From Business Building Blocks to Software Building Blocks

Business Building Blocks	Software Building Blocks
Business Vocabulary	Business Vocabulary Management and Repository
Business Data	Metadata, DBMS, MDM, Data Quality, Data Integration
Business Domain	Domain Driven, Domain-specific Industry Standards (ACORD, IAA, REA, IFX, etc.)
Business Information	Business Intelligence and Reporting
Business Content	Content Management, File Management
Business Rule	Business Rule Management
Business Process	Business Process Management, Business Activity Monitoring
Business Event	Business Event Management, Complex Event Processing
Business Service	SOA
Business Experience	User Experience, Unified User Communication Channels
Business Security	Identity Management

This simple matrix that is inspired by the Zachman Enterprise Framework is extremely important to Enterprise Custom Application Software (ECAS). It re-shapes the way how ECAS has been done, including but is not limited to:

1. how to align with business stakeholders
2. how to build core competencies
3. how to allocate the resources and skills, and form the design and development teams
4. how to organize the business requirement document, and organize and build the Business Architecture Repository
5. how to conduct the project – SDLC methodology
6. how to form the mindset and work habit as a true ECAS professional
7. Where to start a project and steps to move forward
8. how to organize the code base

I will put more detailed entries in the future about this.

Six Sins of Conducting IT Project

1. No KPIs for objectively assessing success or failure of a project, all based on impressions and who says what about the project

2. No standard and guidelines about reviewing a project from technical, project and business views after the project implementation

3. No systemic aggregations and communications of lessons learned; no conscientious actions taken to avoid the previous lessons

4. No accountabilities for project struggles and failures; No reward/reorganization or punishment for project success or failure

5. No culture and behavior for project excellence: the sense that “I have something to deliver” is not enough

6. No actions taken on "the right people in the right place", just paying the lip service of it