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MEMBER CONTRIBUTED DOCUMENT) NORCON 43-831 Enterprise Architect 6 Pages


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Position Title: Unit: Reports to: Division: Department: Date: Revised:

Enterprise Architect Exempt Chief Information Officer Corporate Services CITO

The Enterprise Architect is responsible for developing long-term strategic technology plans and strategies for the corporation which supports (company)s business plans and objectives.


Consult with business owners to determine business needs Research a range of technology options to serve identified business strategies. Identify most appropriate technology solutions to (company)s business needs Keep abreast of industry trends, best practices, and emerging technologies by attending conferences/seminars, regularly reviewing industry publications, books, Internet resources, etc. Develop position statements on the use of technology solutions within (company). Meet business and technical groups to identigy strategies that support the (company) Strategic Plan. Develop and maintain a five year technology strategic plan. Lead the activities required to implement the defined strategies (Enterprise and Technical Infrastructure).








Activity 3: ENTERPRISE ARCHITECTURE STEWARD Enforce compliance with Enterprise Architecture (EA). Review Projects for EA compliance. Guide projects into EA compliance and/or recommend approval for necessary exemptions. Lead development of standards within the EA domain (e.g. Networks, Applications, Information, Security, Management, etc.). Make decisions with respect to Enterprise Architecture standards. Identify and report EA violation to CIO, VP Corporate Services, and Technical Standing Committee (TSC). Participate in the development and evaluation of RFPs for strategic technology purchases (e.g. VOIP, Desktop and Server Platforms, WDM Optical Gear for WAN). Activity 4: ENTERPRISE ARCHITECTURE MAINTENANCE Maintain enterprise architecture documentation, including; Framework and Process documentation; Conceptual Architecture Principles; and Technical Standards. Seek necessary approvals for EA changes and update EA documentation appropriately. Work to align Enterprise Architecture with Annual Strategic Plan. Activity 5: COMMUNICATION Produce EA Newsletter. Present on EA to corporate stakeholder groups, management, and executive management. Conduct and maintain discussions/coaching with team members. Activity 6: PROJECT MANAGEMENT Manage teams of subject matter experts developing various components of the Enterprise Architecture domain standards. Participate in project activities.


Graduation from an Information Technology related university program plus a minimum of ten years progressively responsible Information Technology experience or the equivalent combination of training and experience is required. Certification/accreditation in Canadian Information Processing Society ISP (or equivalent) is required. Formal training in project management methodologies is an asset. Continuous upgrading/learning is required to remain current in information technology.

A minimum of ten years prior Information Technology related experience is required. A broad knowledge of technology (networking, applications, software development, databases, internet, etc.) and business analysis (requirements gathering, modeling, etc.) is required. Extensive research and project management experience is also required. Seven to twelve months on the job learning is required to fully understand all systems, processes and procedures and the expectations of the position.

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The following are additional job related competencies required for success in this position: ANALYSIS: Identifying, organizing, diagnosing and interpreting information to understand situations or concerns. PLANNING, ORGANIZING AND FOLLOW-UP: Establishes a clear course of action, involving others as appropriate, managing activities and monitoring results to accomplish a specific goal. PERSUADING AND INFORMAL NEGOTIATING: Using appropriate interpersonal styles and communication methods to gain acceptance of an idea, plan, activity or service from internal and external clients. ENCOURAGING INNOVATION AND CREATIVITY: Cultivating new approaches to accomplish goals and solves problems. MANAGING STRESS: Maintaining stable performance under pressure or opposition (such as time pressure or job ambiguity); relieving stress in a manner that is acceptable to the organization and those directly impacted. MANAGING CHANGE: Demonstrating flexibility and effectiveness with changing environments, tasks, responsibilities and people. DEMONSTRATING BUSINESS SKILLS: Thinking as an entrepreneur; demonstrating an understanding of the marketplace, business concepts, industry trends and economic development. COACHING/DEVELOPING COMPETENCY: Facilitating the ongoing development of individual and organizational competency. BUILDING STRATEGIC PERFORMANCE: Developing, aligning and managing organizational direction, group goals and individual objectives to achieve desired results. FORMAL PRESENTATION: Effectively presenting prepared information to a variety of audiences using appropriate delivery tools. LIFELONG LEARNING: Continuously acquiring and applying knowledge to enhance performance and growth. DEMONSTRATING BUSINESS SKILLS: Thinking as an entrepreneur; demonstrating an understanding of the marketplace, business concepts, industry trends and economic development. FINANCIAL RESPONSIBILITY: Demonstrating an understanding of financial principles and impact of decision; taking steps to contribute to financial goals and targets. RESOLVING CONFLICT: Bringing conflict and dissent between others into the open to arrive at constructive solutions while maintaining positive relationships. LEADING: Using appropriate interpersonal styles and methods to inspire and guide others toward vision and goal achievement. MEETING FACILITATION: Using appropriate interpersonal styles and methods to guide participants toward a meetings objectives; modifying behaviour according to tasks and individuals present. POLITICAL ACUMEN: Having and using knowledge of situations, systems and cultures inside and outside an organization to identify potential impacts and to influence decisions. DECISION MAKING: Committing to a timely course of action which considers alternatives, risks and consequences in light of organizational goals, values, resources and constraints. SOFTWARE PROFICIENCY: Using/applying software appropriate to the job function to ensure a high level of efficiency in accomplishing work.

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The development and maintenance of the 5-year Enterprise Architecture Strategic Plan requires the incumbent to work with key business stakeholders from all corporate divisions (including Audio-Visual, Marketing, People Services, Corporate Security, VLD, CITO, etc.) in order to understand (company)s complex business strategies/requirements. In addition, the incumbent must monitor technology trends (tracking new, emerging, and fading technologies) and assess the impacts on (company) Enterprise Architecture Strategic Plan. The incumbent is responsible for gathering/organization/analysis of data from business and technology stakeholders, leading the strategic direction of technology choices, and planning for the evolution of technologies within the Enterprise Architecture. The incumbent utilizes (company) policies and procedures and industry EA frameworks (e.g. Federal Enterprise Architecture, Zachmann, TOGAF) as points of reference when maintaining the Enterprise Architecture. Tools such as mind-maps, concept maps, and architecture diagrams are used to model the complex inter-relationships between strategy and architecture.


Work duties are primarily office related tasks so the vast majority of time spent sitting at a desk working on a computer. The incumbent spends up to four hours plus per day reading, analyzing reports/correspondence, writing business cases/reports and conducting long term planning.

ACCOUNTABILITY The Enterprise Architect is responsible for providing clear decisions about choice of technology direction and strategies from amongst many complex options, while minimizing impacts when integrating new technologies into existing environments. In doing so, the incumbent makes recommendations and decisions that may be disruptive, and/or unpopular, with long-term financial/operational consequences. The incumbent must gain support for these decisions through communication, education, and coaching.
The incumbent reviews projects for EA compliance issues. The incumbent develops and accurately maintains EA system, standards, and planning documents. The Enterprise Architect seeks consultation and/or authorization from the Chief Information Officer and the Technical Standing Committee with respect to major changes to EA and standards.

No direct supervisory responsibility. The incumbent does not provide direct supervisory responsibility, but provides expert technical advisory assistance to employees relating to Enterprise Architecture to help them understand the reasons for recommendations. The incumbent coaches technical staff on technologies, approaches, and methodologies and assists team members with problem solving and planning activities. The incumbent has functional supervision over a team of subject matter experts, reviews work within a project and assigns and schedules tasks.


Incorrect technology selection may impact service to internal and external clients, impacting revenue generation, staff efficiency, and can introduce extra costs as alternate solutions are sought. Delays in deployment of new systems and technologies Page 4 Enterprise Architect

may expose the corporation to undue risk (due to use of obsolete/unsupported/expensive technologies). Proliferation of technologies and skills needed to support them could lead to the need for excessive numbers of FTEs and/or education costs to support the technology.


The incumbent has frequent contact with employees within CITO in all levels for planning and strategizing, project work, EA requirements, and other related assistance. The incumbent has occasional contact with other employees from all levels of the organization to ensure the proper execution of EA position duties. The incumbent also has constant contact with vendors and industry research firms for information gathering/research, trends, technology strategies, etc.


The incumbent works in an office environment. Travel may be required to all locations.


The incumbent may experience stress in dealing with rapid changes in business strategy, multiple priorities, interruptions and shifting of project deadlines dates. The incumbent is required to make decisions that may prove unpopular, which can lead to stress and conflict in the workplace.

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Last Job Description Audit and Maintenance Completed: Reason for Audit and Maintenance:

Authorized Signatures Required:

Approved By:

____________________________ Department Manager

_________________ Date

____________________________ Department Manager

_________________ Date

H.R. Reviewed:

____________________________ Human Resources

_________________ Date

Description Change:

____________________________ Human Resources

_________________ Date

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