Big Data is conundrum unless Knowledge Management adds Semantics

Key to big data analytics, is to discover the underlying patterns in the businesses behaviors. When complexities and randomness increases, the interacting underlying patterns act to form generative orders, which become the emergent patterns.

Key to big data related architecture is to understand generative order and emergent architecture.

Generative Pattern

http://c2.com/cgi/wiki?GenerativePattern

Generative Order, Randomness, Emergent

http://ingine.wordpress.com/2007/08/17/christopher-alexander-father-of-pattern-language/

Complexity, Structure, Emergent Architecture
Complexity does not require a designer, rather randomness through recursive patterns generate complexities…the result is emergent. The system unassisted by outside sources, by increase in inherent randomness seeks order from generative process, hence it emerges. The architecture or structure of such system is termed “Emergent”

http://m.youtube.com/index?desktop_uri=%2F&gl=US#/watch?v=yeKWDOJvK2o

Without answering the Ontological challenges no Newer Systems can be developed. Such challenge does exists for Business Ecology Initiative

Requires Non-cartesian method and technique to create System that is pluralistic, highly networked, probabilistically deterministic and riddled with random occurances.

To Big to FAIL !! Can Goldman Sachs Fail

Decisions of men – create paradox in Architecture – if it has to it got to FAIL.

Hans Rosling’s 200 Countries, 4 mins statistical view – past 100 years

Is Washington Bankrupting America?

Transcendent Purpose, Mastery of Skills, Autonomy – Main Motivators to be among the best Enterprise Architect. NOT MONEY!! Research proves it.

Fed Agencies have abandoned creating “Enterprise Transition Plan” – It scares the Hell out of the OCIO

Ref:- FEAC Institute, FEA Guidance, INGINE INC, Srinidhi Boray

Checkout following two plans below. And, contrast and compare them. Conceiving a coherent modernization plan and executing them has always been a challenge for OCIO. Enterprise Transition Plans generally documents the visions, goals, capabilities at the strategic level, and then progresses to envisage “target conceptual architecture” while planning for tactical efforts working through the mechanisms of architecture lifecycle needed to transition towards the target enterprise conceptual architecture. This becomes the “roadmap”. The documents that holistically speaks to organizationals capability in reaching such a roadmap is the “Enterprise Transition Strategy”.

Reading the Enterprise Transition Strategy following should be evident:

Organization’s maturity and competence to perform and embrace the future capabilities

Its present constraints in delivering the needed “capabilities”

The profile of the architecture cross sections (segments) needing modernization to develop the intended “portfolio of capabilities”

Investment Profile – planned to executive segment modernization

The governance structure and mechanism that engages the different functional capabilities, such as leadership – management, lines of businesses, enterprise architecture, capital planning and program management. This group together develops and vets – strategic plans, tactical plans and implementation plans governed by following  life cycles

• Performance Management (Architect, Invest, Implement)
• Architecture Segment (Notional, Planned, In-Progress, Completed)
• Release Architecture (sadly mostly do not plan this – it is here interdependence of architectures or capabilities are realized and maintained)
• Capital Planning (Preselect, Select, Control & Evaluate)
• Investment (mixed, steady state, Development, Modernization & Enhancement -DME)

Finally a “Sequence Plan” along with “Implementation Plan” is developed to reach the desired Target Architecture (temporal perspective)

More discussion in below link in creating Enterprise Transition Strategy

http://ingine.wordpress.com/2008/12/06/ea-framework-for-transition-planning/

In the below two plans, in one of them Wanton carelessness is beyond my disbelief.

http://www.dol.gov/cio/programs/DOL-Transition-Strategy-Plan.pdf

http://www.hhs.gov/ocio/ea/documents/hhs_enterprise_transition_strategy_2008.pdf

Distortions leads to Cancerous Growth within Enterprise

Programmed Cell Death is very important function to understand to gain insight into the way Transformation need to occur. When distortions occur in Enterprise Engineering, then this leads into obvious cancerous growth, which does not have easy remedy.

How many CIO’s in the market inadvertently are responsible for distortions?! Countless.

Federal IT Budget 2010 – OMB

As of March 30th 2010. This keeps changing, they have quarterly refresh.

Only “major” investments reported to OMB. From the reported data it is evident that 50% of the investment categorized under “minor” goes unreported. This means nearly 50 % of the total IT Budget of $74.2 Billion for some  reason does not qualify to be reported promoting transparency.

Federal IT Budget 2010 in Billions
Agency	Major	Minor	Total
DOD	9.6	23.42	33.02
DHS	4.9	1.3	6.2
HHS	2.3	3.66	5.96
DOC	2.1	1.52	3.62
TREASURY	2.3	0.76	3.06
DOT	2.4	0.61	3.01
DOJ	2	0.86	2.86
VA	2.6	0.23	2.83
USDA	1.4	0.94	2.34
ENERGY	1.6	0.52	2.12
OTHERS	7.3	1.88	9.18
TOTAL	38.5	35.7	74.2

Implicate Order as Ontology – Descriptive Mechanism for Enterprise Architecture

Past is your Enemy

Changing patterns. Moving targets. Contending objectives. Subjective Strategies. Difficult to align objective actions. Probabilistically Deterministic. High Occurrence of Random events.

When System Behavior Characterized by Cartesian Dilemma.

Then “Implicate Order” as Ontology is the answer