Having solid business principles is key for a successful company. Small or large. Having good and solid business principles is key for developing a good architecture within solid time and cost constraints. Business principles SHOULD be defined and agreed upon within a solid process with all key business stakeholders involved. The list with principles below can give you a head start, since these principles are collected from various successful businesses.
|Rationale||The saying: “If you want to go fast, go alone. If you want to go far, go together.” is attributed to an African proverb, but could easily be a mantra for technology-enabled development projects. The principle: Be Collaborative suggests strategies for leveraging and contributing to a broader commons of resource, action, and knowledge to extend the impact of development interventions.|
- Engage diverse expertise across disciplines and industries at all stages.
- Work across sector silos to create coordinated and more holistic approaches.
- Document work, results, processes and best practices and share them widely.
- Publish materials under a Creative Commons license by default, with strong rationale if another licensing approach is taken.
|Statement||Business continuity of Corporate activities must be maintained, despite IT interruptions.|
|Rationale||Hardware failures, natural disasters, and lack of data integrity must not interrupt business activities.|
|Implications||- Recoverability, redundancy, and maintenance must be approached at inception.
- Applications must be assessed regarding criticality and impact on the company's mission to determine which continuity level is required and which corresponding recovery plan must be implemented.
- A business continuity plan must be present/developed.|
|Tag(s)||availability, business, continuity|
|Statement||These architectural principles will apply to all organisational units within the enterprise.|
|Rationale||The only way the University will be able to provide a consistent and measurable level of appropriately robust, reliable, sustainable services and quality information to decision-makers, is if all stakeholders abide by the University’s overarching principles for its technology, information and business architectures.|
|Implications||This fundamental principle will ensure inclusion, consistency, fairness and continual alignment to the business. Without this the management of our technologies, information and business processes would be quickly undermined.
Business Partners engaging with the business will work to find accommodation between interested parties around any conflicts with a principle relevant to the proposal.|
|Statement||Our organization and business unites (and departments) shall present a consistent and unified face through a common and integrated approach to service delivery.|
|Rationale||The intent of this principle is to ensure that services are presented to consumers in a consistent and cohesive manner. Similarly, consumers will be presented with a common look, feel and experience regardless of what business unit service or channel they are accessing at the time.
Adoption and continued use of a service by consumers will depend, to an extent, on ease of use enhanced by consistency of service delivery.|
|Implications||Departments and Business unites will need to collaborate in the development of services. This will require open sharing of information, cross-agency planning, and understanding of whole-of-government service channels, segments and lines of business.|
|Compliance with Statutory Obligations|
|Statement||Enterprise data and information management processes must comply with all relevant internal and external laws, policies, and regulations.|
|Rationale||Enterprise policy is to abide by laws, policies, and regulations. This will not preclude business process improvements that lead to changes in policies and regulations.|
|Implications||The enterprise must be mindful to comply with all laws, regulations, and external policies regarding the collection, retention, and management of data.
Continual education, access and awareness to the rules must be maintained.
Efficiency, need, and common sense are not the only drivers. Changes in the law and changes in regulations may drive changes in our processes or applications.|
|Create a MVP fast|
|Statement||If your MVP takes a year to build…it’s not an MVP.|
|Rationale||Creating a MVP should take not more than 1 month.|
|Implications||A created MVP is not ready for sale, but ready to learn from for later stages.|