Customer Reviews

Enterprise Architecture Using the Zachman Framework (MIS)

5 star:		(7)
4 star:		(2)
3 star:		(1)
2 star:		(3)
1 star:		(4)

 

 

This is more of a "What" than a "How" book, and it does clearly [if somewhat verbosely] describe the Zachman Framework. It also provides implementation advice (the "How"), but that information is not as clearly laid out as it is in "Enterprise Architecture Planning" (ISBN 0471599859).

I like this book because it is business-focused, and painstakingly describes the Zachman Framework and how it clearly provides a multidimensional view of business-technology alignment. It also reflects the latest thinking with respect to the framework, including Zachman DNA (Depth iNtegrating Architecture), which is missing from "Enterprise Architecture Planning" I cited above. It also contains some unique perspectives that I haven't found in other books, such as how to use the framework outside of IT (Appendix C), and how to map careers to the framework (Appendix D).

What is missing from this book, and others like it, is a disclosure of the dark side of the framework if an organization fully commits to it. One such problem is once you've mapped your enterprise architecture to the Zachman Framework's matrix, a change in any cell will cause a ripple effect throughout the matrix. As time goes on this effect becomes a barrier to changes or requires high maintenance to keep the architecture in synch with the business and technology components. This does not diminish the value of the Zachman Framework as a way to view the enterprise, but should forewarn you that implementing it as a principle methodology is a step that should be carefully considered before committing.

That said, this book is one I would highly recommend to anyone who is considering the Zachman Framework, or who is seeking an approach to clearly viewing an enterprise from multiple dimensions in order to cut through complexity and see the big picture. I also recommend that you visit the Zachman Institute (see ASIN B00016NEXI) to see the latest work and additional information.

For four years I have been fighting an up hill battle to get my senior management to understand the need for a good knowledge management system. The Executives have all the standard answers about why we can't do it. The CEO could see no immediate payback.
I read the book, was taken completely by surprise by its content and depth. I managed to get the CEO to commit to read just the first three chapters. He read the whole book, in four days.
I have been given a fairly liberal budget to put the Framework in place. This is amazing in the health care industry.
What the book accomplishes, in great depth and much proof, is why enterprise architecture has become a matter of corporate survival. The author uses the lessons of history to make the points and further emphasizes how we see major corporations present themselves through the eyes of the framework.
An must read for you and your bosses to make the case for enterprise architecture.

This book tells it like it is and enables nontechies as well as the practitioner to see how the Zachman framework can be used with today's enterprise strategies. Although designed as a university text, I found this comprehensive book helpful in getting upper management to understand the need to invest in an architecture. The author shows how by using John Zachman's framework we can become more efficient and thorough in our analysis and design. The book shows how the framework can help an organization make better decisions by working through an enterprise solution cell by cell.

This book is a must read for executives, manager, and all IT professionals because it explains that enterprise architecture is a business issue, it addresses all 36 cells of the Zachman framework from both a business and IT perspective, it acknowledges political barriers to progress in an organization, and it demonstrates how various construction techniques can be supported by the framework.

Finally the topic of enterprise architecture is addressed in a way that is easy to understand. This book is easy to read. It's a lengthy book, maybe too lengthy, but a path in the table of contents gets you through the 'meat'of the book quicker. The questions at the end of the chapters help you think about what you just read.

For those of you familiar with other enterprise architecture books like Melissa Cook and Steven Spewak, you will find that this book covers all 36 cells, not just parts of it. The framework presented is meticulously explained and described toward the end of the book. The commonplace case studies throughout the book show you how to reduce complexity by sharing information in a very methodical manner, piece by piece. The author clearly emphasizes how to document this communication by creating models for each cell of the framework. The last chapter in the book actually shows you examples of ways to implement.

You'll recognize everyday occurrences of just trying to get the work done. Other books have sections containing information about the Zachman framework, but this is the only one I've seen that is totally based on it.

It's a good read and well worth your time if you are interested in architecture and you want to get started somewhere. If only they'd taught this stuff when I was in school.

I have just finished reading this book, after starting it back in May, 2003. I found the book to be just what my team needed. The fast path was useful, but I think the overall length of the book is excessive. However, its content overrides the length.

My role as systems analyst in a mid-sized metal fabrication plant requires me to make many decisions that a lot of people don't understand, let alone agree with, because most people in my organization are only looking at and focusing on their own individual area. I would imagine that is a common occurrence in many organizations. Case studies in this book have helped my team begin to understand the concepts of enterprise architecture and its importance. I highly recommend this book to teams that are trying to create an architecture for their organization that aligns IT with business requirements.

What some of this book's previous reviewers seem to gloss over is the fact that the Zachman Framework is about communication. This book tells how to think about a problem using a classification schema. This book clearly explains ways to communicate with others who are viewing a problem in a different way-hence the framework's six rows labeled planner, owner designer, builder, subcontractor, and functioning enterprise. The different viewpoints are represented in succession in Chapters 2 - 7. The three people on my team have been able to use some of the examples in this book to help
our organization learn how to understand other department's ways of looking at a problem. The authors explain that rudimentary steps to thinking, encouraged by enterprise architecture, begins with a list.

This book explains how questions like `what is the difference between employees and people' can be answered by viewing the question from the six perspectives and asking the six questions listed across the top of the columns. I have heard John Zachman explain the answer to that identical question at a seminar.

The book addresses governance within an organization, a timely topic considering accountability in strained economic times, and
includes many case studies that show how to measure to see if standards and guidelines are being met. The book explains how current issues such as governance are addressed by asking the six questions in the framework-what, how, where, who, when and why--thus simplifying the communication process and enabling the organization to come up with a common focus or goal. I
would also recommend this book to managers who need help in classifying things within their problem domain because it shows the reader how to view the organization more broadly.

I have been learning about the Zachman Framework for several years through seminars and journal articles. This book pulls all the important concepts together for management and serves as a good reference to introduce individuals who are new to the topic.

Spewak's and Cooke's books address John Zachman's framework, but this book covers all cells. I would highly recommend this book to anyone who needs to create buy-in for their division because the book shows how walking through the framework one cell at a time creates value for the organization. Another added bonus is that a cd with an introduction to John Zachman's book is included.

This book, similar to Melissa Cook's book, explains how much of what is needed to build an enterprise information architecture was defined years ago. In this book, the authors site examples that show that in some cases this information was defined thousands of years ago. What is refreshing about this book is the fact that it shows through stories that anything will fail without a plan.

The authors' attempt to explain the Zachman Framework through storytelling is a unique approach. The examples show that a strategic plan must come from all levels of the enterprise. This book discusses Zachman framework's architectural views from high-level business to detailed technical views, one chapter at a time. This assists the reader in considering the present state, and then helps the reader discover the urgency of creating the architectural drawing that will provide the future state of the enterprise. The authors explain how this architectural plan will create long term benefits for the enterprise.

The book stresses that people, not technology, are what creates a successful organization and shows how the Zachman framework pulls together people and technology. I highly recommend taking the time to read this book if you want to make more effective and efficient use of your information systems.

Assigned as reading in an MIS class, this book is an interesting read and helps define enterprise architecture and describes how EA contributes to corporate value. This book illustrates how to develop a broader perspective of architecture potential and also gives plenty of examples. Chapter 4 includes a number of practical examples of how to work with people who affect decisions on EA implementation. Enterprise architecture is rarely discussed in university management programs and yet there are many opportunities available to those capable of aligning technology and business requirements. Chapter 7 gives a detailed explanation of the Zachman Framework and includes definitions pertinent to a greater understanding of enterprise architecture. The book explains that all the cells of the framework do not have to be completed to make a difference for your organization, and shows how to begin an EA effort one step at a time. The articles on the cd included in the back of the book supplement the comprehensive topics covered in the book itself. I strongly recommend getting this book along with John Zachman's eBook if you want to increase your own personal influence and effectiveness at helping others in your organization understand EA concepts and begin to implement.

On the plus side, it's entertaining and, unlike most other books I read descriptions of, applies the Zachman framework to general business processes rather than only technology driven ones.

On the minus side, after six hundred pages I still don't understand the Zachman framework (take the labeled fast-track through the book to shorten it). This book is definitely not for practitioners and is of questionable value to beginners like myself. It's filled with entertaining examples and is fun to read, but I found the explanations inadequate. If you're the type who can read examples and have that "ah ha" moment where the lesson leaps out at you without being explained this book might be perfect for you. If you have more of a linear approach to learning, I suggest looking somewhere else.

The largest problem though is that the framework itself doesn't make sense. The book (and attached articles by Zachman) makes a big deal out of each cell being complete in and of itself and not duplicated by any other cell. But then the definitions and examples (both by O'Rouke et al. and in Zachman's articles) blur the cells into each other. For example, along the top of the framework there is Who, What, Why, When, and Where, each of which is supposed to be unique, with no overlap with other columns. The glossary defines What as "items like employees...." and Who as "people, including organizational descriptions..." What exactly, is the difference between "employees" and "people"? If you want an answer, you'll have to find it somewhere other than this book.

This book makes the framework seem one of those ideas which are great in theory and useless in practice. But since I know practitioners who do actually use the framework this may be a failure to explain and not a failure of the framework.

P.S. If you do get this book, the article on the CD titled, "Conceptual, Logical, Physical: It's Simple" helped clarify a few things for me and I suggest reading it.

You will learn how to create value for your organization by systematically recording assets, processes, connectivity, people, timing, and motivation, through a simple framework. What's more, you will create a model that can grow and change as fast as the market evolves. Face it, we know we've got to start somewhere no matter what that first model is.

This book gives you solid information to convince the right people to make that investment. My company started when we closed one plant and had to restructure with fewer employees. All of a sudden we were faced with the reality that alot of information went out the door with the people who got laid off.

One of our employees handed me an article by John Zachman called "Conceptual, Logical, Physical",and also recommended this book that he had used in an introductory management information course. This book will make you look at your tasks and your people differently. We're reworking some of our systems now, but this time, we're building the models as we go along--one step at a time. This book will help you see how to map any attribute or problem to the Zachman Framework, and you can use whatever methodology to do it.