How To make Ai literature

 How to make Ai literature 

From description to rationaliza

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Thoughtful, intentional enterprise architecture management thus becomes a priority. And the first step in that direction involves describing the situation as it stands today. In other words, you start by creating an inventory of the technology you have. An inventory on its own won’t tell you much, so enterprise architects compare this inventory to the company’s business capability map.

This exercise can reveal a lot about your IT landscape because it shows you, among other things, where you have more than one technology supporting a particular business capability. Given that cost management is top of mind for many CIOs and CFOs, one can quickly see the benefit of simply mapping technology to business capability  

From description to rationalization

Thoughtful, intentional enterprise architecture management thus becomes a priority. And the first step in that direction involves describing the situation as it stands today. In other words, you start by creating an inventory of the technology you have. An inventory on its own won’t tell you much, so enterprise architects compare this inventory to the company’s business capability map.

This exercise can reveal a lot about your IT landscape because it shows you, among other things, where you have more than one technology supporting a particular business capability. Given that cost management is top of mind for many CIOs and CFOs, one can quickly see the benefit of simply mapping technology to business capabilities.

You may discover, as one SAP LeanIX client did, that your company has four payroll systems (the result of a series of acquisitions). Of course, you can’t just shut pick three and shut them off. You need to understand the whole picture.

You need to ask, as that client’s VP of IT recommended, “What are the relative strengths and weaknesses of a particular application when it comes to servicing this [business]

From description to rationalization

Thoughtful, intentional enterprise architecture management thus becomes a priority. And the first step in that direction involves describing the situation as it stands today. In other words, you start by creating an inventory of the technology you have. An inventory on its own won’t tell you much, so enterprise architects compare this inventory to the company’s business capability map.

This exercise can reveal a lot about your IT landscape because it shows you, among other things, where you have more than one technology supporting a particular business capability. Given that cost management is top of mind for many CIOs and CFOs, one can quickly see the benefit of simply mapping technology to business capabilities.

You may discover, as one SAP LeanIX client did, that your company has four payroll systems (the result of a series of acquisitions). Of course, you can’t just shut pick three and shut them off. You need to understand the whole picture.

You need to ask, as that client’s VP of IT recommended, “What are the relative strengths and weaknesses of a particular application when it comes to servicing this [business]From description to rationalization

Thoughtful, intentional enterprise architecture management thus becomes a priority. And the first step in that direction involves describing the situation as it stands today. In other words, you start by creating an inventory of the technology you have. An inventory on its own won’t tell you much, so enterprise architects compare this inventory to the company’s business capability map.

This exercise can reveal a lot about your IT landscape because it shows you, among other things, where you have more than one technology supporting a particular business capability. Given that cost management is top of mind for many CIOs and CFOs, one can quickly see the benefit of simply mapping technology to business capabilities.

You may discover, as one SAP LeanIX client did, that your company has four payroll systems (the result of a series of acquisitions). Of course, you can’t just shut pick three and shut them off. You need to understand the whole picture.

You need to ask, as that client’s VP of IT recommended, “What are the relative strengths and weaknesses of a particular application when it comes to servicing this [business]