Enterprise Architecture in Spain.: 2012

lunes, 31 de diciembre de 2012

INTRODUCTION TO Y-ELAF (YESSER ENTERPRISE LEVEL ARCHITECTURE FRAMEWORK)

Based on an agency’s request for assistance to develop its eGovernment Transformation Strategic Plan, Yesser provides EA consultants from the YCG to perform an EA development consultancy engagement. The consulting team then uses the agency’s Enterprise Strategy (Vision, Mission, Goals, and Objectives) plus stakeholder interviews to determine the baseline EA of the agency. The outcome of this phase of the EA development engagement is a comprehensive baseline EA and Architecture Vision to be used in the development of the agency’s target EA. The iterative process of developing the target EA across all architecture segments—Business, Applications, Data, and Technology—provides a robust target EA from which a gap analysis between what is desired and what is currently available can be performed with confidence. Based on the gap analysis a detailed architecture roadmap providing transitional Enterprise Architectures, implementation roadmap, and governance will then be developed providing the agency with a clear and achievable eGovernment Transformation Strategic Plan.

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WHAT IS NOT ENTERPRISE ARCHITECTURE?

Like most terms, Enterprise Architecture may mean different things to different people. For some it is a set of rules. For others, it is a logical and technical design, and for some others, it is a methodology for achieving an effective design. Nevertheless, all EA development projects have a common goal—to create order out of chaos. However, achieving this goal is easier said than done, especially since Enterprise Architecture must provide structure and efficiency, and at the same time remain flexible to accommodate changing business strategies, functions, rules, and components. Sometimes, the intent of Enterprise Architecture is misunderstood:

a. EA is not business strategy: Business leaders and senior executives define a business strategy, and it articulates the strategic business goals and directions of the organization as a whole. The business plan turns strategies into specific tactical plans designed to achieve the strategic goals. The EA team must leverage the strategic guidance from the business strategy and specific tactical guidance from the business plans to guide their EA efforts overall.
b. EA is not ICT strategic planning: EA and ICT strategic planning are complementary efforts that must be coordinated and integrated, but they are not the same. While a CIO most often leads ICT strategic planning, EA teams should serve as an advisor into ICT strategic planning, along with the CTO, senior ICT staff, and business leaders and users.
c. EA is not ICT governance: ICT governance is composed of processes with the inputs, outputs, roles and responsibilities that are inherent in a process definition. ICT governance is the process that ensures the effective and efficient use of ICT in enabling an organization to achieve its goals.
d. EA is not program management: Program management is the coordinated planning, management and execution of multiple related projects that are directed toward the same strategic, business or organizational objectives. EA is a planning discipline, while program management is an execution discipline. EA is responsible for defining the future state of the enterprise, analyzing the gaps between the current state and the future state, and developing the standards and guidelines that support the realization of the future state.
e. EA is not portfolio management: Portfolio management is the processes, governance, and tools used to plan, create, access, balance, and communicate the execution of the ICT portfolio. Portfolio management techniques can be applied to the application portfolio, the infrastructure portfolio, the project portfolio, the ICT investment portfolio, or any of these in combination.
f. EA is not business process management: Business process management is a systematic approach to improving the way an enterprise does business by analyzing the strategic goals of the enterprise, then aligning the stakeholder interest with shared process performance objectives. As part of the common requirements vision process, EA provides the analysis of the strategy and identifies the most critical strategic imperatives.
g. EA is not performance management: Performance management is the combination of management methodologies, metrics, and ICT that enable users to define, monitor, and optimize results and outcomes to achieve personal or departmental objectives while enabling alignment with strategic objectives across multiple organizational levels. EA teams must participate in performance management efforts relating to critical business processes. This will allow them to track key business metrics that demonstrate the business value that EA is delivering.
h. EA is not implementation: Enterprise architects do not dictate implementation details for the entire organization or for specific practice areas. EA provides the foundational principles, guidelines, standards, and constraints that enable implementation teams to make better decisions.
i. EA is not a technology or application inventory: Many organizations fall into a trap of believing that EA is a map of all their technologies and applications and/or that EA is solely about technology. EA development is a much broader process that is directly reflecting the business vision and strategy, and represents people, processes, organization, information, and technology that are critical to the business strategy.
j. EA is not change management: Change management is a structured approach to change that encompasses individuals, teams, and organizations, with the objective of facilitating the human side of change. EA provides the strategic context for the change through the common requirements vision or some similar vehicle, and it provides the view of the future state from a process, organization, information, and technology perspective.

EA must support, facilitate, enable, and collaborate with all of these efforts to reach the mutually defined future state

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WHAT IS ENTERPRISE ARCHITECTURE?

Enterprise Architecture is the process of translating business vision and strategy into effective enterprise change by creating, communicating, and improving the key principles and models that describe the enterprise's future state and enable its evolution towards realizing that future state.

A well-defined Enterprise Architecture can help a government agency to align its ICT resources to its Strategic Plan of enabling citizen services through these ICT resources. It helps in cutting costs and complexity, and enabling business flexibility and process optimization. Enterprise Architecture can improve ICT agility by adopting standardization, consistency, and scalability, while at the same time providing increased security and compliance. The Enterprise Architecture framework is a promising tool for implementing integrated eGovernment initiatives and has been thoroughly tested and deployed in various countries. EA addresses most systems architectural issues giving rise to the following benefits:

a. Improves business flexibility, and at the same time, improves business processes and system optimization.
b. Helps reduce process, system, and infrastructure costs and complexity.
c. Helps ensure enterprise security and compliance.
d. Drives standardization, consistency, and scalability.

Thus, the primary objective of EA development is to align ICT with the business of the agency, thereby optimizing the service delivery capability of the agency (eGovernment Program, 2009e).

domingo, 30 de diciembre de 2012

WHAT SHOULD EA DO FOR BUSINESS AGILITY?

from Forrester Discusions

http://community.forrester.com/message/16606

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TONEX Courses

http://www.tonex.com/enterprise-architecture/architecture-frameworks/

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EA Courses

http://www.regonline.com/CalendarNET/EventCalendar.aspx?EventID=913070&view=Location

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Answers to Common Questions on Enterprise Architecture

from A&G magazine

http://architectureandgovernance.com/content/answers-common-questions-enterprise-architecture

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To deliver Business Value with IT we need to Design, Build and Run an Effective IT (Service) Strategy to business needs

From a Linkedin comment

http://www.linkedin.com/groupItem?view=&gid=1814869&type=member&item=197732020&commentID=110976827&report%2Esuccess=8ULbKyXO6NDvmoK7o030UNOYGZKrvdhBhypZ_w8EpQrrQI-BBjkmxwkEOwBjLE28YyDIxcyEO7_TA_giuRN#commentID_110976827

https://www.box.com/s/hahafr0a01soniknl2y7?goback=%2Egde_1814869_member_197732020

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sábado, 29 de diciembre de 2012

What is TOGAF?

Short Document from Plexnet

http://www.plexent.com/Portals/93481/docs/What%20is%20TOGAF.pdf

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jueves, 27 de diciembre de 2012

BPM Professor

Some videos about BPM.

http://www.pega.com/products/bpm/bpm-professor

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Everything you’ve read about IT Project Failure is wrong

Nice post from Nick Malik

http://blogs.msdn.com/b/nickmalik/archive/2012/12/09/everything-you-ve-read-about-it-project-failure-is-wrong.aspx

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TOGAF Statistics

http://www.itjobswatch.co.uk/jobs/uk/togaf.do

Santos’s Paper.li

hello

I would like to write down today’s paper.li

http://paper.li/santos_pg/1356265893

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16 Essential Questions to Project Leadership Success

16 Essential Questions to Project Leadership Success
By Susanne Madsen

Good project managers do not take anything for granted. They are proactive and positively skeptical. They are constantly looking to improve the way the project operates and how they can add value to the client by challenging the status quo. The more quality questions you ask on a continual basis, the bigger the likelihood that you will steer your project in the right direction.

To improve your success rate, ask yourself the below questions and take action to address any gaps you identify:

How can I become more certain that the products and features we are developing are what the users really want and need?

How can I, and my team, get to understand my clients business so well that we are able to actively challenge the requirements and the project’s vision?
How can I improve my relationship with my customers and more frequently ask into their feedback about the project?
How can I get better at identifying and mitigating the project’s risks?
How can my team start to focus more on product quality?
What could get in our way of achieving the end project goal? What have we not yet thought of?
How can I better motivate and utilize the strengths of my team members?
How can I better inspire my team to contribute to the project’s end goal?

And here are some more questions that will really help you to improve your performance and add value to your client:

What is my unique contribution to the project and how can I focus more on it?
How can I instantly start to add more value to my client?
What are the 20% of actions that I do on a daily or weekly basis that contribute to 80% of my results? How can I amplify those 20%?
How can I spend my time more proactively?
Which bad decisions have I made that need to be reverted?
Which important tasks and activities have I been putting off or procrastinating on?
Who can I start to delegate to, so that I free myself up to focus on the activities that really matter to the success of the project?
What are the most important business benefits for my client, that I can help them track and deliver?

http://www.pmhut.com/

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Is strategic planning actually part of corporate governance?

Nice question from Nick

http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&discussionID=193898410&gid=36781&commentID=110245360&goback=%2Enmp_*1_*1_*1_*1_*1_*1_*1_*1_*1&trk=NUS_DIG_DISC_Q-ucg_mr#commentID_110245360

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Out of Zachman, TOGAF, PEAF, NIST, DoDAF, and the like, could you please tell me which one would you suggest and why?

nice question in LinkedIn Group

http://www.linkedin.com/groups/Out-Zachman-TOGAF-PEAF-NIST-36781.S.198592267?view=&srchtype=discussedNews&gid=36781&item=198592267&type=member&trk=eml-anet_dig-b-pop_ttl-hdp&ut=2BeAwiWEhu_lw1&_mSplash=1

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EA tutorials

Some tutorials about EA

no too bad Guiño

http://www.enterprise-architecture.org/tutorials-home

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Uncle Sam Gives Lessons in Enterprise Architecture and Project Management

http://www.pmhut.com/uncle-sam-gives-lessons-in-enterprise-architecture-and-project-management

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Center for Information Systems Research

http://cisr.mit.edu/research/research-overview/classic-topics/enterprise-architecture/

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101 Principles of Enterprise Architecture

http://simplicable.com/new/101-principles-of-enterprise-architecture

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EA: Six questions

http://blogs.icmgworld.com/2012/11/28/six-questions-participants-asked-during-the-recent-webinar-on-managing-enterprise-disorders-videos/

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What's New in Architecture?

http://cisr.mit.edu/publications-and-tools/publication-search/architecture/

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miércoles, 26 de diciembre de 2012

What Does Architect Coaching Provide

http://www.architectcoach.com/architect-coaching/

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Establishing an Enterprise Architecture function

http://ingenia.wordpress.com/2011/01/03/establishing-an-enterprise-architecture-function/

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COBIT 5 and GRC

http://www.slideshare.net/tattosugiopranoto/cobit5-andgrc

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TOGAF 9.1 Cursos en España

Hola

Quieres realizar un curso de TOGAF 9.1 en España

http://estratecno.es/

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Aristotle and Enterprise Architecture

There is No Such Thing as “Optimized”

Evolution and Enterprise Architecture

Aristotle has the Answer

The First Two of the Four Causes

Material Cause

Efficient Cause

The Formal Cause and Final Cause

Final Cause

The Ultimate Enterprise Architecture Framework?

http://www.b-eye-network.com/view/16769

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Agilian 10

Software for EA.

http://www.visual-paradigm.com/product/ag/provides/enterprisearchitecture.jsp?src=google&kw=zachman&mt=b&net=s&plc=&gclid=CNiCqZ_UtbQCFSbMtAodei4AUA

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Search Business Analytics

http://searchbusinessanalytics.techtarget.com/

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Six Viewpoints of Business Architecture (Draft)

good book about BA

https://leanpub.com/businessarchitecture-viewpoints/

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martes, 25 de diciembre de 2012

Richard Veryard on Architecture

Great blog about BA and EA…

The link with their presentations. Terrific

http://rvsoapbox.blogspot.com.es/p/presentations.html

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Not deliverables, but architecture consumables

http://architecturalthinking.net/

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TOGAF 9.1 in 3 minutes

http://vanharennews.blogspot.com.es/2012/03/togaf-91-in-3-minutes.html?m=1

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domingo, 23 de diciembre de 2012

EA from Spain

hello

My paper.li website:

http://paper.li/santos_pg/1356265893

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ENTERPRISE ARCHITECTURE FOR THE BUSINESS, AND OF THE BUSINESS

Nict thought about EA and Business

http://www.alfabet.com/en/blog/posts/2012/december/enterprise-architecture-for-the-business,-and-of-the-business/

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jueves, 29 de noviembre de 2012

TOGAF, la clave de los expertos en Arquitectura Empresarial

TOGAF (The Open Group Architecture Framework) se ha consolidado como el estándar abierto más utilizado en el mundo para implementar proyectos de tecnología empresarial en compañías públicas y privadas.

Por: Leonardo Ramírez,Director de DUX Diligens Colombia
Especial ITNEGOCIOS.com

La Arquitectura Empresarial es cada vez más reconocida como una disciplina necesaria para asegurar que el diseño e implementación de la tecnología detrás de una organización responde y apoya las verdaderas necesidades del negocio. Ante todo, el arquitecto empresarial es el responsable de “crear los planos” y ejecutar las estrategias de IT de forma exitosa, a partir del conocimiento profundo de normas comunes, tecnologías y estrategias administrativas.

En este panorama, TOGAF (The Open Group Architecture Framework) se ha consolidado como el estándar abierto más reconocido, extendido y confiable del mundo para planear, diseñar, implementar y realizar mejoras continuas a la Arquitectura Empresarial. Creado por The Open Group (consorcio internacional de la industria del software que provee estándares abiertos para la infraestructura de la informática), este conjunto de reglas o marco de trabajo es utilizado por las organizaciones líderes de cada segmento en todo el planeta.

Un profesional certificado en TOGAF asegura que la arquitectura de IT detrás del funcionamiento y la estrategia de una compañía -tanto pública como privada- sigue los estándares más altos de la industria, sin comprometerse con los métodos propietarios que promocionan grandes consultoras y los principales fabricantes de tecnología. Así, la certificación en TOGAF es una credencial mundial que demuestra el conocimiento de un arquitecto empresarial en buenas prácticas que se traducen en mayor ahorro y productividad.

Esta certificación también es pieza clave para impulsar la carrera de cualquier profesional interesado en gerenciar tecnología al interior de grandes corporaciones. Lo es también para los ejecutivos de negocio interesados en un real gobierno corporativo (entendido como la forma en que una entidad desarrolla su actividad de manera sustentable, con deferencia al medio ambiente, responsabilidad hacia sus accionistas y mecanismos adecuados de control y transparencia). De ahí que la certificación en TOGAF se haya convertido en requisito para procesos de licitación públicos y privados.

Los arquitectos empresariales pueden certificarse en dos niveles diferentes de TOGAF, lo que les brinda competencias diferentes. Mientras que en el nivel 1, los profesionales validan que conocen la terminología, estructura base y conceptos de TOGAF; en el nivel 2 demuestran que pueden aplicar los conceptos de forma exitosa en entornos verticales de industria.

Es importante destacar que recientemente se realizó en Barcelona (España) elEncuentro Mundial de Arquitectos Empresariales y Desarrolladores. Este certamen anual fue convocado por The Open Group. El tema central de la Edición 2012 fue la utilización de la Arquitectura Empresarial para la gestión de grandes cantidades de datos. Bajo el título de Big Data, la próxima frontera en la Empresa, se llevó a cabo una agenda que conferencias en las que participaron destacados líderes de la industria de IT.

El certamen contó con la participación de representantes de más de 400 organizaciones, entre grandes proveedores de soluciones, integradores, consultores, clientes, académicos e investigadores.

Al término de este gran encuentro, quedó claro que la Arquitectura Empresarial es cada vez más reconocida como una disciplina necesaria para asegurar que, el diseño e implementación de la tecnología detrás de una organización, responda de manera efectiva a las verdaderas necesidades del negocio.

http://itnegocios.com/togaf-la-clave-de-los-expertos-en-arquitectura-empresarial

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martes, 20 de noviembre de 2012

Real-World Data Governance: Tools of Data Governance - Purchased & Developed - Part 1 Purchased

http://www.dataversity.net/webinar-tools-of-data-governance-purchased-and-developed-part-1-purchased/?mkt_tok=3RkMMJWWfF9wsRonvqXLZKXonjHpfsX56%2BQrXaGylMI%2F0ER3fOvrPUfGjI4JTsd0dvycMRAVFZl5nRtRFvOddZJF%2BfpTDUSgXTX8hbI%3D

http://www.dataversity.net/webinar-tools-of-data-governance-purchased-and-developed-part-1-purchased/?mkt_tok=3RkMMJWWfF9wsRonvqXIZKXonjHpfsX56%2BQrXaGylMI%2F0ER3fOvrPUfGjI4JTsd0dvycMRAVFZl5nRtRFvOddZJF%2BfpTDUSgXTX8hbI%3D

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martes, 13 de noviembre de 2012

IT Humor Management

English and Spanish jokes

http://gestionhumorti.blogspot.com.es/2012/10/no-sin-mi-tablet-i.html

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Webinar: Data Architecture for Data Governance

IASA good video

http://www.dataversity.net/webinar-data-architecture-for-data-governance/?mkt_tok=3RkMMJWWfF9wsRonvqvKZKXonjHpfsX56%2BQrXaGylMI%2F0ER3fOvrPUfGjI4JTcF0dvycMRAVFZl5nRtRFvOddZJF%2BfpTDUSgXTX8hbI%3D

http://www.slideshare.net/Dataversity/data-architecture-for-data-governance

Slides:

http://www.dataversity.net/slides-data-architecture-for-data-governance/?mkt_tok=3RkMMJWWfF9wsRonvqvKZKXonjHpfsX56%2BQrXaGylMI%2F0ER3fOvrPUfGjI4JTcF0dvycMRAVFZl5nRtRFvOddZJF%2BfpTDUSgXTX8hbI%3D

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lunes, 12 de noviembre de 2012

Implementing BPM Solutions: Lessons Learned

hello

nice video about BPMss

http://www.youtube.com/watch?feature=player_embedded&v=gkgnY7nRWo0

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viernes, 9 de noviembre de 2012

The Busy BA

the website about Business Analyst

http://thebusyba.com/

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miércoles, 7 de noviembre de 2012

Architecting the Enterprise Courses Online

https://www.architecting-the-enterprise.com/shop/shop.php

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Enteprise Architecture Jobs

EA Jobs Search in Microsoft

https://careers.microsoft.com/search.aspx#&&page=0

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ENTERPRISE STRATEGY ARCHITECT Job

I good EA job

https://careers.microsoft.com/jobdetails.aspx?ss=&pg=0&so=&rw=9&jid=94116&jlang=EN

Job Category: Services & Consulting
Location: Ireland, Dublin
Job ID: 812115
Division: Services & Support

Are you ready to seize an opportunity to work with established and innovative enterprises in a long-term relationship? Looking to work closely with top Line of Business and IT Executives in large Enterprises, to accelerate the achievement of business objectives through a roadmap of pragmatic technology adoption? Can you do this in a heterogeneous IT environment involving multiple platforms and technologies? Want to connect the solutions you envision to the business and measure impact to the bottom line of your customer? Interested in leveraging your abstract thinking skills and employing strong business and architectural skills to create innovative solutions for the largest organizations in the world?
Microsoft Services helps customers realize their full potential through accelerated adoption and productive use of Microsoft technologies. We are a global team of exceptional people who deliver world-class services with partners, earning customer confidence, trust, and loyalty by improving the overall customer and partner experience, serving as the customer advocate within Microsoft, and driving customer-centric product improvement.
In this strategic role in the Enterprise Strategy business, you’ll deliver advisory and planning services to Microsoft’s top enterprise customers. The Enterprise Architect enables customers to achieve their most challenging business and organizational goals while leveraging value from their current and future investment in the Microsoft Platform. Through a programmatic approach and objective assessment of the customer’s existing business imperatives and IT investments, the Enterprise Architect systematically plans, orchestrates, and contributes to the development and execution of their strategic technology initiatives so that they align with their broader business goals in an innovative fashion. You will provide industry proven practices and elevate the likelihood of successful integration of Microsoft technologies that may include integration and interoperability in a heterogeneous environment. In addition to building your own personal network of contacts, you’ll be provided an extensive network of colleagues with complementary competencies and whose expertise you can draw on to enhance the overall service provided by Microsoft to customers. The sections below identify the key areas and offer insight into the more common activities:
Relationship-driven differentiation: As the primary delivery resource for the Enterprise Strategy business, what you provide is unique and available only from Microsoft. You’ll advocate on behalf of the customer back into the Microsoft organization and maximize the value delivered from the relationship. Core activities include:
• Orchestrating Executive Briefing Center visits and bi-directional connection with Microsoft Product Development Groups as well as many other teams and communities.
• Facilitating the Customer’s uptake of Technology Adoption Programs for early advantage from pre-released Microsoft Products.
• Harnessing insights from groups like Microsoft Research, one of the largest sponsored technology research organizations worldwide. You’ll also have access to ‘the Library’, a catalog of reference architectures, industry insights and field-driven Intellectual Property (IP) examples that all provide unique value.
• Partnering with your CTO/CIO and facilitating IT staff development amongst their reports.
Business-driven portfolio value management: The role takes a principled approach first to understand the customer’s needs and then to develop roadmaps of change that realize value from their Microsoft investment across a heterogeneous IT environment. Activities include:
• Creating business case development and benefits management programs that define, track and report accrued value through the optimal application of IT to business challenges.
• Orchestrating and/or designing and architecting solutions that leverage both the investment made in the Microsoft Enterprise Agreement and the customer’s current heterogeneous IT environment in the best interests of the customer, driven through a formal program of change and drawing from the collective know-how of Microsoft.
• Providing portfolio governance and oversight to drive lifecycle optimization and alignment across all Microsoft-related initiatives.
Teaming to accelerate value: When a Microsoft customer invests in an Enterprise Agreement license with Microsoft, the Enterprise Architect accelerates the time-to-value by aligning the technology deployment and business adoption plans with the customer’s broader organizational objectives. Activities to support this objective include:
• Creating architectural and technology roadmaps that result in stronger business/IT alignment and that drive adoption and value from the Enterprise Agreement.
• Orchestrating the use of the Microsoft network of resources formally from within the Architect’s individual engagement. This can range from formal Solution Architecture through to general technology consulting and beyond. Likewise an Architect may be called on by colleagues to contribute from their area of specialization in other large engagements or to work jointly with the Microsoft support team around specific customer initiatives.
Practice development: In this role you’ll contribute to the growth and maturity of the local and international communities by providing mentorship, fostering IP development/knowledge transfer, and thru leading by example. In addition, opportunities exist to contribute to IP development and reuse initiatives and drive proven practices in architecture, planning, and customer relationships.
Business development: In this role you’ll also have the opportunity to bring your years of experience and expertise to bear on local business development opportunities and contribute to thought leadership within and across both your local Microsoft business and more broadly across other Microsoft businesses.
In addition to the above activities, it is expected that the successful candidate will have significant experience in at least one specialization from the three categories below:
Industry: Experience in one or more of the following Sectors/Industries: Government; Healthcare; Financial Services; Telecommunications, Retail; Manufacturing; Energy
Microsoft Strategic priorities: Cloud/S+S; Enterprise level / Mission Critical Applications; Optimized Desktop; Unified Communications and Collaboration
Enterprise Architect Specializations:
• Business Value Analysis and Benefits Management
• IT Portfolio Lifecycle Optimization
• Organizational Change Management
• IT Governance
• Enterprise Architecture
• IT-Led Business Innovation
• Business Architecture
• Information Architecture
• Organizational Design
The Enterprise Architect understands interoperability issues and the strengths and weaknesses of platforms and products, and is able to provide a trusted voice at the decision-making table. With IT sponsorship, you’ll develop relationships with key line-of-business executives, putting the customer in a position to translate early business needs and insights into actionable IT strategy, and assist IT in driving these initiatives to early results and business value. This work encompasses a solid understanding of business and IT strategy, a principled approach to broader architectural challenges and opportunities, and a great grasp of business, technology and solutions.
Qualifications and Experience:
• Must have a degree (Computer Science, Social Science or Business), and/or equivalent experience
• At least 8 - 10 years related business and IT consulting experience
• Must have a proven record of delivering business value from Information Technology at an executive level
• Candidates must have a deep understanding of markets, industries, business, customers, and technology. Work experience should involve a mix of business and technology consulting across the lifecycle of Information Technology (examples may include assessment and analysis, design, business case development, architecture, envisioning, planning, deployment, benefits analysis, and management)
• The ability and background experience to provide leadership and a demonstrated effectiveness in consulting and client management
• Executive-level interpersonal, verbal, written and presentation skills
• Experience forming and leading virtual teams and collaborating across large matrixed organizations
• Travel is an integral expectation of this position and can potentially be over 50%, as the needs of our customers and our business demand. This position location is flexible.
If you find this opportunity to be compelling and can demonstrate your ability to excel as an Enterprise Strategy Consultant we would like to explore the possibilities with you as soon as possible!