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       <td id="bannertd2" height="60" width="100%" border="0" align="center" valign="middle" background="images/bannermiddle.gif" nowrap="true"><h1 class="banner">Enterprise Architecture</h1></td>
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<table border="0"><tr><td valign="top"><span xmlns="" class="title"><a href="http://www.informit.com/content/index.asp?product_id={125695DD-0FED-4A4B-AFB1-6CC1A72E11A3}" target="publications">
Conway's Law Revisited: Successfully Aligning Enterprise Architecture</a></span><br xmlns=""/><span xmlns="" class="source"><a href="http://www.informit.com" target="publications">InformIT</a></span>,
       <span xmlns="" class="source">May 1, 2002 </span><br/><span xmlns="" class="author">by David Dikel and <a href="http://www.houseofyin.com" target="publications">David Kane</a></span><p xmlns=""><span class="label">Abstract: </span><abstract>In what has come to be known as Conway’s Law, Melvin Conway observed that the structure of
 a system reflects the organization that designed the system.  What are the implications of this law
 for enterprise architecture?  Those faced with the task of building enterprise architectures are 
 likely to find information systems whose fuzzy boundaries and complex interconnections are matched
 by the organizations from which they came.  Organizations find themselves very much aware of demands
 to align information technology investments and business objectives. So, what do you do when you 
 find yourself in an architecture leadership role?  An understanding of Conway’s Law can help make 
 these efforts to align enterprise architecture more successful. </abstract></p></td><td valign="top"/></tr></table>
     
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