse phrase we use is AI is “hallucinations”.  Well, another term to use is “mistakes”!  But let us stop looking out the rear view mirror and look how we can harness the AI engine for our competitive advantage.  How – by building out your data foundation.  The right time to do this is when data starts coming in the door.  Or the right time to do this is now!  Enterprise Architect, Analyze, Design, Assemble solutions to order  – the contemporary life cycle for true competitive advantage from technology.

Federal labor statics now confirm an almost four percent month to month decline in host computer costs and server costs, while cloud services are increasing almost two- and one-half percent.  Cloud computing as a default is no longer a strategy.  R.E.A.L. Enterprise Architects have the ability to provide an analysis on a case-by-case basis, as to deployment strategies that balance cost effectively, with business value.  Let us now demonstrate, as Enterprise Architects, how we can assist the business in achieving their business mission and strategies, cost effectively, and bring true enterprise agility to the business.

The pace of technological innovations seems to be accelerating at a pace unseen before.  Yet studies have indicated that seventy-five percent of respondents to a recent survey have a level of concern as to what they are hearing about these innovations.  This broadcast outlines a balanced reward/risk approach as to analyzing these innovations moving forward.

There are several phases that we suggest organizations need to work though, to get to, what the organization considers is digital transformation.  You sort of have a hint in this first sentence – what is the end state you desire to achieve through this effort.  From that understanding, then look at business changes possibly required – especially process changes.  Then go on to technology.  Yes, there is a whole lot more!  But this will get you started.

Flowing through the Chinese government is a proposal to restrict internet usage on mobile devices for those under 18 years of age.  Those limits range from a 40 minute limit to those eight and under to two hours for those 18 and under.  Additionally, no internet between the hours of 10PM and 6AM.  Food for thought for those of us outside China.  Have a listen to the details, and I look forward to hearing your comments.

I revived a real letter recently – yes, an envelope with a stamp and contents.  I was not sure whether the envelope and some of the enclosed writing was handwritten, or computer generated.  What did intrigue me was one of the notes that was in the content explaining why this organization used regular mail to get my attention.  Have a listen and see what thoughts this generates.

Do you actually know the credentials of your Business Architecture or Enterprise Architecture prior to you parting with your hard-earned money, or your company’s money?  Not just the organization they work for, but who will be providing you with the training and knowledge you need to be successful?  This broadcast outlines just a few simple questions that you should be able to get answers to, in less than ten minutes of the instructors time, prior to your investment.  Don’t regret your choice when it is too late!

In the field of Business Architecture and Enterprise Architecture, some are trying to popularize the concept of just enough architecture or minimal viable architecture and resulting products.  We suggest that underlying this trend is too much complexity in what is being represented – not level of detail, but its representation.  This broadcast will describe simple and complete as what is desired (and human consumable!).

A United States Senator – Senator Wyden – has asked the FTC, and DOJ to investigate Microsoft for its role in a previous cyber-hack and an email breach.  I applaud this direction, but suggest that “picking” on Microsoft and looking at cybersecurity is, at most, only a start, and I may question that this is a good starting point.  Let us do “root cause analysis”, for these incidents and others.  We strongly suggest that it is the software industry that is “stuck” in Maturity Level 1 software practices, and needs to progress to Maturity Level 3.  Have a listen and your comments are welcome.

Large bad data.  Obviously not good and some have recognized this as “model collapse” – the bad data causes more bad data to be generated.  Small bad data – nothing needs to be said here.  Small (vetted, provenance-known) data – perhaps within your enterprise walls – perhaps the way to go, until large, good data that is used for training appears.  When will this happen?  I do not think this is on the horizon.

Outputs – something that is produced.  Outcomes – the result of something.  What is your “end state” that you are producing from your Enterprise Architecture or Business Architecture efforts?  What are your Stakeholders seeing?  Outputs or Outcomes?  If it is Outputs, perhaps listening to this broadcast will explain the reception you are getting.  Words do have meaning, but so do Outcomes!

There is a growing realization that AI large models are being trained on AI generated content.  You may have to read this sentence again!  In some circles, this is being called AI generated spam.  And more of concern, as we enter the “political season” in the United States, the ease of which political disinformation, with AI generated disinformation will overwhelm legitimate sources.  We suggest there is a way to address this and get a real competitive advantage with this technology.

We describe the three maturity levels for organizations that write computer software and develop applications.  Maturity Level 1 – Make to Order, Maturity Level 2 – Provide from Stock, Maturity Level 3 – Assemble to Order.  Maturity Level three is the key to Enterprise Agility.

A vendor releases a software update to address a serious flaw in their software.  The treat was serious enough to cause the software vendor to rush out a patch.  The patch itself had a problem.  The response from the vendor?  Back out the patch and await another patch!  I thought this flaw was serious.  It is still there.  We need to get this madness stopped.

Some of the newest software is being developed for electric vehicles charging stations. Guess what?  Hackers are having a field day.  What is the reaction of the government and industry?  Continuing the whack-a-mole approach to after the fact security.  The madness must stop.  Just a bit of root cause analysis shows us the pathway.

You hear numerous phrases like “minimal viable”, “just enough”, and terms like this.  Yet, the implementations tend to default to massive, costly, and lengthy “final solutions”.  Let us think in an opposite manner.  Not what is minimal, but what is needed for a particular purpose.  It begins with Architecture, more specifically Federated Architecture.  This concept is introduced in this podcast, and elaborated in a broadcast titled Federated Architecture.

We review some eye-opening statistics on the incredible increases in computer hardware advancements in processing capacity and relate that to the very different productivity and effectiveness of using this capacity and today's software development practices. It is time for a true assessment of what best practices are in software development.

Confirmation Bias is defined as the tendency to attribute more weight than we should to information or solutions that are consistent with our beliefs. The technology industry has seen this in cloud computing, enterprise and business architecture, and numerous other areas. Unfortunately, the ramifications of an unoptimized solution do not show up for some time. We provide some guidance to avoid these very costly mistakes.

How do you make decisions on when to do things in-house, offshore, or outsourced?  We suggest the optional decision is what is the most direct way to achieve organizational goals and strategies.  With simple two-dimensional representation, all stakeholders will be able to see the relationship between the goals that are to be achieved and the personnel, processing power, and data each associated with those goals.  From these visuals, sound  strategy-driven decisions can be made.  A very powerful but simple technique.

Enterprise Architecture is a discipline.  Enterprise Architect is one Architecture Role.  We name the twelve architect roles in an enterprise. These names are associated with The Enterprise FrameworkTM  and are mapped into this Framework. Wordy definitions of these roles are not as helpful as the actual understanding of what each of these Roles produce. Please see our website www.ArchitecturesCOE.org, for The Enterprise FrameworkTM and this mapping.

Two articles were recently published that demonstrate clearly, the Data ownership debate/discussion/concerns that are going to determine where the public internet, search engines, and AI are facing and how these areas will mature very soon.  Quite simply, who “owns” the data, and what rights do those data owners have.  This seven-minute broadcast is an introduction to this very important topic.

When we were asked this question by one of our clients, the question being what is digital transformation, we did a bit of research.  As typical, we started with Google and Bing.  And to be a bit more contemporary, we asked a few AI engines the same question.  Summary – not really helpful!  Words have meaning.  What we suggest we need to do is enhancing or optimizing business activities through technologies – digital optimization.  Have a listen for more information.

What is the key skill that is not generally taught in Business Architecture or Enterprise Architecture Seminars and Training Courses?  Soft Skills!  The skills needed to get your point across and be heard.  Yes, a balance between “Hard Skills” that you get in these Seminars is just one component, and some say not the key component.  Have a listen to what Soft Skills are.

It has been ten-plus years since the meteoric rise in the use of off-premises computing – cloud computing.  Of course, we all know things change, and a little advertised change in the Information Technology world is the widening costs differential between in-house computing and cloud-based computing.  There has been and is a steady rise in the cost of cloud solutions and a corresponding steady decrease in the full cost of in-house solutions.  It is time to take a look at a balanced approach to these options.

We have compiled the six most often asked questions when we are called on for a potential consulting engagement. These six questions address the most important skills a consultant needs.  And you should be able to gauge the answers to these questions quite quickly.  And yes, there is one time-waster question we also suggest really is a time waster!

In a recent article in the Wall Street Journal, Paul Vieira outlines the actions taken by the Canadian Government that would force Facebook and Google (amongst others) to pay media outlets for links.  I call this leveling the playing field, and this podcast outlines why it is time for this to happen.  And by extension, the same compensation needs to occur from the AI vendors that are training their tools on intellectual capital they do not have rights to.

An article I read - "7 Ley questions CIOs need to answer before committing to generative AI," got me thinking about what questions need to be ASKED prior to not just AI - but any technology that is acquired/implemented. Using just a small component of the EACOE Enterprise Architecture approach will provide these questions. It is worth just a few minutes of your time, I believe.

Whether you are into AI or not, we all have a choice to make when we are looking for information of any kind – restaurant recommendations, business trends, gasoline prices, strategies, or best practices.  Two fundamental sources exist – paid sources and no-cost sources.  Have you thought about it in these simple terms?  That is what this broadcast is about.

I recently read an article titled AI is Writing Code Now. For Companies, That is Good and Bad. In summary, it is bad.  It is not only bad because we are increasing complexity and exacerbating technical debt, but these organizations are just speeding up what they have been doing for decades. It is time to realize where we are in Information Technology Maturity and get the organization on the path to Maturity Level 3 – Assemble Solutions to Order.

In a recent CIO article, eight famous analytics and AI disasters are described, discussed, and analyzed.  There is a common theme that is apparent after a bit of analysis is done.  I call this the ninth and continuing disaster.  A solution to this ongoing disaster is outlined.

As a public service, I am reading the actual “Bard Privacy Notice” in this podcast.  It is worth all to spend five minutes listening to this Notice.  I will then relate this Notice to what it means to those of us that in some way, rely on the Internet/AI for information and the use of this information.  WOW!

On the heels of a widely published academic study on the AI-enabled cheating occurring on college campuses surrounding exams, college campuses are studying and looking at alternatives – both oral exams and, more importantly, skills-based demonstration, to access academic achievement and competency.  The motivation is quite simple for colleges.  If a degree no longer designates legitimate achievement, it will cease to hold value.  Colleges are at a real risk of becoming diploma mills.  It is time the Enterprise Architecture and Business Architecture certification community recognized this situation before certifications in these fields became what some are already calling "certification mills."  Some certification bodies are already there.

The fuel for Artificial Intelligence is data.  Good fuel (data) will provide good energy (answers).  However, bad fuel (bad data), will cause issues both in the long term and short term (bad answers, misleading information, untruths, and many more undesirable outcomes).

There is no known, as of this broadcast date, list of data sources that any of the AI engines are being trained on.  What does that mean to the AI “consumer”?  Maybe we need a different approach to how to train these AI engines.

There is much discussion about the potential use of Artificial Intelligence for purposes that are less noble or in the best interest of most of us. OK, no disagreement. But does anyone really believe that establishing a national government or worldwide agency to regulate AI will be a solution? I do not. Yes, the government may have a role. I would like to suggest that using the AI Engine with great data will serve society, organizations, and individuals, and at a minimum, the support for these concepts should be equal or more than wringing of hands.

Let us begin with a summary – the Internet does not have best practices. The Internet has published practices. Let us work through the logic because there are no best practices on the internet. Really nothing shocking – just a bit of realization.

In this episode of Real Talk, we explore the correlation, causation, coincidence, and/or contribution to the increase in cyber attacks of all kinds and the increase in the use of agile techniques in technology. We begin by stating a scientific hypothesis and then exploring the four C’s.  This is a status report on this research.

In this two-part broadcast, we will recap the use/misuse of the internet and its information sources for research on topics in various fields. Part two of this two-part broadcast will then look at AI and what is happening in the same arena. This is only one lesson that provides a stark and frightening example of AI “shortcutting” rather than doing actual work. Yes, there are solutions.

In this two-part broadcast, we will recap the use/misuse of the internet and its information sources for research on topics in various fields.  We go back to our experiences with graduate students in two different universities and the consequences of using unvetted information sources instead of actually doing the work required.  Part two of this two-part broadcast will then look at AI and what is happening in the same arena.

You are what you eat. AI engines are what data they consume. If AI needs to be “cured” or wants to be “cured,” it starts by admitting what it has consumed. Yet we hear that the training data for an AI vendor is proprietary. Well, let us examine this.

In this Broadcast, we will define Business Architecture, what it is, its components, audience, and its output – Business Capabilities to achieve the Organization’s Goals, and Objectives.

First-Mover is not automatically a win. Each industry and technology need to be looked at through two dimensions – Market Evolution Speed and Technology Evolution Speed. A simple two-dimensional representation of these two factors in your industry/market can give you a quick gauge of where you are, should be, and what your competitors are doing. What is your approach to AI?

This Broadcast will outline mistakes organizations have made in training their staff in Enterprise Architecture or Business Architecture.  As you will hear, the most common mistakes are easily avoided to enhance the effectiveness of training and certification programs.

In this direct reading of an article by Johnathan Turley, published in USA Today, Professor Turley recounts his horrifying experience with an AI “published” article about himself. Could it happen to you and me?

This Broadcast will discuss these three growing concerns that most of the CIO’s we have interfaced with are trying to address.  Quite simply, these three debts are stifling innovation and inhibit organizational agility.  Let us discuss how to get started in identifying where we should start before we start!

Malware, Misinformation, and Disinformation – they are different, and they are something we need some thoughts around as we move more into Artificial Intelligence. This Real Talk episode will define each of these, and how we suggest these are more important than ever to understand in the Artificial Intelligence world, we are entering.

We bring to you a summary of an article penned by Eric Griffith outlining what he considers nineteen tech myths that some people believe. We cover each one of these myths, with a bit of explanation of some, and possibly a bit of humor. Enjoy!

We hear that the results of an Enterprise Architecture or Business Architecture are not being used, or the value of those architectures appreciated or recognized.  Perhaps there are two fundamental reasons for this.  One reason is what is being delivered.  Another is how it is being delivered.  We will explore this vital topic and provide guidance on what needs to be done.

Enterprise Architecture and Business Architecture.  What are they?  What are the similarities?  What are the differences?  In this broadcast, we will begin with a consistent definition of the word Architecture.  From that common definition, we will then add the adjective Enterprise or Business to fully define an Enterprise Architecture or Business Architecture.

We will compare the concepts of a base of knowledge and a methodology for both Enterprise Architecture and Business Architecture.  A base of knowledge is like an encyclopedia – good for general information on a topic or area of interest.  A methodology is an action plan – a recipe that you can follow to provide a desired result.  Tune in for more information.

This Broadcast will define and describe a Framework for Business Architecture or Enterprise Architecture.  From that understanding, we will provide three examples of Frameworks in other professions to provide a context as to what is needed for a Business Architecture Framework or an Enterprise Architecture Framework.

Business Capability - what is it?  This broadcast will define the concept of a Business Capability, a definition of a Business Capability, what is "contained" in a Business Capability, and an example.  For a more comprehensive definition and example, please see our website www.BACOE.org

The Broadcast will define Stakeholder-Focused Enterprise Architecture – R.E.A.L. Enterprise Architecture that produces a “human-consumable” result.  If you are a practitioner and do not have a seat at the “big persons table,” this broadcast is of value to you.  If you are the recipient of an enterprise architecture and are still head-scratching as to what you received is good for, perhaps you can use this definition to more precisely define what you actually want from an Enterprise Architecture – a roadmap to achieve your organization's Goals and Strategies.

Hurray already!  We are beginning to see vendors and organizations realizing that because the artificial intelligence engines need GOOD data rather than a lot of (questionable) data, this training data needs to be from subject matter experts.  And it is happening. Yes, some problems still remain, but much fewer than in the “generalized” categories.

BUT?  What is the BUT?  These focused applications cost money – yes, it is not free.  Quite simply, real Best Practices cost money and are not on the internet.  Best Practices cost money in all areas of our activities, and the same is true for AI and its training data. This is a great development!

I review the thoughts of Neil deGrasse Tyson on the effect AI is having on the Internet and how I believe it will result in a realization that it is not the AI "engine" that is the issue but the "Internet training data" that is the underlying issue.

We used to call them “bugs,” then “revisions,” then “updates,” and now, in Artificial Intelligence (AI), “hallucinations.”  The correct term is “mistakes.”  Let us, as an industry, address these AI mistakes now.

Let us take a look at the term(s) that make up the composite phrase Artificial Intelligence.  When we analyze these terms, we find this is not the phrase we want to continue to use for a number of reasons.  Perhaps Amalgamated Information is more accurate and more exact.

There are four categories of data that are used/available to "train" Artificial Intelligence engines.  (1) open data on the Internet and other sources, (2) Copyrighted data, (3) Data requiring some initial exchange of information/funds, and (4) True Intellectual Capital / Best Practices. This Broadcast will provide some insight into and understanding of these Categories.

This Broadcast will define and describe the four components of an Artificial Intelligence Environment.

We define and break down the definition of R.E.A.L. Enterprise Architecture. Enterprise Architecture is explicitly describing an organization through a set of independent, non-redundant artifacts, defining how these artifacts interrelate with each other and developing a set of prioritized, aligned initiatives and road maps to understand the organization, communicating this understanding to stakeholders, and move the organization forward to its desired state. R.E.A.L - Realistic, Enabling, Actionable, Logical.

Root Cause Analysis is a term that encompasses methods, tools, techniques, and strategies to surface problem causes. The root cause is the “ultimate” problem to be addressed.

Watch the original presentation on this link: https://www.architecturescoe.org/resourcesall/cyber-security-root-cause-analysis-the-state-of-the-practice

Root Cause Analysis has been a component of Total Quality Management (TQM) for some time. We bring this long-effective and tried approach to one of the biggest concerns to organizations – Cyber Security.

This broadcast will outline the suggested approach to this analysis process and then provide insight into what we have found to be (at least one important) the root cause of the continually growing cyber threats.

Tune in to this vitally important broadcast.

With the increased emphasis on "digital transformation" and "agility" in Enterprises worldwide, it has become more difficult to separate facts from beliefs, experiences from opinions, and sound practices from declarations.

The field appears so irregular because academia, publications, consultants, and practitioners, present IT practices with disparate voices advancing a multitude of approaches, meanings, and sets of expectations—some based on internet writings, some based on conjecture, some based on opinion and yes, some based on sound practices.

Watch the original presentation: https://www.architecturescoe.org/resourcesall/optimizing-and-streamlining-it-for-business-agility

This presentation includes fact-based descriptions and approaches for "digital transformation" and "agility," which are grounded in sound practices and principles based on decades of field engagements and experience.

"Digital Transformation" is the investment and alignment of optimized or new business models with technologies that best engage customers. This places additional demands on the business technology organization.

Couple this with the recognition that these transformations may involve process (both business and technology) transformations, changes in the business model itself, "cultural"/value realignments, and organization transformations, and the "IT business model" will at least need a review!

The pressure on IT to deliver technology-enabled change to the business can be looked at negatively or as an opportunity to really bring agility to the business through agility in technology delivery. How can IT leaders actually bring this about?

This broadcast will bring some insights into both business agility and technology agility – tune in to see how.

Enterprise Architects and Business Architects; do you have a seat at the “Big Persons Table?” Perhaps it is not only what you are delivering but HOW you are delivering it. The key to delivery is a series of soft skills in addition to the Hard Skills you may possess.

So, how do you make yourself heard? Soft Skills delivering Human Consumable architectural representations! Of course, this is in addition to real Enterprise Architecture and real Business Architecture Skills. This Webinar will first describe and contrast Soft Skills with Hard Skills. Soft Skills are often associated with a set of behaviors and traits that relate to an individual’s ability to interact with other people, such as communication skills. Contrast this with Hard Skills that describe capabilities needed to perform tasks, such as industry expertise and process knowledge. This Webinar aims to introduce you to some of the underlying concepts of selected Soft Skills and provide an overview of some practical tools and frameworks to aid your understanding of this most important personal asset.

Please join us for this most important and unique Webinar that will exercise the other side of your brain! Want to SEE the broadcast presentation" Watch HERE: https://www.architecturescoe.org/resourcesall/do-you-have-a-seat-at-the-big-persons-table

Communicate clearly and concisely. Build trust by demonstrated practice to become a valued advisor. Do not show people your tools (or your models) and expect them to be impressed. Let go of the “scarcity mentality.” Make your work visible and understandable without your constant presence. Don’t confuse having a “Seat at the Table” with “Having a Voice at the Table.” 

Enterprise Architects are becoming Cloud Architects in many instances, or at least are finding the need to apprise themselves of whole new ways of strategically managing data. And as hybrid cloud becomes the norm, most companies realize they need to pay keen attention to their information architectures. How can your company stay on top?

Who are they? Who makes a good enterprise architect partner?  Who makes a good enterprise architect practitioner?

Who are they? Who makes a good business architect partner? Who makes a good business architect practitioner?

We discuss this and more in our podcast.

The Coronavirus pandemic is the latest in a long list of disruptors to established business models. Whether it is competitors, technology, natural disasters, foreign or domestic threats, a disruption, or the next occurrence of an unknown, businesses are recognizing that change is the new normal.

This emerging reality does not begin with new technology. Technology enables a series of business and mission-aligned initiatives to move the organization to its next state.

Our guest, Ken Metviner, very interesting & fresh perspective on the what the future holds as we move out of the most current crisis we are in. This won't be the last crisis, & perhaps we should look at consumer behavior with a bit more logic than just believe it is a “random walk”.

Ken outlines a perspective that is unique & logical - one half the economy can be characterized as stable and one half the economy characterized as variable – each requiring move-ahead approaches in their own way.

Clark Keller, of Data Driven Marketing, provides insights into marketing in the digital age.Technology has changed the way companies deliver their marketing message but hasn't changed basic marketing principles.

Customer data is the most valuable asset a company has. Customers use reviews as a way of deciding which company to do business with. Data & customer information allow companies to hyper-target their marketing message. Of course, underlying all of this is a concern with privacy.

In this unique view of distance learning, we speak to 3 college students, from 3 universities, on their personal experiences with distance learning. School closures led institutions to move instruction to online. Proper planning has given way to crisis management & implementation.

Questions include, education topics, food, housing, money, learning access, feedback, social interactions, & the “new” academic life. We will gain insights “from the trenches” on what works, & what needs improvement.

If you're tuning in in the April 2020 timeframe, we are in a bit of a turmoil situation.

Pressures are coming from a number of directions, & focus is easily lost and replaced by motions & actions that substitute for planned actions and strategies. Focus, consistency, coordinated actions, & efficiencies are more important “in the now”, yet we need explicit representations we can view & act on.

Yes, unfortunately, a short-term focus is a necessity at this hour- how to succeed in the here & now.

The cloud is discussed as the potential for better technology & business agility, but moving computing resources has two sides.

IT leaders are learning that running applications in the cloud costs more than doing so on-premises, & adds complexity & security concerns not fully appreciated in the “rush” to the cloud, leading them to rethink strategies, & bring applications back in-house.

We outline our EACOE Enterprise Architecture analysis approach on rationalizing cloud/in-house strategies.

Watch and see the presentation: https://www.architecturescoe.org/resourcesall/processvisualization-75sn8-lz977

A new reality has been set- the global movement of people & goods provides a new set of opportunities and challenges, which cannot be predicted, but should be anticipated. Today's crisis is the disease, COVID-19 & the virus, SARS-CoV-2. The next could be another virus, or massive internet outage, or a terrorist attack.

But, the reaction of most organizations is reactive & crisis driven. We must look at approaches for developing resilient organizations to anticipate the next disruptive event.

Triggering my thoughts in developing this episode was YAF. What is YAF? YAF is Yet Another Framework! This is a consortium of academics, industry, & government people published YAF on enterprise architecture.

My thoughts quickly moved to thinking about complexity and those that revel in it. Is there such a thing as “complexity bias”? Is it, for some, a measure of progress?

In this episode, we will explore complexity and complex. They are different!

We have all turned, to some degree, to a short-term focus in both our personal & business lives. We must deal with reality.

How do you address both short & long term issues & opportunities? In the short term, identify areas for optimization, while understanding the effects in future operations.

We outline a two-week Enterprise Architecture Immersion approach that identifies short-term prioritized opportunities for cost optimization, & sets the stage for the eventual return to normalcy.

We look at this Pandemic through the eyes of Enterprise & Business Architecture. A robust architecture methodology is a tool we can use to analyze things that are complex, and we are seeing significant complexity in this situation!

We apply out-of-the-medical-box thinking to this crisis situation. Let us take a brief time-out from the media driven hype & hysteria-focused analysis & see if we can provide another frame of reference for those professionals working to help us through the crisis.

What is an Enterprise Architecture (EA) Health Assessment? The “health” assessment of your Enterprise Architecture will provide you an informed, independent perspective of your strategic EA asset’s viability as a foundational resource.

Your Enterprise Architecture is a strategic asset, and must offer strategic value in several aspects. Assess your existing information to determine how well your EA is positioned to provide these values. A thorough, fair & objective assessment will get you there.

Make to Order, Provide from Stock, Assemble to Order. The three maturity levels that are understood and tried and true in the manufacturing community. In the IT community, most organizations reside in level one and are attempting to “speed things up” – all within maturity level one.

Underlying maturity level three requires two concepts and underlying technologies. Change, displacement, new learnings, and reward systems are all part of the equation, which makes people uncomfortable – and resistant to change.

In the age of digital transformation, big data, cloud computing, one fundamental fact remains. What we in organizations are doing is processing data. Technology departments have many names nowadays. But fundamentally, they process data.

We outline our approach to understanding processes – Process Mining that leads to a Business Process Warehouse. We review benefits & challenges, & outline field-proven approaches to obtaining benefits. We will also outline the methodology used to guide efforts.

Luke is the President/CEO at Retail Band, where he aims to help businesses sell appliances through online channels and allow their market to grow and expand. He has extensive product development and entrepreneurial experience.

Luke and his team are especially adept at creating product launch strategies at a wide variety of ecommerce sites.

We will get an understanding of Luke’s approaches to managing organizational change in his digital businesses.

The movement of applications to the cloud are well underway. With this movement, of course, comes observations both pro & con.

We will cover the good stuff & gotchas - some obvious & some hidden. The upsides of the cloud are pretty well discussed, documented, debated, and advertised. The gotchas, not so much!

We will provide you with a framework to think about both sides of the equation, to allow you to possibly make more informed decisions.

Our EACOE Enterprise Architecture practice looked at security as part of Enterprise Architecture, not as a separate activity.

Starting with this objective is key. In the physical world, look at the Ring doorbell – warn me before someone enters the house, rather than telling me someone is in the house. This comes from REAL Enterprise Architecture. Security is a Business Strategy first - not only an implementation technology concern.

Have you looked at your “smart phone” and its “agility” – your ability to change what you see with a simple press on the screen, and compared it to your internal technology systems or those that you provide to your customers?

This is a manufacturing concept called Mass Customization.

We must realize in information technology solutions, that no matter how quickly we write software, it is handcrafting. We will never be able to meet individual requirements.

You want a roadmap to clearly define what needs to be done to enable your Mission Strategy.

No one wants a series of endless “sprints” not knowing where the goal line is. You want to know what your end-state objective is, how to get there, & how to identify capabilities. No one really wants a set of intellectually entertaining models but to analyze potential mergers or acquisitions of a competitor & determine the degree of “fit”.

That is a Business Outcome Driven Enterprise Architecture.

Major analyst & advisory firms recognize two distinct focus areas in Enterprise Architecture – (1) focus on technology enablement, & (2) focus on facilitating and creating deliverables that guide and inform business decision making – enabling Business Strategy.

We outline what is required & the skill-sets required to bring Business Outcome Driven Enterprise Architecture to your organization. Join the movement to Business Outcome Driven Enterprise Architecture.

Being data driven, achieving digital transformation, developing effective marketing campaigns, making valid business decisions, & ensuring regulatory compliance, are just a few things businesses do, requiring good quality data.

Studies show the low self-reported beliefs on how good the data actually is. Millions of dollars are spent each year on technologies to “clean up” the data organizations are using. It's time to step back & realize that data issue doesn't require technological magic.

What is Enterprise Architecture (EA)? How long has EA been around? How do you cost justify EA? Where should EA reside in the organization? Who is the audience for EA? When do I need to do EA? Why should an organization do EA? What is an EA Framework? What is an EA Methodology? What does EA certification actually mean? What is the background required for a great Enterprise Architect? How do I start?

To remove some confusion, some are calling REAL EA, Business Driven Enterprise Architecture.

Most agree that software are a fundamental requirement in today's digital focus & transformations.

What do we really have to understand about software? What should business expectations be about engaging in developing software? Do we need to describe their needs, that are 'transformed' into their described requirements?

We describe 10 things that demystify software development, the business' role in the software development lifecycle, & how to build a true business-technology relationship.

We examine what search engines actually are and the possibilities of what will come next in the future of search. We draw on history for some ideas. Are the issues we are seeing because of bias, privacy, censorship, speed, or accuracy? Or is the real issue money? The short answer is – all of these and more.

Let's think about a library and library science. What makes libraries work? Three things: The Dewey Decimal System, the consistent state of facts in the library, and finally, the librarian.

Artificial Intelligence was first coined by John McCarthy in 1956.

We define what artificial intelligence is, then summarize both positive & negative developments in this field. We suggest there is madness that needs to be addressed, and with not much difficulty.

We have decades of learning about artificial intelligence. But can machines really learn, & who & what are they learning from?

We can't forget the phrase “garbage in, garbage out”? Can we move to “good stuff in, better stuff out”? Yes!

Technical debt is a shortcut taken by technologists, & business personnel, to get the solution out the door. It's also used to justify different challenges faced.

All facets – the business, associated technologists & solution developers, as well as human resources in & out of the enterprise are affected.

We explore the phrase itself, & underlying meaning well beyond taking shortcuts in writing & implementing software & computer applications. Technical debt is less visible & often easy to ignore.

All businesses have an Architecture – the question is, if explicit or implicit.

Various groups approach the concept & practice of Business & Enterprise Architecture from differing value points. We emphasize a documented, human consumable, prioritized, architecture which is evergreen, ever-robust, & evolves.

Business & technology advantages arise, as solutions through these methodologies & approaches are developed & deployed. We outline additional advantages of Solutions driven by Architecture.

A driving need for Enterprise & Business Architecture is to enable IT teams to quickly, accurately & iteratively deploy prioritized, stable & operationally excellent business solutions.

Groups approach the concept & practice of these from differing value points. We emphasize a documented, human consumable, prioritized, architecture which is evergreen, ever-robust, & evolves.

Business & technology advantages arise, as solutions through these methodologies & approaches are developed & deployed.

The Business Technology Collaborator/Partner (BTP) understands business needs, possibilities of technology to address needs, & presents a business case that's suitable & understandable to the stakeholders, & transformable by technology specialists.

A BTP is different from business analysis, technologists, or business/enterprise architects. They can rationally balance short & long term business & technology needs & goals. They can balance between human communications & technology awareness.

Most organizations have had a mix of purchased, leased, or rented technologies, software, and human services. Yet we have seen little practiced or written about how to determine what this balance is, what it should be, and how to monitor the changing dynamics in today’s digital transformational world.
Traditionally, cost reduction is a primary measure for sourcing decisions. A secondary focus is access to “scarce” skills and resources. Yet even these measures seem to lack an approach to validation and verification that the actions taken produced the desired results, and continue, in this dynamic pace of change, to provide these desired results.

We will bring some method to right-source without madness! We will use the EACOE Enterprise Architecture Methodology to outline a logical process to bring clarity and logic to these crucial decisions. The focus of any of these decisions should be to enable the Business or Mission Strategy, in the most cost effective, and prudent manner.

In this age of digital transformation, big data, cloud computing, & numerous other actions you may be undertaking or thinking about in your organization, one fundamental fact remains. What we in organizations do is processing data.

We outline our approach to Process Visualization. We review the benefits & challenges surrounding process understanding, & outline field-proven approaches to obtaining these benefits. We also outline the methodology we use in practice, to guide these efforts.

Application Portfolio Rationalization & Optimization is an approach to maximizing the value of current application assets, & laying a firm foundation for future growth. Organizations are moving to the cloud, or other off-premises environments, wouldn’t it make sense to rationalize & optimize your portfolio before the move? Let’s clean out the basement first, so to speak!

We outline the eight phase process we use to guide these efforts. The savings from this effort are real & straightforward.

Model mania develops model after model, based on some identified general body of knowledge, rather than doing REAL Business Architecture – the identification, & development of Business Capabilities that enable business strategies and missions.

We define the methodology for developing a REAL Business Architecture (BA) – one that is “human consumable”. Identify the Business Capabilities you need to move your organization to its desired state, through analysis rather than declarations!

Business Architecture is explicitly representing an organizations desired state and as is state, through a set of independent non redundant artifacts, defining how these artifacts relate with each other, developing a set of prioritized and aligned Capabilities needed to meet the organizational Mission or Goals.

REAL Business Architecture is the enabler of Business Capabilities. Business Capabilities are the true result of REAL Business Architecture driving business to its desired state.

IoT Platform, Deep Neutral Networks, Digital Twin, Biochips, Brain-Computer Interface, Quantum Computing, & 5G. Global, downsize, marketplace, 110 per cent committed. We have enough to digest in the near-term, and there’s nothing candidly in our sightline suggesting we’re involved in engaging anything we’re going to acquire.

We bring understanding to the more common ill defined, or not defined consistently, terms you may read about or deal with, in your day to day activities.

Public reports states 84% of Digital Transformation projects are failing to deliver their expected benefits. Organizations realize that looking for the “silver bullet”, technological magic, or magic pill, that will magically and mystically transform the organization to a 2020’s enterprise by “Monday morning” is not going to happen. From this horrifying failure statistic, are there some lessons than can be learned? The short answer is yes!

Most information technology personnel look at & “do” information technology modeling & implementation rather than REAL Enterprise Architecture – the enabler of enterprise and business strategy and missions.

We define a four-phase methodology of developing a REAL Enterprise Architecture – one that is “human consumable.” This methodology has been practiced, taught, & implemented in organizations large & small. Get the essence of developing REAL Enterprise Architecture in this episode.

A great thing about the internet, is anyone can write anything about anything. One of the problems with the internet IS, anyone can write anything about anything! For Enterprise Architecture (EA), the Google popularity list tool also thought of by some as a search engine, shows 811,000,000 search entries for EA. Not very useful.

We bring method to this madness. REAL EA is the enabler of Business Strategy. Building computer systems – Enterprise Information Technology Architecture – is different!

Public reports state that 84% of Digital Transformation projects fail to deliver their expected benefits, organizations look for “silver bullets”, that transform organizations to a 2020’s enterprise by “Monday morning”.

We review what Strategy is – we focus on this word, & what it actually means. It's more than implementing a new technology! We look at this approach enabling an organization’s strategy, especially in this age of continuous change & the hypercompetitive environment we're in.

Many organizations embarked on digital transformations are underwhelmed at the return on investment they see. Our observations suggest a high percentage of digital transformation projects and programs are “paving existing cow paths” – useful but far from game-changing.

The 2020’s & beyond businesses & enterprises require a full capacity to take on new & novel actions in response to new & changed circumstances. It's the ability of the business and its enabling technologies to deal with variance.

We discuss cybersecurity, & what you as a business person, technology professional, or just an innocent citizen needs to know. Do you need or know about cyber insurance? What are your rights if your personal information (bank accounts, passwords, social security numbers, credit cards, etc.) are “released” by a 3rd party? Do we need an agency that investigates, independently, cyber attacks? What about facial recognition? For organizations, what vulnerabilities exist in your supply chain?

Less than 50% of Digital Transformation is about technology. Why? This is the "easy" part. The difficult area of Digital Transformation is the human side of change driving Business activities. The probable change is due to enhanced or revised digital actions. We describe the A.C.T.I.O.n. model for Human/Organization Change.

Benefit from experience with organization changes leading to true advantages. Digital Transformation - the hard part is the human part. Not theory - hands on practice.

Finger-pointing is great, but that doesn’t mean anything is going to be addressed.

The path is clear. The path is logical. It is really not complicated. Yes, it is probably a bit different than what you are doing now. Organizations are embarking on this approach and change. It will not be done “next Monday morning”. Fundamentally, what is the “change”? Stop writing computer software and start assembling software. Why would there be resistance? Change – change is hard. We will lay out the path.

As consultant Tom Davenport said, “At American Airlines, they told me they had 11 different usages of the term ‘airport’. As a frequent traveler on their planes, I was initially a bit concerned about this but when they explained it, the proliferation of meanings made sense.

How do you have the unique meanings when you essentially have a running database?

Good Data comes before Big Data - we will explore how to get there. It requires Enterprise Architecture.

Any other hyped words I can throw into the title of this episode?! Much has been discussed in virtually every media outlet on the movement toward digitization, agility, and a host of other phrases being used to both generate excitement and trepidation. What does all of this really mean?

We provide an understanding of what is actually required to move from strategic intent to measurable actions and roadmaps.

If you heard the term "beltway bandits", this episode will be refreshing to you. We interview Brad King and Liam Speeden CEO & CTO of Robbins-Gioia, LLC respectively.

Since 1980, they approached Federal Government contracting in a different way, and are not the stereotypical beltway bandits! RG combines leading-edge capabilities in management and technology with a seasoned understanding of clients’ missions.

We are entering the Information Age, & existing the Internet Age. Digital "everything" is no longer a nice-to-have, it is an imperative. Yet, most organizations are being inhibited in addressing these new realities due to the Organizations Technology backbone, & IT approaches that are hold-overs from previous ages.

Have you asked technology execs how they plan to address increases in competition, increases in the speed of change, & the ease of which customers can change their loyalty?

Eric Sweden, Program Director at NASCIO – the National Association of State Chief Information Officers is our guest today. NASCIO’s mission is to foster government excellence through quality business practices, information management, and technology policy.  

NASCIO provides state CIOs and state members with products and services designed to support the challenging role of the state CIO, stimulate the exchange of information and promote the adoption of IT best practices and innovations.

We explore the other side of the brain – soft skills. Being a technical wizard, or expert in a field, is no longer enough in today’s digital communication intensive world. We provide a case for the need for enhancing soft skills as part of an individual’s professional development, provide some examples of soft skills, and provide a path for further exploration of the concepts of soft skills, on your part. Our guest is Ken Naigus, a renown educator & practitioner in strategy & soft skills.

As Digital Transformation efforts sweep across Government & Corporate America, enterprises find results of Digital Transformation efforts are much less than expected. The difficulty is analyzing the organization & how it needs to function. This is more than looking at an org chart & "looking" for inefficiencies.

The "traditional" organization chart tells very little about how the organization actually functions. We describe innovative techniques to address Organizational Transformation.

We complete our discussion on understanding 12 attributes of the Industrial Age, the Internet Age, and the movement to the next age – the Information Age. Each of these attributes will have a profound impact on all aspects of businesses and technologies. Beginning the planning of your organization’s opportunities in the Information Age next Monday morning is in order!

We continue our discussion on understanding 12 attributes of the Industrial Age, the Internet Age, and the movement to the next age – the Information Age. Each of these attributes will have a profound impact on all aspects of businesses and technologies. Beginning the planning of your organization’s opportunities in the Information Age next Monday morning is in order!

We provide an understanding of 12 attributes of the Industrial Age, the Internet Age, and the movement to the next age – the Information Age. Each of these attributes will have a profound impact on all aspects of businesses and technologies. Beginning the planning of your organization’s opportunities in the Information Age next Monday morning is in order!

This show is about sorting through the internet-driven advice madness that exists in business today. We provide practice-based insights in business transformation, organizational transformation, and technology transformation, based on real world practices.

Our philosophy is to provide the audience with insights that can provide true value to organizations and individuals that face today’s and tomorrow’s competitive pressures, and provide a usable takeaway from each broadcast.

Technology changed the way companies deliver their marketing message but not its basic marketing principles. Customer data is the most valuable asset a company has and they se reviews as a way of deciding which company to do business with. Data and customer information allow companies to hyper-target their marketing message. And, underlying all of this is a concern for privacy.

Clark Keller, of Data Driven Marketing, gives us unique insights into marketing in the digital age.

We speak with three college students, from 3 different universities, about their experiences with the change to Distance Learning as a result of the current pandemic.

School closures led educational institutions to scramble to move instruction to an online format. We get insights from real students on this new reality.

Topics include basic education topics, food, housing, money, learning access, feedback, social interactions, and the “new” academic life.