Gerben Wierda is currently Team Coordinator Architecture & Design at APG. APG manages around €425 billion in pension assets for approximately 5 million participants in various pension schemes. APG also includes a separate insurance company (Loyalis) and an nimble small-pension-fund administration company (InAdmin).
Gerben has been, amongst other things, Lead Architect of the Judiciary in The Netherlands and Lead Architect of APG Asset Management. Gerben holds an M.Sc in Physics from the University of Groningen and an MBA from RSM Erasmus, Rotterdam.
Gerben Wierda is a author of Chess and the Art of Enterprise Architecture and Mastering ArchiMate (and the accompanying blogs) and is a guest columnist for the Enterprise Architecture Professional Journal with the column On Slippery Ice.
The opinions expressed in this blog are those of Gerben Wierda and do not necessarily represent those of current or past employers, IDG Communications, Inc., its parent, subsidiary or affiliated companies.
Although superficially you can be very standardized, life cycle events of all the parts can still turn the landscape into a hard problem
It seems to many that agile is seen as a free pass for unlimited change. This is an illusion. Working agile can in fact decrease your agility
Making good strategic design decisions about the locations of your data and processing is key
Enterprises generally try to enforce IT architecture design decisions by giving them to the IT department. That is deeply flawed. It's better to give these as goals to the business
The NFR concept is deeply flawed: What's counted as an NFR is not, and what is an NFR is ignored
John Zachman is the father of enterprise architecture., and while the agile crowd might disavow him and his framework these days, his message is misunderstood
Business IT landscapes are full with technological debt. Why do we keep ignoring the crud that has accumulated?
That new application that replaces several old ones often isn't an application at all, it's a platform. And that matters.