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In spite of rapid strides in evolving architecture processes that can help enterprises leverage IT for creating value, shortcomings are widely perceived. In this paper, the author discusses four points beginning with structuring the enterprise, partitioning enterprise capabilities, standardized core and support functions, and the internal and external relations contain the complexity of architecture initiatives and prioritize value-enhancing changes. Next, business value and its measurement is discussed. Although value is ultimately economic, it is difficult to measure. The author proposes an enhanced version of the standardized and functionally-partitioned Level 1 Performance Measures proposed by the Supply Chain Council. Maximizing returns from IT assets is then examined, with globalization increasing the complexities of scale and scope, the major benefits from IT are increasingly in deploying science to automate enterprise planning. Lastly, architecting for value, IT enabled Part II is addressed. A subsequent paper will study the application through a case study and share recommendations for IT services vendors.

In spite of rapid strides in evolving Architecture processes that can help Enterprises leverage IT for creating Value, shortcomings are widely perceived. In this paper, the author discusses four points. Part I covers structuring the enterprise, business value and its measurement and maximizing returns from IT assets. This part examines architecting for value, IT enabled. It is suggested that, since the impacts are generally inseparable, IT changes should be planned within a holistic framework considering all other business considerations, merging all enterprise capabilities and all approaches from different disciplines to creating Value. Further, this Architecture should be aligned with the Architecture of the business, i.e., with business models, rather than with business strategies. A subsequent paper will study the application through a case study and share recommendations for IT services vendors.

In spite of rapid strides in evolving architecture processes that can help enterprises leverage IT for creating value, shortcomings are widely perceived. In this paper, the author discusses four points beginning with structuring the enterprise, partitioning enterprise capabilities, standardized core and support functions, and the internal and external relations contain the complexity of architecture initiatives and prioritize value-enhancing changes. Next, business value and its measurement is discussed. Although value is ultimately economic, it is difficult to measure. The author proposes an enhanced version of the standardized and functionally-partitioned Level 1 Performance Measures proposed by the Supply Chain Council. Maximizing returns from IT assets is then examined, with globalization increasing the complexities of scale and scope, the major benefits from IT are increasingly in deploying science to automate enterprise planning. Lastly, architecting for value, IT enabled Part II is addressed. A subsequent paper will study the application through a case study and share recommendations for IT services vendors.